Can Process Make You Happy?

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<ol><li> 1. Can Process Make You Happy? Making your organization work for you02 August 2012 Q:PIT Ltd 2011-20121 </li><li> 2. Copyright Statement SM Architecture Tradeoff Analysis Method, ATAM, CMM Integration, COTS UsageRisk Evaluation, CURE, EPIC, Evolutionary Process for Integrating COTS-basedsystems, 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 LineTechnical Probe, PSP, SCAMPI, SCAMPI Lead Appraiser, SCE, SEPG, SoS Navigator, T-Checks, Team Software Process, TSP, are service marks of Carnegie MellonUniversity TM Carnegie Mellon Software Engineering Institute (stylized), Carnegie MellonSoftware Engineering Institute (and design), Simplex, Stylized hexagon aretrademarks 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 inthe U.S. Patent and Trademark Office by Carnegie Mellon UniversityThe Q:PIT swirl is a registered trademark of Q:PIT Ltd, Milton Keynes, UK02 August 2012 Q:PIT Ltd 2011-2012 2 </li><li> 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,Switzerland02 August 2012 Q:PIT Ltd 2011-2012 3 </li><li> 4. Q:PIT Ltd International association of independentprocess improvement professionals Q:PIT means Reducing the cost of Quality through Processimprovement, Information management andTeamwork02 August 2012 Q:PIT Ltd 2011-20124 </li><li> 5. What are we trying to achieve?02 August 2012 Q:PIT Ltd 2011-2012 5 </li><li> 6. Foundations of Quality People ProcessTechnology02 August 2012 Q:PIT Ltd 2011-20126 </li><li> 7. What do you need?02 August 2012 Q:PIT Ltd 2011-2012 7 </li><li> 8. What do you need?02 August 2012 Q:PIT Ltd 2011-2012 8 </li><li> 9. What do you need?02 August 2012 Q:PIT Ltd 2011-2012 9 </li><li> 10. How do you make people happy?02 August 2012 Q:PIT Ltd 2011-2012 10 </li><li> 11. Living Wages02 August 2012 Q:PIT Ltd 2011-2012 11 </li><li> 12. Resources02 August 2012 Q:PIT Ltd 2011-2012 12 </li><li> 13. Skills02 August 2012 Q:PIT Ltd 2011-2012 13 </li><li> 14. Continuity02 August 2012Q:PIT Ltd 2011-2012 14 </li><li> 15. Stability02 August 2012 Q:PIT Ltd 2011-2012 15 </li><li> 16. Plan02 August 2012 Q:PIT Ltd 2011-2012 16 </li><li> 17. Methodology02 August 2012 Q:PIT Ltd 2011-2012 17 </li><li> 18. View the Product02 August 2012 Q:PIT Ltd 2011-2012 18 </li><li> 19. Vision02 August 2012 Q:PIT Ltd 2011-2012 19 </li><li> 20. Environment02 August 2012Q:PIT Ltd 2011-2012 20 </li><li> 21. Leadership02 August 2012Q:PIT Ltd 2011-2012 21 </li><li> 22. Team02 August 2012 Q:PIT Ltd 2011-2012 22 </li><li> 23. Support02 August 2012 Q:PIT Ltd 2011-2012 23 </li><li> 24. Control02 August 2012 Q:PIT Ltd 2011-2012 24 </li><li> 25. Voice02 August 2012 Q:PIT Ltd 2011-2012 25 </li><li> 26. Recognition02 August 2012Q:PIT Ltd 2011-2012 26 </li><li> 27. Feedback02 August 2012 Q:PIT Ltd 2011-2012 27 </li><li> 28. Trust02 August 2012 Q:PIT Ltd 2011-2012 28 </li><li> 29. Eustress02 August 2012 Q:PIT Ltd 2011-2012 29 </li><li> 30. Freedom in Framework02 August 2012 Q:PIT Ltd 2011-2012 30 </li><li> 31. Putting it into context02 August 2012 Q:PIT Ltd 2011-2012 31 </li><li> 32. Maslow02 August 2012 Q:PIT Ltd 2011-2012 32 </li><li> 33. MaslowMorality, creativity, spontaneity,problem solving, lack of prejudice, acceptance of factsAcceptance of factsLack of Prejudice Self-esteem, confidence,achievement, respect of/by Problem Solvingothers Creativity Friendship, family, sexual intimacySecurity of body, employment,resources, morality, the family, health, propertyBreathing, food, water, sex, sleep, homeostasis, excretion02 August 2012 Q:PIT Ltd 2011-2012 33 </li><li> 34. Maturity Maturity is climbing the Maslowpyramid02 August 2012Q:PIT Ltd 2011-2012 34 </li><li> 35. In an Immature Organization No consensus on what are theobjective or goals of The organisation The project The product The process02 August 2012 Q:PIT Ltd 2011-2012 35 </li><li> 36. Improving Requires commitment from all levels ofmanagement and practitioners to the effort Document what you are doing, then readwhat you did Measure, collect, analyse, learn Management requires that processes bedocumented and measured People accept to learn from their mistakesrather than fear retribution02 August 2012 Q:PIT Ltd 2011-201236 </li><li> 37. Life in a Maturing Organization People (at all levels) see issues and problemsas possibilities to improve Measurements are seen as a necessarymanagement tool Estimates are based on facts and documented The schedule is based on the estimates Commitment is maintained and