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  • 1. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesHuge thanks to our sponsors!©Q:PIT Ltd 2013 1
  • 2. itcampro@ itcamp13# Premium conference on Microsoft technologiesIntelligent EvolutionReducing the cost of Quality throughProcess improvement, Informationmanagement and Teamwork
  • 3. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best Practices• Director of Q:PIT Ltd• SCAMPI Lead Appraiser and CMMI Instructor• Visiting Scientist with the CMMI Institute• 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…Peter Leeson©Q:PIT Ltd 2013 4
  • 4. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best Practices• International association of independentprocess improvement professionals• Q:PIT means…– Reducing the cost of Quality through Processimprovement, Information management andTeamworkQ:PIT Ltd©Q:PIT Ltd 2013 5
  • 5. itcampro@ itcamp13# Premium conference on Microsoft technologies©Q:PIT Ltd 2013 6Imagine…
  • 6. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesBasics of Quality©Q:PIT Ltd 20137
  • 7. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesStop Drowning, Start Supporting©Q:PIT Ltd 20138
  • 8. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best Practices• 80% of all improvement programmes fail!Estimate©Q:PIT Ltd 2013 9
  • 9. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best Practices• This is an engineering activity• The Process people can write the policiesthat the appraiser wants• We want to {satisfy a standard} – it is goodadvertising• We will do what the model tells us to do• We trust our engineers to do the right thing• Change of management, change of direction• Over-sell the potential gain, then disappointin the short-termReasons to Fail©Q:PIT Ltd 2013 10
  • 10. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesThe Main Reason to Fail©Q:PIT Ltd 201311
  • 11. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best Practices• No consensus on what are theobjective or goals of– The organization– The project– The product– The processIn an Immature Culture©Q:PIT Ltd 2013 12
  • 12. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesIn a Mature Culture©Q:PIT Ltd 2013 13Working together towardsa common goal
  • 13. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesAn Organisation is a Living Organism©Q:PIT Ltd 201314Inputs:Human,Financial,Technological,Material,ResourcesOutputs:ProductsServicesStrategyPeople &CultureStructureTechnologyManagementInput-output flow of materials,energy, information
  • 14. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesEvolution Without Extinction©Q:PIT Ltd 201315• Changing theCulture is changingthe heart• Evolution ispreferable toRevolution:evolution lasts,revolutions don’t• Evolution is donethrough the slowmutation of thegenome
  • 15. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best Practices• Military & Nautical. A movement of a body of troops or shipscarried out to change their disposition. ▸ b gen. A wheeling about;each of a series of usu. ordered or deliberate movements, as ofa dancer or a machine part. Usu. in pl.• The action of opening out or unfolding; chiefly fig., the orderlypassage of a long train of events or of the time containing them.• The process of developing in detail what is implicit in an idea orprinciple; the development of an argument; an outcome of such aprocess.• The development of an animal or plant, or part of one, from arudimentary to a mature state. ▸ b Any process of gradualchange occurring in something, esp. from a simpler to a morecomplicated or advanced state; the passage of somethingthrough a succession of stages. Also, origination by naturaldevelopment as opp. to production by a specific act. ▸ c A processby which different kinds of organism come into being by thedifferentiation and genetic mutation of earlier forms oversuccessive generations, viewed as an explanation of their origins.Evolution©Q:PIT Ltd 2013 16(abbreviated from Oxford English Dictionary)
  • 16. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best Practices• The faculty of understanding; intellect.• Quickness or superiority of understanding, sagacity.• The action or fact of understanding something; knowledge,comprehension (of something). Now rare or obsolete.• An intelligent or rational being, esp. a spiritual one; a spirit.• Knowledge communicated by or obtained from another; news;information, spec. of military value. Formerly also in pl., items ofinformation. LME. ▸ b Exchange of knowledge, information,opinion, etc.; communication, esp. of secret information. Nowrare or obsolete. ▸ †c A relation or basis of communicationbetween people or parties; an understanding between or with.• (People employed in) the obtaining of information, esp. of militaryor political value; the secret service, espionage.Intelligence©Q:PIT Ltd 2013 17(abbreviated from Oxford English Dictionary)
