Het model is niet belangrijk, het gaat om de implementatie Presentatie bij de publicatie van  de kleine CMMI Andr é Heijst...
Agenda <ul><li>Even voorstellen … </li></ul><ul><li>Model-interpretatie </li></ul><ul><li>Adoptie van processen </li></ul>...
Even voorstellen … <ul><li>Ontwikkelaar, projectleider, competence manager, quality officer, SEPG leider, CMM program mana...
Agenda <ul><li>Even voorstellen … </li></ul><ul><li>Model-interpretatie </li></ul><ul><li>Adoptie van processen </li></ul>...
Tekstuitleg in de theologie Werkelijkheid Just do it Perceptie Wereldbeeld Keuzes Intenties Perceptie Wereldbeeld Keuzes I...
Toepassing op CMMI - 1/4 Werkelijkheid Perceptie Wereldbeeld Keuzes Intenties Perceptie Wereldbeeld Keuzes Intenties Auteu...
Toepassing op CMMI - 2/4 Werkelijkheid Perceptie Wereldbeeld Keuzes Intenties Perceptie Wereldbeeld Keuzes Intenties Auteu...
Toepassing op CMMI - 3/4 Werkelijkheid Perceptie Wereldbeeld Keuzes Intenties Perceptie Wereldbeeld Keuzes Intenties Auteu...
Toepassing op CMMI - 4/4 Werkelijkheid Perceptie Wereldbeeld Keuzes Intenties Perceptie Wereldbeeld Keuzes Intenties Auteu...
Een uitgewerkt voorbeeld - 1/4 <ul><li>PMC SP 1.6 - Conduct Progress Reviews </li></ul><ul><li>Regularly communicate statu...
Een uitgewerkt voorbeeld - 2/4 Werkelijkheid Perceptie Wereldbeeld Keuzes Intenties Perceptie Wereldbeeld Keuzes Intenties...
Een uitgewerkt voorbeeld - 3/4 Werkelijkheid Perceptie Wereldbeeld Keuzes Intenties Perceptie Wereldbeeld Keuzes Intenties...
Een uitgewerkt voorbeeld - 4/4 Werkelijkheid Perceptie Wereldbeeld Keuzes Intenties Perceptie Wereldbeeld Keuzes Intenties...
Een uitgewerkt voorbeeld - 1/x Werkelijkheid Perceptie Wereldbeeld Keuzes Intenties Perceptie Wereldbeeld Keuzes Intenties...
In  één zin … <ul><li>Het is niet zinvol omdat  </li></ul><ul><li>het in CMMI staat </li></ul><ul><li>maar </li></ul><ul><...
Agenda <ul><li>Even voorstellen … </li></ul><ul><li>Model-interpretatie </li></ul><ul><li>Adoptie van processen </li></ul>...
Effects on SPI Effectiveness
Behaviour Change Aizen’s TRA model augmented with Absorptive Capacity
Adoption Does Not Equal Installation!  1/2 <ul><li>Technology  adoption  is when the people who need to use the new techno...
Adoption Does Not Equal Installation!  -2/2 <ul><li>Technology  installation  is when </li></ul><ul><ul><li>the technology...
Establishing Adoption Metrics <ul><li>Three areas are useful for measuring adoption: </li></ul><ul><ul><li>Adoption  infus...
Adoption Measurements
Implementation Support Mechanisms…. A Prerequisite to Measuring Adoption Diffusion and Infusion
Technology Adoption  Commitment Curve Contact Names Awareness Buzzwords Understanding Concepts Trial Use Possibilities Int...
Developing/Deploying Transition  Mechanisms <ul><li>Adoption is a phased set of commitments, represented by a “Commitment ...
Diffusion
Adoption Diffusion Measurement <ul><li>Once you have defined some of the key transition mechanisms for your technology… </...
Measuring Diffusion of Process Improvements <ul><li>After  the all hands meeting announcing the adoption effort </li></ul>...
Getting Awareness/Education Started… <ul><li>After the key roles in the organization have gone to the basic class on the t...
Starting to work with pilots….. Role-based training has been provided to the initial groups slated to use the technology, ...
