• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
 

Initiating a Change Programme

on

  • 206 views

Initiating a change management programme needs understanding of what you are trying to achieve and why. Based on my previously published FP2 principles, this goes through a number of the issues faced ...

Initiating a change management programme needs understanding of what you are trying to achieve and why. Based on my previously published FP2 principles, this goes through a number of the issues faced by an organization trying to apply a successful improvement programme. If you wish to know, feel free to contact me Peter{at}qpit.ltd.uk.

Statistics

Views

Total Views
206
Views on SlideShare
206
Embed Views
0

Actions

Likes
0
Downloads
0
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • If team members / project managers are required to follow processes they do not understand, fill out forms that have no added value, respect the wisdom of an “ivory tower process professional”There will be no improvementThere will be no understanding of qualityQuality is downgraded

Initiating a Change Programme Initiating a Change Programme Presentation Transcript

  • FP 2 Forget Process Focus on People05 Feb 2013 ©Q:PIT Ltd 2011-2013 1
  • What are we trying to achieve?05 Feb 2013 ©Q:PIT Ltd 2011-2013 3
  • The Deming Quality Chain "Companies ... tend to focus only on the end result – return on investment. This viewpoint is like trying to keep a dog happy by forcibly wagging its tail."05 Feb 2013 ©Q:PIT Ltd 2011-2013 4
  • Foundations of Quality People Process Technology05 Feb 2013 ©Q:PIT Ltd 2011-2013 5
  • What do you need?05 Feb 2013 ©Q:PIT Ltd 2011-2013 6
  • How do you make people happy?05 Feb 2013 ©Q:PIT Ltd 2011-2013 7
  • Living Wages05 Feb 2013 ©Q:PIT Ltd 2011-2013 8
  • Resources05 Feb 2013 ©Q:PIT Ltd 2011-2013 9
  • Skills05 Feb 2013 ©Q:PIT Ltd 2011-2013 10
  • Continuity05 Feb 2013 ©Q:PIT Ltd 2011-2013 11
  • Stability05 Feb 2013 ©Q:PIT Ltd 2011-2013 12
  • Plan05 Feb 2013 ©Q:PIT Ltd 2011-2013 13
  • Methodology05 Feb 2013 ©Q:PIT Ltd 2011-2013 14
  • View the Product05 Feb 2013 ©Q:PIT Ltd 2011-2013 15
  • Vision05 Feb 2013 ©Q:PIT Ltd 2011-2013 16
  • Environment05 Feb 2013 ©Q:PIT Ltd 2011-2013 17
  • Leadership05 Feb 2013 ©Q:PIT Ltd 2011-2013 18
  • Team05 Feb 2013 ©Q:PIT Ltd 2011-2013 19
  • Support05 Feb 2013 ©Q:PIT Ltd 2011-2013 20
  • Control05 Feb 2013 ©Q:PIT Ltd 2011-2013 21
  • Voice05 Feb 2013 ©Q:PIT Ltd 2011-2013 22
  • Recognition05 Feb 2013 ©Q:PIT Ltd 2011-2013 23
  • Feedback05 Feb 2013 ©Q:PIT Ltd 2011-2013 24
  • Trust05 Feb 2013 ©Q:PIT Ltd 2011-2013 25
  • Eustress05 Feb 2013 ©Q:PIT Ltd 2011-2013 26
  • Freedom in Framework05 Feb 2013 ©Q:PIT Ltd 2011-2013 27
  • Putting it into context This is not new05 Feb 2013 ©Q:PIT Ltd 2011-2013 28
  • Maslow Morality, 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 intimacy Security of body, employment, resources, morality, the family, health, property Breathing, food, water, sex, sleep, homeostasis, excretion05 Feb 2013 ©Q:PIT Ltd 2011-2013 30
  • So, what do we do with it?05 Feb 2013 ©Q:PIT Ltd 2011-2013 31
  • A Definition of Quality05 Feb 2013 ©Q:PIT Ltd 2011-2013 32
  • Defining Quality • Quality is aiming at being just above your customers’ expectations • Quality does not mean doing everything correct every time, it means doing things better every time • Quality involves the ability to react, cope and reason in an appropriate way for the situation • Quality involves learning through experience so as to be able to continuously improve and grow05 Feb 2013 ©Q:PIT Ltd 2011-2013 33
  • Definition of Maturity • Maturity involves – the ability to react, cope and reason in an appropriate way for the situation – learning through experiences – comes from healthy growth • Guidance in coping with situations is what is needed to grow in maturity • The way an organization deals with a crisis or makes decisions are good clues about their level of maturity05 Feb 2013 ©Q:PIT Ltd 2011-2013 34
  • Using Your Brain The Context for Improvement05 Feb 2013 ©Q:PIT Ltd 2011-2013 35
  • The Delivery Process 2. Plan 3. Work 1. Envision05 Feb 2013 ©Q:PIT Ltd 2011-2013 36
  • The Managed Process 4. Measure 2. Plan 3. Work 1. Envision05 Feb 2013 ©Q:PIT Ltd 2011-2013 37
