Can Process Make You Happy?

1. Can Process Make You Happy? Making your organization work for you02 August 2012 ©Q:PIT Ltd 2011-2012 1

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. 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. 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. What are we trying to achieve?02 August 2012 ©Q:PIT Ltd 2011-2012 5

6. Foundations of Quality People Process Technology02 August 2012 ©Q:PIT Ltd 2011-2012 6

7. What do you need?02 August 2012 ©Q:PIT Ltd 2011-2012 7

10. How do you make people happy?02 August 2012 ©Q:PIT Ltd 2011-2012 10

11. Living Wages02 August 2012 ©Q:PIT Ltd 2011-2012 11

12. Resources02 August 2012 ©Q:PIT Ltd 2011-2012 12

13. Skills02 August 2012 ©Q:PIT Ltd 2011-2012 13

14. Continuity02 August 2012 ©Q:PIT Ltd 2011-2012 14

15. Stability02 August 2012 ©Q:PIT Ltd 2011-2012 15

16. Plan02 August 2012 ©Q:PIT Ltd 2011-2012 16

17. Methodology02 August 2012 ©Q:PIT Ltd 2011-2012 17

18. View the Product02 August 2012 ©Q:PIT Ltd 2011-2012 18

19. Vision02 August 2012 ©Q:PIT Ltd 2011-2012 19

20. Environment02 August 2012 ©Q:PIT Ltd 2011-2012 20

21. Leadership02 August 2012 ©Q:PIT Ltd 2011-2012 21

22. Team02 August 2012 ©Q:PIT Ltd 2011-2012 22

23. Support02 August 2012 ©Q:PIT Ltd 2011-2012 23

24. Control02 August 2012 ©Q:PIT Ltd 2011-2012 24

25. Voice02 August 2012 ©Q:PIT Ltd 2011-2012 25

26. Recognition02 August 2012 ©Q:PIT Ltd 2011-2012 26

27. Feedback02 August 2012 ©Q:PIT Ltd 2011-2012 27

28. Trust02 August 2012 ©Q:PIT Ltd 2011-2012 28

29. Eustress02 August 2012 ©Q:PIT Ltd 2011-2012 29

30. Freedom in Framework02 August 2012 ©Q:PIT Ltd 2011-2012 30

31. Putting it into context02 August 2012 ©Q:PIT Ltd 2011-2012 31

32. Maslow02 August 2012 ©Q:PIT Ltd 2011-2012 32

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. Maturity Maturity is climbing the Maslow pyramid02 August 2012 ©Q:PIT Ltd 2011-2012 34

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. 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. 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. In a Mature Organization Working together towards a common goal02 August 2012 ©Q:PIT Ltd 2011-2012 38

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. 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. 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. 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. 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. The Role of Process Management Customer Engineering Teams Environment Methods Technical assets02 August 2012 ©Q:PIT Ltd 2011-2012 44

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. 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. Using Your Brain The Context for Improvement02 August 2012 ©Q:PIT Ltd 2011-2012 47

48. The Delivery Process 2. Plan 3. Work 1. Envision02 August 2012 ©Q:PIT Ltd 2011-2012 48

49. The Managed Process 4. Measure 2. Plan 3. Work 1. Envision02 August 2012 ©Q:PIT Ltd 2011-2012 49

50. The Improvement Process 5. Improve 4. Measure 2. Plan 3. Work 1. Envision02 August 2012 ©Q:PIT Ltd 2011-2012 50

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. 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. 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. The Four Quadrants of the Human Brain Left Brain Right Brain Limbic Cerebral02 August 2012 ©Q:PIT Ltd 2011-2012 54

55. Whole Brain Thinking Stimuli Me Ego Spirit Soul Self02 August 2012 ©Q:PIT Ltd 2011-2012 55

56. Establishing Direction Deciding to Change Promoting Change02 August 2012 ©Q:PIT Ltd 2011-2012 56

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. 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. 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. 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. 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

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

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

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

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. 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. 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. 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

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. 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. 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. 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. 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. 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. 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. 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. 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. …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. …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. 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. 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

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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. 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. 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

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. 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