can process make you happy?
TRANSCRIPT
©Q:PIT Ltd 2011-2012 1
Can Process Make You Happy?
Making your organization work for you
02 August 2012
©Q:PIT Ltd 2011-2012 2
Copyright Statement• SM Architecture Tradeoff Analysis Method, ATAM, CMM Integration, COTS Usage
Risk Evaluation, CURE, EPIC, Evolutionary Process for Integrating COTS-based systems, Framework for Software Product Line Practice, IDEAL, Interim Profile, OAR, OCTAVE, Operationally Critical Threat, Asset, and Vulnerability Evaluation, Options Analysis for Reengineering, Personal Software Process, PLTP, Product Line Technical Probe, PSP, SCAMPI, SCAMPI Lead Appraiser, SCE, SEPG, SoS Navigator, T-Checks, Team Software Process, TSP, are service marks of Carnegie Mellon University
• TM Carnegie Mellon Software Engineering Institute (stylized), Carnegie Mellon Software Engineering Institute (and design), Simplex, Stylized hexagon are trademarks of Carnegie Mellon UniversityQ:PIT is a trademark of Q:PIT Ltd, Milton Keynes, UK
• ® Capability Maturity Model, Capability Maturity Modeling, Carnegie Mellon, CERT, CERT Coordination Center, CMM, CMMI, FloCon, OCTAVE are registered in the U.S. Patent and Trademark Office by Carnegie Mellon UniversityThe Q:PIT swirl is a registered trademark of Q:PIT Ltd, Milton Keynes, UK
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©Q:PIT Ltd 2011-2012 3
Peter Leeson
• Director of Q:PIT Ltd• SCAMPI Lead Appraiser and CMMI Instructor• SEI Visiting Scientist• Over 35 years of software engineering• 20 years as process improvement professional• Process Improvement experience in Australia,
Austria, Belgium, China, Denmark, England, France, Germany, India, Ireland, Japan, Mexico, Netherlands, Poland, Romania, Spain, Sweden, Switzerland…
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Q:PIT Ltd
• International association of independent process improvement professionals
• Q:PIT means…– Reducing the cost of Quality through Process
improvement, Information management and Teamwork
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What are we trying to achieve?
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Foundations of Quality
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People
Process Technology
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What do you need?
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What do you need?
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What do you need?
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How do you make people happy?
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Living Wages
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Resources
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Skills
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Continuity
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Stability
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Plan
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Methodology
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View the Product
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Vision
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Environment
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Leadership
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Team
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Support
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Control
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Voice
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Recognition
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Feedback
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Trust
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Eustress
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Freedom in Framework
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Putting it into context
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Maslow
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Maslow
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Breathing, food, water, sex, sleep, homeostasis, excretion
Security of body, employment, resources, morality, the family,
health, property
Friendship, family, sexual intimacy
Self-esteem, confidence, achievement, respect of/by
others
Morality, creativity, spontaneity, problem solving, lack of
prejudice, acceptance of facts
CreativityProblem Solving
Lack of PrejudiceAcceptance of facts
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Maturity
Maturity is climbing the Maslow pyramid
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In an Immature Organization
• No consensus on what are the objective or goals of– The organisation– The project– The product– The process
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Improving…
• Requires commitment from all levels of management and practitioners to the effort
• Document what you are doing, then read what you did
• Measure, collect, analyse, learn• Management requires that processes be
documented and measured• People accept to learn from their mistakes
rather than fear retribution02 August 2012
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Life in a Maturing Organization
• People (at all levels) see issues and problems as possibilities to improve
• Measurements are seen as a necessary management tool
• Estimates are based on facts and documented• The schedule is based on the estimates• Commitment is maintained and considered as
commitments by all involved
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In a Mature Organization
Working together towards a common goal
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A Mature Culture 1/2
• Common approach to the work and the success of the organization
• Decisions and estimates based on facts, data and experience
• Plans based on what can be achieved and working together to ensure customer satisfaction with regard to quality, functionality, budget and delays
• Assurance that the resources required for a task will be available as expected
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A Mature Culture 2/2
• Liberation of the imagination to continuous, common improvement
• Focus of all on delivering a product that satisfies the customer and placing the customer’s needs and expectations first
• Everyone taking personal responsibility for the quality of his/her own work and ensuring that the quality is optimized before responsibility is handed over to the next step of the development lifecycle
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Immature Processes
• Processes are ad hoc and improvised by practitioners and their management
• Process descriptions are not rigorously followed or enforced• Performance is highly dependent on current practitioners• Understanding of the current status of a project is limited• Immature processes result in fighting fires:
– no time to improve—constantly reacting– Firefighters get burned– Embers may rekindle later
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Immature Processes
• Processes are ad hoc and improvised by practitioners and their management
• Process descriptions are not rigorously followed or enforced• Performance is highly dependent on current practitioners• Understanding of the current status of a project is limited• Immature processes result in fighting fires:
– no time to improve—constantly reacting– Firefighters get burned– Embers may rekindle later
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Mature Processes = Fire Prevention
• Process descriptions are consistent with the way work actually gets done
• They are defined, documented, and continuously improved• Processes are supported visibly by management and others• They are well controlled—process fidelity is evaluated and
enforced• There is constructive use of product and process
measurement• Technology is introduced in a disciplined manner
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The Role of Process
Engineering TeamsEngineering Teams
Environment Environment
ManagementManagement
MethodsMethods
ProcessProcessCustomerCustomer
Technical assetsTechnical assets02 August 2012
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What Is a Process?