  • The Improvement Process 5. Improve 4. Measure 2. Plan 3. Work 1. Envision05 Feb 2013 ©Q:PIT Ltd 2011-2013 38
  • The Risk Management Process 5. Improve 4. Measure 2. Plan 3. Work 1. Envision 6. Discover Enigma05 Feb 2013 ©Q:PIT Ltd 2011-2013 39
  • The Four Major Areas 5. Improve 4. Measure 2. Plan 3. Work 1. Envision 6. Discover Enigma05 Feb 2013 ©Q:PIT Ltd 2011-2013 40
  • The Development Process As Human Reasoning 5 4 Left Brain 2 3 Right Brain 1 6 Limbic Cerebral05 Feb 2013 ©Q:PIT Ltd 2011-2013 41
  • The Four Quadrants of the Human Brain Left Brain Right Brain Limbic Cerebral05 Feb 2013 ©Q:PIT Ltd 2011-2013 42
  • Whole Brain Thinking Stimuli Me Ego Spirit Soul Self05 Feb 2013 ©Q:PIT Ltd 2011-2013 43
  • Encouraging Change Rational Emotional Reflective Reactive05 Feb 2013 ©Q:PIT Ltd 2011-2013 44
  • Encouraging Change Acceptance Ability Rational Aspiration Attitude Emotional Reflective Reactive05 Feb 2013 ©Q:PIT Ltd 2011-2013 45
  • Encouraging Change Acceptance Ability Rational Aspiration Attitude Emotional Reflective Reactive05 Feb 2013 ©Q:PIT Ltd 2011-2013 46
  • Establishing Direction Deciding what to change Deciding how to change Deciding to change05 Feb 2013 ©Q:PIT Ltd 2011-2013 47
  • Focused Change QA Stable basis for change05 Feb 2013 ©Q:PIT Ltd 2011-2013 48
  • 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!)05 Feb 2013 ©Q:PIT Ltd 2011-2013 49
  • 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 people05 Feb 2013 ©Q:PIT Ltd 2011-2013 50
  • Managing Management Establishing Leadership and Motivation05 Feb 2013 ©Q:PIT Ltd 2011-2013 51
  • Estimate 80% of all improvement programmes fail!05 Feb 2013 ©Q:PIT Ltd 2011-2013 52
  • Reasons to Fail • This is an engineering activity • The Process people can write the policies that the appraiser wants • We want to achieve level X – it is good advertising • 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 disappoint in the short-term05 Feb 2013 ©Q:PIT Ltd 2011-2013 53
  • Establishing Direction Why do you want to change everything?05 Feb 2013 ©Q:PIT Ltd 2011-2013 54
  • Fundamentals of Success • Strong leadership • Sense of urgency • Vision of success • Communication • Empowerment • Regular improvements • Consolidating gains • Encouraging change05 Feb 2013 ©Q:PIT Ltd 2011-2013 55
  • Questions to Answer First • What are you trying to achieve? • What are your priorities? • How do you know you are doing the right thing? • What do you need to implement? • How do you staff your teams? • How do you know you have achieved results?05 Feb 2013 ©Q:PIT Ltd 2011-2013 56
  • 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?05 Feb 2013 ©Q:PIT Ltd 2011-2013 57
  • Cost and Investment Cost 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 business need apply without training or support – Management is actively and visibly interested in the return on their investment05 Feb 2013 ©Q:PIT Ltd 2011-2013 58
  • Management & 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 management applied formal decision and risk analysis techniques to their decisions?05 Feb 2013 ©Q:PIT Ltd 2011-2013 59
  • Why Maturity Models? A maturity model is a structured collection of elements that describe characteristics of effective processes A maturity model provides – a place to start – the benefit of a community’s prior experiences – a common language and a shared vision – a framework for prioritizing actions – a way to define what improvement means for your organization A maturity model can be used as a benchmark for assessing different organizations for equivalent comparison05 Feb 2013 ©Q:PIT Ltd 2011-2013 60
  • Do You Understand? • Do you understand what you are trying to achieve? • Do you understand the potential benefits of the approach? • Do you understand the risk associated with trying to change things?05 Feb 2013 ©Q:PIT Ltd 2011-2013 61
  • Risk Management • Has any form of risk management been done on your improvement work? – What is the (potential) cost of failure? – What is the (potential) value of success? – What is the probability of success?05 Feb 2013 ©Q:PIT Ltd 2011-2013 62
  • Measuring Risk • Dare to measure the risk realistically – What does “medium risk” really mean – Are these risks really equivalent: • A 10% risk of losing €100 000? • A 50% risk of losing €20 000? • An 80% risk of losing €12 500?05 Feb 2013 ©Q:PIT Ltd 2011-2013 63
