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Can Process Make You Happy?

The document presents insights into process improvement and organizational maturity, emphasizing the importance of a structured approach to enhancing quality, technology, and teamwork within organizations. It outlines the roles of management, leadership, and cultural factors in fostering a mature organizational environment that encourages continuous improvement and innovation. Key themes include the necessity of consensus on goals, effective documentation, measuring performance, and a commitment to collective progress across all levels of management and staff.

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Can Process Make You Happy? Making your organization work for you 02 August 2012 ©Q:PIT Ltd 2011-2012 1
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, UK 02 August 2012 ©Q:PIT Ltd 2011-2012 2
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
Q:PIT Ltd • International association of independent process improvement professionals • Q:PIT means… – Reducing the cost of Quality through Process improvement, Information management and Teamwork 02 August 2012 ©Q:PIT Ltd 2011-2012 4
What are we trying to achieve? 02 August 2012 ©Q:PIT Ltd 2011-2012 5
Foundations of Quality People Process Technology 02 August 2012 ©Q:PIT Ltd 2011-2012 6
What do you need? 02 August 2012 ©Q:PIT Ltd 2011-2012 7
What do you need? 02 August 2012 ©Q:PIT Ltd 2011-2012 8
What do you need? 02 August 2012 ©Q:PIT Ltd 2011-2012 9
How do you make people happy? 02 August 2012 ©Q:PIT Ltd 2011-2012 10
Living Wages 02 August 2012 ©Q:PIT Ltd 2011-2012 11
Resources 02 August 2012 ©Q:PIT Ltd 2011-2012 12
Skills 02 August 2012 ©Q:PIT Ltd 2011-2012 13
Continuity 02 August 2012 ©Q:PIT Ltd 2011-2012 14
Stability 02 August 2012 ©Q:PIT Ltd 2011-2012 15
Plan 02 August 2012 ©Q:PIT Ltd 2011-2012 16
Methodology 02 August 2012 ©Q:PIT Ltd 2011-2012 17
View the Product 02 August 2012 ©Q:PIT Ltd 2011-2012 18
Vision 02 August 2012 ©Q:PIT Ltd 2011-2012 19
Environment 02 August 2012 ©Q:PIT Ltd 2011-2012 20
Leadership 02 August 2012 ©Q:PIT Ltd 2011-2012 21
Team 02 August 2012 ©Q:PIT Ltd 2011-2012 22
Support 02 August 2012 ©Q:PIT Ltd 2011-2012 23
Control 02 August 2012 ©Q:PIT Ltd 2011-2012 24
Voice 02 August 2012 ©Q:PIT Ltd 2011-2012 25
Recognition 02 August 2012 ©Q:PIT Ltd 2011-2012 26
Feedback 02 August 2012 ©Q:PIT Ltd 2011-2012 27
Trust 02 August 2012 ©Q:PIT Ltd 2011-2012 28
Eustress 02 August 2012 ©Q:PIT Ltd 2011-2012 29
Freedom in Framework 02 August 2012 ©Q:PIT Ltd 2011-2012 30
Putting it into context 02 August 2012 ©Q:PIT Ltd 2011-2012 31
Maslow 02 August 2012 ©Q:PIT Ltd 2011-2012 32
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, excretion 02 August 2012 ©Q:PIT Ltd 2011-2012 33
Maturity Maturity is climbing the Maslow pyramid 02 August 2012 ©Q:PIT Ltd 2011-2012 34
In an Immature Organization • No consensus on what are the objective or goals of – The organisation – The project – The product – The process 02 August 2012 ©Q:PIT Ltd 2011-2012 35
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 retribution 02 August 2012 ©Q:PIT Ltd 2011-2012 36
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 involved 02 August 2012 ©Q:PIT Ltd 2011-2012 37
In a Mature Organization Working together towards a common goal 02 August 2012 ©Q:PIT Ltd 2011-2012 38
A Mature Culture 1/2 • Common approach to the work and the success of the organization • Decisions and estimates based on 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 expected 02 August 2012 ©Q:PIT Ltd 2011-2012 39
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 lifecycle 02 August 2012 ©Q:PIT Ltd 2011-2012 40
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 later 02 August 2012 ©Q:PIT Ltd 2011-2012 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 later 02 August 2012 ©Q:PIT Ltd 2011-2012 42