Procedures and methodsdefining the relationshipof tasks
Tools andequipment
Peoplewith skills, training, andmotivation
PROCESS
Major determinants of product cost, schedule, and quality performance
A
B
CD
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Mature Processes Are Institutionalized
• “That’s the way we do things around here”• The organization builds an infrastructure that contains
effective, usable, and consistently applied processes• The organizational culture conveys the process• Management nurtures the culture• Culture is conveyed through role models and
recognition• Institutionalized processes endure after the people
who originally defined them have gone
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Using Your Brain
The Context for Improvement
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The Delivery Process
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Goa
ls
Plan Delivery3. Work2. Plan
1. Envision
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The Managed Process
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StatusVaria
nce
4. MeasureG
oals
Plan Delivery3. Work2. Plan
1. Envision
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The Improvement Process
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Status
Metrics
Varia
nce
Variance5. Improve 4. MeasureG
oals
Plan Delivery3. Work2. Plan
1. Envision
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The Risk Management Process
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Goa
ls
Plan Delivery
Opportunity
Risk
Uncer
tain
ty
Status
Metrics
Varia
nce
Variance5. Improve 4. Measure
3. Work2. Plan
1. Envision 6. Discover Enigma
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The Four Major Areas
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Goa
ls
Plan Delivery
Opportunity
Risk
Uncer
tain
ty
Status
Metrics
Varia
nce
Variance
Past
Known
Unknown
Future
5. Improve 4. Measure
3. Work2. Plan
1. Envision 6. Discover Enigma
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The Development Process As Human Reasoning
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5 4
32
1 6
Past
Known
Unknown
Future
Left Brain
Right Brain
Limbic Cerebral
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The Four Quadrants of the Human Brain
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Limbic Cerebral
LogicKnown
EmotionsUnknown
MemoryPast
ImaginationFuture
Left Brain
Right Brain
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Whole Brain Thinking
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Influence
StimuliMeEgo
SpiritSoulSelf
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Establishing Direction
Deciding to ChangePromoting Change
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Value and Cost
• What is the value of improvement to your organization?
• Why would you want to invest so much money, knowing you will have no return on investment in this budget cycle or the next?
• What are the benefits of improvement to your business, to the quality of your products and services, to your customer satisfaction?
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Cost and Investment
Cost• Improvement is a cost:
– Staff is not made available– Tools are too expensive– Don’t bother the “real” projects– What is the minimum we need to
do to satisfy the lead appraiser?– Can we do a CMMI appraisal in 2
days like an ISO audit?– Focus on training staff to answer
the questions of the appraisal team
– Staff are trusted to understand and apply without training or support
Investment• Improvement is an investment:
– The cost of bad quality is understood– Improving all future projects is
critically important – even if it presents a risk to the success of one on-going project
– Customers are involved in the improvement programme
– All new processes, projects, products are measured according to a primary need
– Management is actively and visibly interested in the return on their investment
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Fail!
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Management and Leadership
• Management needs to understand the cost of process improvement and be willing to make the necessary adjustments
• Leadership means going there first:– Is management ready to apply the principles of
process improvement to their own work?– Who does quality assurance on management’s work?– Has your management applied formal decision and risk
analysis techniques to deciding why they should do process improvement?
