change management practices (primavera bss)plementing cmmi - henrique narciso
TRANSCRIPT
Portugal
“You must be the change you want to see
in the world.”
Mahatma Gandhi
Portugal
Change Management practices
implementing CMMI
A gratefully appreciated experience
Henrique Narciso
Consulting Framework Manager
Primavera BSS
2011-10-03
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Agenda
What does CMMI implementation mean?
What should we be prepared for?
How are you going to deal with the human change management in your
CMMI implementation project?
Importance of Change Management
Change Management in SPI projects
Change Models - Individual/team organizational change
ADKAR ® Model
– Building the implementation plan;
– Planning, monitoring and controlling the software improvement practices;
– Dealing with the personal day-to-day aspects of change;
Kaizen – Our story
– Leading the organization to achieve its goal
Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
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What does CMMI implementation mean?
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What should we be prepared for ?
Dealing with
– Enthusiasm
– Denial
– Controversy
– Resistance
– Spotlight
Teach / lead / coach / listen to/ learn from
– Sponsors
– Higher and middle management
– Frontline workers
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Importance of Change Management
Meeting or exceeding objectives:
95% with excellent change management,
16% with poor change management (©Prosci, Inc. 2007-2009. All Rights Reserved.)
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Change Management in SPI
Change leaders need these soft skills
Transform common sense into a repeatable skill
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Change Models
Making sense of change - Esther Cameron & Mike Green, page 109 - 2nd edition
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Change Model used
None (intuition) – common sense
Prosci's ADKAR®
Model
Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
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Prosci's ADKAR®
Model
Awareness
Desire
Knowledge
Ability
ReinforcementTM
Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
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Prosci's ADKAR® Model
Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
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ADKAR ® eye glasses
When planning:
– Tasks become overall/global strategies
During Execution: day to day interaction
– Talking becomes a structured message
– Process adherence becomes an exercise to find
which phases are not present
Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
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Diagnosting change gaps
Once you understand the root cause or source of the gap - the
ADKAR® missing element that is impeding change success - you
can then develop the right corrective actions to help the individual
make the change.
Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
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Telling plan vs execution plan
© Prosci, Inc. All Rights Reserved.
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„Preparing for change, Managing change, Reinforcing change‟
is a trademark of Prosci, Inc. Used with Permission.
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Our Story
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Project start
Executive presentation
KOM
CMMI first steps
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Executive presentation
Signature Signature Signature
Signature Signature Signature
Signature Signature Signature
Signature Signature Signature
Signature
Presidents
Directors
AD – Sponsors and
Change agents
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Kick-off Meeting AD – Change agents and
Frontline workers
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CMMI first steps
Basic training - CMMI Level 3 staged process
areas
Personal evaluation of each Process Area
Process
Area Project Planning Done
SG/SP Overall evaluation (1 - Not done 2 - Fairly done 3- Done 4- Done well)
SG 1 Estimates of project planning parameters are established and maintained. Yes / No
SP 1.1 Establish a top-level work breakdown structure (WBS) to estimate the scope of the
project. Yes / No
SP 1.2 Establish and maintain estimates of the attributes of the work products and tasks. Yes / No
SP 1.3 Define the project lifecycle phases on which to scope the planning effort. Yes / No
SP 1.4 Estimate the project effort and cost for the work products and tasks based on
estimation rationale. Yes / No
adK –Change agents
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CMMI first steps – Gap analysis results
Process Area (PA) PA Acronym Goals (1-5)
Project Planning PP 2,2
Project Monitoring and Control PMC 2,0
Measurement and Analysis MA 1,4
Requirements Management REQM 1,8
Configuration Management CM 1,3
Process and Product Quality Assurance PPQA 1,7
Supplier Agreement Management SAM 1,8
Requirements Development RD 2,3
Validation VAL 1,8
Verification VER 1,6
Integrated Project Management for IPPD IPM 1,8
Risk Management RSKM 1,7
OverviewAD – Sponsors and
Change agents
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Process deployment
Organizational internal marketing
– Floor panel
– Stand ups
– Process Portal 1.0
– Process Arena week
• 30 min sessions
• Rotating process owner messages
• Walkthroughs of processes
adKA – Frontline Workers
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Process Arena adKA – Frontline Workers
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And then ADKAR® happened
Just before SCAMPI B
Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
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Examples how ADKAR® Model was used
Requirements process adherence
Communication practices
Process tips
Feedback
Process was seen as “have to do it or else”
Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
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Requirements management – gap
resolution
Requirements writing was the process with the least
adherence
– Awareness of importance and implications in the organization
– Desire : reporting to higher management of process
adherence
– Knowledge: requirements sessions to determine causes
– Ability: workshop on requirements writing
– Reinforcement : audits, Non-compliances with on-job
accompaniment, organizational reporting , individual
“incentive”
Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
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Comunication practices
Communication practices to frontline workers
existed but…
With change vs without change
All communications had to touch all the ADKAR®
phases
Replanned project plan for SCAMPI B Gap results
– Incorporate internal communications and
marketing
– Stand ups – Countdown
Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
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Process tips were not being read
Process tips – Emails clarifying / informing process practices/issues
Messages with information, but without the change aspects
They were structure with the ADKAR®
• Process area or aspects in discussion of the process tip
• Why did the receiver need that information (WIIFM)
• What to change and How
• What gains were expected with the process tip
• Message of reassurance
Communicating with Change in mind is always a two way channel
Prosci, ADKAR and the ADKAR terms (Awareness, Desire, Knowledge, Ability, Reinforcement) are trademarks of Prosci, Inc. Used with permission.
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Front line Feedback was not happening
– Little feedback was coming from the “field”
– Some were not aware that we needed feedback
• If they want to know what I think they will ask me
– Due to tight schedule some feedbacks were not dealt
with and this destroyed the desire of some people
– Others didn‟t know how to give their feedback, Process
tip and a link to the suggestions portal in every process
tip was given
– Finally, little “Thank you” was not given
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Using the process was seen as “have to do it
or else”
Change in mind-set , from “have to do it ” to
“with this we win such and such”
– Awareness of why we do the things we started
doing
– Get the people to accept the benefits instead of
pushing them to follow the process
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SCAMPI B to SCAMPI A
Pressure rises – change
management has to be even better
– Create just-enough pressure
– Inform how much time is left
– Inform people about progress
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Conclusion
Leading the organization to achieve its goal,
needs visible Change Management practices
Teach (talk about) change management to
enablers
– Sponsors
– Senior managers
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“You must be the change you want to see in the world.”
Mahatma Gandhi
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Henrique Narciso
Primavera BSS Consulting