Enjeux

1
Enjeux principes mis en oeuvre dans une
démarche damélioration des processus
Frank Vandenbroecke QSpin Belgium
2
Agenda

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

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

3
QSpin

• Core competencies
• Support our clients and partners in their
  organisational improvement processes
• Provide high level engineering capacities for
  advanced software development
• Provide complete Business oriented Solutions

QSpin (Belgium) Chemin du Cyclotron, 6 B-1348
Louvain-la-Neuve www.qspin.be
4
Business objectives
5
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

6
Teams 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

7
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

8
Why to improve process ?Typical issues in SW
development / maintenance
Never delivered on schedule
Where are the sources ?
Never within budget
Lack of documentation
Projects are stopped before end
Documentation is out of date
Solved bugs reappearing
Does not match customer requirements
No visibility on project progress
Customers complains on bugs
9
Why to improve process ? Software Management
Issue

• Probability of Selected Outcome of Software
  Projects

10
Why to improve process ? Success and Failure in
IT Projects
16
53
31
11
Why to improve process ? Failure in IT Projects

Source The Standish Group Project Leadership
Conference Chicago Presentation, June 1995
Percentage of Occurrence
45
40
30
33
Lack of support from other Stakeholders in
the Project
Lack of Best Practices in Project Management
20
22
10
Other reasons
78
Major Cause
12
Why to improve process ? Return on Investment
Level
Results
Predicted Performance
P r o d u c t i v i t y
R I S K
Probability
5
Q u a l i t y
Target N-Z
Optimizing
Time//...
Probability
4
Target N-Y
Managed
Time//...
3
Probability
Target N-X
Defined
Time//...
2
Probability
Target N-a
Repeatable
Time//...
1
Probability
Target N
Initial
Time//...
13
Why to improve process ? Return on Investment
9
55
100
1-8
Optimizing
CMM L4, 5 extrapolated
3-20
65
70
17
Managed
11-35
33
75
40
Level 3 Defined
66
22-60
Level 2 Repeatable
85
27
100
100
100
20
Level 1 Initial
-- Source Rome Labs, Siemens, SEI, Lockheed,
Jones '96
14
Why to improve process ? 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.

15
Agenda

• QSpin as Process Improvement Player
• Why to improve process ?
• How to improve ?
• Action Areas
• Process Improvement Cycle
• Selecting CMMI ?
• Successful Process Improvement
• Conclusion

16
How to improve ? Action Areas
People
Environment constraints
Project Product Quality
B U S I N E S S
S T R A T E G Y
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, )
17
How to improve ? Action Areas
A set of activities, methods, practices and
transformations that people use to develop and
maintain software and associated products (e.g.
user manual, )
18
How to improve ?Continuous Process Improvement
Cycle
19
Continuous Process Improvement Principles

• Initiation
• Awareness of management
• Need and added value identified
• Set up of a structure able to manage process
  improvement
• Evaluate
• Evaluation of the practices of the organisation
• Identify strengths and weaknesses
• Based on a model

20
Continuous Process Improvement Principles (2)

• Plan
• Plan improvement actions, based on
• weaknesses identified during the evaluation
• business goals of the organisation
• Acting
• Execute actions
• Define/Modify processes/procedures
• Deploy/Support application of processes/procedures

21
Continuous Process Improvement Principles (3)

• Learn
• Evaluate the efficiency of the process
  improvement iteration in order to improve the
  following iterations

22
How to improve ? Continuous Process Improvement
Cycle
Process definition
Process deployment
Quality Assurance Configuration Mngt
23
How to improve ?Supporting models

• SPICE / ISO-15504
• Focus on SW development
• European initiative
• Software Process Improvement and Capability
  Determination
• Collection of best practices structured around a
  continuous model

24
How to improve ?Supporting models

• ITIL (IT Infrastructure Library)
• IT Service Management
• Coherent and consistent set of best practices for
  IT service management
• Popular in UK NL
• IT Service CMM
• CMM reference model for IT Service providers
• Not yet officialised

25
How to improve ?Selecting CMMI ?

• Mixed HW, SW and system developments
• Continuous or staged representations
• Largely recognised in SW development industry
• Recognised by European governments
• Service management environments

26
How to improve ?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 andpriorities

27
Agenda

• QSpin as Process Improvement Player
• Why to improve process ?
• How to improve ?
• Successful Process Improvement
• Change management
• Project approach
• Key success factors
• Conclusion

28
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

29
Successful Process Improvement Change management
30
Successful Process Improvement Change management
Enquiry over 158 Belgian companies Source Prof.
Christian Vandenberghe / UCL
31
Successful Process Improvement Change management
Enquiry over 158 Belgian companies Source Prof.
Christian Vandenberghe / UCL
32
Successful Process Improvement Project Approach

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

33
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

34
Successful Process Improvement Project Approach
(S)PIProject

• (S)EPG (Software) Engineering Process Group

(S)EPG
35
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

36
Successful Process Improvement Project Approach
Process Institutionalisation
Software Process Improvement
Total Quality Management
Level 5 optimizing
set-up plan
execute plan
Level 4 managed
assess
evaluate
Level 3 defined
Level 2 repeatable
Level 1 initial
Capability Maturity Model Integrated (reference
model)
37
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

38
Successful Process Improvement Key Success
Factors

• Management sponsorship
• Process problems are managements 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

39
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

40
Successful Process Improvement Key Success
Factors

• Tools
• Automation of a poorly defined process gt poorly
  defined results

• Practitioners involvement
• Ensure early involvement
• Support through training and coaching
• Also first line management

41
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

42
Agenda

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

43
Conclusion

• CMMI based Process Improvement can improve your
  organisations efficiency
• Process improvement matter of changing the
  practitioners way of working gt change
  management
• Process Improvement to be completed with people
  and technology aspects

44
Questions ?
Questions ?
Frank Vandenbroecke QSpin Belgium Technical
Manager 32 10 390 111 frank.vandenbroecke_at_qspin.b
e