  • Understanding the Goal • The first question we need to solve is identifying the true goal of your proposed improvement programme: – Are you trying to demonstrate you are maturity level 3 because you need it for a contract but are not really interested in long-term results? – Are you trying to reduce the cost, the variance, the over-time, the complaints, the staff necessary…? – Are you trying to please someone on the board who went to a conference?05 Feb 2013 ©Q:PIT Ltd 2011-2013 64
  • The Hierarchy of Quality Satisfied Customer Good Products and Services Successful Projects People Processes Technology Model Culture Finance Needs Abilities …05 Feb 2013 ©Q:PIT Ltd 2011-2013 65
  • Q:P/X – Customer Satisfaction Offensive Strategy Trust Vision Gain Customer Loyalty Innovation and Implementation Anticipate Customer Needs Mission Meet Commitments Defensive Strategy Exceed Customer Expectations Meet Customer Requirements Determine Customer Requirements and Expectations Identify customers by organisation / by Key Contacts05 Feb 2013 ©Q:PIT Ltd 2011-2013 66
  • Exercise 1 • Translate management speak into reality – Identify key words and ideas in the text – Identify what these words and ideas mean in reality – Do these relate to the process improvement exercise? • Identify how to describe your improvement programme so that it will be attractive to your management05 Feb 2013 ©Q:PIT Ltd 2011-2013 67
  • Your CEO said… IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and support their business growth. We help our customers by constantly innovating, and introducing new, easier, and more secure support and delivery services. We help increase the efficiency of customers operations and add value to related products and services. We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the hardware and software suppliers that serve them) – through the provision of 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 manage their 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 are progressively investing in new facilities and solutions, 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?05 Feb 2013 ©Q:PIT Ltd 2011-2013 68
  • Key words… IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and support their business growth. We help our customers by constantly innovating, and introducing new, easier, and more secure support and delivery services. We help increase the efficiency of customers operations and add value to related products and services. We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the hardware and software suppliers that serve them) – through the provision of 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 manage their 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 are progressively investing in new facilities and solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale.05 Feb 2013 ©Q:PIT Ltd 2011-2013 69
  • Key words… IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and support their business growth. We help our customers by constantly innovating, and introducing new, easier, and more secure support and delivery services. We help increase the efficiency of customers operations and add value to related products and services. We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the hardware and software suppliers that serve them) – through the provision of 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 manage their 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 are progressively investing in new facilities and solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale.05 Feb 2013 ©Q:PIT Ltd 2011-2013 70
  • Innovation • Expectation for – Change – Cutting edge – Rapid development and delivery • Implementation focus – Lean – Agile – Requirements management – Peer reviews05 Feb 2013 ©Q:PIT Ltd 2011-2013 71
  • Key words… IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and support their business growth. We help our customers by constantly innovating, and introducing new, easier, and more secure support and delivery services. We help increase the efficiency of customers operations and add value to related products and services. We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the hardware and software suppliers that serve them) – through the provision of 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 manage their 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 are progressively investing in new facilities and solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale.05 Feb 2013 ©Q:PIT Ltd 2011-2013 72
