ITCamp 2013 - Peter Leeson - Intelligent Evolution

itcampro@ itcamp13# Premium conference on Microsoft technologies
Architecture &
Best PracticesHuge thanks to our sponsors!
©Q:PIT Ltd 2013 1

Intelligent Evolution
Reducing the cost of Quality through
Process improvement, Information
management and Teamwork

Architecture &
Best Practices
• Director of Q:PIT Ltd
• SCAMPI Lead Appraiser and CMMI Instructor
• Visiting Scientist with the CMMI Institute
• Over 35 years of software engineering
• 20 years as process improvement professional
• Process Improvement experience in Australia,
Austria, Belgium, China, Denmark, England,
France, Germany, India, Ireland, Japan, Mexico,
Netherlands, Poland, Romania, Spain, Sweden,
Switzerland…
Peter Leeson
©Q:PIT Ltd 2013 4

Architecture &
Best Practices
• International association of independent
process improvement professionals
• Q:PIT means…
– Reducing the cost of Quality through Process
improvement, Information management and
Teamwork
Q:PIT Ltd
©Q:PIT Ltd 2013 5

itcampro@ itcamp13# Premium conference on Microsoft technologies©Q:PIT Ltd 2013 6
Imagine…

Architecture &
Best PracticesBasics of Quality
©Q:PIT Ltd 2013
7

Architecture &
Best PracticesStop Drowning, Start Supporting
©Q:PIT Ltd 2013
8

Architecture &
Best Practices
• 80% of all improvement programmes fail!
Estimate
©Q:PIT Ltd 2013 9

Architecture &
Best Practices
• This is an engineering activity
• The Process people can write the policies
that the appraiser wants
• We want to {satisfy a standard} – it is good
advertising
• We will do what the model tells us to do
• We trust our engineers to do the right thing
• Change of management, change of direction
• Over-sell the potential gain, then disappoint
in the short-term
Reasons to Fail
©Q:PIT Ltd 2013 10

Architecture &
Best PracticesThe Main Reason to Fail
©Q:PIT Ltd 2013
11

Architecture &
Best Practices
• No consensus on what are the
objective or goals of
– The organization
– The project
– The product
– The process
In an Immature Culture
©Q:PIT Ltd 2013 12

Architecture &
Best PracticesIn a Mature Culture
©Q:PIT Ltd 2013 13
Working together towards
a common goal

Architecture &
Best PracticesAn Organisation is a Living Organism
©Q:PIT Ltd 2013
14
Inputs:
Human,
Financial,
Technological,
Material,
Resources
Outputs:
Products
Services
Strategy
People &
Culture
Structure
Technology
Management
Input-output flow of materials,
energy, information

Architecture &
Best PracticesEvolution Without Extinction
©Q:PIT Ltd 2013
15
• Changing the
Culture is changing
the heart
• Evolution is
preferable to
Revolution:
evolution lasts,
revolutions don’t
• Evolution is done
through the slow
mutation of the
genome

Architecture &
Best Practices
• Military & Nautical. A movement of a body of troops or ships
carried out to change their disposition. ▸ b gen. A wheeling about;
each of a series of usu. ordered or deliberate movements, as of
a dancer or a machine part. Usu. in pl.
• The action of opening out or unfolding; chiefly fig., the orderly
passage of a long train of events or of the time containing them.
• The process of developing in detail what is implicit in an idea or
principle; the development of an argument; an outcome of such a
process.
• The development of an animal or plant, or part of one, from a
rudimentary to a mature state. ▸ b Any process of gradual
change occurring in something, esp. from a simpler to a more
complicated or advanced state; the passage of something
through a succession of stages. Also, origination by natural
development as opp. to production by a specific act. ▸ c A process
by which different kinds of organism come into being by the
differentiation and genetic mutation of earlier forms over
successive generations, viewed as an explanation of their origins.
Evolution
©Q:PIT Ltd 2013 16(abbreviated from Oxford English Dictionary)