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Your CEO said…
02 August 2012
IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and support their business growth.We help our customers by constantly innovating, and introducing new, easier, and more secure support and delivery services. We help increase the efficiency of customers' operations and add value to related products and services.We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the hardware and software suppliers that serve them) – through the provision of fast, secure services which, in most instances, benefit from a valuable quality guarantee.And, of course, we bring value to the consumers and the businesses that use us to manage their infrastructure – by bringing greater levels of convenience, security, and confidence.During the past financial year, the number of customers who rely on us increased by 14.7%.Technological change is having a significant impact on the European market. For example, e-commerce represents a large and rapidly growing share of the overall market, retailers are progressively investing in new facilities and solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale.
What the ****does that mean?
©Q:PIT Ltd 2011-2012 61
Key words…IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and support their business growth.We help our customers by constantly innovating, and introducing new, easier, and more secure support and delivery services. We help increase the efficiency of customers' operations and add value to related products and services.We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the hardware and software suppliers that serve them) – through the provision of fast, secure services which, in most instances, benefit from a valuable quality guarantee.And, of course, we bring value to the consumers and the businesses that use us to manage their infrastructure – by bringing greater levels of convenience, security, and confidence.During the past financial year, the number of customers who rely on us increased by 14.7%.Technological change is having a significant impact on the European market. For example, e-commerce represents a large and rapidly growing share of the overall market, retailers are progressively investing in new facilities and solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale.
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©Q:PIT Ltd 2011-2012 62
Key words…IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and support their business growth.We help our customers by constantly innovating, and introducing new, easier, and more secure support and delivery services. We help increase the efficiency of customers' operations and add value to related products and services.We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the hardware and software suppliers that serve them) – through the provision of fast, secure services which, in most instances, benefit from a valuable quality guarantee.And, of course, we bring value to the consumers and the businesses that use us to manage their infrastructure – by bringing greater levels of convenience, security, and confidence.During the past financial year, the number of customers who rely on us increased by 14.7%.Technological change is having a significant impact on the European market. For example, e-commerce represents a large and rapidly growing share of the overall market, retailers are progressively investing in new facilities and solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale.
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Innovation
• Expectation for– Change– Cutting edge– Rapid development and delivery
• Implementation focus– Lean– Agile– Requirements management– Peer reviews
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©Q:PIT Ltd 2011-2012 64
Key words…IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and support their business growth.We help our customers by constantly innovating, and introducing new, easier, and more secure support and delivery services. We help increase the efficiency of customers' operations and add value to related products and services.We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the hardware and software suppliers that serve them) – through the provision of fast, secure services which, in most instances, benefit from a valuable quality guarantee.And, of course, we bring value to the consumers and the businesses that use us to manage their infrastructure – by bringing greater levels of convenience, security, and confidence.During the past financial year, the number of customers who rely on us increased by 14.7%.Technological change is having a significant impact on the European market. For example, e-commerce represents a large and rapidly growing share of the overall market, retailers are progressively investing in new facilities and solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale.
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Reliable
• Expectation for– Security– Reliability
• Implementation focus:– Quality assurance– Configuration management– Strategic service management– Incident resolution and prevention– Service continuity
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Key words…IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and support their business growth.We help our customers by constantly innovating, and introducing new, easier, and more secure support and delivery services. We help increase the efficiency of customers' operations and add value to related products and services.We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the hardware and software suppliers that serve them) – through the provision of fast, secure services which, in most instances, benefit from a valuable quality guarantee.And, of course, we bring value to the consumers and the businesses that use us to manage their infrastructure – by bringing greater levels of convenience, security, and confidence.During the past financial year, the number of customers who rely on us increased by 14.7%.Technological change is having a significant impact on the European market. For example, e-commerce represents a large and rapidly growing share of the overall market, retailers are progressively investing in new facilities and solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale.
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Customer Value
• Expectation for– Customer satisfaction– Efficiency
• Implementation focus:– Requirements development– Verification and validation– Organizational performance– Quantitative management
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Key words…IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and support their business growth.We help our customers by constantly innovating, and introducing new, easier, and more secure support and delivery services. We help increase the efficiency of customers' operations and add value to related products and services.We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the hardware and software suppliers that serve them) – through the provision of fast, secure services which, in most instances, benefit from a valuable quality guarantee.And, of course, we bring value to the consumers and the businesses that use us to manage their infrastructure – by bringing greater levels of convenience, security, and confidence.During the past financial year, the number of customers who rely on us increased by 14.7%.Technological change is having a significant impact on the European market. For example, e-commerce represents a large and rapidly growing share of the overall market, retailers are progressively investing in new facilities and solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale.