  • 17. itcampro@ itcamp13# Premium conference on Microsoft technologiesUsing Your BrainThe Context for Improvement
  • 18. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesThe Delivery Process©Q:PIT Ltd 2013193. Work2. Plan1. Envision
  • 19. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesThe Managed Process©Q:PIT Ltd 2013 204. Measure3. Work2. Plan1. Envision
  • 20. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesThe Improvement Process©Q:PIT Ltd 2013 215. Improve 4. Measure3. Work2. Plan1. Envision
  • 21. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesThe Risk Management Process©Q:PIT Ltd 2013 225. Improve 4. Measure3. Work2. Plan1. Envision 6. Discover Enigma
  • 22. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesThe Four Major Areas©Q:PIT Ltd 2013 235. Improve 4. Measure3. Work2. Plan1. Envision 6. Discover Enigma
  • 23. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesThe Development Process As HumanReasoning©Q:PIT Ltd 2013 245 4321 6Left BrainRight BrainLimbic Cerebral
  • 24. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesThe Four Quadrants of the HumanBrain©Q:PIT Ltd 2013 25Limbic CerebralLeft BrainRight Brain
  • 25. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesWhole Brain Thinking©Q:PIT Ltd 2013 26StimuliMeEgoSpiritSoulSelf
  • 26. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesEncouraging Change©Q:PIT Ltd 2013 27Reflective ReactiveRationalEmotional
  • 27. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesEncouraging Change©Q:PIT Ltd 2013 28Reflective ReactiveRationalEmotionalAbilityAttitudeAcceptanceAspiration
  • 28. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesEncouraging Change©Q:PIT Ltd 2013 29Reflective ReactiveRationalEmotionalAbilityAttitudeAcceptanceAspiration
  • 29. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesFocused Change©Q:PIT Ltd 201331Stable basis for changeQAitcampro@ itcamp13# Premium conference on Microsoft technologies
  • 30. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best Practices32ChangeManagement©Q:PIT Ltd 2013
  • 31. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best Practices• No Time is No Money• It is not a coincidencethat the currenteconomic hardshipcomes at a time whenpeople are pressedinto sacrificing qualityfor speed• Saving time = wastingmoney!Time is Money©Q:PIT Ltd 2013 33
  • 32. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesWhat are we trying to achieve?©Q:PIT Ltd 2013 34
  • 33. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesA Definition of Quality35©Q:PIT Ltd 2013
  • 34. itcampro@ itcamp13# Premium conference on Microsoft technologiesDirection, Leadership,ManagementChuck Coonradt “The Game of Work”In the absence of clearlydefined goals, we are forced toconcentrate on activity and ultimatelybecome enslaved by it.
  • 35. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best Practices• Strong leadership• Sense of urgency• Vision of success• Communication• Empowerment• Regular improvements• Consolidating gains• Encouraging changeFundamentals of Success©Q:PIT Ltd 2013 39(adapted from “Leading Change” by John P. Kotter)
  • 36. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best Practices• Improvement is a cost:– Staff is not made available– Tools are too expensive– Don’t bother the “real”projects– What is the minimum weneed to do to satisfy thelead appraiser?– Can we do a CMMIappraisal in 2 days like anISO audit?– Focus on training staff toanswer the questions of theappraisal team– Staff are trusted tounderstand and applywithout training or support• Improvement is aninvestment:– The cost of bad qualityis understood– Improving all future projectsis critically important – evenif it presents a risk to thesuccess of one on-goingproject– Customers are involved inthe improvementprogramme– All new processes, projects,products are measuredaccording to a primarybusiness need– Management is actively andvisibly interested in thereturn on their investmentCost and Investment©Q:PITLtd201341
  • 37. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best Practices• Has any form of risk management beendone on your improvement work?– What is the (potential) cost of failure?– What is the (potential) value of success?– What is the probability of success?• Understanding the risk related to the changewill allow– Understanding of the urgency of change– Communication of the need to changeRisk Management©Q:PIT Ltd 2013 43
