Management commitment wordt altijd genoemd als dé bepalende factor in procesverbetering. Echter, er wordt meestal niet bij verteld wat management commitment nu precies is. Deze presentatie maakt dat heel helder, en biedt een eenvoudig mechanisme om management commitment te meten.

1. Presentation Title 9/10/07
IMPROVEMENTFOCUS
Initiating process improvement – how
to gain management commitment
André Heijstek, Improvement Focus
Jan Jaap Cannegieter, SysQA
Agenda
1. Background - what inspired us
2. Our Workshop
3. Assessing Management Commitment
4. Two Case Studies
5. Questions & Answers
© 2006 Carnegie Mellon University 1

2. Presentation Title 9/10/07
Agenda
1. Background - what inspired us
2. Our Workshop
3. Assessing Management Commitment
4. Two Case Studies
5. Questions & Answers
Background - What Inspired Us?
ESEPG ‘06
– SEI Presentation: A Roadmap for Planning
Process Improvement
– Borland Presentation: The Executive Role in
Process Improvement
© 2006 Carnegie Mellon University 2

3. Presentation Title 9/10/07
Workshop Overview
General
planning/scheduling
What are you
of workshops
trying to do?
Are you ready What are your current
and strengths
able to do this? (reinforce) and weaknesses
(improve)?
Go/No Go decision Who, What, When, How
Realistic, achievable
improvement: Staff, Tasks
Milestones, ….
CMMI Getting Started Roadmap
process flow w/outputs
Preparatory Initiating Preparing Tailoring Planning for Launching
Planning CMMI for CMMI CMMI CMMI the CMMI
Adoption Adoption Adoption Adoption
• Workshop • Mapping • Organizational • Detailed Drafts for: Detailed plans
Schedule business SWOT for technical study for:
• Strategic
• Initial strategic goals Process of relevant • Educating,
Process
Participant list to Process Improvement CMMI Process training,
Improvement
for Workshops Improvement Areas developing
• List of process plan
goals skills
improvement • Detailed list of • Tactical
• Draft of risks adoption risks • Charters for
Process
measurable initial process
• Starter set of Improvement
Process action teams for
risk mitigation plan
Improvement the selected
actions • Management
objectives improvement
team charter
• List of areas
candidate • Process group
charter • Process
Process Group improvement
members • Adoption kickoff events
measurement
plan
© 2006 Carnegie Mellon University 3

4. Presentation Title 9/10/07
Readiness & Fit Analysis
Generic SEI technique to evaluate risks with
technology adoption
– identify the implicit assumptions of the technology
– evaluate to what extent these assumptions are correct
When there is a low fit between assumptions and
our context, we have a high risk
– risks can be mitigated
The next slides show the 7 identified CMMI
assumptions.
Things to Think About for
Strategy Fit
CMMI Assumptions:
–Improving operations is a priority
–Improving effectiveness of processes to achieve better
performance is an accepted approach
Where is your organization’s strategy focused in
comparison to the strategy focus of CMMI?
–For example, is improving operations, or focusing only on
bringing the most advanced technology to the market,
regardless of operational efficiencies/effectiveness?
What other strategies is the organization engaged in
that may affect fit (either positively or negatively) with
the assumed strategies that CMMI supports?
© 2006 Carnegie Mellon University 4

5. Presentation Title 9/10/07
Things to Think About for
Reward System Fit
CMMI Assumptions:
– Organization rewards participation in overall efficiency over
individual dept efficiency
– Organization rewards improvement in skills related to process
management and support
– Organization rewards fire prevention more than fire fighting
– Are the current performance measures used consistent with the
new technology's requirements?
– Does the current reward system support the change
(promotions and bonuses)?
– Is the current reward system able to support the new way (even
if the results are NOT perfect)?
– Is the current system able to penalize the old way (even if the
results ARE perfect)?
– Do we reward fire fighting or fire prevention?
Things to Think About for Sponsorship
Fit
CMMI Assumptions:
– Strong, consistent support for quot;new way“ is exhibited by
leadership
– Penalties for avoiding new system are consistently applied
When a significant technology is being introduced:
Are leaders willing to visibly change the way they conduct their
business to support the change?
Do leaders behave in a way that is consistent with and supports
the new technology?
Do leaders focus an appropriate amount of their time on activities
that directly support a change?
Are scarce resources allocated in ways that support a change?
When problems occur, are resources pulled from projects doing it
the old way and not pulled from those doing it the new way?
Is the new reward system honored without exception?
© 2006 Carnegie Mellon University 5

6. Presentation Title 9/10/07
Things to Think About for
Values Fit
CMMI Assumptions:
– Metrics are used to improve, not punish
– Participative management is encouraged
– Mistakes are tolerated, as long as they lead to improved
processes/performance
– Are measures used fairly to make decisions rather than
politics?
– Is it acceptable to talk to people outside your part of the
organization to accomplish management and coordination
tasks?
– Are staff rewarded for highlighting problems “in process”
rather than waiting until after your part of the process is
complete?
Things to Think About for
Skills Fit 1
CMMI Assumptions:
– Project planning/mgmt skills (enough to manage a
process improvement project) are available
– Organization change management skills are available
Do managerial skills include
– scoping the work
– resourcing the project
– planning the work
– communicating the plan and schedule
– tracking performance
– dealing with issues before they become
problems
© 2006 Carnegie Mellon University 6