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 manner 02 August 2012 ©Q:PIT Ltd 2011-2012 43
The Role of Process Management Customer Engineering Teams Environment Methods Technical assets 02 August 2012 ©Q:PIT Ltd 2011-2012 44
What Is a Process? Procedures and methods defining the relationship of tasks People Tools and with skills, equipment training, and motivation 02 August 2012 ©Q:PIT Ltd 2011-2012 45
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 gone 02 August 2012 ©Q:PIT Ltd 2011-2012 46
Using Your Brain The Context for Improvement 02 August 2012 ©Q:PIT Ltd 2011-2012 47
The Delivery Process 2. Plan 3. Work 1. Envision 02 August 2012 ©Q:PIT Ltd 2011-2012 48
The Managed Process 4. Measure 2. Plan 3. Work 1. Envision 02 August 2012 ©Q:PIT Ltd 2011-2012 49
The Improvement Process 5. Improve 4. Measure 2. Plan 3. Work 1. Envision 02 August 2012 ©Q:PIT Ltd 2011-2012 50
The Risk Management Process 5. Improve 4. Measure 2. Plan 3. Work 1. Envision 6. Discover Enigma 02 August 2012 ©Q:PIT Ltd 2011-2012 51
The Four Major Areas 5. Improve 4. Measure 2. Plan 3. Work 1. Envision 6. Discover Enigma 02 August 2012 ©Q:PIT Ltd 2011-2012 52
The Development Process As Human Reasoning 5 4 Left Brain 2 3 Right Brain 1 6 Limbic Cerebral 02 August 2012 ©Q:PIT Ltd 2011-2012 53
The Four Quadrants of the Human Brain Left Brain Right Brain Limbic Cerebral 02 August 2012 ©Q:PIT Ltd 2011-2012 54
Whole Brain Thinking Stimuli Me Ego Spirit Soul Self 02 August 2012 ©Q:PIT Ltd 2011-2012 55
Establishing Direction Deciding to Change Promoting Change 02 August 2012 ©Q:PIT Ltd 2011-2012 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? 02 August 2012 ©Q:PIT Ltd 2011-2012 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 need apply without training or support – Management is actively and visibly interested in the return on their investment 02 August 2012 ©Q:PIT Ltd 2011-2012 58
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
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? 02 August 2012 ©Q:PIT Ltd 2011-2012 60
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. 02 August 2012 ©Q:PIT Ltd 2011-2012 61
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. 02 August 2012 ©Q:PIT Ltd 2011-2012 62
Innovation • Expectation for – Change – Cutting edge – Rapid development and delivery • Implementation focus – Lean – Agile – Requirements management – Peer reviews 02 August 2012 ©Q:PIT Ltd 2011-2012 63
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. 02 August 2012 ©Q:PIT Ltd 2011-2012 64
Reliable • Expectation for – Security – Reliability • Implementation focus: – Quality assurance – Configuration management – Strategic service management – Incident resolution and prevention – Service continuity 02 August 2012 ©Q:PIT Ltd 2011-2012 65
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. 02 August 2012 ©Q:PIT Ltd 2011-2012 66
Customer Value • Expectation for – Customer satisfaction – Efficiency • Implementation focus: – Requirements development – Verification and validation – Organizational performance – Quantitative management 02 August 2012 ©Q:PIT Ltd 2011-2012 67
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. 02 August 2012 ©Q:PIT Ltd 2011-2012 68
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
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
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
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 objectives 02 August 2012 ©Q:PIT Ltd 2011-2012 72
Focused Improvement QA Solid basis for change through Configuration Management 02 August 2012 ©Q:PIT Ltd 2011-2012 73
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
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. Hubbard 02 August 2012 ©Q:PIT Ltd 2011-2012 75
