quality & spi network qspin qspin1 enjeux & principes mis en oeuvre dans une démarche...
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QSpin 1
Quality & SPI NetworkQSpinQSpin
Enjeux & principes mis en oeuvre dans une démarche
d’amélioration des processus
Frank VandenbroeckeQSpin Belgium
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Quality & SPI NetworkQSpinQSpin
• QSpin as Process Improvement Player• Why to improve process ?• How to improve ?• Successful Process Improvement• Conclusion
• QSpin as Process Improvement Player• Why to improve process ?• How to improve ?• Successful Process Improvement• Conclusion
Agenda
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Quality & SPI NetworkQSpinQSpin Process Improvement activities
• Team active in (S)PI since 1996• Experience based on large accounts and smaller
companies• Process Consultancy
– Improvement Program definition and execution– Processes deployment– Mentoring and coaching– CMM(I), Spice, ITIL, EFQM, ISO9000/2000 Assessment– Tools selection, operation and support– Change Management– Project Office Support
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Quality & SPI NetworkQSpinQSpin Team’s Track Record
• Philips (France & Belgium)• Arcelor (Belgium & Luxembourg)• Alcatel (3 sites)• Fabricom (2 sites)• Ion Beam Applications• AXA Belgium• City of Luxembourg• e-Luxembourg• Cargolux
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Quality & SPI NetworkQSpinQSpin Agenda
• QSpin as Process Improvement Player• Why to improve process ?
– Typical issues in SW development / maintenance– SW Management issues– Success and Failures in IT projects– Return on Investment
• How to improve ?• Successful Process Improvement• Conclusion
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Quality & SPI NetworkQSpinQSpin Why to improve process ?
Software Management Issue
Probability of Selected Outcome of Software Projects
1 Function Point (FP) ~ 125 C Statements Source: American Programmer, April 1996
FP Early On time Delayed Canceled1 14.68% 83.16% 1.92% 0.25%
10 11.08% 81.25% 5.67% 2.00%
100 6.06% 74.77% 11.83% 7.33%
1000 1.24% 60.76% 17.67% 20.33%
10000 0.14% 28.03% 23.83% 48.00%
100000 0.00% 13.67% 21.33% 65.00%
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Quality & SPI NetworkQSpinQSpin Why to improve process ?
Failure in IT Projects
10
40
30
20
Percentageof
Occurrence
MajorCause
Lack ofBest Practices
inProject
Management
Lack ofsupport from
“other”Stakeholders
in theProject
Otherreasons
45 %
22 %
33 %
78 %
Source : The Standish Group Project Leadership Conference Chicago Presentation, June 1995
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Quality & SPI NetworkQSpinQSpin
Level
11Initial
55
4433
22Repeatable
Defined
Managed
Optimizing
Probability
Time/$/...
Target N-Y
Probability
Time/$/...
Target N-X
Probability
Time/$/...
Target N-a
Probability
Time/$/...Target N
Probability
Time/$/...
Target N-Z
Results
RISK
Quality
Productivity
Predicted Performance
Why to improve process ? Return on Investment
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Quality & SPI NetworkQSpinQSpin Why to improve process ?
Return on Investment
-- Source: Rome Labs, Siemens, SEI, Lockheed, Jones '96
Level 1Initial
Level 2Repeatable
Optimizing
Managed
Level 3Defined
1-8%
3-20%
11-35%
22-60%
100% 100%
9%
17%
33%
66%
100%
55%
65%
75%
85%
100%
70%
40%
27%
20%
CMM L4, 5extrapolated
Lead Time[elapse time]
Field Defects[Def/KStmt]
Productivity[KStmt/PY]
Cost[Cost/Project]
CMMI Level
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Quality & SPI NetworkQSpinQSpin Why to improve process ?
Return on Investment
• But– ROI should be evaluated in your specific environment– ROI should be established based on your own business
goals– Measuring ROI needs time to establish / define a baseline.
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Quality & SPI NetworkQSpinQSpin Agenda
• QSpin as Process Improvement Player• Why to improve process ?• How to improve ?
– Action Areas– Process Improvement Cycle– Selecting CMMI ?
• Successful Process Improvement• Conclusion
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Quality & SPI NetworkQSpinQSpin How to improve ?
Action Areas
Quality
Product or Service
Capability
People Process Technology
A set of activities, methods, practices and transformations that people use to develop and maintain software and associated products (e.g. user manual, …)
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Quality & SPI NetworkQSpinQSpin How to improve ?
Continuous Process Improvement Cycle
Reference models / standards :•CMM(I)•Spice / ISO 15504•ISO 9001/2000•ITIL•IT Service CMM• ...