02 August 2012
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Policies
• Translating real objectives into realistic expectations• Policies are constitutional law
– No one is above the law– It is known by everyone
• If the policy does not come from senior management, they will not consider themselves bound by the policy
• The policies reflect the management expectations (and not the contents of some model, standard or theory!)
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Writing a Policy• Questions:
– What makes us different from others?– Why would a prospect come to us rather than to our competitors?– How can we ensure that we are satisfying our customers without
jeopardizing the future of our organization?– What do we mean when we use the word "quality"? How do we measure
that?– What are the critical practices that are required by all teams in order to
satisfy these objectives?– What behaviour do we expect from our staff?– How can we ensure that we learn and continuously improve these
practices and behaviours over time?– How can we encourage, monitor, measure and enforce this behaviour?– How can we communicate this to everyone concerned?
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Contents of the Policy
• Define Quality– When you talk about quality in your marketing material, what do
you mean? How do you define quality in a pragmatic, measurable manner?
• Process Expectations– Why do you believe that process is going to help your
organization?– What do you expect to get out of processes?
• Staff Expectations– What do you expect your staff to be doing? What should their
attitude be?– What do you want your staff to deliver in terms of results?
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Enforcing the Policy
• A law is useless if it is not enforced• The policy must reflect the monitoring, control
and enforcement procedure• Before enforcing staff activities, you need to
understand how to monitor it, how to measure your objectives
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QA
Focused Improvement
Improvement path established through policies and measurement
Solid basis for change through Configuration Management
PlanDo
Check
Learn
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QA
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How to Measure
• What do you believe will be the visible difference? If there is no visible difference in effect, don’t do it
• How can you reduce the uncertainty of the result?
• What do you already know? What can you find out?
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Keep It Simple
• You can reduce uncertainty significantly if you collect a little information
• Do not fall in the trap of believing it needs to be perfect to measure
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Illustration from “How to Measure Anything: Finding the Values of Intangibles in Business
” ©2010 Douglas W. Hubbard
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Start at Maturity Level 2Level Process Areas
5 Optimizing Causal Analysis and ResolutionOrganizational Performance Management
4 Quantitatively Managed
Quantitative Project Management Organizational Process Performance
3 Defined
Customer and Product RequirementsOrganization Process DefinitionOrganizational Process FocusIntegrated Project ManagementDecision Analysis & Resolution
ValidationVerificationTechnical SolutionProduct IntegrationRisk ManagementOrganizational Training
2 Managed
Requirements ManagementProject Monitoring and ControlSupplier Agreement ManagementProduct and Process Quality Assurance
Project PlanningConfiguration ManagementMeasurement and Analysis
1 Initial
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Level Process Areas
5 Optimizing Causal Analysis and ResolutionOrganizational Performance Management
4 Quantitatively Managed
Quantitative Project Management Organizational Process Performance
3 Defined
Customer and Product RequirementsOrganization Process DefinitionOrganizational Process FocusIntegrated Project ManagementDecision Analysis & Resolution
ValidationVerificationTechnical SolutionProduct IntegrationRisk ManagementOrganizational Training
2 Managed
Requirements ManagementProject Monitoring and ControlSupplier Agreement ManagementProduct and Process Quality Assurance
Project PlanningConfiguration ManagementMeasurement and Analysis
1 Initial
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Start at Maturity Level 2
• Maturity Level 2 focuses on understanding what satisfies needs and expectations, what works
• Maturity Level 3 focuses on sharing the best practices that were identified at Maturity Level 2
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Start at Capability Level 2
• Capability Level 2 focuses on understanding what identifying the expectations and allowing experienced people to satisfy them as well as they can
• Capability Level 3 focuses on sharing the best practices that were identified at Maturity Level 2
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Apply the Generic Practices
1 Perform Specific Practices
2
Establish an Organizational PolicyPlan the ProcessProvide ResourcesAssign ResponsibilityTrain PeopleManage ConfigurationsIdentify and Involve Relevant StakeholdersMonitor and Control the ProcessObjectively Evaluate AdherenceReview Status with Higher-Level Management
3 Establish a Defined ProcessCollect Improvement Information
07-June-2012 ©Q:PIT Ltd 2012 79
First – this is real, not theory!
