Agenda. Presentation Title 7/11/2007. Initiating process improvement how to gain management commitment. SYSQA B.V. Almere 1

Transcription

1 Initiating process improvement how to gain management commitment André Heijstek, SEI Europe Jan Jaap Cannegieter, SysQA Agenda 1. Background - what inspired us 2. Our Workshop 3. Assessing Management Commitment 4. Two Case Studies 5. Questions & Answers 2 1

2 Agenda 1. Background - what inspired us 2. Our Workshop 3. Assessing Management Commitment 4. Two Case Studies 5. Questions & Answers 3 Background - What Inspired Us? ESEPG 06 SEI Presentation: A Roadmap for Planning Process Improvement Borland Presentation: The Executive Role in Process Improvement 4 2

3 Applying CMMI Effectively Applying CMMI effectively entails a reflection on the realities of your business environment and applying the model in a thoughtful and appropriate manner. Identify problems that inhibit reaching your business objectives Tailor (interpret) CMMI to fit your context and needs Use professional judgment Don't force inappropriate solutions Tie process improvement to your business goals Use CMMI as a GUIDE 5 Process Improvement Planning Process improvement requires culture change, and culture change requires process improvement Process improvement enables culture change and culture change enables process improvement Our approach involves a series of workshops primarily emphasizing the initiating phase of the IDEAL model and focusing on building a process improvement infrastructure. 6 3

4 Why an Infrastructure Product? Experience has shown that, with an improper (or lack of an ) infrastructure: It takes too long for a process improvement program to get process improvement started It is too expensive to sustain Wrong resources are applied 7 Getting Started Roadmap Supports IDEAL The focus of the Getting Started Roadmap is primarily on the Initiating Phase, with some Diagnosing and Establishing Phase activities included. Learning Actin g Workshops 1, 2 Initiating Diagnosing Workshop 3 Establishing Workshops 4, 5 8 4

5 Workshop Overview What are you trying to do? General planning/scheduling of workshops Are you ready and able to do this? What are your current strengths (reinforce) and weaknesses (improve)? Go/No Go decision Who, What, When, How Realistic, achievable improvement: Staff, Tasks Milestones,. 9 CMMI Getting Started Roadmap process flow w/outputs Preparatory Planning Initiating CMMI Adoption Preparing for CMMI Adoption Tailoring CMMI Planning for CMMI Adoption Launching the CMMI Adoption Workshop Schedule Initial Participant list for Workshops Mapping business strategic goals to Process Improvement goals Draft of measurable Process Improvement objectives List of candidate Process Group members Organizational SWOT for Process Improvement List of process improvement risks Starter set of risk mitigation actions Detailed technical study of relevant CMMI Process Areas Detailed list of adoption risks Drafts for: Strategic Process Improvement plan Tactical Process Improvement plan Management team charter Process group charter Adoption measurement plan Detailed plans for: Educating, training, developing skills Charters for initial process action teams for the selected improvement areas Process improvement kickoff events 10 5

6 The Executive s Role in Process Improvement 1. Take personal responsibility 2. Set realistic goals 3. Establish improvement project 4. Manage change 5. Align management 6. Align incentives 7. Establish policies & empower assurance 8. Involve customers 9. Involve developers 10. Review status 11. Replace laggards 12. Never relent From Borland - Bill Curtis - ESEPG Our Judgement SEI Workshop is a great idea, but too heavy to implement for our customers Can we make it modular, and deliver it piecemeal? other critique Bill s list on management commitment is great Let s turn it into a start-up checklist 12 6

7 Agenda 1. Background - what inspired us 2. Our Workshop 3. Assessing Management Commitment 4. Two Case Studies 5. Questions & Answers 13 Goals managementworkshop Make clear what the problems to be solved and goal to be reached are Make sure CMMI is the right solution for the problems and goals Build up basic knowledge of CMMI Make important choices about the CMMI Make sure the organization is ready for CMMI (SEI readiness and fit analysis) Measure and make sure management commitment Plan and organize preparation and implementation 14 7