  • Reliable • Expectation for – Security – Reliability • Implementation focus: – Quality assurance – Configuration management – Strategic service management – Incident resolution and prevention – Service continuity05 Feb 2013 ©Q:PIT Ltd 2011-2013 73
  • Key words… IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and support their business growth. We help our customers by constantly innovating, and introducing new, easier, and more secure support and delivery services. We help increase the efficiency of customers operations and add value to related products and services. We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the hardware and software suppliers that serve them) – through the provision of 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 manage their 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 are progressively investing in new facilities and solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale.05 Feb 2013 ©Q:PIT Ltd 2011-2013 74
  • Customer Value • Expectation for – Customer satisfaction – Efficiency • Implementation focus: – Requirements development – Verification and validation – Organizational performance – Quantitative management05 Feb 2013 ©Q:PIT Ltd 2011-2013 75
  • Key words… IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and support their business growth. We help our customers by constantly innovating, and introducing new, easier, and more secure support and delivery services. We help increase the efficiency of customers operations and add value to related products and services. We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the hardware and software suppliers that serve them) – through the provision of 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 manage their 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 are progressively investing in new facilities and solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale.05 Feb 2013 ©Q:PIT Ltd 2011-2013 76
  • Generic Practices Why are you What value are you doing this? getting out of it?05 Feb 2013 ©Q:PIT Ltd 2011-2013 77
  • 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!)05 Feb 2013 ©Q:PIT Ltd 2011-2013 78
  • 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?05 Feb 2013 ©Q:PIT Ltd 2011-2013 79
  • Management Workshop • The story of success • The story of failure • SWOT analysis: – Strengths – Weaknesses – Opportunities – Threats • Group the SW and the OT to get the full picture05 Feb 2013 ©Q:PIT Ltd 2011-2013 80
  • 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?05 Feb 2013 ©Q:PIT Ltd 2011-2013 81
  • Defining Quality05 Feb 2013 ©Q:PIT Ltd 2011-2013 82
  • 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 objectives05 Feb 2013 ©Q:PIT Ltd 2011-2013 83
  • 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?05 Feb 2013 ©Q:PIT Ltd 2011-2013 84
  • 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 measure Illustration from “How to Measure Anything: Finding the Values of Intangibles in Business” ©2010 Douglas W. Hubbard05 Feb 2013 ©Q:PIT Ltd 2011-2013 85
  • Cost of Project Quality Total Cost Cost of Cost of Quality Performance Cost of Cost of Non- Conformance Conformance Cost of Cost of Appraisal Prevention05 Feb 2013 Crosby 1994 adapted by Ray Dion - Dallas SPIN, Feb 1995 ©Q:PIT Ltd 2011-2013 86
  • Cost of Project Quality Project Cost Cost of Quality Cost of Performance Generating plans Cost of Conformance Cost of Non-Conformance Documentation Fixing defects Development Cost of Appraisal Cost of Prevention Reworking Requirements Documents Design Reviews Training Design Code System Policies, procedures, methods Updating code Integration Requirements Tools Design Planning Re-reviews Test plans Quality improvement projects Re-test Test scripts Data gathering and analysis Lab costs Walkthroughs Root cause analysis Patches & Fixes Testing (first time) Quality reporting Internal Independent V&V (first time) External Audits Engineering changes Change control boards External failures and fines Customer support05 Feb 2013 ©Q:PIT SPIN, Feb 1995 Help desks Crosby 1994 adapted by Ray Dion - DallasLtd 2011-2013 87
