Can Process Make You Happy?                 Making your organization work for                               you02 August 2...
Copyright Statement•   SM Architecture Tradeoff Analysis Method, ATAM, CMM Integration, COTS Usage    Risk Evaluation, CUR...
Peter Leeson•   Director of Q:PIT Ltd•   SCAMPI Lead Appraiser and CMMI Instructor•   SEI Visiting Scientist•   Over 35 ye...
Q:PIT Ltd• International association of independent  process improvement professionals• Q:PIT means…      – Reducing the c...
What are we trying to achieve?02 August 2012       ©Q:PIT Ltd 2011-2012   5
Foundations of Quality                               People                 Process                          Technology02 ...
What do you need?02 August 2012       ©Q:PIT Ltd 2011-2012   7
What do you need?02 August 2012       ©Q:PIT Ltd 2011-2012   8
What do you need?02 August 2012       ©Q:PIT Ltd 2011-2012   9
How do you make people happy?02 August 2012   ©Q:PIT Ltd 2011-2012   10
Living Wages02 August 2012     ©Q:PIT Ltd 2011-2012   11
Resources02 August 2012   ©Q:PIT Ltd 2011-2012   12
Skills02 August 2012   ©Q:PIT Ltd 2011-2012   13
Continuity02 August 2012    ©Q:PIT Ltd 2011-2012   14
Stability02 August 2012   ©Q:PIT Ltd 2011-2012   15
Plan02 August 2012   ©Q:PIT Ltd 2011-2012   16
Methodology02 August 2012     ©Q:PIT Ltd 2011-2012   17
View the Product02 August 2012       ©Q:PIT Ltd 2011-2012   18
Vision02 August 2012   ©Q:PIT Ltd 2011-2012   19
Environment02 August 2012    ©Q:PIT Ltd 2011-2012   20
Leadership02 August 2012    ©Q:PIT Ltd 2011-2012   21
Team02 August 2012   ©Q:PIT Ltd 2011-2012   22
Support02 August 2012   ©Q:PIT Ltd 2011-2012   23
Control02 August 2012   ©Q:PIT Ltd 2011-2012   24
Voice02 August 2012   ©Q:PIT Ltd 2011-2012   25
Recognition02 August 2012    ©Q:PIT Ltd 2011-2012   26
Feedback02 August 2012   ©Q:PIT Ltd 2011-2012   27
Trust02 August 2012   ©Q:PIT Ltd 2011-2012   28
Eustress02 August 2012   ©Q:PIT Ltd 2011-2012   29
Freedom in Framework02 August 2012         ©Q:PIT Ltd 2011-2012   30
Putting it into context02 August 2012         ©Q:PIT Ltd 2011-2012   31
Maslow02 August 2012   ©Q:PIT Ltd 2011-2012   32
MaslowMorality, creativity, spontaneity,    problem solving, lack of prejudice, acceptance of facts                       ...
Maturity                 Maturity is climbing the Maslow                              pyramid02 August 2012            ©Q:...
In an Immature Organization• No consensus on what are the  objective or goals of      –   The organisation      –   The pr...
Improving…• Requires commitment from all levels of  management and practitioners to the effort• Document what you are doin...
Life in a Maturing Organization• People (at all levels) see issues and problems  as possibilities to improve• Measurements...
In a Mature Organization         Working together towards a common goal02 August 2012           ©Q:PIT Ltd 2011-2012     38
A Mature Culture 1/2• Common approach to the work and the success  of the organization• Decisions and estimates based on f...
A Mature Culture 2/2• Liberation of the imagination to continuous,  common improvement• Focus of all on delivering a produ...
Immature Processes• Processes are ad hoc and improvised by practitioners  and their management• Process descriptions are n...
Immature Processes• Processes are ad hoc and improvised by practitioners  and their management• Process descriptions are n...
Mature Processes = Fire Prevention• Process descriptions are consistent with the way work  actually gets done• They are de...
The Role of Process                                Management                    Customer                           Engine...
What Is a Process? Procedures and methods defining the relationship of tasks                 People                       ...
Mature Processes Are                   Institutionalized• “That’s the way we do things around here”• The organization buil...
