Quality & SPI Network QSpin QSpin1 Enjeux & principes mis en oeuvre dans une démarche d’amélioration des processus Frank Vandenbroecke QSpin Belgium.

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Quality & SPI NetworkQSpinQSpin

Enjeux & principes mis en oeuvre dans une démarche

d’amélioration des processus

Frank VandenbroeckeQSpin Belgium

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• QSpin as Process Improvement Player• Why to improve process ?• How to improve ?• Successful Process Improvement• Conclusion


Agenda

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Quality & SPI NetworkQSpinQSpin 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, ISO9000/2000 Assessment– Tools selection, operation and support– Change Management– Project Office Support

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Quality & SPI NetworkQSpinQSpin Team’s Track Record

• Philips (France & Belgium)• Arcelor (Belgium & Luxembourg)• Alcatel (3 sites)• Fabricom (2 sites)• Ion Beam Applications• AXA Belgium• City of Luxembourg• e-Luxembourg• Cargolux

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Quality & SPI NetworkQSpinQSpin Agenda

• 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

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Quality & SPI NetworkQSpinQSpin Why to improve process ?

Software Management Issue

Probability of Selected Outcome of Software Projects

1 Function Point (FP) ~ 125 C Statements Source: American Programmer, April 1996

FP Early On time Delayed Canceled1 14.68% 83.16% 1.92% 0.25%

10 11.08% 81.25% 5.67% 2.00%

100 6.06% 74.77% 11.83% 7.33%

1000 1.24% 60.76% 17.67% 20.33%

10000 0.14% 28.03% 23.83% 48.00%

100000 0.00% 13.67% 21.33% 65.00%

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Failure in IT Projects

10

40

30

20

Percentageof

Occurrence

MajorCause

Lack ofBest Practices

inProject

Management

Lack ofsupport from

“other”Stakeholders

in theProject

Otherreasons

45 %

22 %

33 %

78 %

Source : The Standish Group Project Leadership Conference Chicago Presentation, June 1995

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Level

11Initial

55

4433

22Repeatable

Defined

Managed

Optimizing

Probability

Time/$/...

Target N-Y

Probability

Time/$/...

Target N-X

Probability

Time/$/...

Target N-a

Probability

Time/$/...Target N

Probability

Time/$/...

Target N-Z

Results

RISK

Quality

Productivity

Predicted Performance

Why to improve process ? Return on Investment

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Return on Investment

-- Source: Rome Labs, Siemens, SEI, Lockheed, Jones '96

Level 1Initial

Level 2Repeatable

Optimizing

Managed

Level 3Defined

1-8%

3-20%

11-35%

22-60%

100% 100%

9%

17%

33%

66%

100%

55%

65%

75%

85%

100%

70%

40%

27%

20%

CMM L4, 5extrapolated

Lead Time[elapse time]

Field Defects[Def/KStmt]

Productivity[KStmt/PY]

Cost[Cost/Project]

CMMI Level

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Return on Investment

• 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.

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• QSpin as Process Improvement Player• Why to improve process ?• How to improve ?

– Action Areas– Process Improvement Cycle– Selecting CMMI ?

• Successful Process Improvement• Conclusion

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Quality & SPI NetworkQSpinQSpin How to improve ?

Action Areas

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, …)

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Continuous Process Improvement Cycle

Reference models / standards :•CMM(I)•Spice / ISO 15504•ISO 9001/2000•ITIL•IT Service CMM• ...

Init

Evaluate Plan

ActLearn

Process definition

Process deployment

Quality AssuranceConfiguration Mngt

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Init

Evaluate Plan

ActLearn

How to improve ?Selecting CMMI ?

Mixed HW, SW and system developments Continuous or staged representations Largely recognised in SW development industry

x Recognised by European governments

x Service management environments

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Selecting CMMI ?

• 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

Init

Evaluate Plan

ActLearn

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• QSpin as Process Improvement Player• Why to improve process ?• How to improve ?• Successful Process Improvement

– Change management– Project approach– Key success factors

• Conclusion

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Quality & SPI NetworkQSpinQSpin Successful Process Improvement :

Change management

• Process documentation is not the process• New way of working has to be deployed

People need to adhere to it

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Project Approach

• Process Improvement to be conducted as a projectSimilar to any other project

Init

Evaluate Plan

ActLearn

• Iterative approach– Project initiation– Organisation evaluation– Planning– Process definition– Process deployment– Project evaluation

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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

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(S)PIProject

Successful Process Improvement :Project Approach

(S)EPG : (Software) Engineering Process Group

(S)EPG

(S)PITask Forces

(Pilot)Projects

SteeringCommittee

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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

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Project Approach

Capability Maturity Model Integrated (reference model)

Level 1: initial

Level 2: repeatable

Level 3: defined

Level 4: managed

Level 5: optimizing

assess

set-upplan

evaluate

executeplan

Quality Assurance

Total Quality

Management

Software ProcessImprovement

Process Institutionalisation

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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

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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

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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

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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

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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

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Quality & SPI NetworkQSpinQSpin Conclusion

• 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

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Quality & SPI NetworkQSpinQSpin Questions ?

Questions ?

Frank VandenbroeckeQSpin BelgiumTechnical Manager+32 10 390 [email protected]

Quality & SPI Network QSpin QSpin1 Enjeux & principes mis en oeuvre dans une démarche d’amélioration des processus Frank Vandenbroecke QSpin Belgium.

Documents

process improvement

lack of planning

lack of resources

lack of user input

lack of user involvmt

unrealistic expectations

incomplete reqs

advanced software development