QSpin Quality SPI Network Enjeux principes mis en

QSpin Quality & SPI Network Enjeux & principes mis en oeuvre dans une démarche d’amélioration des processus Frank Vandenbroecke QSpin Belgium QSpin 1

QSpin • • • Agenda Quality & SPI Network QSpin as Process Improvement Player Why to improve process ? How to improve ? Successful Process Improvement Conclusion QSpin 2

QSpin Quality & SPI Network Process Improvement activities • Team active in (S)PI since 1996 • Experience based on large accounts and smaller companies • Process Consultancy – – – – Improvement Program definition and execution Processes deployment Mentoring and coaching CMM(I), Spice, ITIL, EFQM, ISO 9000/2000 Assessment Tools selection, operation and support Change Management Project Office Support QSpin 5

QSpin • • • Team’s Track Record Quality & SPI Network Philips (France & Belgium) Arcelor (Belgium & Luxembourg) Alcatel (3 sites) Fabricom (2 sites) Ion Beam Applications AXA Belgium City of Luxembourg e-Luxembourg Cargolux QSpin 6

QSpin Agenda Quality & SPI Network • QSpin as Process Improvement Player • Why to improve process ? – – Typical issues in SW development / maintenance SW Management issues Success and Failures in IT projects Return on Investment • How to improve ? • Successful Process Improvement • Conclusion QSpin 7

QSpin Why to improve process ? Software Management Issue Quality & SPI Network Probability of Selected Outcome of Software Projects 1 Function Point (FP) ~ 125 C Statements Source: American Programmer, April 1996 QSpin 9

QSpin Why to improve process ? Failure in IT Projects Quality & SPI Network Percentage of Occurrence 40 Source : The Standish Group Project Leadership Conference Chicago Presentation, June 1995 45 % 30 20 10 33 % Lack of Best Practices in Project Management Lack of support from “other” Stakeholders in the Project 78 % QSpin 22 % Other reasons Major Cause 11

QSpin Why to improve process ? Return on Investment Quality & SPI Network Level 5 4 3 2 1 Probability Target N-Z Optimizing Time/$/. . . Probability Target N-Y Managed Time/$/. . . Probability Target N-X Defined Time/$/. . . Probability Target N-a Repeatable Initial Results Predicted Performance Time/$/. . . Probability Target N Q u a l i t y R I S K P r o d u c t i v i t y Time/$/. . . QSpin 12

QSpin Why to improve process ? Return on Investment Quality & SPI Network 9% 1 -8% Cost Optimizing CMMI Level Field Defects [Def/KStmt] [Cost/Project] 3 -20% 17% Managed 55% Lead Time [elapse time] 65% 100% Productivity [KStmt/PY] 70% Level 3 Defined 11 -35% 33% 75% 40% Level 2 Repeatable 22 -60% 66% 85% 27% 100% 20% Level 1 Initial CMM L 4, 5 extrapolated -- Source: Rome Labs, Siemens, SEI, Lockheed, Jones '96 QSpin 13

QSpin Why to improve process ? Return on Investment Quality & SPI Network • But – ROI should be evaluated in your specific environment – ROI should be established based on your own business goals – Measuring ROI needs time to establish / define a baseline. QSpin 14

QSpin Agenda Quality & SPI Network • QSpin as Process Improvement Player • Why to improve process ? • How to improve ? – Action Areas – Process Improvement Cycle – Selecting CMMI ? • Successful Process Improvement • Conclusion QSpin 15

QSpin How to improve ? Action Areas Quality & SPI Network Quality Product or Service Capability People Process Technology A set of activities, methods, practices and transformations that people use to develop and maintain software and associated products (e. g. user manual, …) QSpin 17

QSpin Quality & SPI Network How to improve ? Continuous Process Improvement Cycle Reference models / standards : • CMM(I) • Spice / ISO 15504 • ISO 9001/2000 • ITIL • IT Service CMM • . . . Plan Evaluate Init Process definition Learn Act Process deployment Quality Assurance Configuration Mngt QSpin 22

QSpin How to improve ? Selecting CMMI ? Quality & SPI Network Ö Mixed HW, SW and system developments Ö Continuous or staged representations Ö Largely recognised in SW development industry x Recognised by European governments x Service management environments Evaluate Plan Learn Act Init QSpin 25