Using Your Brain                 The Context for Improvement02 August 2012          ©Q:PIT Ltd 2011-2012   47
The Delivery Process                        2. Plan                          3. Work         1. Envision02 August 2012    ...
The Managed Process                                 4. Measure                       2. Plan                          3. W...
The Improvement Process           5. Improve             4. Measure                        2. Plan                        ...
The Risk Management Process           5. Improve             4. Measure                        2. Plan                    ...
The Four Major Areas           5. Improve             4. Measure                        2. Plan                          3...
The Development Process As Human                 Reasoning                 5                    4                         ...
The Four Quadrants of the Human                       Brain                                                 Left Brain    ...
Whole Brain Thinking                 Stimuli   Me   Ego  Spirit  Soul   Self02 August 2012             ©Q:PIT Ltd 2011-201...
Establishing Direction                    Deciding to Change                    Promoting Change02 August 2012         ©Q:...
Value and Cost• What is the value of improvement to your  organization?• Why would you want to invest so much  money, know...
Cost and InvestmentCost                                             Investment• Improvement is a cost:                    ...
Management and Leadership• Management needs to understand the cost of  process improvement and be willing to make the  nec...
Your CEO said…IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers a...
Key words…IT is our business. Our aim is to deliver innovative IT support solutions that add value forour customers and su...
Key words…IT is our business. Our aim is to deliver innovative IT support solutions that add value forour customers and su...
Innovation• Expectation for      – Change      – Cutting edge      – Rapid development and delivery• Implementation focus ...
Key words…IT is our business. Our aim is to deliver innovative IT support solutions that add value forour customers and su...
Reliable• Expectation for      – Security      – Reliability• Implementation focus:      – Quality assurance      – Config...
Key words…IT is our business. Our aim is to deliver innovative IT support solutions that add value forour customers and su...
Customer Value• Expectation for      – Customer satisfaction      – Efficiency• Implementation focus:      – Requirements ...
Key words…IT is our business. Our aim is to deliver innovative IT support solutions that add value forour customers and su...
Policies• Translating real objectives into realistic  expectations• Policies are constitutional law      – No one is above...
Writing a Policy• Questions:      – What makes us different from others?      – Why would a prospect come to us rather tha...
Contents of the Policy• Define Quality      – When you talk about quality in your marketing material,        what do you m...
Enforcing the Policy• A law is useless if it is not enforced• The policy must reflect the monitoring, control  and enforce...
Focused Improvement              QA                 Solid basis for change through                  Configuration Manageme...
How to Measure• What do you believe will be the visible  difference? If there is no visible difference in  effect, don’t d...
Keep It Simple   • You can reduce uncertainty significantly if you     collect a little information   • Do not fall in the...
Start at Maturity Level 2       Level                                         Process Areas                   Causal Analy...
Start at Maturity Level 2• Maturity Level 2 focuses on understanding  what satisfies needs and expectations, what  works• ...
Start at Capability Level 2• Capability Level 2 focuses on understanding  what identifying the expectations and  allowing ...
Apply the Generic Practices 1        Perform Specific Practices          Establish an Organizational Policy          Plan ...
First – this is real, not theory! 1        Perform Specific Practices          Establish an Organizational Policy         ...
Communicate the Organizational                      Expectations 1        Perform Specific Practices          Establish an...
Ensure they have the means… 1        Perform Specific Practices          Establish an Organizational Policy          Plan ...
…to do the work efficiently… 1        Perform Specific Practices          Establish an Organizational Policy          Plan...
…and effectively. 1        Perform Specific Practices          Establish an Organizational Policy          Plan the Proces...
Check the expectations are met 1        Perform Specific Practices           Establish an Organizational Policy          E...
Only then, consider standardizing     1        Perform Specific Practices              Establish an Organizational Policy ...
Generic Practices               Why are you                     What value are you               doing this?              ...
Generic Practices07-June-2012        ©Q:PIT Ltd 2012   88
Generic Practices07-June-2012        ©Q:PIT Ltd 2012   89
Generic Practices07-June-2012        ©Q:PIT Ltd 2012   90
ste
Always remember• Performance Improvement is a culture change      – It is not easy      – It is completely dependent on ma...