Moving out beyond the pilots… Some parts of the organization are beyond first use and have adapted their work practices to...
Starting to see institutionalization… Most parts of the organization that need to use the technology have had appropriate ...
Moving into widespread use… Most of those who need to use the technology are using it; there are some roles that will neve...
Widespread institutionalization <ul><li>The “new” improvement is now the status quo! </li></ul>Patterson-Conner Curve Adop...
Measuring Infusion….
Infusion Scale Emergent use Integrative use Extensive use Ordinary use Partial use users achieve benefits from the process...
Future Research <ul><li>Validate these concepts in case studies </li></ul><ul><ul><li>Adoption Measures </li></ul></ul><ul...
Agenda <ul><li>Even voorstellen … </li></ul><ul><li>Model-interpretatie </li></ul><ul><li>Adoptie van processen </li></ul>...
Conclusie <ul><li>Neem het model niet letterlijk! </li></ul><ul><ul><li>interpreteer: exegese, hermeneutiek </li></ul></ul...
Questions ?
Contact Information <ul><li>Andr é  Heijstek </li></ul><ul><li>[email_address] </li></ul><ul><li>+31 6 48 47 64 51 </li></ul>
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Interpretatie van CMMI

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CMMI wordt als model vaak verkeerd geïnterpreteerd. Deze presentatie geeft een aantal methodes aan om dit te vermijden

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  • Interpretatie van CMMI

    1. 1. Het model is niet belangrijk, het gaat om de implementatie Presentatie bij de publicatie van de kleine CMMI Andr é Heijstek 9 Februari 2006
    2. 2. Agenda <ul><li>Even voorstellen … </li></ul><ul><li>Model-interpretatie </li></ul><ul><li>Adoptie van processen </li></ul><ul><li>Conclusie </li></ul>
    3. 3. Even voorstellen … <ul><li>Ontwikkelaar, projectleider, competence manager, quality officer, SEPG leider, CMM program manager, consultant, DGA, visiting scientist </li></ul><ul><li>HedoN, Ericsson, Q-Labs, Bosch, BMW, Siemens VDO, ABN AMRO, Essent, SAP, Siemens, Fortis, SEI </li></ul>
    4. 4. Agenda <ul><li>Even voorstellen … </li></ul><ul><li>Model-interpretatie </li></ul><ul><li>Adoptie van processen </li></ul><ul><li>Conclusie </li></ul>
    5. 5. Tekstuitleg in de theologie Werkelijkheid Just do it Perceptie Wereldbeeld Keuzes Intenties Perceptie Wereldbeeld Keuzes Intenties Auteur Lezer Exegese “ wat betekende het” Hermeneutiek “ wat betekent het”
    6. 6. Toepassing op CMMI - 1/4 Werkelijkheid Perceptie Wereldbeeld Keuzes Intenties Perceptie Wereldbeeld Keuzes Intenties Auteur Lezer Exegese “ wat betekende het” Hermeneutiek “ wat betekent het” Just do it <ul><li>Amerikaanse cultuur </li></ul><ul><li>planmatig </li></ul><ul><li>hierarchie </li></ul><ul><li>Defensie </li></ul><ul><li>weinig, grote projecten </li></ul><ul><li>veiligheid </li></ul><ul><li>embedded software </li></ul><ul><li>CMMI Team </li></ul><ul><li>ervaringen </li></ul><ul><li>frustraties </li></ul>
    7. 7. Toepassing op CMMI - 2/4 Werkelijkheid Perceptie Wereldbeeld Keuzes Intenties Perceptie Wereldbeeld Keuzes Intenties Auteur Lezer Exegese “ wat betekende het” Hermeneutiek “ wat betekent het” <ul><li>Hoe wil ik dat </li></ul><ul><li>volwassen organisaties </li></ul><ul><li>funtioneren? </li></ul><ul><li>positieve ervaringen </li></ul><ul><li>opleiding </li></ul><ul><li>visie </li></ul><ul><li>Wat wil ik “politiek” </li></ul><ul><li>bereiken? </li></ul><ul><li>CMU faculteiten </li></ul><ul><li>persoonlijke ambities </li></ul><ul><li>… </li></ul>Just do it