Init
Evaluate Plan
ActLearn
Process definition
Process deployment
Quality AssuranceConfiguration Mngt
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Quality & SPI NetworkQSpinQSpin
Init
Evaluate Plan
ActLearn
How to improve ?Selecting CMMI ?
Mixed HW, SW and system developments Continuous or staged representations Largely recognised in SW development industry
x Recognised by European governments
x Service management environments
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Quality & SPI NetworkQSpinQSpin How to improve ?
Selecting CMMI ?
• As they evolve, models build upon each others– Good ideas from one transfer to another– Many of the same people provide input
standardisation organisation
• Need to relativize weaknesses identified using a model– according to business goals and
priorities
Init
Evaluate Plan
ActLearn
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Quality & SPI NetworkQSpinQSpin Agenda
• QSpin as Process Improvement Player• Why to improve process ?• How to improve ?• Successful Process Improvement
– Change management– Project approach– Key success factors
• Conclusion
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Quality & SPI NetworkQSpinQSpin Successful Process Improvement :
Change management
• Process documentation is not the process• New way of working has to be deployed
People need to adhere to it
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Quality & SPI NetworkQSpinQSpin Successful Process Improvement :
Project Approach
• Process Improvement to be conducted as a projectSimilar to any other project
Init
Evaluate Plan
ActLearn
• Iterative approach– Project initiation– Organisation evaluation– Planning– Process definition– Process deployment– Project evaluation
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Quality & SPI NetworkQSpinQSpin Successful Process Improvement :
Project Approach• Project Objectives
– Certification is not a goal– Focus on business objectives– Project Objectives should be measurable
• Involved resources– Know your team (active defenders, cynics, …)– Increase the number of active defenders– Hold cynics on check
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Quality & SPI NetworkQSpinQSpin
(S)PIProject
Successful Process Improvement :Project Approach
(S)EPG : (Software) Engineering Process Group
(S)EPG
(S)PITask Forces
(Pilot)Projects
SteeringCommittee
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Quality & SPI NetworkQSpinQSpin Successful Process Improvement :
Project Approach
• Process definition– Involve practitioners– Define a clear scope– Avoid over-definition– Think “Good”, not “The Best”
• Process deployment– Training practitioners on process– Coaching practitioners on process performance– Verifying implementation of process
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Quality & SPI NetworkQSpinQSpin Successful Process Improvement :
Project Approach
Capability Maturity Model Integrated (reference model)
Level 1: initial
Level 2: repeatable
Level 3: defined
Level 4: managed
Level 5: optimizing
assess
set-upplan
evaluate
executeplan
Quality Assurance
Total Quality
Management
Software ProcessImprovement
Process Institutionalisation
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Quality & SPI NetworkQSpinQSpin Successful Process Improvement :
Project Approach
• Process institutionalisation through– Clear directives from the management– Adequate resources availability– Measurements on the performed process– Verification (a.o. by Quality Assurance)
• Measurements– Required to evaluate the PI objectives– But takes time to collect baseline data
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Quality & SPI NetworkQSpinQSpin Successful Process Improvement :
Key Success Factors
• Management sponsorship– Process problems are management’s responsibility– “Sponsorship” is nice, proactive leadership is better
• Process monitoring by senior management– Commitment culture is required
• Communication– Clear and coherent communication
• On goals, schedule and progress• On new practices
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Quality & SPI NetworkQSpinQSpin Successful Process Improvement :
Key Success Factors
• Rewarding system– Take into account (S)PI values and objectives in the
rewarding system
• Scheduling– Logical scheduling of the change steps– Change projects take time : distribute time between
improvement tasks and production tasks
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Quality & SPI NetworkQSpinQSpin Successful Process Improvement :
Key Success Factors
• Tools– Automation of a poorly defined process
=> poorly defined results
• Practitioners involvement– Ensure early involvement – Support through training and coaching– Also first line management
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Quality & SPI NetworkQSpinQSpin Successful Process Improvement :
Possible Barriers
• Organizational politics & On Going reorganizations
• Supporting heroes are undermining goals
• Previous change failures, stops and starts
• SPI gets in the way of daily work
• Culture of windows dressing instead of effective improvement
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Quality & SPI NetworkQSpinQSpin Agenda
• QSpin as Process Improvement Player• Why to improve process ?• How to improve ?• Successful Process Improvement• Conclusion
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Quality & SPI NetworkQSpinQSpin Conclusion
• CMMI based Process Improvement can improve your
organisation’s efficiency
• Process improvement : matter of changing the
practitioners’ way of working => change management
• Process Improvement to be completed with people
and technology aspects
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Quality & SPI NetworkQSpinQSpin Questions ?
Questions ?
Frank VandenbroeckeQSpin BelgiumTechnical Manager+32 10 390 [email protected]