7. Presentation Title 9/10/07
Things to Think About for
Skills Fit 2
CMMI Assumptions:
– Project planning/mgmt skills (enough to manage a process
improvement project) are available
– Organization change management skills are available
Do people management skills include ability
to recognize the difference between
– a skill problem
– a behavior problem
– an understanding problem
– a motivation problem
and the wisdom to know how to deal with each?
Things to Think About for Structure Fit
CMMI Assumptions:
– Clear definition of roles/ responsibilities exists
– Management is a role that is responsible for effectiveness of the processes in
use within the organization, not a performing role, in terms of delivering
products and services
– Activities can be rationalized and organized around the concept of projects
– Are hand-offs between people/organizational units clear ?
– Does management focus on building and supporting the
infrastructure needed to use the processes more than focusing on
actually building the products/delivering services?
– Are there clear lines of authority and responsibility to deal with
those aspects of the new way that may be the failure points in the
use of the new technology?
– Is it easy/hard to characterize work in the organization as
projects?
© 2006 Carnegie Mellon University 7

8. Presentation Title 9/10/07
History—Why Look at History as a
Separate Factor?
Without some change in the organizational
climate to improve the fit with the
technology (or a change in the technology
to improve its fit with the current climate),
prior success/failure history in
implementing a new technology is one of
the best predictors of future performance.
Things to Think About for
History Fit 1
CMMI Assumptions:
– Helpful if other practice-based technologies have been successfully
adopted with this mgmt team
In relation to recent technology adoptions…
– are the people who were intended to use the technology actually
using it today?
– were the changes in work practices that were needed to make the
technology successful understood ahead of the adoption? During?
After? Did the work practice changes actually take place?
– did leadership support (or its lack) make it easier or harder to
successfully adopt the technology?
© 2006 Carnegie Mellon University 8

9. Presentation Title 9/10/07
Things to Think About for
History Fit 2
CMMI Assumptions:
– Helpful if other practice-based technologies have been successfully
adopted with this mgmt team
In relation to recent technology adoptions…
– was authority/responsibility changed to support the
adoption?
– were rewards and incentives changed to support the new
way and sanction the old way?
– was training/skill development in the new technology
effective and timely?
The Executive’s Role in Process
Improvement
1. Take personal responsibility
2. Set realistic goals
3. Establish improvement project
4. Manage change
5. Align management
6. Align incentives
7. Establish policies & empower assurance
8. Involve customers
9. Involve developers
10. Review status
11. Replace laggards From Borland - Bill Curtis - ESEPG 2006
12. Never relent
© 2006 Carnegie Mellon University 9

10. Presentation Title 9/10/07
Our Judgement
SEI Workshop is a great idea, but too
heavy to implement for our customers
– Can we make it modular, and deliver it
piecemeal?
Bill’s list on management commitment is
great
– Let’s turn it into a start-up checklist
Agenda
1. Background - what inspired us
2. Our Workshop
3. Assessing Management Commitment
4. Two Case Studies
5. Questions & Answers
© 2006 Carnegie Mellon University 10

11. Presentation Title 9/10/07
Goals managementworkshop
Identify problems and goals
Is CMMI the solution to these problems and
goals?
Build up basic knowledge of CMMI
Make important choices about the CMMI
Check if the organization is ready for CMMI
(SEI readiness and fit analysis)
Measure and ensure management commitment
Plan and organize preparation and
implementation
Overview workshop
Part one: inventory problems and goals
Part two: CMMI-content and choices
Part three: Readiness & fit, management
commitment and organization preparation
and implementation
© 2006 Carnegie Mellon University 11

12. Presentation Title 9/10/07
Part one: inventory problems and
goals
Identify problems and goals
– Brown paper session
– Interviews
– Document study
Part two: CMMI-content and choices
Why process management
History CMMI
Structure CMMI (specific components, generic
components, levels, staged, continuous)
Mapping of problems / goals with CMMI
Decision continuous / staged
If continuous: process areas / roadmap / iterations
If staged: prioritization process areas
Theory assessments and decision to do (or not to
do) an assessment
© 2006 Carnegie Mellon University 12

13. Presentation Title 9/10/07
Part three: Readiness & fit, management
three:
commitment and organization implementation
Theory IDEAL
Readiness and fit analysis (business strategy,
work practices, reward system, values, skills,
structure, history)
Management commitment analysis
Decisions about the organization regarding the
preparation and implementation
– activities
– organization (roles, responsibilities, contribution of
employees)
– planning
– communication
Next activity: process improvement plan first
iteration.
Benefits
Problem-focussed process improvement
Top management knows what is going to
happen
Top management made clear choices and
can explain them
Lack of readiness and fit is clear and
actions have been adressed
Lack of management commitment is clear
and discusses
Support of top management
© 2006 Carnegie Mellon University 13