Architecture &
Best Practices
• The faculty of understanding; intellect.
• Quickness or superiority of understanding, sagacity.
• The action or fact of understanding something; knowledge,
comprehension (of something). Now rare or obsolete.
• An intelligent or rational being, esp. a spiritual one; a spirit.
• Knowledge communicated by or obtained from another; news;
information, spec. of military value. Formerly also in pl., items of
information. LME. ▸ b Exchange of knowledge, information,
opinion, etc.; communication, esp. of secret information. Now
rare or obsolete. ▸ †c A relation or basis of communication
between people or parties; an understanding between or with.
• (People employed in) the obtaining of information, esp. of military
or political value; the secret service, espionage.
Intelligence
©Q:PIT Ltd 2013 17(abbreviated from Oxford English Dictionary)

Using Your Brain
The Context for Improvement

Architecture &
Best PracticesThe Delivery Process
©Q:PIT Ltd 2013
19
3. Work2. Plan
1. Envision

Architecture &
Best PracticesThe Managed Process
©Q:PIT Ltd 2013 20
4. Measure
3. Work2. Plan
1. Envision

Architecture &
Best PracticesThe Improvement Process
©Q:PIT Ltd 2013 21
5. Improve 4. Measure
3. Work2. Plan
1. Envision

Architecture &
Best PracticesThe Risk Management Process
©Q:PIT Ltd 2013 22
3. Work2. Plan
1. Envision 6. Discover Enigma

Architecture &
Best PracticesThe Four Major Areas
©Q:PIT Ltd 2013 23
3. Work2. Plan
1. Envision 6. Discover Enigma

Architecture &
Best Practices
The Development Process As Human
Reasoning
©Q:PIT Ltd 2013 24
5 4
32
1 6
Left Brain
Right Brain
Limbic Cerebral

Architecture &
Best Practices
The Four Quadrants of the Human
Brain
©Q:PIT Ltd 2013 25
Limbic Cerebral
Left Brain
Right Brain

Architecture &
Best PracticesWhole Brain Thinking
©Q:PIT Ltd 2013 26
Stimuli
Me
Ego
Spirit
Soul
Self

Architecture &
Best PracticesEncouraging Change
©Q:PIT Ltd 2013 27
Reflective Reactive
Rational
Emotional

Architecture &
©Q:PIT Ltd 2013 28
Reflective Reactive
Rational
Emotional
Ability
Attitude
Acceptance
Aspiration

Architecture &
©Q:PIT Ltd 2013 29
Reflective Reactive
Rational
Emotional
Ability
Attitude
Acceptance
Aspiration

Architecture &
Best PracticesFocused Change
©Q:PIT Ltd 2013
31
Stable basis for change
QA

Architecture &
Best Practices
32
Change
Management
©Q:PIT Ltd 2013

Architecture &
Best Practices
• No Time is No Money
• It is not a coincidence
that the current
economic hardship
comes at a time when
people are pressed
into sacrificing quality
for speed
• Saving time = wasting
money!
Time is Money
©Q:PIT Ltd 2013 33

Architecture &
Best PracticesWhat are we trying to achieve?
©Q:PIT Ltd 2013 34

Architecture &
Best PracticesA Definition of Quality
35©Q:PIT Ltd 2013

Direction, Leadership,
Management
Chuck Coonradt “The Game of Work”
In the absence of clearly
defined goals, we are forced to
concentrate on activity and ultimately
become enslaved by it.

Architecture &
Best Practices
• Strong leadership
• Sense of urgency
• Vision of success
• Communication
• Empowerment
• Regular improvements
• Consolidating gains
• Encouraging change
Fundamentals of Success
©Q:PIT Ltd 2013 39(adapted from “Leading Change” by John P. Kotter)

Architecture &
Best Practices
• Improvement is a cost:
– Staff is not made available
– Tools are too expensive
– Don’t bother the “real”
projects
– What is the minimum we
need to do to satisfy the
lead appraiser?
– Can we do a CMMI
appraisal in 2 days like an
ISO audit?
– Focus on training staff to
answer the questions of the
appraisal team
– Staff are trusted to
understand and apply
without training or support
• Improvement is an
investment:
– The cost of bad quality
is understood
– Improving all future projects
is critically important – even
if it presents a risk to the
success of one on-going
project
– Customers are involved in
the improvement
programme
– All new processes, projects,
products are measured
according to a primary
business need
– Management is actively and
visibly interested in the
return on their investment
Cost and Investment©Q:PITLtd2013
41

