Enjeux & principes mis en oeuvre dans une démarche d’amélioration des processus

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

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 QSpin

3. 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 QSpin

4. 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 QSpin

5. Agenda • QSpinas 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

6. 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 QSpin

7. 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 QSpin

8. Why to improve process ? Return on Investment Level Predicted Performance Results 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 Time/$/... Initial QSpin

9. Cost Field Defects Lead Time CMMI Level [Def/KStmt] [Cost/Project] [elapse time] Productivity [KStmt/PY] 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% 85% 27% Level 2 Repeatable 100% 100% 100% 20% Level 1 Initial -- Source: Rome Labs, Siemens, SEI, Lockheed, Jones '96 QSpin

10. 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. QSpin

11. Agenda • QSpinas Process Improvement Player • Why to improve process ? • How to improve ? • Action Areas • Process Improvement Cycle • Selecting CMMI ? • Successful Process Improvement • Conclusion QSpin

12. Quality Product or Service Capability People Process Technology 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, …) QSpin

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

14. Plan Evaluate Init Learn Act 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 QSpin

15. Plan Evaluate Init Learn Act 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 QSpin

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

17. 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 QSpin

18. Iterative approach • Project initiation • Organisation evaluation • Planning • Process definition • Process deployment • Project evaluation Plan Evaluate Init Learn Act Successful Process Improvement :Project Approach • Process Improvement to be conducted as a projectSimilar to any other project QSpin

19. 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

20. SteeringCommittee (S)PITask Forces (Pilot)Projects Successful Process Improvement :Project Approach (S)EPG : (Software) Engineering Process Group (S)PIProject (S)EPG QSpin

21. 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

22. Quality Assurance Successful Process Improvement :Project Approach Process Institutionalisation SoftwareProcess Improvement Total Quality Management Level 5: optimizing execute plan set-up plan Level 4: managed evaluate assess Level 3: defined Level 2: repeatable Level 1: initial Capability Maturity Model Integrated (reference model) QSpin

23. 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

24. 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

25. 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

26. 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

27. 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

28. Agenda • QSpinas Process Improvement Player • Why to improve process ? • How to improve ? • Successful Process Improvement • Conclusion QSpin

29. 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 QSpin

30. Questions ? Questions ? Frank Vandenbroecke QSpin Belgium Technical Manager +32 10 390 111 frank.vandenbroecke@qspin.be QSpin