  • 38. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesEstablishing the Objective©Q:PIT Ltd 201345
  • 39. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesThe Hierarchy of Quality©Q:PIT Ltd 201346Satisfied CustomerGood Productsand ServicesSuccessful ProjectsPeople Processes TechnologyCulture Finance NeedsModel Abilities …
  • 40. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesQ:P/X – Customer Satisfaction47VisionIdentify customers by organization / by key contactsDetermine customer requirements and expectationsMeet customer requirementsExceed customer expectationsAnticipate customer needsInnovation andimplementationGaincustomerloyaltyTrustMeetCommitmentsOffensiveStrategyDefensiveStrategyMission©Q:PIT Ltd 2013
  • 41. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best Practices• Measure progress in business outcometerms• Time frames encouraging regular, visibleimprovements• Milestones demonstrating improvementEstablish Measurable Goals©Q:PIT Ltd 2013 48
  • 42. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best Practices• What do you believe will be the visibledifference? If there is no visibledifference in effect, don’t do it• How can you reduce the uncertainty of theresult?• What do you already know? What can youfind out?How to Measure©Q:PIT Ltd 2013 49
  • 43. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best Practices• You can reduce uncertainty significantlyif you collect a little information• Do not fall in the trap of believing it needs tobe perfect to measureKeep It Simple©Q:PIT Ltd 2013 50Illustration from “How to Measure Anything:Finding the Values of Intangibles in Business”©2010 Douglas W. Hubbard
  • 44. itcampro@ itcamp13# Premium conference on Microsoft technologiesChanging the WayBasics of Process Improvement
  • 45. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesThe Role of Process©Q:PIT Ltd 201352Engineering TeamsEnvironmentManagementMethodsCustomerTechnical assets
  • 46. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesProcess Adoption Curve53Focus of EffortPioneers EarlyAdoptersEarlyMajorityLate Majority “Never”©Q:PIT Ltd 2013
  • 47. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best Practices• Focus on the people– Training– Explaining– Listening– Understanding• Work within the culture– The people you have– The way of working you have– The processes you havePromoting Change©Q:PIT Ltd 2013 54
  • 48. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesGeneric Practices©Q:PIT Ltd 201357Why are youdoing this?What value are yougetting out of it?
  • 49. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesGeneric Practices©Q:PIT Ltd 2013 58
  • 50. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesGeneric Practices©Q:PIT Ltd 2013 59
  • 51. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesGeneric Practices©Q:PIT Ltd 2013 60
  • 52. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesGeneric Practices©Q:PIT Ltd 2013 61
  • 53. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesGeneric Practices©Q:PIT Ltd 2013 62
  • 54. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best Practices• The focus has tobe on the needsof your long-termstrategy• The “dictatorship ofthe short-term” is anluxury you cannotafford• The old ways aremore difficult tochange than you thinkSatisfying a standard is not enough©Q:PIT Ltd 2013 63
  • 55. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best Practices• Process Improvement meanschanging the culture of theorganization• The culture comes from the top• “They watch your feet, not your lips”– Tom PetersQuality is a State of Mind©Q:PIT Ltd 2013 64
  • 56. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesPrepare for the long trek!©Q:PIT Ltd 2013 65
  • 57. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesQ&A©Q:PIT Ltd 201366
  • 58. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best Practices• “Forget Process; Focus on People” (FP2):– http://prezi.com/qm4wcnk_5hnb/forget-process-focus-on-people/• Can Process Make You Happy?– http://www.slideshare.net/PeterLeeson/can-process-make-you-happy-13828882– http://vimeo.com/47411278• Articles and reflections at– www.cmmi.info– www.qpit.net– PeterLeeson.wordpress.comResources©Q:PIT Ltd 2013 67
  • 59. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best Practices• Peter Leeson– Q:PIT LtdPO Box 6066Milton KeynesMK1 9BHUnited Kingdom– Direct Line: +44 (0)20 8433 4120– Tel: +44 (0)1 908 506 908– Fax: +44 (0)7006 010 575– Mobile/Cell: +44 (0)773 998 98 67– E Mail: Peter@qpit.ltd.uk– Skype: qpitpjl– Internet: http://www.qpit.netContact Information©Q:PIT Ltd 2013 68
  • 60. itcampro@ itcamp13# Premium conference on Microsoft technologiesArchitecture &Best PracticesHuge thanks to our sponsors!©Q:PIT Ltd 2013 69