considered ascommitments by all involved02 August 2012 Q:PIT Ltd 2011-201237 </li><li> 38. In a Mature Organization Working together towards a common goal02 August 2012 Q:PIT Ltd 2011-2012 38 </li><li> 39. A Mature Culture 1/2 Common approach to the work and the successof the organization Decisions and estimates based on facts, data andexperience Plans based on what can be achieved andworking together to ensure customer satisfactionwith regard to quality, functionality, budget anddelays Assurance that the resources required for a taskwill be available as expected02 August 2012Q:PIT Ltd 2011-201239 </li><li> 40. A Mature Culture 2/2 Liberation of the imagination to continuous,common improvement Focus of all on delivering a product that satisfiesthe customer and placing the customers needsand expectations first Everyone taking personal responsibility for thequality of his/her own work and ensuring that thequality is optimized before responsibility ishanded over to the next step of the developmentlifecycle02 August 2012Q:PIT Ltd 2011-201240 </li><li> 41. Immature Processes Processes are ad hoc and improvised by practitionersand their management Process descriptions are not rigorously followed orenforced Performance is highly dependent on currentpractitioners Understanding of the current status of a project islimited Immature processes result in fighting fires: no time to improveconstantly reacting Firefighters get burned Embers may rekindle later02 August 2012 Q:PIT Ltd 2011-201241 </li><li> 42. Immature Processes Processes are ad hoc and improvised by practitionersand their management Process descriptions are not rigorously followed orenforced Performance is highly dependent on currentpractitioners Understanding of the current status of a project islimited Immature processes result in fighting fires: no time to improveconstantly reacting Firefighters get burned Embers may rekindle later02 August 2012 Q:PIT Ltd 2011-201242 </li><li> 43. Mature Processes = Fire Prevention Process descriptions are consistent with the way workactually gets done They are defined, documented, and continuouslyimproved Processes are supported visibly by management andothers They are well controlledprocess fidelity is evaluatedand enforced There is constructive use of product and processmeasurement Technology is introduced in a disciplined manner02 August 2012 Q:PIT Ltd 2011-201243 </li><li> 44. The Role of ProcessManagementCustomer Engineering Teams EnvironmentMethods Technical assets02 August 2012Q:PIT Ltd 2011-2012 44 </li><li> 45. What Is a Process? Procedures and methods defining the relationship of tasks People Tools and with skills, equipment training, and motivation02 August 2012 Q:PIT Ltd 2011-2012 45 </li><li> 46. Mature Processes Are Institutionalized Thats the way we do things around here The organization builds an infrastructure thatcontains effective, usable, and consistentlyapplied processes The organizational culture conveys the process Management nurtures the culture Culture is conveyed through role models andrecognition Institutionalized processes endure after thepeople who originally defined them have gone02 August 2012Q:PIT Ltd 2011-2012 46 </li><li> 47. Using Your Brain The Context for Improvement02 August 2012Q:PIT Ltd 2011-2012 47 </li><li> 48. The Delivery Process2. Plan3. Work 1. Envision02 August 2012Q:PIT Ltd 2011-2012 48 </li><li> 49. The Managed Process 4. Measure 2. Plan3. Work 1. Envision02 August 2012 Q:PIT Ltd 2011-2012 49 </li><li> 50. The Improvement Process 5. Improve 4. Measure2. Plan3. Work 1. Envision02 August 2012Q:PIT Ltd 2011-2012 50 </li><li> 51. The Risk Management Process 5. Improve 4. Measure2. Plan3. Work 1. Envision6. DiscoverEnigma02 August 2012Q:PIT Ltd 2011-201251 </li><li> 52. The Four Major Areas 5. Improve 4. Measure2. Plan3. Work 1. Envision6. DiscoverEnigma02 August 2012Q:PIT Ltd 2011-201252 </li><li> 53. The Development Process As Human Reasoning 54 Left Brain23 Right Brain 16 Limbic Cerebral02 August 2012Q:PIT Ltd 2011-2012 53 </li><li> 54. The Four Quadrants of the Human Brain Left Brain Right Brain Limbic Cerebral02 August 2012Q:PIT Ltd 2011-2012 54 </li><li> 55. Whole Brain Thinking Stimuli Me EgoSpiritSoul Self02 August 2012 Q:PIT Ltd 2011-2012 55 </li><li> 56. Establishing DirectionDeciding to ChangePromoting Change02 August 2012 Q:PIT Ltd 2011-2012 56 </li><li> 57. Value and Cost What is the value of improvement to yourorganization? Why would you want to invest so muchmoney, knowing you will have no