8 Overview workshop Part one: inventory problems and goals Part two: CMMI-content and choices Part three: Readiness & fit, management commitment and organization preparation and implementation 15 Part one: inventory problems and goals Make clear what problems should be solved and what goals should be reached. Brown paper session Interviews Document study 16 8

9 Part two: CMMI-content and choices Confrontation of problems / goals with CMMI Why process management History CMMI Structure CMMI (specific components, generic components, levels, staged, continuous) Decision continuous / staged If continuous: process areas / roadmap / iterations If staged: prioritization process areas Theory assessments and decision to do (or not to do) an assessment 17 Part three: Readiness & fit, management commitment and organization implementation Theory IDEAL (and SYSQA improvement model) Readyness and fit analysis (business strategy, work practices, reward system, sponsorship, values, skills, structure, history) Management commitment analysis Decisions about the organization of the preparation and implementation (activities, organization, (roles, responsibilities, contribution of employees), planning, communication) Next activity: process improvement plan first iteration. 18 9

10 Benefits Problem-focussed process improvement Top management knows what is going to happen Top management made clear choices Lack of readiness and fit is clear and actions have been adressed Lack of management commitment is clear and discusses Support of top management 19 Agenda 1. Background - what inspired us 2. Our Workshop 3. Assessing Management Commitment 4. Two Case Studies 5. Questions & Answers 20 10

11 Sheets Andre uitleg case 21 Agenda 1. Background - what inspired us 2. Our Workshop 3. Assessing Management Commitment 4. Two Case Studies 5. Questions & Answers 22 11

12 Case 1 Pension and insurance company 150 IT-ers Project oriënted organization Develop in.net, Oracle and Delta Cobol Just before the decision to start a CMMI of a ASL implementation No room for an assessment because of benchmark, project evaluations and customer satisfaction evaluation Resistance against CMM 23 Case 1: readiness and fit analysis History Readiness and fit analysis Strategy 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Sponsorship Outcome Variation Reward system Values Structure Skills 24 12

13 Case 1: management commitment Replace laggards Review status Management commitment Never relent Take personal responsibility 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Set realistic goals Establish improvement project Manage change Outcome Variation Involve developers Align management Involve customers Align incentives Establish policies & empower assurance 25 Case 1: overall outcome Clear set of problems to be solved Agreement CMMI is the right solution Continuous representation First two iterations planned (first: RM, VER and M&A, second: OPD, OPF) Lessons learned from history: involvement of employees and management, more focus on implementation and introduction on adoption measurements Clear and subscripted management commitment Enthusiasm about the CMMI-implementation 26 13

14 Case 2 Pension and insurance company 100 IT-ers Release oriënted organization Developing in Bull and Siebel CMMI-assessment in september 2005 Continuous representation Start of the improvement project in februari 2006 Two iterations, partly based on CMMI (OPD, OPF, QA, VAL, RM) Feeling: its going OK. Facts:? 27 Case 2: readiness and fit analysis History Readiness and fit analysis Strategy 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Sponsorship Outcome Variation Reward system Values Structure Skills 28 14

15 Case 2: management commitment Replace laggards Review status Management commitment Never relent Take personal responsibility 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Set realistic goals Establish improvement project Manage change Outcome Variation Involve developers Align management Involve customers Align incentives Establish policies & empow er assurance 29 Case 2: overall outcome The commitment wasn t strong by every body. Good discussion! Intensifying and empowering Quality Assurance Change in the reward system More focus on change management Address laggards Never relent Slower pace (focus) 30 15

16 Sheet Andre bespreking case 31 Agenda 1. Background - what inspired us 2. Our Workshop 3. Assessing Management Commitment 4. Two Case Studies 5. Questions & Answers 32 16

17 Questions? Thanks for your attantion and success with gaining management commitment André Heijstek Jan Jaap Cannegieter 17