  • The Basics From Dream to Facts05 Feb 2013 ©Q:PIT Ltd 2011-2013 88
  • The Role of Process Management Customer Engineering Teams Environment Methods05 Feb 2013 Technical2011-2013 ©Q:PIT Ltd assets 89
  • 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 later05 Feb 2013 ©Q:PIT Ltd 2011-2013 90
  • 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 manner05 Feb 2013 ©Q:PIT Ltd 2011-2013 91
  • 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 expected05 Feb 2013 ©Q:PIT Ltd 2011-2013 92
  • 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 lifecycle05 Feb 2013 ©Q:PIT Ltd 2011-2013 93
  • Cultural Change • Moving – From doing what seems right considering todays pressures and priorities • To doing what we know to be right for the organizations future • Switching – From minding my own business • To understanding roles and responsibilities05 Feb 2013 ©Q:PIT Ltd 2011-2013 94
  • Principles of Process Change • Major changes must be sponsored by management • Focus on fixing the process, not blaming • Understand current process first • Change is continuous • Improvement requires investment • Retaining improvement requires periodic reinforcement05 Feb 2013 ©Q:PIT Ltd 2011-2013 95
  • Changing the Culture 1/2 • Communicate why things need to be done rather than just that something needs to be done • Makes sure you understand the organization’s need for improvement and focus on improving the organization05 Feb 2013 ©Q:PIT Ltd 2011-2013 96
  • Changing the Culture 1/2 • Establish the context for change and provide guidelines • Stimulate conversation • Provide appropriate resources • Coordinate and align projects • Ensure congruence of messages, activities, policies and behaviours • Provide opportunities for joint creation • Anticipate, identify and address people problems • Prepare for the critical mass05 Feb 2013 ©Q:PIT Ltd 2011-2013 97
  • Managing Complex Change Requirements Vision Skills Incentives Resources Action Plan Change Skills Incentives Resources Action Plan Confusion Vision Incentives Resources Action Plan Anxiety Slow Vision Skills Resources Action Plan Change Vision Skills Incentives Action Plan Frustration False Vision Skills Incentives Resources Starts05 Feb 2013 ©Q:PIT Ltd 2011-2013 *Delorise Ambrose, 1987. Personal Communication. 98
  • Promoting Change • Focus on the people – Training – Explaining – Understanding • Work within the culture – The people you have – The way of working you have – The processes you have05 Feb 2013 ©Q:PIT Ltd 2011-2013 99
  • Reasons To Change • Why do you want to change? • What’s wrong today? • Whats the rush? • Who wants to change?05 Feb 2013 ©Q:PIT Ltd 2011-2013 100
  • Making the Tough Choices • Approach – Select an approach that fits your culture • Model – Choose a model that will support you for years05 Feb 2013 ©Q:PIT Ltd 2011-2013 101
  • Establish the Current Status • Understand the current strengths and weaknesses – What are the practices that are harming your strategy? • Root causes and impact analysis – Why are people doing that?05 Feb 2013 ©Q:PIT Ltd 2011-2013 102
  • Establish Measurable Goals • Measure progress in business outcome terms • Time frames encouraging regular, visible improvements • Milestones demonstrating improvement05 Feb 2013 ©Q:PIT Ltd 2011-2013 103
  • Understanding • Make sure your process improvement people understand process improvement – It is not about process – It is about business performance • Communicate the policy05 Feb 2013 ©Q:PIT Ltd 2011-2013 104
  • Respect the Past • Show respect for the experience and knowledge of the people who do the work • Don’t throw out the baby with the bathwater • Build on what you have • Ask the people who are suffering of the problems how to improve • Do what you tell others to do05 Feb 2013 ©Q:PIT Ltd 2011-2013 105
  • Start at Maturity Level 2 Level Process Areas Causal Analysis and Resolution 5 Optimizing Organizational Performance Management Quantitative Project Management 4 Quantitatively Managed Organizational Process Performance Validation Customer and Product Requirements Verification Organization Process Definition Technical Solution 3 Defined Organizational Process Focus Product Integration Integrated Project Management Risk Management Decision Analysis & Resolution Organizational Training Requirements Management Project Planning Project Monitoring and Control 2 Managed Configuration Management Supplier Agreement Management Measurement and Analysis Product and Process Quality Assurance 1 Initial05 Feb 2013 ©Q:PIT Ltd 2011-2013 106