But it’s worth it!• The result will make life more predictable for  you in your daily work• The result will remove the bar...
But it’s worth it!• The result will make life more predictable for  you in your daily work• The result will remove the bar...
02 August 2012   ©Q:PIT Ltd 2011-2012   95
Resources• The first part of this presentation is extracted  from “Forget Process; Focus on People” (FP2):  http://prezi.c...
Contact Information• Peter Leeson      – Q:PIT Ltd        PO Box 6066        Milton Keynes        MK1 9BH        United Ki...
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Can Process Make You Happy?

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(or "how to make your organization work for you") was first delivered on August 2, 2012 at the Romanian Association for Better Software in Cluj-Napoca. It combines elements from my FP2 principles (http://prezi.com/qm4wcnk_5hnb/forget-process-focus-on-people/) and principles and techniques for efficient improvement programmes.

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Can Process Make You Happy?

  1. 1. Can Process Make You Happy? Making your organization work for you02 August 2012 ©Q:PIT Ltd 2011-2012 1
  2. 2. Copyright Statement• SM Architecture Tradeoff Analysis Method, ATAM, CMM Integration, COTS Usage Risk Evaluation, CURE, EPIC, Evolutionary Process for Integrating COTS-based systems, 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 Line Technical Probe, PSP, SCAMPI, SCAMPI Lead Appraiser, SCE, SEPG, SoS Navigator, T- Checks, Team Software Process, TSP, are service marks of Carnegie Mellon University• TM Carnegie Mellon Software Engineering Institute (stylized), Carnegie Mellon Software Engineering Institute (and design), Simplex, Stylized hexagon are trademarks of Carnegie Mellon University Q: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 in the U.S. Patent and Trademark Office by Carnegie Mellon University The Q:PIT swirl is a registered trademark of Q:PIT Ltd, Milton Keynes, UK02 August 2012 ©Q:PIT Ltd 2011-2012 2
  3. 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, Switzerland…02 August 2012 ©Q:PIT Ltd 2011-2012 3
  4. 4. Q:PIT Ltd• International association of independent process improvement professionals• Q:PIT means… – Reducing the cost of Quality through Process improvement, Information management and Teamwork02 August 2012 ©Q:PIT Ltd 2011-2012 4
  5. 5. What are we trying to achieve?02 August 2012 ©Q:PIT Ltd 2011-2012 5
  6. 6. Foundations of Quality People Process Technology02 August 2012 ©Q:PIT Ltd 2011-2012 6
  7. 7. What do you need?02 August 2012 ©Q:PIT Ltd 2011-2012 7
  8. 8. What do you need?02 August 2012 ©Q:PIT Ltd 2011-2012 8
  9. 9. What do you need?02 August 2012 ©Q:PIT Ltd 2011-2012 9
  10. 10. How do you make people happy?02 August 2012 ©Q:PIT Ltd 2011-2012 10
  11. 11. Living Wages02 August 2012 ©Q:PIT Ltd 2011-2012 11
  12. 12. Resources02 August 2012 ©Q:PIT Ltd 2011-2012 12
  13. 13. Skills02 August 2012 ©Q:PIT Ltd 2011-2012 13
  14. 14. Continuity02 August 2012 ©Q:PIT Ltd 2011-2012 14
  15. 15. Stability02 August 2012 ©Q:PIT Ltd 2011-2012 15
  16. 16. Plan02 August 2012 ©Q:PIT Ltd 2011-2012 16
  17. 17. Methodology02 August 2012 ©Q:PIT Ltd 2011-2012 17
  18. 18. View the Product02 August 2012 ©Q:PIT Ltd 2011-2012 18
  19. 19. Vision02 August 2012 ©Q:PIT Ltd 2011-2012 19
  20. 20. Environment02 August 2012 ©Q:PIT Ltd 2011-2012 20
  21. 21. Leadership02 August 2012 ©Q:PIT Ltd 2011-2012 21
  22. 22. Team02 August 2012 ©Q:PIT Ltd 2011-2012 22
  23. 23. Support02 August 2012 ©Q:PIT Ltd 2011-2012 23
  24. 24. Control02 August 2012 ©Q:PIT Ltd 2011-2012 24
  25. 25. Voice02 August 2012 ©Q:PIT Ltd 2011-2012 25
  26. 26. Recognition02 August 2012 ©Q:PIT Ltd 2011-2012 26
  27. 27. Feedback02 August 2012 ©Q:PIT Ltd 2011-2012 27
  28. 28. Trust02 August 2012 ©Q:PIT Ltd 2011-2012 28
  29. 29. Eustress02 August 2012 ©Q:PIT Ltd 2011-2012 29
  30. 30. Freedom in Framework02 August 2012 ©Q:PIT Ltd 2011-2012 30
  31. 31. Putting it into context02 August 2012 ©Q:PIT Ltd 2011-2012 31
  32. 32. Maslow02 August 2012 ©Q:PIT Ltd 2011-2012 32
