When dealing with improvements, organizations seek to find a break-even point for their applications as early as possible in order to maximize the return from their investment. However, in some cases such a strategy can lead to a long term failure by not realizing the full benefits, when focusing only on a short term. The LEGO (Living EnGineering prOcess) approach – a method for building your own process meta-model based on multiple inputs – is a way to make an organization more efficient and effective, optimizing resources, as well as time and costs through looking at its entire Business Process Model. This paper introduces the elements for designing a strategy for a more valuable deployment of a process improvement initiative, in order to optimize the choice of the models and elements to be considered as an input to the LEGO approach
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EuroSPI2 2012 – 19°°°° EuroSPI Conference
Vienna (Austria), 25-27 June, 2012
Luigi BuglioneBuglione
Christiane GresseGresse von Wangenheimvon Wangenheim
Fergal McCafferyMcCaffery
Jean C.R. HauckHauck
Guidelines for a Profitable
DeploymentThe LEGO Strategy
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DKIT At a glance
Dundalk Institute of Technology is a 90 acre campus situated between Dublin and Belfast (each approximately 50 miles away).
The Institute consists of 4 Schools:
1. Business & Humanities
2. Informatics & Creative Arts3. Engineering4. Health & ScienceThe Regulated Software Research Group which is
part of LERO (the Irish Software Engineering Research Centre) is part of the School of Informatics & Creative Media
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Engineering At a glance
ERP ECMIT Security
Plant ManagementSystem
Broadband & MediaManaged Operations
System Int. & System Int. & ConsultancyConsultancy
INCoD is to be a reference institute for excellence in research, validation and dissemination to support digital convergence. [http://www.incod.ufsc.br]
The Software Quality Group focuses on scientific research, development and transfer of SE models, methods and tools. [http://www.gqs.ufsc.br]
Example: CHAOS Reports 2002-08 DataExample: CHAOS Reports 2002-08 Data
Failed projects seems to increaseFailed projects seems to increase
Several top-5 (or top-10) lists for main causes:� http://goo.gl/LT5Wc� http://goo.gl/ZCk6T� http://goo.gl/xde73� http://goo.gl/hBFMp� http://goo.gl/NohkZ� ...
Several top-5 (or top-10) lists for main causes:� http://goo.gl/LT5Wc� http://goo.gl/ZCk6T� http://goo.gl/xde73� http://goo.gl/hBFMp� http://goo.gl/NohkZ� ...
Some questions: •Thus, aren’t strategies really applied in organizations? • Which are the main root causes for failure? • Could MCMs (Maturity & Capability Models) help in improving the whole picture?
Some questions: •Thus, aren’t strategies really applied in organizations? • Which are the main root causes for failure? • Could MCMs (Maturity & Capability Models) help in improving the whole picture?
Some misconceptions and issues can be: •• An ISO management system standard is about An ISO management system standard is about requirementsrequirements, not , not
processesprocesses� Maybe trivial, but not always clear a management system standard is not directly comparable
with a process model
•• Staged representations in MCM has pros & consStaged representations in MCM has pros & cons� Some core processes are not visible till the end
� E.g. in CMMI the process about RCA (Root-Cause Analysis) is CAR (ML5)
� Common acceptance about a high-level equivalence between ISO 9001:2008 certification and CMMI ML2-3
� RCA is a mandatory requirement for get certified with ISO 9001:2008
•• ‘‘HorizontalHorizontal’’ MCMsMCMs can miss some detailscan miss some details� Horizontal vs Vertical MCMs: http://slidesha.re/JotY6V
� Yet done a preliminary analysis of main CSFs?
• Run a RCA at the strategic level to establish the main list of issues to be fixed with priority for a sustainable, mid-long term improvement program
•• Run a RCA at the strategic level to establish the main list of iRun a RCA at the strategic level to establish the main list of issues to ssues to be fixed with priority for a sustainable, midbe fixed with priority for a sustainable, mid--long term improvement long term improvement programprogram
Looking for a Solution Reactive vs Proactive Models
•• Possible organizational Possible organizational ‘‘postureposture’’� Reactive � compliance
� Proactive � improvement (+ compliance)
•• CertificationsCertifications� Should be the ‘natural’ consequence of a proper acting
in applying common-sense rules and principles, not the target for an improvement program
•• Main elements to focus onMain elements to focus on……� People (e.g. CMMI-DEV RD about req. elicitation)
� DIKW (Data-Information-Knowledge-Wisdom) as a path toward a complete and satisfactory Knowledge Management process (e.g. from ITIL v3 2011 ST core book)
Source: Buglione L., Gresse von Wangenheim C., Hauck J.C.R., Mc Caffery F., The LEGO Maturity & Capability Model Approach, Proceedings of 5WCSQ, 5th World Congress on Software Quality, Shanghai (China), Oct 31- Nov 4 2011
Establishing a Strategy Focusing on Strategy: Making it Work (11/6)
Source: Buglione L., Strengthening CMMI Maturity Levels with a Quantitative Approach to Root-Cause Analysis, Proceedings of the 5th Software Measurement European Forum (SMEF 2008), Milan (Italy), 28-30 May 2008, ISBN 9-788870-909999, pp. 67-82, URL: http://goo.gl/T4ROJ
• Strategy � A ‘flavour of the month’ approach cannot look to the mid-long term� Must fit with the organizational size and main attributes� Must be aligned with the ‘MVV’ (Mission-Vision-Values) of the organization
• Process Improvement programs � Often based on ‘horizontal’ models, missing the depth for some improvement actions� Need to ‘go deep’, merging elements from several models and frameworks
� The LEGO (Living EnGineering prOcess) approach � http://slideshare.re/nssLR8 [5WCSQ, Shangai, Nov 2011]� Choose and integrate the ‘pieces of the puzzle’ you need for your goals � the target is
your QMS, not the model(s) you’re using
� The ‘LEGO Strategy’� Run a RCA in the ‘Plan’ phase in an improvement plan� Coordinate the three STO (Strategic – Tactical – Operational) levels� Derive the strategy from your historical data� ...why don’t try?
The LEGO Strategy
Do not repeat the tactics which have gained you one victory, but let your methods be regulated by the infinite variety of
circumstances. (Sun TzuSun TzuSun TzuSun Tzu)
Do not repeat the tactics which have gained you one victory, but let your methods be regulated by the infinite variety of