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 Initial 02 August 2012 ©Q:PIT Ltd 2011-2012 76
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 2 02 August 2012 ©Q:PIT Ltd 2011-2012 77
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 2 02 August 2012 ©Q:PIT Ltd 2011-2012 78
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 Information 07-June-2012 ©Q:PIT Ltd 2012 79
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 Information 07-June-2012 ©Q:PIT Ltd 2012 80
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 Information 07-June-2012 ©Q:PIT Ltd 2012 81
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 Information 07-June-2012 ©Q:PIT Ltd 2012 82
…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 Information 07-June-2012 ©Q:PIT Ltd 2012 83
…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 Information 07-June-2012 ©Q:PIT Ltd 2012 84
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 Information 07-June-2012 ©Q:PIT Ltd 2012 85
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 Management 3 Establish a Defined Process Collect Improvement Information 07-June-2012 ©Q:PIT Ltd 2012 86
Generic Practices Why are you What value are you doing this? getting out of it? 07-June-2012 ©Q:PIT Ltd 2012 87
Generic Practices 07-June-2012 ©Q:PIT Ltd 2012 88
Generic Practices 07-June-2012 ©Q:PIT Ltd 2012 89
Generic Practices 07-June-2012 ©Q:PIT Ltd 2012 90
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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
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 people 02 August 2012 ©Q:PIT Ltd 2011-2012 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 people 02 August 2012 ©Q:PIT Ltd 2011-2012 94
02 August 2012 ©Q:PIT Ltd 2011-2012 95
Resources • The first part of this presentation is extracted from “Forget Process; Focus on People” (FP2): http://prezi.com/qm4wcnk_5hnb/forget- process-focus-on-people/ (with explanations) 02 August 2012 ©Q:PIT Ltd 2011-2012 96
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.net 02 August 2012 ©Q:PIT Ltd 2011-2012 97

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Can Process Make You Happy?

  • 1.
    Can Process MakeYou Happy? Making your organization work for you 02 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, UK 02 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 • Internationalassociation of independent process improvement professionals • Q:PIT means… – Reducing the cost of Quality through Process improvement, Information management and Teamwork 02 August 2012 ©Q:PIT Ltd 2011-2012 4
  • 5.
    What are wetrying to achieve? 02 August 2012 ©Q:PIT Ltd 2011-2012 5
  • 6.
    Foundations of Quality People Process Technology 02 August 2012 ©Q:PIT Ltd 2011-2012 6
  • 7.
    What do youneed? 02 August 2012 ©Q:PIT Ltd 2011-2012 7
  • 8.
    What do youneed? 02 August 2012 ©Q:PIT Ltd 2011-2012 8
  • 9.
    What do youneed? 02 August 2012 ©Q:PIT Ltd 2011-2012 9
  • 10.
    How do youmake people happy? 02 August 2012 ©Q:PIT Ltd 2011-2012 10
  • 11.
    Living Wages 02 August2012 ©Q:PIT Ltd 2011-2012 11
  • 12.
    Resources 02 August 2012 ©Q:PIT Ltd 2011-2012 12
  • 13.
    Skills 02 August 2012 ©Q:PIT Ltd 2011-2012 13
  • 14.
    Continuity 02 August 2012 ©Q:PIT Ltd 2011-2012 14
  • 15.
    Stability 02 August 2012 ©Q:PIT Ltd 2011-2012 15
  • 16.
    Plan 02 August 2012 ©Q:PIT Ltd 2011-2012 16
  • 17.
    Methodology 02 August 2012 ©Q:PIT Ltd 2011-2012 17
  • 18.
    View the Product 02August 2012 ©Q:PIT Ltd 2011-2012 18
  • 19.
    Vision 02 August 2012 ©Q:PIT Ltd 2011-2012 19
  • 20.
    Environment 02 August 2012 ©Q:PIT Ltd 2011-2012 20
  • 21.
    Leadership 02 August 2012 ©Q:PIT Ltd 2011-2012 21
  • 22.
    Team 02 August 2012 ©Q:PIT Ltd 2011-2012 22
  • 23.