  33. 33. MaslowMorality, creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts Acceptance of facts Lack of Prejudice Self-esteem, confidence, achievement, respect of/by Problem Solving others Creativity Friendship, family, sexual intimacySecurity of body, employment,resources, morality, the family, health, property Breathing, food, water, sex, sleep, homeostasis, excretion 02 August 2012 ©Q:PIT Ltd 2011-2012 33
  34. 34. Maturity Maturity is climbing the Maslow pyramid02 August 2012 ©Q:PIT Ltd 2011-2012 34
  35. 35. In an Immature Organization• No consensus on what are the objective or goals of – The organisation – The project – The product – The process02 August 2012 ©Q:PIT Ltd 2011-2012 35
  36. 36. Improving…• Requires commitment from all levels of management and practitioners to the effort• Document what you are doing, then read what you did• Measure, collect, analyse, learn• Management requires that processes be documented and measured• People accept to learn from their mistakes rather than fear retribution02 August 2012 ©Q:PIT Ltd 2011-2012 36
  37. 37. Life in a Maturing Organization• People (at all levels) see issues and problems as possibilities to improve• Measurements are seen as a necessary management tool• Estimates are based on facts and documented• The schedule is based on the estimates• Commitment is maintained and considered as commitments by all involved02 August 2012 ©Q:PIT Ltd 2011-2012 37
  38. 38. In a Mature Organization Working together towards a common goal02 August 2012 ©Q:PIT Ltd 2011-2012 38
  39. 39. A Mature Culture 1/2• Common approach to the work and the success of the organization• Decisions and estimates based on facts, data and experience• Plans based on what can be achieved and working together to ensure customer satisfaction with regard to quality, functionality, budget and delays• Assurance that the resources required for a task will be available as expected02 August 2012 ©Q:PIT Ltd 2011-2012 39
  40. 40. A Mature Culture 2/2• Liberation of the imagination to continuous, common improvement• Focus of all on delivering a product that satisfies the customer and placing the customer’s needs and expectations first• Everyone taking personal responsibility for the quality of his/her own work and ensuring that the quality is optimized before responsibility is handed over to the next step of the development lifecycle02 August 2012 ©Q:PIT Ltd 2011-2012 40
  41. 41. Immature Processes• Processes are ad hoc and improvised by practitioners and their management• Process descriptions are not rigorously followed or enforced• Performance is highly dependent on current practitioners• Understanding of the current status of a project is limited• Immature processes result in fighting fires: – no time to improve—constantly reacting – Firefighters get burned – Embers may rekindle later02 August 2012 ©Q:PIT Ltd 2011-2012 41
  42. 42. Immature Processes• Processes are ad hoc and improvised by practitioners and their management• Process descriptions are not rigorously followed or enforced• Performance is highly dependent on current practitioners• Understanding of the current status of a project is limited• Immature processes result in fighting fires: – no time to improve—constantly reacting – Firefighters get burned – Embers may rekindle later02 August 2012 ©Q:PIT Ltd 2011-2012 42
  43. 43. Mature Processes = Fire Prevention• Process descriptions are consistent with the way work actually gets done• They are defined, documented, and continuously improved• Processes are supported visibly by management and others• They are well controlled—process fidelity is evaluated and enforced• There is constructive use of product and process measurement• Technology is introduced in a disciplined manner02 August 2012 ©Q:PIT Ltd 2011-2012 43
  44. 44. The Role of Process Management Customer Engineering Teams Environment Methods Technical assets02 August 2012 ©Q:PIT Ltd 2011-2012 44
  45. 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
  46. 46. Mature Processes Are Institutionalized• “That’s the way we do things around here”• The organization builds an infrastructure that contains effective, usable, and consistently applied processes• The organizational culture conveys the process• Management nurtures the culture• Culture is conveyed through role models and recognition• Institutionalized processes endure after the people who originally defined them have gone02 August 2012 ©Q:PIT Ltd 2011-2012 46