return oninvestment in this budget cycle or the next? What are the benefits of improvement to yourbusiness, to the quality of your products andservices, to your customer satisfaction?02 August 2012Q:PIT Ltd 2011-201257 </li><li> 58. Cost and InvestmentCost Investment Improvement is a cost: Improvement is an investment: Staff is not made available The cost of bad quality is Tools are too expensiveunderstood Dont bother the real projects Improving all future projects is What is the minimum we need to critically important even if itdo to satisfy the lead appraiser?presents a risk to the success of one on-going project Can we do a CMMI appraisal in 2days like an ISO audit? Customers are involved in the improvement programme Focus on training staff to answerthe questions of the appraisal team All new processes, projects, products are measured according Staff are trusted to understand andto a primary needapply without training or support Management is actively and visibly interested in the return on their investment02 August 2012 Q:PIT Ltd 2011-2012 58 </li><li> 59. Management and Leadership Management needs to understand the cost ofprocess improvement and be willing to make thenecessary adjustments Leadership means going there first: Is management ready to apply the principles ofprocess improvement to their own work? Who does quality assurance on managements work? Has your management applied formal decision andrisk analysis techniques to deciding why they shoulddo process improvement?02 August 2012Q:PIT Ltd 2011-2012 59 </li><li> 60. Your CEO saidIT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers andsupport their business growth.We help our customers by constantly innovating, and introducing new, easier, and more secure support anddelivery services. We help increase the efficiency of customers operations and add value to related products andservices.We also bring value to our customers end-users who depend on their reliability (and, by definition, to thehardware and software suppliers that serve them) through the provision of fast, secure services which, in mostinstances, 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 bybringing 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 alarge and rapidly growing share of the overall market, retailers are progressively investing in new facilities andsolutions, 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?02 August 2012 Q:PIT Ltd 2011-2012 60 </li><li> 61. Key wordsIT is our business. Our aim is to deliver innovative IT support solutions that add value forour customers and support their business growth.We help our customers by constantly innovating, and introducing new, easier, and moresecure support and delivery services. We help increase the efficiency of customersoperations and add value to related products and services.We also bring value to our customers end-users who depend on their reliability (and, bydefinition, to the hardware and software suppliers that serve them) through the provisionof 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 managetheir 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 areprogressively investing in new facilities and solutions, and it is widely anticipated thatmobile devices will come to be used to initiate sales on a mass scale.02 August 2012Q:PIT Ltd 2011-2012 61 </li><li> 62. Key wordsIT is our business. Our aim is to deliver innovative IT support solutions that add value forour customers and support their business growth.We help our customers by constantly innovating, and introducing new, easier, and moresecure support and delivery services. We help increase the efficiency of customersoperations and add value to related products and services.We also bring value to our customers end-users who depend on their reliability (and, bydefinition, to the hardware and software suppliers that serve them) through the provisionof 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 managetheir 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 areprogressively investing in new facilities and solutions, and it is widely anticipated thatmobile devices will come to be used to initiate sales on a mass scale.02 August 2012Q:PIT Ltd 2011-2012 62 </li><li> 63. Innovation Expectation for Change Cutting edge Rapid development and delivery Implementation focus Lean Agile Requirements management Peer reviews02 August 2012Q:PIT Ltd 2011-2012 63 </li><li> 64. Key wordsIT is our business. Our aim is to deliver innovative IT support...</li></ol>