Architecture &
Best Practices
• Has any form of risk management been
done on your improvement work?
– What is the (potential) cost of failure?
– What is the (potential) value of success?
– What is the probability of success?
• Understanding the risk related to the change
will allow
– Understanding of the urgency of change
– Communication of the need to change
Risk Management
©Q:PIT Ltd 2013 43

Architecture &
Best PracticesEstablishing the Objective
©Q:PIT Ltd 2013
45

Architecture &
Best PracticesThe Hierarchy of Quality
©Q:PIT Ltd 2013
46
Satisfied Customer
Good Products
and Services
Successful Projects
People Processes Technology
Culture Finance NeedsModel Abilities …

Architecture &
Best PracticesQ:P/X – Customer Satisfaction
47
Vision
Identify customers by organization / by key contacts
Determine customer requirements and expectations
Meet customer requirements
Exceed customer expectations
Anticipate customer needs
Innovation and
implementation
Gain
customer
loyalty
TrustMeetCommitments
OffensiveStrategyDefensiveStrategy
Mission
©Q:PIT Ltd 2013

Architecture &
Best Practices
• Measure progress in business outcome
terms
• Time frames encouraging regular, visible
improvements
• Milestones demonstrating improvement
Establish Measurable Goals
©Q:PIT Ltd 2013 48

Architecture &
Best Practices
• What do you believe will be the visible
difference? If there is no visible
difference in effect, don’t do it
• How can you reduce the uncertainty of the
result?
• What do you already know? What can you
find out?
How to Measure
©Q:PIT Ltd 2013 49

Architecture &
Best Practices
• You can reduce uncertainty significantly
if you collect a little information
• Do not fall in the trap of believing it needs to
be perfect to measure
Keep It Simple
©Q:PIT Ltd 2013 50
Illustration from “How to Measure Anything:
Finding the Values of Intangibles in Business”
©2010 Douglas W. Hubbard

Changing the Way
Basics of Process Improvement

Architecture &
Best PracticesThe Role of Process
©Q:PIT Ltd 2013
52
Engineering Teams
Environment
Management
Methods
Customer
Technical assets

Architecture &
Best PracticesProcess Adoption Curve
53
Focus of Effort
Pioneers Early
Adopters
Early
Majority
Late Majority “Never”
©Q:PIT Ltd 2013

Architecture &
Best Practices
• Focus on the people
– Training
– Explaining
– Listening
– Understanding
• Work within the culture
– The people you have
– The way of working you have
– The processes you have
Promoting Change
©Q:PIT Ltd 2013 54

Architecture &
Best PracticesGeneric Practices
©Q:PIT Ltd 2013
57
Why are you
doing this?
What value are you
getting out of it?

Architecture &
Best Practices
• The focus has to
be on the needs
of your long-term
strategy
• The “dictatorship of
the short-term” is an
luxury you cannot
afford
• The old ways are
more difficult to
change than you think
Satisfying a standard is not enough
©Q:PIT Ltd 2013 63

Architecture &
Best Practices
• Process Improvement means
changing the culture of the
organization
• The culture comes from the top
• “They watch your feet, not your lips”
– Tom Peters
Quality is a State of Mind
©Q:PIT Ltd 2013 64

Architecture &
Best Practices
• “Forget Process; Focus on People” (FP2):
– http://prezi.com/qm4wcnk_5hnb/forget-process-
focus-on-people/
• Can Process Make You Happy?
– http://www.slideshare.net/PeterLeeson/can-
process-make-you-happy-13828882
– http://vimeo.com/47411278
• Articles and reflections at
– www.cmmi.info
– www.qpit.net
– PeterLeeson.wordpress.com
Resources
©Q:PIT Ltd 2013 67

Architecture &
Best Practices
• Peter Leeson
– Q:PIT Ltd
PO Box 6066
Milton Keynes
MK1 9BH
United Kingdom
– Direct Line: +44 (0)20 8433 4120
– Tel: +44 (0)1 908 506 908
– Fax: +44 (0)7006 010 575
– Mobile/Cell: +44 (0)773 998 98 67
– E Mail: Peter@qpit.ltd.uk
– Skype: qpitpjl
– Internet: http://www.qpit.net
Contact Information
©Q:PIT Ltd 2013 68

ITCamp 2013 - Peter Leeson - Intelligent Evolution

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ITCamp 2013 - Peter Leeson - Intelligent Evolution