    Support 02 August 2012 ©Q:PIT Ltd 2011-2012 23
  • 24.
    Control 02 August 2012 ©Q:PIT Ltd 2011-2012 24
  • 25.
    Voice 02 August 2012 ©Q:PIT Ltd 2011-2012 25
  • 26.
    Recognition 02 August 2012 ©Q:PIT Ltd 2011-2012 26
  • 27.
    Feedback 02 August 2012 ©Q:PIT Ltd 2011-2012 27
  • 28.
    Trust 02 August 2012 ©Q:PIT Ltd 2011-2012 28
  • 29.
    Eustress 02 August 2012 ©Q:PIT Ltd 2011-2012 29
  • 30.
    Freedom in Framework 02August 2012 ©Q:PIT Ltd 2011-2012 30
  • 31.
    Putting it intocontext 02 August 2012 ©Q:PIT Ltd 2011-2012 31
  • 32.
    Maslow 02 August 2012 ©Q:PIT Ltd 2011-2012 32
  • 33.
    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, excretion 02 August 2012 ©Q:PIT Ltd 2011-2012 33
  • 34.
    Maturity Maturity is climbing the Maslow pyramid 02 August 2012 ©Q:PIT Ltd 2011-2012 34
  • 35.
    In an ImmatureOrganization • No consensus on what are the objective or goals of – The organisation – The project – The product – The process 02 August 2012 ©Q:PIT Ltd 2011-2012 35
  • 36.
    Improving… • Requires commitmentfrom 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 retribution 02 August 2012 ©Q:PIT Ltd 2011-2012 36
  • 37.
    Life in aMaturing 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 involved 02 August 2012 ©Q:PIT Ltd 2011-2012 37
  • 38.
    In a MatureOrganization Working together towards a common goal 02 August 2012 ©Q:PIT Ltd 2011-2012 38
  • 39.
    A Mature Culture1/2 • 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 expected 02 August 2012 ©Q:PIT Ltd 2011-2012 39
  • 40.
    A Mature Culture2/2 • 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 lifecycle 02 August 2012 ©Q:PIT Ltd 2011-2012 40
  • 41.
    Immature Processes • Processesare 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 later 02 August 2012 ©Q:PIT Ltd 2011-2012 41
  • 42.
    Immature Processes • Processesare 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 later 02 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 manner 02 August 2012 ©Q:PIT Ltd 2011-2012 43
  • 44.
    The Role ofProcess Management Customer Engineering Teams Environment Methods Technical assets 02 August 2012 ©Q:PIT Ltd 2011-2012 44
  • 45.
    What Is aProcess? Procedures and methods defining the relationship of tasks People Tools and with skills, equipment training, and motivation 02 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 gone 02 August 2012 ©Q:PIT Ltd 2011-2012 46
  • 47.
    Using Your Brain The Context for Improvement 02 August 2012 ©Q:PIT Ltd 2011-2012 47
  • 48.
    The Delivery Process 2. Plan 3. Work 1. Envision 02 August 2012 ©Q:PIT Ltd 2011-2012 48
  • 49.
    The Managed Process 4. Measure 2. Plan 3. Work 1. Envision 02 August 2012 ©Q:PIT Ltd 2011-2012 49
  • 50.
    The Improvement Process 5. Improve 4. Measure 2. Plan 3. Work 1. Envision 02 August 2012 ©Q:PIT Ltd 2011-2012 50
  • 51.
    The Risk ManagementProcess 5. Improve 4. Measure 2. Plan 3. Work 1. Envision 6. Discover Enigma 02 August 2012 ©Q:PIT Ltd 2011-2012 51
  • 52.
    The Four MajorAreas 5. Improve 4. Measure 2. Plan 3. Work 1. Envision 6. Discover Enigma 02 August 2012 ©Q:PIT Ltd 2011-2012 52
  • 53.
    The Development ProcessAs Human Reasoning 5 4 Left Brain 2 3 Right Brain 1 6 Limbic Cerebral 02 August 2012 ©Q:PIT Ltd 2011-2012 53
  • 54.