  47. 47. Using Your Brain The Context for Improvement02 August 2012 ©Q:PIT Ltd 2011-2012 47
  48. 48. The Delivery Process 2. Plan 3. Work 1. Envision02 August 2012 ©Q:PIT Ltd 2011-2012 48
  49. 49. The Managed Process 4. Measure 2. Plan 3. Work 1. Envision02 August 2012 ©Q:PIT Ltd 2011-2012 49
  50. 50. The Improvement Process 5. Improve 4. Measure 2. Plan 3. Work 1. Envision02 August 2012 ©Q:PIT Ltd 2011-2012 50
  51. 51. The Risk Management Process 5. Improve 4. Measure 2. Plan 3. Work 1. Envision 6. Discover Enigma02 August 2012 ©Q:PIT Ltd 2011-2012 51
  52. 52. The Four Major Areas 5. Improve 4. Measure 2. Plan 3. Work 1. Envision 6. Discover Enigma02 August 2012 ©Q:PIT Ltd 2011-2012 52
  53. 53. The Development Process As Human Reasoning 5 4 Left Brain 2 3 Right Brain 1 6 Limbic Cerebral02 August 2012 ©Q:PIT Ltd 2011-2012 53
  54. 54. The Four Quadrants of the Human Brain Left Brain Right Brain Limbic Cerebral02 August 2012 ©Q:PIT Ltd 2011-2012 54
  55. 55. Whole Brain Thinking Stimuli Me Ego Spirit Soul Self02 August 2012 ©Q:PIT Ltd 2011-2012 55
  56. 56. Establishing Direction Deciding to Change Promoting Change02 August 2012 ©Q:PIT Ltd 2011-2012 56
  57. 57. Value and Cost• What is the value of improvement to your organization?• Why would you want to invest so much money, knowing you will have no return on investment in this budget cycle or the next?• What are the benefits of improvement to your business, to the quality of your products and services, to your customer satisfaction?02 August 2012 ©Q:PIT Ltd 2011-2012 57
  58. 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 expensive understood – Don’t bother the “real” projects – Improving all future projects is – What is the minimum we need to critically important – even if it do to satisfy the lead appraiser? presents a risk to the success of one on-going project – Can we do a CMMI appraisal in 2 days like an ISO audit? – Customers are involved in the improvement programme – Focus on training staff to answer the questions of the appraisal team – All new processes, projects, products are measured according – Staff are trusted to understand and to a primary need apply without training or support – Management is actively and visibly interested in the return on their investment02 August 2012 ©Q:PIT Ltd 2011-2012 58
  59. 59. Management and Leadership• Management needs to understand the cost of process improvement and be willing to make the necessary adjustments• Leadership means going there first: – Is management ready to apply the principles of process improvement to their own work? – Who does quality assurance on management’s work? – Has your management applied formal decision and risk analysis techniques to deciding why they should do process improvement?02 August 2012 ©Q:PIT Ltd 2011-2012 59
  60. 60. Your CEO said…IT 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
  61. 61. Key words…IT 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 2012 ©Q:PIT Ltd 2011-2012 61
  62. 62. Key words…IT 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 2012 ©Q:PIT Ltd 2011-2012 62
  63. 63. Innovation• Expectation for – Change – Cutting edge – Rapid development and delivery• Implementation focus – Lean – Agile – Requirements management – Peer reviews02 August 2012 ©Q:PIT Ltd 2011-2012 63
  64. 64. Key words…IT 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 2012 ©Q:PIT Ltd 2011-2012 64
  65. 65. Reliable• Expectation for – Security – Reliability• Implementation focus: – Quality assurance – Configuration management – Strategic service management – Incident resolution and prevention – Service continuity02 August 2012 ©Q:PIT Ltd 2011-2012 65
  66. 66. Key words…IT 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 2012 ©Q:PIT Ltd 2011-2012 66
  67. 67. Customer Value• Expectation for – Customer satisfaction – Efficiency• Implementation focus: – Requirements development – Verification and validation – Organizational performance – Quantitative management02 August 2012 ©Q:PIT Ltd 2011-2012 67
  68. 68. Key words…IT 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 2012 ©Q:PIT Ltd 2011-2012 68