  • 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 205 Feb 2013 ©Q:PIT Ltd 2011-2013 107
  • 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 205 Feb 2013 ©Q:PIT Ltd 2011-2013 108
  • Continuous Improvement Strategy & Standards The Improvement Organization Organization’s Organizational Measurement Training of People Performance Repository Improvement Process Architecture Organization’s Life Cycle Descriptions Process Tailoring Asset Library Standard Process Set Guidelines Work Organization Job Specific Job Specific Job Specific Defined Process Defined Process Defined Process Workplans Workplans Workplans05 Feb 2013 ©Q:PIT Ltd 2011-2013 109
  • Process and Tailoring05 Feb 2013 ©Q:PIT Ltd 2011-2013 110
  • Sample Organizational Structure Process Improvement Organization Structure Typical Organization Structure Senior Management Senior Management Advisory Board Middle Management MSG Non- Project Management Project EPG Staff QA Project Members WG 1 ••• WG n05 Feb 2013 ©Q:PIT Ltd 2011-2013 111
  • Roles and Responsibilities Plan Do Learn Act Why What Policy Process E.P.G. Report How Procedure Results Who, when E.P.G. Sr. Mgt. Plan Q.A. Action Sr. Mgt. Points P.M. Act V&V P.M. Perform Result Metrics Product05 Feb 2013 ©Q:PIT Ltd 2011-2013 112
  • Staffing your QA group • Your QA group needs people who – Understand the work being done – Are willing and able to listen and counsel – Know the standards and processes – Are trained in performing appraisals and audits – Are working full-time in Quality Assurance – Are willing and ready to question and challenge everything and everyone05 Feb 2013 ©Q:PIT Ltd 2011-2013 113
  • QA: Process Improvement Agent Management: Provide visibility into the effectiveness and efficiency of the processes being used and the resulting product quality QA Engineering: Provide feedback to the EPG: Provides feedback on the individual projects on the efficiency and organizational processes they have effectiveness of the processes that they are standardized or facilitated in developing so following so they can be improved at the they can be improved at the organizational project level level05 Feb 2013 ©Q:PIT Ltd 2011-2013 114
  • Process and Product Quality Assurance1/3 • PPQA = Assure the Quality of the Process and related products05 Feb 2013 ©Q:PIT Ltd 2011-2013 115
  • Process and Product Quality Assurance2/3 • Notes – The practices in the PPQA process area ensure that planned processes are implemented, while the practices in the Verification process area ensure that the specified requirements are satisfied. These two process areas may on occasion address the same work product but from different perspectives – Quality assurance should begin in the early phases of a project to establish plans, processes, standards, and procedures that will add value to the project and satisfy the requirements of the project and the organizational policies05 Feb 2013 ©Q:PIT Ltd 2011-2013 116
  • Process and Product Quality Assurance3/3 • Sub-practices – Promote an environment that encourages employee participation in identifying and reporting quality issues – Establish and maintain clearly stated criteria for the evaluations – The intent of this sub-practice is to provide criteria, based on business needs – Identify lessons learned that could improve processes for future products and services – Analyse noncompliance issues to see if there are quality trends that can be identified and addressed05 Feb 2013 ©Q:PIT Ltd 2011-2013 117
  • The Auditor as an Obstacle to Quality • If the auditor uses the checklist approach, the improvement process will be stopped • Quality Assurance must never be confused with Compliance Control05 Feb 2013 ©Q:PIT Ltd 2011-2013 118
  • The QA Role • Don’t tell people what to do, support them • Enquire: – Why did you not do this? – Why did this not work for you? – Why was this more successful? – How would you suggest improving this? – How can we help you? • Communicate – An other team did this… – There is a risk in this approach…05 Feb 2013 ©Q:PIT Ltd 2011-2013 119