1 Perform Specific Practices
2
Establish an Organizational PolicyPlan the ProcessProvide ResourcesAssign ResponsibilityTrain PeopleManage ConfigurationsIdentify and Involve Relevant StakeholdersMonitor and Control the ProcessObjectively Evaluate AdherenceReview Status with Higher-Level Management
3 Establish a Defined ProcessCollect Improvement Information
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Communicate the Organizational Expectations
1 Perform Specific Practices
2
Establish an Organizational PolicyPlan the ProcessProvide ResourcesAssign ResponsibilityTrain PeopleManage ConfigurationsIdentify and Involve Relevant StakeholdersMonitor and Control the ProcessObjectively Evaluate AdherenceReview Status with Higher-Level Management
3 Establish a Defined ProcessCollect Improvement Information
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Ensure they have the means…
1 Perform Specific Practices
2
Establish an Organizational PolicyPlan the ProcessProvide ResourcesAssign ResponsibilityTrain PeopleManage ConfigurationsIdentify and Involve Relevant StakeholdersMonitor and Control the ProcessObjectively Evaluate AdherenceReview Status with Higher-Level Management
3 Establish a Defined ProcessCollect Improvement Information
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…to do the work efficiently…
1 Perform Specific Practices
2
Establish an Organizational PolicyPlan the ProcessProvide ResourcesAssign ResponsibilityTrain PeopleManage ConfigurationsIdentify and Involve Relevant StakeholdersMonitor and Control the ProcessObjectively Evaluate AdherenceReview Status with Higher-Level Management
3 Establish a Defined ProcessCollect Improvement Information
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…and effectively.
1 Perform Specific Practices
2
Establish an Organizational PolicyPlan the ProcessProvide ResourcesAssign ResponsibilityTrain PeopleManage ConfigurationsIdentify and Involve Relevant StakeholdersMonitor and Control the ProcessObjectively Evaluate AdherenceReview Status with Higher-Level Management
3 Establish a Defined ProcessCollect Improvement Information
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Check the expectations are met
1 Perform Specific Practices
2
Establish an Organizational PolicyPlan the ProcessProvide ResourcesAssign ResponsibilityTrain PeopleManage ConfigurationsIdentify and Involve Relevant StakeholdersMonitor and Control the ProcessObjectively Evaluate AdherenceReview Status with Higher-Level Management
3 Establish a Defined ProcessCollect Improvement Information
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Establish an Organizational Policy
Only then, consider standardizing
1 Perform Specific Practices
2
Establish an Organizational PolicyPlan the ProcessProvide ResourcesAssign ResponsibilityTrain PeopleManage ConfigurationsIdentify and Involve Relevant StakeholdersMonitor and Control the ProcessObjectively Evaluate AdherenceReview Status with Higher-Level Management
3 Establish a Defined ProcessCollect Improvement Information
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Generic Practices
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Why are you doing this?
What value are you getting out of it?
Generic Practices
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Generic Practices
07-June-2012 ©Q:PIT Ltd 2012 89
Generic Practices
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ste
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Always remember
• Performance Improvement is a culture change– It is not easy– It is completely dependent on management– It can be highly successful if done correctly– It requires you to change (and not only everyone
else!)
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But it’s worth it!
• The result will make life more predictable for you in your daily work
• The result will remove the barriers that keep you from being proud of your work
• The result will focus on fixing the system instead of blaming the people
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But it’s worth it!
• The result will make life more predictable for you in your daily work
• The result will remove the barriers that keep you from being proud of your work
• The result will focus on fixing the system instead of blaming the people
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Resources
• The first part of this presentation is extracted from “Forget Process; Focus on People” (FP2): http://prezi.com/qm4wcnk_5hnb/forget-process-focus-on-people/ (with explanations)
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Contact Information
• Peter Leeson– Q:PIT Ltd
PO Box 6066Milton KeynesMK1 9BHUnited Kingdom
– Direct Line: +44 (0)20 8133 4120– Tel: +44 (0)1 908 506 908– Fax: +44 (0)7006 010 575– Mobile/Cell: +44 (0)773 998 98 67– E Mail: [email protected]– Skype: qpitpjl– Internet: http://www.qpit.net
02 August 2012