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Leading Culture Change in Software Organizations: Delivering Meaningful Results Early

Leading Culture Change in Software Organizations: Delivering Meaningful Results Early. Rita Hadden February 2004 ASEE Conference. We will look at:. Why is culture change important to software organizations? How to effectively lead culture change? How to deliver meaningful results early?

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Leading Culture Change in Software Organizations: Delivering Meaningful Results Early

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  1. Leading Culture Changein Software Organizations:Delivering Meaningful Results Early Rita Hadden February 2004 ASEE Conference Proprietary - Do not use without written permission

  2. We will look at: • Why is culture change important to software organizations? • How to effectively lead culture change? • How to deliver meaningful results early? • Questions? Proprietary - Do not use without written permission

  3. Why is culture change important to software organizations? • Increasing project complexity. • Software jobs are going overseas. • Many software process improvement (SPI) efforts in U.S. have failed, often due to inability to produce quick and meaningful results. • Mandated change is expensive to sustain. Proprietary - Do not use without written permission

  4. How to effectively lead culture change? Proprietary - Do not use without written permission

  5. Who is a Change Leader? • A change leader can be a practitioner, a manager, a customer, a stakeholder, a software user, a process engineer, or an executive. • When an individual inspires others to apply best practices intelligently in a way that delivers results more effectively or efficiently, this individual is a leader in your change effort. Proprietary - Do not use without written permission

  6. Effective Change Leaders: Software Practitioners Proprietary - Do not use without written permission

  7. Effective Change Leaders - Software Practitioners: Actions They Take • Believe positive change can happen • Learn and apply best practices • Focus on actions that produce results early • React to critical incidents effectively • Act as role model and coach others Proprietary - Do not use without written permission

  8. Effective Change Leaders - Software Project Managers Proprietary - Do not use without written permission

  9. Effective Change Leaders - Software Project Managers: Actions They Take • Demonstrate visible and active involvement in change initiative • Encourage participation and let the people drive the change • Focus on actions that produce results early • Estimate time and effort realistically • Act as role model and coach staff • Make it safe and rewarding to adopt best practices • Use professional judgment Proprietary - Do not use without written permission

  10. Effective Change Leaders -Software Executives Proprietary - Do not use without written permission

  11. Effective Change Leaders - Software Executives: Actions They Take • Create a climate where change can succeed • Limit number of top priorities • Be realistic about funding and time • Demonstrate visible involvement and ownership • Communicate benefits of change often • React to critical incidents effectively • Reward improvements • Believe it can happen • Stay the course for the long term Proprietary - Do not use without written permission

  12. How to deliver meaningful results early • Insist on five best practices for any project • Proactively remove barriers to successful software process improvement (those you can affect) Proprietary - Do not use without written permission

  13. Insist on five best practices for any project • 1. Work with your customers to clearly define, validate, prioritize, agree on requirements and perform change control. • 2. Carefully plan before executing your project, developing specific strategies to address key concerns early in your project lifecycle. Proprietary - Do not use without written permission

  14. Insist on five best practices for any project (2) • 3. Track your progress by key work products, not just milestones. Take early corrective actions. Promptly resolve issues, external dependencies, and risks, escalating proactively. • 4. Perform effective peer reviews for your key work products. • 5. Manage your configuration items throughout your project lifecycle. Proprietary - Do not use without written permission

  15. Proactively remove barriers to successful software process improvement • Vision-related barriers • Skills-related barriers • Rewards-related barriers • Resources-related barriers • Action Plan-related barriers Proprietary - Do not use without written permission

  16. Industry findings “Commercial companies’ survival is critically dependent on developing and fielding software in a predictable and disciplined manner.” “Benchmarking revealed that successful commercial companies are bottom-line driven and focus improvement activities on the big cost and schedule drivers” “While process improvement serves as a floodlight on what can be done, best practices are the laser beam, pinpointing high-leverage activities directly coupled to the bottom-line.” Proprietary - Do not use without written permission

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  18. For More Information… • Contact Rita Hadden Director of Software Development Datatel, Inc. Fairfax, VA 703-802-2927 rch@datatel.com Proprietary - Do not use without written permission

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