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Intelligent evolution

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The influence of culture on quality engineering and how to impact the quality. This is the slide set of a the presentation delivered at ITCamp2013 in Cluj-Napoca (Romania), Friday 24 May 2013

The influence of culture on quality engineering and how to impact the quality. This is the slide set of a the presentation delivered at ITCamp2013 in Cluj-Napoca (Romania), Friday 24 May 2013

Published in: Business, Technology

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  • 1. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesHuge thanks to our sponsors! ©Q:PIT Ltd 2013 1
  • 2. itcampro@ itcamp13# Premium conference on Microsoft technologies Intelligent Evolution Reducing the cost of Quality through Process improvement, Information management and Teamwork
  • 3. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best Practices • International association of independent process improvement professionals • Q:PIT means… – Reducing the cost of Quality through Process improvement, Information management and Teamwork Q:PIT Ltd ©Q:PIT Ltd 2013 4
  • 4. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & 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 5
  • 5. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesThe Old-Timer’s Picture ©Q:PIT Ltd 2013 6
  • 6. itcampro@ itcamp13# Premium conference on Microsoft technologies©Q:PIT Ltd 2013 7 Imagine…
  • 7. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesBasics of Quality ©Q:PIT Ltd 2013 8 People Process Technology
  • 8. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesBasics of Quality ©Q:PIT Ltd 2013 9
  • 9. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesStop Drowning, Start Supporting ©Q:PIT Ltd 2013 10
  • 10. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best Practices • 80% of all improvement programmes fail! Estimate ©Q:PIT Ltd 2013 11
  • 11. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best Practices • This is an engineering activity • The Process people can write the policies that the appraiser wants • We want to {satisfy a standard} – 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-term Reasons to Fail ©Q:PIT Ltd 2013 12
  • 12. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesThe Main Reason to Fail ©Q:PIT Ltd 2013 13
  • 13. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best Practices • No consensus on what are the objective or goals of – The organization – The project – The product – The process In an Immature Culture ©Q:PIT Ltd 2013 14
  • 14. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesIn a Mature Culture ©Q:PIT Ltd 2013 15 Working together towards a common goal
  • 15. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesAn Organisation is a Living Organism ©Q:PIT Ltd 2013 16 Inputs: Human, Financial, Technological, Material, Resources Outputs: Products Services Strategy People & Culture Structure Technology Management Input-output flow of materials, energy, information
  • 16. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesEvolution Without Extinction ©Q:PIT Ltd 2013 17 • Changing the Culture is changing the heart • Evolution is preferable to Revolution: evolution lasts, revolutions don’t • Evolution is done through the slow mutation of the genome
  • 17. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best Practices • Military & Nautical. A movement of a body of troops or ships carried out to change their disposition. ▸ b gen. A wheeling about; each of a series of usu. ordered or deliberate movements, as of a dancer or a machine part. Usu. in pl. • The action of opening out or unfolding; chiefly fig., the orderly passage of a long train of events or of the time containing them. • The process of developing in detail what is implicit in an idea or principle; the development of an argument; an outcome of such a process. • The development of an animal or plant, or part of one, from a rudimentary to a mature state. ▸ b Any process of gradual change occurring in something, esp. from a simpler to a more complicated or advanced state; the passage of something through a succession of stages. Also, origination by natural development as opp. to production by a specific act. ▸ c A process by which different kinds of organism come into being by the differentiation and genetic mutation of earlier forms over successive generations, viewed as an explanation of their origins. Evolution ©Q:PIT Ltd 2013 18(abbreviated from Oxford English Dictionary)
  • 18. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & 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 of information. LME. ▸ b Exchange of knowledge, information, opinion, etc.; communication, esp. of secret information. Now rare or obsolete. ▸ †c A relation or basis of communication between people or parties; an understanding between or with. • (People employed in) the obtaining of information, esp. of military or political value; the secret service, espionage. Intelligence ©Q:PIT Ltd 2013 19(abbreviated from Oxford English Dictionary)
  • 19. itcampro@ itcamp13# Premium conference on Microsoft technologies Using Your Brain The Context for Improvement
  • 20. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesThe Delivery Process ©Q:PIT Ltd 2013 21 3. Work2. Plan 1. Envision
  • 21. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesThe Managed Process ©Q:PIT Ltd 2013 22 4. Measure 3. Work2. Plan 1. Envision
  • 22. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesThe Improvement Process ©Q:PIT Ltd 2013 23 5. Improve 4. Measure 3. Work2. Plan 1. Envision
  • 23. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesThe Risk Management Process ©Q:PIT Ltd 2013 24 5. Improve 4. Measure 3. Work2. Plan 1. Envision 6. Discover Enigma
  • 24. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesThe Four Major Areas ©Q:PIT Ltd 2013 25 5. Improve 4. Measure 3. Work2. Plan 1. Envision 6. Discover Enigma
  • 25. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best Practices The Development Process As Human Reasoning ©Q:PIT Ltd 2013 26 5 4 32 1 6 Left Brain Right Brain Limbic Cerebral
  • 26. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best Practices The Four Quadrants of the Human Brain ©Q:PIT Ltd 2013 27 Limbic Cerebral Left Brain Right Brain
  • 27. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesWhole Brain Thinking ©Q:PIT Ltd 2013 28 Stimuli Me Ego Spirit Soul Self
  • 28. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesEncouraging Change ©Q:PIT Ltd 2013 29 Reflective Reactive Rational Emotional
  • 29. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesEncouraging Change ©Q:PIT Ltd 2013 30 Reflective Reactive Rational Emotional Ability Attitude Acceptance Aspiration