  69. 69. Policies• Translating real objectives into realistic expectations• Policies are constitutional law – No one is above the law – It is known by everyone• If the policy does not come from senior management, they will not consider themselves bound by the policy• The policies reflect the management expectations (and not the contents of some model, standard or theory!)02 August 2012 ©Q:PIT Ltd 2011-2012 69
  70. 70. Writing a Policy• Questions: – What makes us different from others? – Why would a prospect come to us rather than to our competitors? – How can we ensure that we are satisfying our customers without jeopardizing the future of our organization? – What do we mean when we use the word "quality"? How do we measure that? – What are the critical practices that are required by all teams in order to satisfy these objectives? – What behaviour do we expect from our staff? – How can we ensure that we learn and continuously improve these practices and behaviours over time? – How can we encourage, monitor, measure and enforce this behaviour? – How can we communicate this to everyone concerned?02 August 2012 ©Q:PIT Ltd 2011-2012 70
  71. 71. Contents of the Policy• Define Quality – When you talk about quality in your marketing material, what do you mean? How do you define quality in a pragmatic, measurable manner?• Process Expectations – Why do you believe that process is going to help your organization? – What do you expect to get out of processes?• Staff Expectations – What do you expect your staff to be doing? What should their attitude be? – What do you want your staff to deliver in terms of results?02 August 2012 ©Q:PIT Ltd 2011-2012 71
  72. 72. Enforcing the Policy• A law is useless if it is not enforced• The policy must reflect the monitoring, control and enforcement procedure• Before enforcing staff activities, you need to understand how to monitor it, how to measure your objectives02 August 2012 ©Q:PIT Ltd 2011-2012 72
  73. 73. Focused Improvement QA Solid basis for change through Configuration Management02 August 2012 ©Q:PIT Ltd 2011-2012 73
  74. 74. How to Measure• What do you believe will be the visible difference? If there is no visible difference in effect, don’t do it• How can you reduce the uncertainty of the result?• What do you already know? What can you find out?02 August 2012 ©Q:PIT Ltd 2011-2012 74
  75. 75. Keep It Simple • You can reduce uncertainty significantly if you collect a little information • Do not fall in the trap of believing it needs to be perfect to measureIllustration from “How to Measure Anything:Finding the Values of Intangibles in Business” ©2010 Douglas W. Hubbard 02 August 2012 ©Q:PIT Ltd 2011-2012 75
  76. 76. Start at Maturity Level 2 Level Process Areas Causal Analysis and Resolution5 Optimizing Organizational Performance Management Quantitative Project Management4 Quantitatively Managed Organizational Process Performance Validation Customer and Product Requirements Verification Organization Process Definition Technical Solution3 Defined Organizational Process Focus Product Integration Integrated Project Management Risk Management Decision Analysis & Resolution Organizational Training Requirements Management Project Planning Project Monitoring and Control2 Managed Configuration Management Supplier Agreement Management Measurement and Analysis Product and Process Quality Assurance1 Initial02 August 2012 ©Q:PIT Ltd 2011-2012 76
  77. 77. Start at Maturity Level 2• Maturity Level 2 focuses on understanding what satisfies needs and expectations, what works• Maturity Level 3 focuses on sharing the best practices that were identified at Maturity Level 202 August 2012 ©Q:PIT Ltd 2011-2012 77
  78. 78. Start at Capability Level 2• Capability Level 2 focuses on understanding what identifying the expectations and allowing experienced people to satisfy them as well as they can• Capability Level 3 focuses on sharing the best practices that were identified at Maturity Level 202 August 2012 ©Q:PIT Ltd 2011-2012 78
  79. 79. Apply the Generic Practices 1 Perform Specific Practices Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility 2 Train People Manage Configurations Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher-Level Management 3 Establish a Defined Process Collect Improvement Information07-June-2012 ©Q:PIT Ltd 2012 79