  • Quality Assurance • … and assure that quality is understood and implemented05 Feb 2013 ©Q:PIT Ltd 2011-2013 120
  • Staffing your Process Group • Your process group needs people who – Can prioritize improvements based on causal analysis of needs and issues – Can document and communicated processes – Are willing to listen to those who can do the job – Are detail conscious – Are skilled in communicating both orally and in writing – Are willing to publicize their incompetency05 Feb 2013 ©Q:PIT Ltd 2011-2013 121
  • Staffing your Process Group • Your process group needs people who – Can prioritize improvements based on causal analysis of needs and issues – Can document and communicated processes – Are willing to listen to those who can do the job – Are detail conscious – Are skilled in communicating both orally and in writing – Are willing to publicize their incompetency05 Feb 2013 ©Q:PIT Ltd 2011-2013 122
  • Process Adoption Curve Pioneers Early Early Late Majority “Never” Adopters Majority Focus of Effort05 Feb 2013 ©Q:PIT Ltd 2011-2013 123
  • 5 Effort to Improve 4 5 3 4 2 3 1 205 Feb 2013 ©Q:PIT Ltd 2011-2013 124
  • Prioritizing your Needs • CMMI is very good at helping you prioritize your needs: – Study the “Related Process Areas” for all identified weaknesses05 Feb 2013 ©Q:PIT Ltd 2011-2013 125
  • Generic Practices05 Feb 2013 ©Q:PIT Ltd 2011-2013 126
  • Generic Practices05 Feb 2013 ©Q:PIT Ltd 2011-2013 127
  • Generic Practices05 Feb 2013 ©Q:PIT Ltd 2011-2013 128
  • Generic Practices05 Feb 2013 ©Q:PIT Ltd 2011-2013 129
  • Generic Practices05 Feb 2013 ©Q:PIT Ltd 2011-2013 130
  • Measuring your Progress05 Feb 2013 ©Q:PIT Ltd 2011-2013 131
  • Repeat • Whatever you have defined, it is wrong • Listen to the complaints from your process users, your customers, your management… • Keep your eye firmly on how to improve your process every time it is used05 Feb 2013 ©Q:PIT Ltd 2011-2013 132
  • Working with Suppliers 1/2 • Do you really believe that a supplier using CMMI is enough when – They don’t understand your business? – They are not in the same time-zone? – They don’t speak the same language? – They have different work ethics?05 Feb 2013 ©Q:PIT Ltd 2011-2013 133
  • Working with Suppliers 2/2 • Does the supplier’s quality improvement focus match yours? – What would happen if you are looking for high quality and the supplier’s focus is to be the cheap? • Do you trust the supplier’s results? – Who did the appraisal? Do you know the Lead? – Did the supplier open up the organization to show all projects or only the best? – Have you checked the scope of the appraisal?05 Feb 2013 ©Q:PIT Ltd 2011-2013 134
  • Project Focus • Does the supplier have the processes you need for your project? • Does the team with which you are working apply the processes as advertised? • How do you know?05 Feb 2013 ©Q:PIT Ltd 2011-2013 135
  • Certification does not mean Quality • Any standard is only a tool – If it is used to improve quality, it is a good tool • Certification does not guarantee quality – It shows potential based on process or people or…05 Feb 2013 ©Q:PIT Ltd 2011-2013 136
  • Satisfying the standard is not enough • The focus has to be on the needs of your long- term strategy • The “dictatorship of the short-term” is an luxury you cannot afford05 Feb 2013 ©Q:PIT Ltd 2011-2013 137
  • 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!)05 Feb 2013 ©Q:PIT Ltd 2011-2013 138
  • Quality is a State of Mind • Process Improvement means changing the culture of the organization • The culture comes from the top • “They watch your feet, not your lips” – Tom Peters05 Feb 2013 ©Q:PIT Ltd 2011-2013 139
  • Start changing now! • I am the culture. • I cannot change the culture if I do not change. • I cannot change the way things are done without changing the culture. • I cannot improve the quality of our products without changing the way things are done. • I cannot change if I do not change. • I am responsible.05 Feb 2013 ©Q:PIT Ltd 2011-2013 140
  • Q&A05 Feb 2013 ©Q:PIT Ltd 2011-2013 141
  • Resources • “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.info05 Feb 2013 ©Q:PIT Ltd 2011-2013 142
  • Contact Information • Peter Leeson – Q:PIT Ltd PO Box 6066 Milton Keynes MK1 9BH United 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.net05 Feb 2013 ©Q:PIT Ltd 2011-2013 143