reality interferes with your plans

Suddenly Reality…Why your theories don’t work

09/10/2015 ©Q:PIT Ltd 2015 1

• We have been selling process improvement and quality for quarter of a century…

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Where are the results?

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Pick a Framework

ISO 9001

BaldridgePeople-CMM

E-Sourcing Capability Model

ISO/IEC 12207

CMM

EIA 731

ISO/IEC 15288

CMMI-SVC

CMMI-ACQ

SSE-CMM

ISO/IEC 15504BS 15000

TickITplus

CMMI-DEV

TQM

BS 7799

Six-Sigma

V

AgileCobiT

MIL-STD-498

EIA 632

eSCM-SPFAA iCMM

IEEE 1220

SA-CMMIEEE/EIA 12207

IPD-CMM

ISO 15939

J-STD-016PSM

PSPQ9000

SECAM Automotive SPICE

TL9000

TSPPMMM

TMMi

DevOps Moar Diagrams

Trusted CMM

SECM ISO 10011

IEEE 1498

Trillium

ISO/CD 9004-8

SSAE16

SFIA

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Images stolen from the Internet without acknowledgement,

but with an apology

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What Went Wrong?

People

Process Technology

People

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What are People?

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What are People?


but with an apology

• Type 1 Processes

– Subconscious

– Awareness

– Continuity

• Type 2 Processes

– Conscious

– Effort

– Concentration

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People Manage Information in Two Minds

• You have two main minds, two ways of processing:

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Type 1 Processes

2+2=?


but with an apology

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Type 2 Processes


but with an apology

• “All variants of voluntary effort – cognitive, emotional and physical – draw on a shared pool of mental energy” (Roy Baumeister)

• This means

– Tell the children to be quiet when you drive in bad weather

– Stop walking to explain the political situation in Syria

09/10/2015 ©Q:PIT Ltd 2015 11

Type 2 Processes Interrupt you

• In the XIXth century, a new life form emerged: the Corporation

• Previously, people were offering services to their neighbours based on their abilities and the needs of others

• The Corporation is only interested in its own survival, without concern for the people affected, employees or clients

– It seeks to grow and reproduce

– It will attack, kill, swallow or destroy its competitors

– It is more interested in generating profit than in providing service

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And in business?

• The Corporation does what it knows, it stays in its comfort zone

• In comes a consultant who tells it to stop, listen and do what I say

• Its Level 1 Processes are busy

– Firefighting

– Struggling because “we lack resources”

– We know we need to do something but…

– Next year, when things have calmed down

– But that’s the way we have always done it

– This is how we built our business

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Corporate Survival


but with an apology

• Strong leadership

• Sense of urgency

• Vision of success

• Communication

• Empowerment

• Regular improvements

• Consolidating gains

• Encouraging change

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Fundamentals of success


but with an apology

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The Consultant


but with an apology

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Stop. Change Everything. Now.


but with an apology

• “Too much concern about how well one is doing in a task disrupts performance by loading short-term memory with pointless anxious thoughts.”

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The Audit / Appraisal / Evaluation

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Results


but with an apology

• It is not too much work

• It is not having to make decisions

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What Causes Stress?

It is the feeling of lack of control

and continuously being judged


but with an apology

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What is stress?

“Masculine” reaction:Fight or Flight

“Feminine” reaction:Tend and Befriend

http://www.50symptomsgone.com/?p=4772

• Excess adrenaline

– Increased heart rate

– Forces muscle contraction

• Excess cortisol

– Increased glucose levels

– Inhibits critical functions: digestion, growth, reproduction, immune system

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Stress Impact

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The Impact of Stress

No one to Fight…

Nowhere to Flee…

No one to Tend…

No one to Befriend…


but with an apology

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The Impact of Social InequalityHealth and Social Problems:• Life expectancy• Maths and Literacy• Infant mortality• Homicides• Imprisonments• Teenage pregnancy• Trust• Obesity• Mental health• Social mobility

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The Same is True Within Your Organization

0

0.5

1

1.5

2

2.5

40-64 years 64-69 years 70-89 years

Admin Prof/Exec Clerical Other

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Mortality over 25 years by Hierarchy

• We are naturally beings who like to solve problems

• We are designed to take on challenges

• We have evolved to control our destiny

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Give Control, Take Control


but with an apology

• What is the most efficient way to bring about change and reduce stress?

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So, what should we do?

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Sex!

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Prokaryotes


but with an apology

Prokaryotes are single cellbeings which multiplyefficiently through cloning

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Eukaryotes


but with an apology

When one prokaryoteengulfed another, theeukaryotes – multi-cellular beings – came into existence

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In Detail


but with an apology

The combination,where one becamethe nucleus andthe other themitochondrion,allowed growth

The presence of two strandsof DNA leads to degenerationand requires the influx of newDNA for reproduction

• Work like a Prokaryote:

– Cloning the same service, the same solution to one customer after another

– Without hope for growth or evolution

• Work like a Eukaryote:

– Growing, multiplying and creating energy and evolution

– Losing efficiency every time something changes

– Unless it is offered fresh DNA

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Organizational Choice

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Choices for Fresh DNA


but with an apology

The company can get into partnership,merge or be bought up by another tobring fresh ideas and creativity

Or a consultant can bring a little bit of freshideas through slow and precise artificial insemination

• Find the bright spots• Script the critical moves• Point to the destination• Find the feeling• Shrink the change• Grow your people• Tweak the environment• Build habits• Rally the herd• Keep it going

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Steps to Success: Nudging

Agnotology

• The study of what we do not know and why we do not know it

• Ignorance is not just the absence of knowledge, it is frequently the result of something else…– Culturally induced ignorance

– The outcome of propaganda

– The effect of the repetition of lies

Metrology

• The study of measurement

• Understanding that measurement is not just numbers

• Metrology includes all theoretical and practical aspects of measurement

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Two Sciences

84Still sometimes referenced as Agnatology

• Identify the successful person in the team, the successful team in the organization

• Agnotology:

– Why did they succeed when others failed?