QSpin How to improve ? Selecting CMMI ? Quality & SPI Network • As they evolve, models build upon each others – Good ideas from one transfer to another – Many of the same people provide input standardisation organisation • Need to relativize weaknesses identified using a model – according to business goals and priorities Evaluate Plan Learn Act Init QSpin 26

QSpin • • Agenda Quality & SPI Network QSpin as Process Improvement Player Why to improve process ? How to improve ? Successful Process Improvement – Change management – Project approach – Key success factors • Conclusion QSpin 27

QSpin Quality & SPI Network Successful Process Improvement : Change management • Process documentation is not the process • New way of working has to be deployed ÞPeople need to adhere to it QSpin 28

QSpin Quality & SPI Network Successful Process Improvement : Project Approach • Process Improvement to be conducted as a project Similar to any other project • Iterative approach – Project initiation – Organisation evaluation – Planning – Process definition – Process deployment – Project evaluation QSpin Evaluate Plan Learn Act Init 32

QSpin Quality & SPI Network Successful Process Improvement : Project Approach • Project Objectives – Certification is not a goal – Focus on business objectives – Project Objectives should be measurable • Involved resources – Know your team (active defenders, cynics, …) – Increase the number of active defenders – Hold cynics on check QSpin 33

QSpin Quality & SPI Network Successful Process Improvement : Project Approach (S)PI Project Steering Committee (S)EPG (S)PI Task Forces (Pilot) Projects (S)EPG : (Software) Engineering Process Group QSpin 34

QSpin Quality & SPI Network Successful Process Improvement : Project Approach • Process definition – – Involve practitioners Define a clear scope Avoid over-definition Think “Good”, not “The Best” • Process deployment – Training practitioners on process – Coaching practitioners on process performance – Verifying implementation of process QSpin 35

QSpin Quality & SPI Network Successful Process Improvement : Project Approach Process Institutionalisation Software Process Improvement execute set-up plan lity a u nt Level 5: optimizing Q e l a m t e To nag Ma Level 4: managed evaluate assess Quality Assurance Level 3: defined Level 2: repeatable Level 1: initial Capability Maturity Model Integrated (reference model) QSpin 36

QSpin Quality & SPI Network Successful Process Improvement : Project Approach • Process institutionalisation through – – Clear directives from the management Adequate resources availability Measurements on the performed process Verification (a. o. by Quality Assurance) • Measurements – Required to evaluate the PI objectives – But takes time to collect baseline data QSpin 37

QSpin Quality & SPI Network Successful Process Improvement : Key Success Factors • Management sponsorship – Process problems are management’s responsibility – “Sponsorship” is nice, proactive leadership is better • Process monitoring by senior management – Commitment culture is required • Communication – Clear and coherent communication • On goals, schedule and progress • On new practices QSpin 38

QSpin Quality & SPI Network Successful Process Improvement : Key Success Factors • Rewarding system – Take into account (S)PI values and objectives in the rewarding system • Scheduling – Logical scheduling of the change steps – Change projects take time : distribute time between improvement tasks and production tasks QSpin 39

QSpin Quality & SPI Network Successful Process Improvement : Key Success Factors • Tools – Automation of a poorly defined process => poorly defined results • Practitioners involvement – Ensure early involvement – Support through training and coaching – Also first line management QSpin 40

QSpin Quality & SPI Network Successful Process Improvement : Possible Barriers • Organizational politics & On Going reorganizations • Supporting heroes are undermining goals • Previous change failures, stops and starts • SPI gets in the way of daily work • Culture of windows dressing instead of effective improvement QSpin 41

QSpin • • • Agenda Quality & SPI Network QSpin as Process Improvement Player Why to improve process ? How to improve ? Successful Process Improvement Conclusion QSpin 42

QSpin Conclusion Quality & SPI Network • CMMI based Process Improvement can improve your organisation’s efficiency • Process improvement : matter of changing the practitioners’ way of working => change management • Process Improvement to be completed with people and technology aspects QSpin 43

QSpin Questions ? Quality & SPI Network Questions ? Frank Vandenbroecke QSpin Belgium Technical Manager +32 10 390 111 frank. vandenbroecke@qspin. be QSpin 44