    The Four Quadrantsof the Human Brain Left Brain Right Brain Limbic Cerebral 02 August 2012 ©Q:PIT Ltd 2011-2012 54
  • 55.
    Whole Brain Thinking Stimuli Me Ego Spirit Soul Self 02 August 2012 ©Q:PIT Ltd 2011-2012 55
  • 56.
    Establishing Direction Deciding to Change Promoting Change 02 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 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 need apply without training or support – Management is actively and visibly interested in the return on their investment 02 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… ITis 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? 02 August 2012 ©Q:PIT Ltd 2011-2012 60
  • 61.
    Key words… IT isour 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. 02 August 2012 ©Q:PIT Ltd 2011-2012 61
  • 62.
    Key words… IT isour 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. 02 August 2012 ©Q:PIT Ltd 2011-2012 62
  • 63.
    Innovation • Expectation for – Change – Cutting edge – Rapid development and delivery • Implementation focus – Lean – Agile – Requirements management – Peer reviews 02 August 2012 ©Q:PIT Ltd 2011-2012 63
  • 64.
    Key words… IT isour 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. 02 August 2012 ©Q:PIT Ltd 2011-2012 64
  • 65.
    Reliable • Expectation for – Security – Reliability • Implementation focus: – Quality assurance – Configuration management – Strategic service management – Incident resolution and prevention – Service continuity 02 August 2012 ©Q:PIT Ltd 2011-2012 65
  • 66.
    Key words… IT isour 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. 02 August 2012 ©Q:PIT Ltd 2011-2012 66
  • 67.
    Customer Value • Expectationfor – Customer satisfaction – Efficiency • Implementation focus: – Requirements development – Verification and validation – Organizational performance – Quantitative management 02 August 2012 ©Q:PIT Ltd 2011-2012 67
  • 68.
    Key words… IT isour 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. 02 August 2012 ©Q:PIT Ltd 2011-2012 68
  • 69.
    Policies • Translating realobjectives 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 thePolicy • 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 objectives 02 August 2012 ©Q:PIT Ltd 2011-2012 72
  • 73.
    Focused Improvement QA Solid basis for change through Configuration Management 02 August 2012 ©Q:PIT Ltd 2011-2012 73
  • 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 measure Illustration 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 MaturityLevel 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 Initial 02 August 2012 ©Q:PIT Ltd 2011-2012 76
  • 77.
    Start at MaturityLevel 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 2 02 August 2012 ©Q:PIT Ltd 2011-2012 77
  • 78.
    Start at CapabilityLevel 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 2 02 August 2012 ©Q:PIT Ltd 2011-2012 78
  • 79.
    Apply the GenericPractices 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 Information 07-June-2012 ©Q:PIT Ltd 2012 79
  • 80.
    First – thisis 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 Information 07-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 Information 07-June-2012 ©Q:PIT Ltd 2012 81
  • 82.
    Ensure they havethe 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 Information 07-June-2012 ©Q:PIT Ltd 2012 82
  • 83.
    …to do thework 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 Information 07-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 Information 07-June-2012 ©Q:PIT Ltd 2012 84
  • 85.
    Check the expectationsare 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 Information 07-June-2012 ©Q:PIT Ltd 2012 85
  • 86.
    Only then, considerstandardizing 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 Information 07-June-2012 ©Q:PIT Ltd 2012 86
  • 87.
    Generic Practices Why are you What value are you doing this? getting out of it? 07-June-2012 ©Q:PIT Ltd 2012 87
  • 88.
  • 89.
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    Always remember • PerformanceImprovement 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
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    But it’s worthit! • 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 people 02 August 2012 ©Q:PIT Ltd 2011-2012 93
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    But it’s worthit! • 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 people 02 August 2012 ©Q:PIT Ltd 2011-2012 94
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    02 August 2012 ©Q:PIT Ltd 2011-2012 95
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    Resources • The firstpart 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
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    Contact Information • PeterLeeson – 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.net 02 August 2012 ©Q:PIT Ltd 2011-2012 97