There s More to Software Process Improvement Than CMMI

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1 There s More to Software Process Improvement Than CMMI Ally Gill ALLYGILL.CO.UK Interna'onal Conference on So/ware Quality ICSQ 07

2 Introduc'on CMMI Limita'ons Process Management Integrated Toolkit Summary & Ques'ons 2

3 We are constantly in danger of forgeeng the real requirements of our businesses by following false idols o Understand the limita'ons of CMMI Process Improvement is an admirable goal, but it demands a degree of process maturity to begin with o Shi/ the focus from Process Improvement to Process Management CMMI is only part of the puzzle o Build and nurture an integrated Process Management toolkit 3

4 Introduc)on CMMI Limita'ons Process Management Integrated Toolkit Summary & Ques'ons 4

5 CMMI seen as silver bullet o Black and white view good or bad o Don t be driven by the badge Understand the limita'ons of CMMI by understanding what it is o Framework of best prac'ce for So/ware and Systems Engineering and Project Management and what it isn t o A Handbook of How to do things o A Process Management lifecycle or method o A Change Management lifecycle or method 5

6 CMMI dichotomy CMMI requires a certain level of maturity to start o Organisa'onal Process Defini'on and Organisa'onal Process Focus as level 3 processes o Need for Measurement o Choosing the Con'nuous or Staged Representa'on Process Management not Explicit o only Process Control and Process Improvement CMMI is only part of the solu'on o synergy with other standards and frameworks 6

7 Stated objec'ves misaligned with real business goals o CMMI ML stated as objec've or goal o Management focus is on geeng the badge Align process management ac'vi'es to business requirements o Time to market o Measured Quality Improvements o Customer sa'sfac'on improvement 7

8 Introduc)on CMMI Limita)ons Process Management Integrated Toolkit Summary & Ques'ons 8

9 Process Improvement is only part of the work Let s align our terminology with what we do Process Management encompasses o Process Planning and Control o Process Assurance and Compliance o Process Improvement Management and Decision Making with Data o Consistency of decision making o Accuracy of decision making o Minimising risk of making bad decisions 9

10 10

11 11

12 People execute processes o Process Awareness and Usage o Training, Educa'on and Mentoring o Process Culture o Sponsorship and stakeholder involvement Holis'c Approach to Organisa'onal Processes o Need to look at other areas not just CMMI focus o HR, Training, Finance etc. 12

13 Develop a process management culture o Roles and Responsibili'es o Explicit Management Goals and Objec'ves o Process and Quality Synergy o Everybody's Responsibility Use a risk based approach to process management o Where is the pain? o What keeps the Chief Execu've awake at night? o What prevents Delivery Managers from Delivering? 13

14 Introduc)on CMMI Limita)ons Process Management Integrated Toolkit Summary & Ques'ons 14

15 People create, manage and execute processes so people skills are a pre requisite o Change Management SE techniques are not suitable for process management o Product and Process Implementa'on are different o Project and Process Management skills are different Technical skills cannot solve non technical issues o Find the right people o Change Agents and Communicators o Process Champions 15

16 Understand the wider quality prac'ces and alterna've models o ISO standards (ISO 9000, 10005, 10006, etc.) o SPICE (ISO 15504), AutoSPICE o Six Sigma o ITIL v3 o IEEE Standards Look outside IT for process tools and techniques Use a pick and mix approach to create an integrated toolkit 16

17 17

18 Use multiple DMAIC projects for specific Process Areas within an overall IDEAL programme 18

19 Stimulus for Change Set Context Initiating Build Sponsorship Diagnosing Learning Charter Infrastructure Characterize Current & Desired States Develop Recommendations Propose Future Actions BUILDING MANAGEMENT COMMITMENT Analyze and Validate Activities 1. SPI Strategic Workshop 2. Building Commitment Implement 3. Building the Business Case 4. Building the Measurement Framework 5. Change Management Set Priorities Develop Approach Plan Actions Refine Tools 1. Change Readiness Analysis 2. Stakeholder Analysis 3. Programme Charter Pilot/Test 4. Goal and Objective Mapping 5. ROI and cost benefit analysis Create Acting Establishing 19

20 Stimulus for Change Set Context Initiating Build Sponsorship Diagnosing Learning Charter Infrastructure Characterize Current & Desired States Develop Recommendations Propose Future Actions ASSESSMENTS AND APPRAISALS Analyze and Validate Activities 1. Gap Analysis 2. Readiness Implement Review 3. SCAMPI Appraisals (A, B & C) 4. SPICE /15504 Assessments 5. Multi-standard assessments 6. Other formal assessments Set Priorities Develop Approach Plan Actions Refine Tools 1. Force Field Analysis 2. Process Mapping as-is / to-be Pilot/Test 3. Psychology of Change 4. Transition Management tools Create Acting Establishing 20

21 Stimulus for Change Set Context Build Sponsorship Diagnosing Learning BEST PRACTICE PROCESS IMPROVEMENT Activities 1. Managing the Improvement Programme/ Project 2. Building the Process Management and Measurement Framework 3. Action Planning 4. Effective Quality Management Charter Infrastructure Tools 1. Programme Initiating & Project Management 2. Stakeholder Management Toolkit 3. Risk Analysis 4. ISO Priority VIEW (value, impact, effort, when) 6. Facilitation Skills Characterize Current & Desired States Develop Recommendations Propose Future Actions Analyze and Validate Set Priorities Develop Approach Implement Plan Actions Refine Pilot/Test Create Acting Establishing 21

22 Stimulus for Change Set Context Initiating Build Sponsorship Diagnosing Learning BEST PRACTICE PROCESS MANAGEMENT Activities 1. Defining Processes 2. Deploying Processes 3. Tracking Improvement Progress Charter Infrastructure Characterize Current & Desired States Develop Recommendations Propose Future Actions 4. Mentoring and Coaching 5. Reassessment and Compliance checks Tools 1. Definition Charts 2. Six Sigma Tools 3. PSP and TSP practices 4. SPICE, ISO ITIL and other Standards Analyze and Validate Set Priorities Develop Approach Implement Plan Actions Refine Pilot/Test Create Acting Establishing 22

23 Stimulus Tools for Change Set Context Initiating Build Sponsorship Diagnosing Learning KNOWLEDGE MANAGEMENT Activities 1. Lessons Learned 2. Next Steps 3. Demonstrating Improvement 1. Radar/Spider Charts 2. Customer Satisfaction Surveys 3. Voice of Employee surveys 4. Six Sigma tools Charter Infrastructure Characterize Current & Desired States Develop Recommendations Propose Future Actions Analyze and Validate Set Priorities Develop Approach Implement Plan Actions Refine Pilot/Test Create Acting Establishing 23

24 Introduc)on CMMI Limita)ons Process Management Integrated Toolkit Summary & Ques'ons 24

25 CMMI has limita'ons which we need to recognise and understand We need to shi/ our alen'ons from process improvement to process management Start to build a process management toolkit to help build on the value of CMMI using IT and cross industry disciplines 25

26 26

27 Presented at the American Society for Quality So/ware Division Interna'onal Conference on So/ware Quality 2007, Denver By Ally Gill of ALLYGILL.CO.UK

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