– What are the differences?

• Metrology:

– What does “successful” mean?

– What makes you believe they were successful?

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Pockets of Excellence

• Most resistance comes from not understanding

• Agnotology:

– Why are people resisting your proposal?

– What is it that they do not understand?

– How can I simplify this?

• Metrology:

– What is the level of understanding?

– How do you measure a team’s understanding?

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Clarify the Approach

(Agnotology is still sometimes called agnatology)

• Make it a thing of beauty, make it fun

• “I will buy a drink to the one who finds the most defects in this review”

• Let your developers watch the end-users using your products or services

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Create an Emotion


but with an apology

• Just take a step, don’t aim for the horizon

• “We are not changing the company, we are asking you to just do this once and capture the measurements and lessons learnt”

• “Give it a try, just once, and tell my why it does not work”

• Little strokes will tumble great oaks

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Shrink the Change

• My team is going to be the best team in the company

• Create a team spirit – whatever works in your team’s culture:

– Get-together with tea and cakes or beer and pizza

– T-shirts and badges

– Slogans and logos

• Make them proud!

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Make It Personal


but with an apology

• Remove the blockages

• Changing the environment, the communication can have a profound impact on making things happen

• “Remove the tiny obstacles, plan for the dyslexics”

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Clear the Path


but with an apology

• Put in place action triggers

• Include best practices in the standard life-cycle

• Make sure that actions are related and difficult to miss

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Build Habits

• Use peer-pressure and the herd mentality

• Don’t attract attention to the 20% who refuse to join in, focus on the 80% who are doing it

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Rally the Herd

• I want to get my team to work smart:

– Focus on the right thing

– Doing the work correctly, not more than necessary

– Producing quality products which do not require revisiting

• Management does not want us to waste time on non-productive activities

• We are continuously under pressure and fire-fighting

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Objective

• I cannot expect someone else to do my work for me

• I do not expect other people to correct my mistakes

• I am not going to impose errors and corrections on my colleagues

• I will start by cleaning my space before complaining about others

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Acceptance

• Some of my colleagues are producing higher standards of quality than others

– The quality of their products / services are seen to be better

– They take less time to get a product from concept to delivery

• What are they doing different?

• Can they review my work and see where I am going wrong?

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Pockets of Excellence

• We are going to perform peer reviews:

– Take time to review each other’s work before it is delivered

– We will write down every error identified and classify them

– We will focus on the concept that the review is not there to find errors but to create error-free products

– We will create checklists based on all the errors found to help us identify them next time

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Clarify the Approach

• Our customers are already turning to China, Indonesia, Libya and other countries which are cheaper

• Management is looking at reducing costs

• If we don’t do something now, next year will be too late

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Tell me Why

• The effort you put into reviewing will be recognized in your performance review which I will give management

• For every hour invested in reviewing and correcting now, we will save time at the end of the project

• If we can deliver early and under budget, I will take the whole team out to dinner on the project’s budget

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Create an Emotion

• This is not a big deal:

– You take two hours per week to review a colleague’s work and report your findings

– That includes taking half an hour to discuss or clarify any findings with the author

– You can submit your product to be reviewed even if it is not finished

– We will book the time, so that the whole review is scheduled and happens on time

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Shrink the Change

• We will be recognized as the number one team in the company

• Customers will ask for our products and services as they see the difference in quality

• We will be able to justify a bonus

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Make It Personal

• You should focus on your work during the day

– You do not need to read your e-mails (or have your e-mail programme running) during the day, if you read your e-mails three times a day, that is enough

– You can put your phone on silent and ignore it while you are working

– Any panic and emergencies will be treated between 13.00 and 14.30, and on Thursday – nothing cannot wait (outside those hours, everything will get forwarded to your project manager)

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Clear the Path

• No product is finished without the review

• During our progress meetings (weekly meetings, daily scrums…) we will only count the products that have been reviewed as complete

• Your colleague’s time to review your product, with your checklist is scheduled based on your estimated completion date

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Build Habits

• Already 5 people have implemented this approach and are showing results, we have the data

• Our time to market has already been reduced by 12%

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Rally the Herd

• Report to management on the results

• Show the benefit to the organization of your activities

• Use their language to get their support

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Now, Use The Evidence

• “Conquerors estimate in their temple before the war begins. They consider everything. The defeated also estimate before the war, but they do not consider everything. Estimating completely creates victory. Estimating incompletely causes failures.”

» Sun Tzu “The Art of War”

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And Remember

• Peter Leeson– Q:PIT Ltd

PO Box 6066Milton KeynesMK1 9BHUnited Kingdom

– Direct Line: +44 (0)20 8433 4120

– Mobile/Cell: +44 (0)773 998 98 67

– E Mail: [email protected]

– Skype: qpitpjl

– Internet & blog: http://www.qpit.net

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Contact Information

reality interferes with your plans

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