  80. 80. First – this is real, not theory! 1 Perform Specific Practices Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility 2 Train People Manage Configurations Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher-Level Management 3 Establish a Defined Process Collect Improvement Information07-June-2012 ©Q:PIT Ltd 2012 80
  81. 81. Communicate the Organizational Expectations 1 Perform Specific Practices Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility 2 Train People Manage Configurations Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher-Level Management 3 Establish a Defined Process Collect Improvement Information07-June-2012 ©Q:PIT Ltd 2012 81
  82. 82. Ensure they have the means… 1 Perform Specific Practices Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility 2 Train People Manage Configurations Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher-Level Management 3 Establish a Defined Process Collect Improvement Information07-June-2012 ©Q:PIT Ltd 2012 82
  83. 83. …to do the work efficiently… 1 Perform Specific Practices Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility 2 Train People Manage Configurations Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher-Level Management 3 Establish a Defined Process Collect Improvement Information07-June-2012 ©Q:PIT Ltd 2012 83
  84. 84. …and effectively. 1 Perform Specific Practices Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility 2 Train People Manage Configurations Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher-Level Management 3 Establish a Defined Process Collect Improvement Information07-June-2012 ©Q:PIT Ltd 2012 84
  85. 85. Check the expectations are met 1 Perform Specific Practices Establish an Organizational Policy Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility 2 Train People Manage Configurations Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher-Level Management 3 Establish a Defined Process Collect Improvement Information07-June-2012 ©Q:PIT Ltd 2012 85
  86. 86. Only then, consider standardizing 1 Perform Specific Practices Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility 2 Train People Manage Configurations Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher-Level Management3 Establish a Defined Process Collect Improvement Information 07-June-2012 ©Q:PIT Ltd 2012 86
  87. 87. Generic Practices Why are you What value are you doing this? getting out of it?07-June-2012 ©Q:PIT Ltd 2012 87
  88. 88. Generic Practices07-June-2012 ©Q:PIT Ltd 2012 88
  89. 89. Generic Practices07-June-2012 ©Q:PIT Ltd 2012 89
  90. 90. Generic Practices07-June-2012 ©Q:PIT Ltd 2012 90
  91. 91. ste
  92. 92. Always remember• Performance Improvement is a culture change – It is not easy – It is completely dependent on management – It can be highly successful if done correctly – It requires you to change (and not only everyone else!)02 August 2012 ©Q:PIT Ltd 2011-2012 92
  93. 93. But it’s worth it!• The result will make life more predictable for you in your daily work• The result will remove the barriers that keep you from being proud of your work• The result will focus on fixing the system instead of blaming the people02 August 2012 ©Q:PIT Ltd 2011-2012 93
  94. 94. But it’s worth it!• The result will make life more predictable for you in your daily work• The result will remove the barriers that keep you from being proud of your work• The result will focus on fixing the system instead of blaming the people02 August 2012 ©Q:PIT Ltd 2011-2012 94
  95. 95. 02 August 2012 ©Q:PIT Ltd 2011-2012 95
  96. 96. Resources• The first part of this presentation is extracted from “Forget Process; Focus on People” (FP2): http://prezi.com/qm4wcnk_5hnb/forget- process-focus-on-people/ (with explanations)02 August 2012 ©Q:PIT Ltd 2011-2012 96
  97. 97. Contact Information• Peter Leeson – Q:PIT Ltd PO Box 6066 Milton Keynes MK1 9BH United Kingdom – Direct Line: +44 (0)20 8133 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.net02 August 2012 ©Q:PIT Ltd 2011-2012 97

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