    8. 8. Toepassing op CMMI - 3/4 Werkelijkheid Perceptie Wereldbeeld Keuzes Intenties Perceptie Wereldbeeld Keuzes Intenties Auteur Lezer Exegese “ wat betekende het” Hermeneutiek “ wat betekent het” Just do it <ul><li>Nederlandse cultuur </li></ul><ul><li>anti-autoritair </li></ul><ul><li>polderen </li></ul><ul><li>Diensten-economie </li></ul><ul><li>kleinere projecten </li></ul><ul><li>business-case </li></ul><ul><li>Persoonlijke ervaring </li></ul><ul><li>matrix organisatie </li></ul><ul><li>leiderschap </li></ul><ul><li>terugvallen in level </li></ul>
    9. 9. Toepassing op CMMI - 4/4 Werkelijkheid Perceptie Wereldbeeld Keuzes Intenties Perceptie Wereldbeeld Keuzes Intenties Auteur Lezer Exegese “ wat betekende het” Hermeneutiek “ wat betekent het” <ul><li>Bedrijfsdoelstellen bereiken </li></ul><ul><li>sneller, beter, goedkoper </li></ul><ul><li>beter werkklimaat </li></ul><ul><li>lerende organisatie </li></ul>Certificaatje scoren Carriere voor SPI officer Omzet voor SPI consultant Just do it
    10. 10. Een uitgewerkt voorbeeld - 1/4 <ul><li>PMC SP 1.6 - Conduct Progress Reviews </li></ul><ul><li>Regularly communicate status on assigned activities and work products to relevant stakeholders. … </li></ul><ul><li>Review the results of collecting and analyzing measures for controlling the project. … </li></ul><ul><li>Identify and document significant issues and deviations from the plan. </li></ul><ul><li>Document change requests and problems identified in any of the work products and processes. </li></ul><ul><li>Document the results of the reviews. </li></ul><ul><li>Track change requests and problem reports to closure. </li></ul>
    11. 11. Een uitgewerkt voorbeeld - 2/4 Werkelijkheid Perceptie Wereldbeeld Keuzes Intenties Perceptie Wereldbeeld Keuzes Intenties Auteur Lezer Exegese “ wat betekende het” Hermeneutiek “ wat betekent het” <ul><li>CMMI Team </li></ul><ul><li>niemand weet status </li></ul><ul><li>meetings are needed </li></ul>Just do it <ul><li>Amerikaanse cultuur </li></ul><ul><li>planmatig </li></ul><ul><li>hierarchie </li></ul><ul><li>Defensie </li></ul><ul><li>grote projecten </li></ul><ul><li>multi-site </li></ul>
    12. 12. Een uitgewerkt voorbeeld - 3/4 Werkelijkheid Perceptie Wereldbeeld Keuzes Intenties Perceptie Wereldbeeld Keuzes Intenties Auteur Lezer Exegese “ wat betekende het” Hermeneutiek “ wat betekent het” <ul><li>Hoe wil ik dat </li></ul><ul><li>volwassen organisaties </li></ul><ul><li>funtioneren? </li></ul><ul><li>plannen </li></ul><ul><li>structuur aanbrengen </li></ul><ul><li>follow-up </li></ul><ul><li>Wat wil ik “politiek” </li></ul><ul><li>bereiken? </li></ul><ul><li>… </li></ul><ul><li>… </li></ul>Just do it
    13. 13. Een uitgewerkt voorbeeld - 4/4 Werkelijkheid Perceptie Wereldbeeld Keuzes Intenties Perceptie Wereldbeeld Keuzes Intenties Auteur Lezer Exegese “ wat betekende het” Hermeneutiek “ wat betekent het” Just do it <ul><li>Nederlandse cultuur </li></ul><ul><li>frequent informeel overleg </li></ul><ul><li>aktiepunten lijst </li></ul><ul><li>Diensten-economie </li></ul><ul><li>kleine projecten </li></ul><ul><li>3 man in 1 kamer </li></ul><ul><li>Persoonlijke ervaring </li></ul><ul><li>meetings = bureaucratie </li></ul><ul><li>dagelijks contact </li></ul>
    14. 14. Een uitgewerkt voorbeeld - 1/x Werkelijkheid Perceptie Wereldbeeld Keuzes Intenties Perceptie Wereldbeeld Keuzes Intenties Auteur Lezer Exegese “ wat betekende het” Hermeneutiek “ wat betekent het” <ul><li>Bedrijfsdoelstellen bereiken </li></ul><ul><li>waar is het in de praktijk al eens misgegaan </li></ul><ul><li>maatregelen </li></ul><ul><li>1 directory voor “algemene documenten” </li></ul><ul><li>Certificaatje scoren </li></ul><ul><li>data mgmt plan </li></ul><ul><li>content management tool </li></ul>Just do it
    15. 15. In één zin … <ul><li>Het is niet zinvol omdat </li></ul><ul><li>het in CMMI staat </li></ul><ul><li>maar </li></ul><ul><li>Het staat in CMMI </li></ul><ul><li>omdat het zinvol was/is </li></ul><ul><li>in de originele context </li></ul>