14. Presentation Title 9/10/07
Agenda
1. Background - what inspired us
2. Our Workshop
3. Assessing Management Commitment
4. Two Case Studies
5. Questions & Answers
Workshop - Assessing Management
Commitment
Please fill out the questionnaire
– work together if you are from the same
organization
– if you want, add comments
For groups from the same organization
– please share your results with us (you will get
them back!)
© 2006 Carnegie Mellon University 14

15. Presentation Title 9/10/07
Agenda
1. Background - what inspired us
2. Our Workshop
3. Assessing Management Commitment
4. Two Case Studies
5. Questions & Answers
Case 1
Pension and insurance company
– 150 IT staff
– Project oriented organization
– Develop in .NET, Oracle and Delta Cobol
– Just before the decision to start a CMMI or an
ASL implementation
– No opportunity for an assessment because of
benchmark, project evaluations and customer
satisfaction evaluation
– Resistance against CMMI
© 2006 Carnegie Mellon University 15

16. Presentation Title 9/10/07
Case 1: readiness and fit analysis
Readiness and fit analysis
Outcome
Strategy
100% Variation
90%
80%
70%
History Sponsorship
60%
50%
40%
30%
20%
10%
0%
Reward system Values
Structure Skills
Case 1: management commitment
Sept. 2006
Management commitment Outcome
Take personal responsibility
100% Variation
Never relent 90% Set realistic goals
80%
70%
60%
Replace laggards 50% Establish improvement project
40%
30%
20%
10%
Review status 0% Manage change
Involve developers Align management
Involve customers Align incentives
Establish policies & empower assurance
© 2006 Carnegie Mellon University 16

17. Presentation Title 9/10/07
Case 1: management commitment
June 2007
Managementcommitment Uitkomst
Persoonlijke verantw oordelijkheid
100%
Variatie
Nooit verslappen 90% Realistische doelen
80%
70%
60%
A chterblijvers aanspreken 50% SPI als project
40%
30%
20%
10%
Status programma review en 0% Managen veranderprogramma
Medew erkers betrekken Management op een lijn
Klanten betrekken Juist gedrag belonen
QA ondersteunen
Case 1: overall outcome
Clear set of problems to be solved
Agreement CMMI is the right solution
Continuous representation
First two iterations planned (first: RM, VER and
M&A, second: OPD, OPF)
Lessons learned: involvement of employees and
management, more focus on implementation and
introduction on adoption measurements
Clear and visible management commitment
Enthousiasm about the CMMI-implementation
Sustained management commitment
© 2006 Carnegie Mellon University 17

18. Presentation Title 9/10/07
Case 2
Pension and insurance company
– 100 IT staff
– Release oriented organization
– Developing in Bull and Siebel
– CMMI-assessment in September 2005
– Continuous representation
– Start of the improvement project in February 2006
– Two iterations, partly based on CMMI (OPD, OPF,
QA, VAL, RM)
– Perception: SPI program runs well. Facts: ?
Case 2: readiness and fit analysis
Readiness and fit analysis
Outcome
Strategy
100% Variation
90%
80%
70%
History Sponsorship
60%
50%
40%
30%
20%
10%
0%
Reward system Values
Structure Skills
© 2006 Carnegie Mellon University 18

19. Presentation Title 9/10/07
Case 2: management commitment
October 2006
Management commitment
Outcome
Take personal responsibility
100%
Variation
Never relent 90% Set realistic goals
80%
70%
60%
Replace laggards 50% Establish improvement project
40%
30%
20%
10%
Review status 0% Manage change
Involve developers A lign management
Involve customers A lign incentives
Establish policies & empow er assurance
Case 2: management commitment
May 2006
Managementcommitment
Uitkomst
Persoonlijke verantw oordelijkheid
100%
Variatie
Nooit verslappen 90% Realistische doelen
80%
70%
60%
A chterblijvers aanspreken 50% SPI als project
40%
30%
20%
10%
Status programma review en 0% Managen veranderprogramma
Medew erkers betrekken Management op een lijn
Klanten betrekken Juist gedrag belonen
QA ondersteunen
© 2006 Carnegie Mellon University 19

20. Presentation Title 9/10/07
Case 2: overall outcome
Mixed picture on commitment. Good
discussion!
Intensifying and empowering Quality
Assurance
Change in the reward system
More focus on change management
Address laggards
Never relent
Slower pace (focus)
Workshop - Assessing Management
Commitment
© 2006 Carnegie Mellon University 20

21. Presentation Title 9/10/07
Agenda
1. Background - what inspired us
2. Our Workshop
3. Assessing Management Commitment
4. Two Case Studies
5. Questions & Answers
IMPROVEMENTFOCUS
Questions?
Thanks for your attention and success with gaining
management commitment
André Heijstek – andre.heijstek @ improvementfocus.com
Jan Jaap Cannegieter – jcannegieter @ sysqa.nl
© 2006 Carnegie Mellon University 21