  • 30. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesEncouraging Change ©Q:PIT Ltd 2013 31 Reflective Reactive Rational Emotional Ability Attitude Acceptance Aspiration
  • 31. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesFocused Change ©Q:PIT Ltd 2013 33 Stable basis for change QA itcampro@ itcamp13# Premium conference on Microsoft technologies
  • 32. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesFocused Change ©Q:PIT Ltd 2013 34 Stable basis for change QA itcampro@ itcamp13# Premium conference on Microsoft technologies
  • 33. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best Practices 35 Change Management ©Q:PIT Ltd 2013
  • 34. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best Practices • No Time is No Money • It is not a coincidence that the current economic hardship comes at a time when people are pressed into sacrificing quality for speed • Saving time = wasting money! Time is Money ©Q:PIT Ltd 2013 36
  • 35. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesWhat are we trying to achieve? ©Q:PIT Ltd 2013 37
  • 36. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesA Definition of Quality 38©Q:PIT Ltd 2013
  • 37. itcampro@ itcamp13# Premium conference on Microsoft technologies Direction, Leadership, Management Chuck Coonradt “The Game of Work” In the absence of clearly defined goals, we are forced to concentrate on activity and ultimately become enslaved by it.
  • 38. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best Practices • Strong leadership • Sense of urgency • Vision of success • Communication • Empowerment • Regular improvements • Consolidating gains • Encouraging change Fundamentals of Success ©Q:PIT Ltd 2013 42(adapted from “Leading Change” by John P. Kotter)
  • 39. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & 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 we need to do to satisfy the lead appraiser? – Can we do a CMMI appraisal in 2 days like an ISO audit? – Focus on training staff to answer the questions of the appraisal team – Staff are trusted to understand and apply without training or support • Improvement is an investment: – The cost of bad quality is understood – Improving all future projects is critically important – even if it presents a risk to the success of one on-going project – Customers are involved in the improvement programme – All new processes, projects, products are measured according to a primary business need – Management is actively and visibly interested in the return on their investment Cost and Investment©Q:PITLtd2013 44
  • 40. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best Practices • 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? • Understanding the risk related to the change will allow – Understanding of the urgency of change – Communication of the need to change Risk Management ©Q:PIT Ltd 2013 46
  • 41. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesEstablishing the Objective ©Q:PIT Ltd 2013 48
  • 42. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesThe Hierarchy of Quality ©Q:PIT Ltd 2013 49 Satisfied Customer Good Products and Services Successful Projects People Processes Technology Culture Finance NeedsModel Abilities …
  • 43. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesQ:P/X – Customer Satisfaction 50 Vision Identify customers by organization / by key contacts Determine customer requirements and expectations Meet customer requirements Exceed customer expectations Anticipate customer needs Innovation and implementation Gain customer loyalty TrustMeetCommitments OffensiveStrategyDefensiveStrategy Mission ©Q:PIT Ltd 2013
  • 44. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best Practices • Measure progress in business outcome terms • Time frames encouraging regular, visible improvements • Milestones demonstrating improvement Establish Measurable Goals ©Q:PIT Ltd 2013 51
  • 45. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best Practices • 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 Keep It Simple ©Q:PIT Ltd 2013 53 Illustration from “How to Measure Anything: Finding the Values of Intangibles in Business” ©2010 Douglas W. Hubbard
  • 46. itcampro@ itcamp13# Premium conference on Microsoft technologies Changing the Way Basics of Process Improvement
  • 47. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesThe Role of Process ©Q:PIT Ltd 2013 55 Engineering Teams Environment Management Methods Customer Technical assets
  • 48. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesProcess Adoption Curve 56 Focus of Effort Pioneers Early Adopters Early Majority Late Majority “Never” ©Q:PIT Ltd 2013
  • 49. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & 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 have Promoting Change ©Q:PIT Ltd 2013 57
  • 50. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesGeneric Practices ©Q:PIT Ltd 2013 60 Why are you doing this? What value are you getting out of it?
  • 51. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesGeneric Practices ©Q:PIT Ltd 2013 61
  • 52. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesGeneric Practices ©Q:PIT Ltd 2013 62
  • 53. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesGeneric Practices ©Q:PIT Ltd 2013 63
  • 54. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesGeneric Practices ©Q:PIT Ltd 2013 64
  • 55. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesGeneric Practices ©Q:PIT Ltd 2013 65
  • 56. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best Practices • The focus has to be on the needs of your long-term strategy • The “dictatorship of the short-term” is an luxury you cannot afford • The old ways are more difficult to change than you think Satisfying a standard is not enough ©Q:PIT Ltd 2013 66
  • 57. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best Practices • Process Improvement means changing the culture of the organization • The culture comes from the top • “They watch your feet, not your lips” – Tom Peters Quality is a State of Mind ©Q:PIT Ltd 2013 67
  • 58. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesPrepare for the long trek! ©Q:PIT Ltd 2013 68
  • 59. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesQ&A ©Q:PIT Ltd 2013 69
  • 60. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & 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.com Resources ©Q:PIT Ltd 2013 70
  • 61. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best Practices • 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.net Contact Information ©Q:PIT Ltd 2013 71
  • 62. itcampro@ itcamp13# Premium conference on Microsoft technologies Architecture & Best PracticesHuge thanks to our sponsors! ©Q:PIT Ltd 2013 72