    16. 16. Agenda <ul><li>Even voorstellen … </li></ul><ul><li>Model-interpretatie </li></ul><ul><li>Adoptie van processen </li></ul><ul><li>Conclusie </li></ul>
    17. 17. Effects on SPI Effectiveness
    18. 18. Behaviour Change Aizen’s TRA model augmented with Absorptive Capacity
    19. 19. Adoption Does Not Equal Installation! 1/2 <ul><li>Technology adoption is when the people who need to use the new technology </li></ul><ul><ul><li>know the technology is there and what status it is in </li></ul></ul><ul><ul><li>have appropriate access to it </li></ul></ul><ul><ul><li>are trained to use it </li></ul></ul><ul><ul><li>get support for using it </li></ul></ul><ul><ul><li>actually DO use it to support their work tasks! </li></ul></ul>Installation Adoption
    20. 20. Adoption Does Not Equal Installation! -2/2 <ul><li>Technology installation is when </li></ul><ul><ul><li>the technology gets physically installed in the work environment </li></ul></ul><ul><ul><li>a few people get training in how the technology works, which may or may not be related to how they want to use the technology in their environment </li></ul></ul><ul><li>The technology may or may not achieve its usage goals. </li></ul>Installation Adoption
    21. 21. Establishing Adoption Metrics <ul><li>Three areas are useful for measuring adoption: </li></ul><ul><ul><li>Adoption infusion </li></ul></ul><ul><ul><ul><li>How deeply the use of the technology has been embedded into the practices of the organization </li></ul></ul></ul><ul><ul><li>Adoption diffusion </li></ul></ul><ul><ul><ul><li>How far across the organization the technology has reached </li></ul></ul></ul><ul><ul><li>Adoption business success </li></ul></ul><ul><ul><ul><li>The traditional Return on Investment data that ultimately determines if the effort to adopt the technology was worthwhile—can’t tell if you’re ready to measure this if you don’t understand the 1 st two </li></ul></ul></ul>
    22. 22. Adoption Measurements
    23. 23. Implementation Support Mechanisms…. A Prerequisite to Measuring Adoption Diffusion and Infusion
    24. 24. Technology Adoption Commitment Curve Contact Names Awareness Buzzwords Understanding Concepts Trial Use Possibilities Internalization Assumption Adoption Unintended Uses Institutionalization Synergy Time  Commitment Adapted from Patterson & Conner, 1982 “Building Commitment to Organizational Change”
    25. 25. Developing/Deploying Transition Mechanisms <ul><li>Adoption is a phased set of commitments, represented by a “Commitment Curve” </li></ul><ul><li>Moving through each commitment stage is usually enabled by the creation of transition mechanisms of one of two types: </li></ul><ul><ul><li>Communication mechanisms </li></ul></ul><ul><ul><ul><li>Heavily focused on in Contact, Awareness, Understanding </li></ul></ul></ul><ul><ul><ul><li>We’ll focus on using these kinds of mechanisms in implementation planning </li></ul></ul></ul><ul><ul><li>Implementation support mechanisms </li></ul></ul><ul><ul><ul><li>Heavily focused on in Trial Use, Adoption, Institutionalization </li></ul></ul></ul><ul><ul><ul><li>We’ll focus on defining and creating these kinds of mechanisms as part of implementation planning </li></ul></ul></ul>
    26. 26. Diffusion
    27. 27. Adoption Diffusion Measurement <ul><li>Once you have defined some of the key transition mechanisms for your technology… </li></ul><ul><li>You can use the concept of phased transition mechanisms to help build a “profile” of adoption progress… </li></ul><ul><ul><li>Define the key events that constitute evidence of movement from one state to another </li></ul></ul><ul><ul><li>Create measures that allow you to know when those events have occurred </li></ul></ul><ul><ul><li>Gather and chart the measurements </li></ul></ul><ul><li>Example that follows provides “notional” profiles as an organization progresses through a technology adoption </li></ul>
    28. 28. Measuring Diffusion of Process Improvements <ul><li>After the all hands meeting announcing the adoption effort </li></ul>Derived from Caputo, CMM Implementation Guidelines Patterson-Conner Curve Adoption Stage % of Population In each Stage
    29. 29. Getting Awareness/Education Started… <ul><li>After the key roles in the organization have gone to the basic class on the technology and have started using the technology on one new project </li></ul>Patterson-Conner Curve Adoption Stage % of Population In each Stage
    30. 30. Starting to work with pilots….. Role-based training has been provided to the initial groups slated to use the technology, and several projects are involved in “first use” of the technology Patterson-Conner Curve Adoption Stage % of Population In each Stage
    31. 31. Moving out beyond the pilots… Some parts of the organization are beyond first use and have adapted their work practices to fit the technology; more people are being trained since data from using the technology is starting to be used for management decision making Patterson-Conner Curve Adoption Stage % of Population In each Stage
    32. 32. Starting to see institutionalization… Most parts of the organization that need to use the technology have had appropriate training, and more are starting to use it; some parts of the orgn aren’t that affected by the adoption Patterson-Conner Curve Adoption Stage % of Population In each Stage
    33. 33. Moving into widespread use… Most of those who need to use the technology are using it; there are some roles that will never use it, and there will be new employees coming in who have to go through the cycle to get to first use and then adoption Patterson-Conner Curve Adoption Stage % of Population In each Stage
    34. 34. Widespread institutionalization <ul><li>The “new” improvement is now the status quo! </li></ul>Patterson-Conner Curve Adoption Stage % of Population In each Stage
    35. 35. Measuring Infusion….
    36. 36. Infusion Scale Emergent use Integrative use Extensive use Ordinary use Partial use users achieve benefits from the process(es) over and above every imagination of the process developer integrating this process with other processes to become more efficient implemented the spirit of the law over and above the letter of the law implemented according to the book not all required and/or necessary elements of the process are being performed
    37. 37. Future Research <ul><li>Validate these concepts in case studies </li></ul><ul><ul><li>Adoption Measures </li></ul></ul><ul><li>Study other factors influencing behaviour </li></ul><ul><ul><li>What impact does a process notation have? </li></ul></ul><ul><li>Study absorption capacity </li></ul><ul><ul><li>Are their ways to validate this in a case study or action research? </li></ul></ul><ul><li>Find ways to cope with a multitude of improvement programs </li></ul>
    38. 38. Agenda <ul><li>Even voorstellen … </li></ul><ul><li>Model-interpretatie </li></ul><ul><li>Adoptie van processen </li></ul><ul><li>Conclusie </li></ul>
    39. 39. Conclusie <ul><li>Neem het model niet letterlijk! </li></ul><ul><ul><li>interpreteer: exegese, hermeneutiek </li></ul></ul><ul><li>Pas het toe - het levert pas wat op als er wat mee gedaan wordt </li></ul><ul><li>Een goede adoptie (infusion en diffusion) wordt pas bereikt bij goede processen, niet bij een oppervlakkig kopieren van CMMI teksten </li></ul>
    40. 40. Questions ?
    41. 41. Contact Information <ul><li>Andr é Heijstek </li></ul><ul><li>[email_address] </li></ul><ul><li>+31 6 48 47 64 51 </li></ul>
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