Beruflich Dokumente
Kultur Dokumente
Peter Leeson
to the
CanProcess MakeYouHappy?
Makingyourorganizationworkfor you
02 August 2012
CopyrightStatement
SM ArchitectureTradeoffAnalysisMethod,ATAM,CMMIntegration,COTSUsage RiskEvaluation,CURE,EPIC,EvolutionaryProcessforIntegratingCOTSbased systems,FrameworkforSoftwareProductLinePractice,IDEAL,InterimProfile, OAR,OCTAVE,OperationallyCriticalThreat,Asset,andVulnerabilityEvaluation, OptionsAnalysisforReengineering,PersonalSoftwareProcess,PLTP,ProductLine TechnicalProbe,PSP,SCAMPI,SCAMPILeadAppraiser,SCE,SEPG,SoSNavigator,T Checks,TeamSoftwareProcess,TSP,areservicemarksofCarnegieMellon University TM CarnegieMellonSoftwareEngineeringInstitute(stylized),CarnegieMellon SoftwareEngineeringInstitute(anddesign),Simplex,Stylizedhexagonare trademarksofCarnegieMellonUniversity Q:PITisatrademarkofQ:PITLtd,MiltonKeynes,UK CapabilityMaturityModel,CapabilityMaturityModeling,CarnegieMellon, CERT,CERTCoordinationCenter,CMM,CMMI,FloCon,OCTAVEareregisteredin theU.S.PatentandTrademarkOfficebyCarnegieMellonUniversity TheQ:PITswirlisaregisteredtrademarkofQ:PITLtd,MiltonKeynes,UK
02 August 2012
Page 1
PeterLeeson
DirectorofQ:PITLtd SCAMPILeadAppraiserandCMMIInstructor SEIVisitingScientist Over35yearsofsoftwareengineering 20yearsasprocessimprovementprofessional ProcessImprovementexperienceinAustralia, Austria,Belgium,China,Denmark,England, France,Germany,India,Ireland,Japan,Mexico, Netherlands,Poland,Romania,Spain,Sweden, Switzerland
Q:PIT Ltd 2011-2012 3
02 August 2012
Q:PITLtd
Internationalassociationofindependent processimprovementprofessionals Q:PITmeans
ReducingthecostofQualitythroughProcess improvement,Informationmanagementand Teamwork
02 August 2012
Page 2
Whatarewetryingtoachieve?
FoundationsofQuality
People
Process
Technology
02 August 2012
02 August 2012
Whatdoyouneed?
Whatdoyouneed?
02 August 2012
02 August 2012
Whatdoyouneed?
Howdoyoumakepeoplehappy?
02 August 2012
02 August 2012
10
Page 3
LivingWages
Resources
02 August 2012
11
02 August 2012
12
Skills
Continuity
02 August 2012
13
02 August 2012
14
Stability
Plan
02 August 2012
15
02 August 2012
16
Page 4
Methodology
ViewtheProduct
02 August 2012
17
02 August 2012
18
Vision
Environment
02 August 2012
19
02 August 2012
20
Leadership
Team
02 August 2012
21
02 August 2012
22
Page 5
Support
Control
02 August 2012
23
02 August 2012
24
Voice
Recognition
02 August 2012
25
02 August 2012
26
Feedback
Trust
02 August 2012
27
02 August 2012
28
Page 6
Eustress
02 August 2012
29
FreedominFramework
02 August 2012
30
Page 7
Puttingitintocontext
02 August 2012
31
Maslow
02 August 2012
32
Page 8
Maslow
Morality,creativity,spontaneity, problemsolving,lackof prejudice,acceptanceoffacts
Friendship,family,sexual intimacy
Maturity
MaturityisclimbingtheMaslow pyramid
02 August 2012
34
Page 9
InanImmatureOrganization
Noconsensusonwhatarethe objectiveorgoalsof
Theorganisation Theproject Theproduct Theprocess
Q:PIT Ltd 2011-2012 35
02 August 2012
Improving
Requirescommitmentfromalllevelsof managementandpractitionerstotheeffort Documentwhatyouaredoing,thenread whatyoudid Measure,collect,analyse,learn Managementrequiresthatprocessesbe documentedandmeasured Peopleaccepttolearnfromtheirmistakes ratherthanfearretribution
02 August 2012 Q:PIT Ltd 2011-2012 36
Page 10
LifeinaMaturingOrganization
People(atalllevels)seeissuesandproblems aspossibilitiestoimprove Measurementsareseenasanecessary managementtool Estimatesarebasedonfactsanddocumented Thescheduleisbasedontheestimates Commitmentismaintainedandconsideredas commitmentsbyallinvolved
02 August 2012 Q:PIT Ltd 2011-2012 37
InaMatureOrganization
Workingtogethertowardsacommongoal
02 August 2012 Q:PIT Ltd 2011-2012 38
Page 11
AMatureCulture1/2
Commonapproachtotheworkandthesuccess oftheorganization Decisionsandestimatesbasedonfacts,dataand experience Plansbasedonwhatcanbeachievedand workingtogethertoensurecustomersatisfaction withregardtoquality,functionality,budgetand delays Assurancethattheresourcesrequiredforatask willbeavailableasexpected
02 August 2012 Q:PIT Ltd 2011-2012 39
AMatureCulture2/2
Liberationoftheimaginationtocontinuous, commonimprovement Focusofallondeliveringaproductthatsatisfies thecustomerandplacingthecustomersneeds andexpectationsfirst Everyonetakingpersonalresponsibilityforthe qualityofhis/herownworkandensuringthatthe qualityisoptimizedbeforeresponsibilityis handedovertothenextstepofthedevelopment lifecycle
02 August 2012 Q:PIT Ltd 2011-2012 40
Page 12
ImmatureProcesses
Processesareadhocandimprovisedbypractitioners andtheirmanagement Processdescriptionsarenotrigorouslyfollowedor enforced Performanceishighlydependentoncurrent practitioners Understandingofthecurrentstatusofaprojectis limited Immatureprocessesresultinfightingfires:
notimetoimproveconstantlyreacting Firefightersgetburned Embersmayrekindlelater
02 August 2012 Q:PIT Ltd 2011-2012 41
ImmatureProcesses
Processesareadhocandimprovisedbypractitioners andtheirmanagement Processdescriptionsarenotrigorouslyfollowedor enforced Performanceishighlydependentoncurrent practitioners Understandingofthecurrentstatusofaprojectis limited Immatureprocessesresultinfightingfires:
notimetoimproveconstantlyreacting Firefightersgetburned Embersmayrekindlelater
02 August 2012 Q:PIT Ltd 2011-2012 42
Page 13
MatureProcesses=FirePrevention
Processdescriptionsareconsistentwiththewaywork actuallygetsdone Theyaredefined,documented,andcontinuously improved Processesaresupportedvisiblybymanagementand others Theyarewellcontrolledprocessfidelityisevaluated andenforced Thereisconstructiveuseofproductandprocess measurement Technologyisintroducedinadisciplinedmanner
02 August 2012 Q:PIT Ltd 2011-2012 43
TheRoleofProcess
Environment
02 August 2012
44
Page 14
WhatIsaProcess?
Procedures and methods defining the relationship of tasks
02 August 2012
45
MatureProcessesAre Institutionalized
Thatsthewaywedothingsaroundhere Theorganizationbuildsaninfrastructurethat containseffective,usable,andconsistently appliedprocesses Theorganizationalcultureconveystheprocess Managementnurturestheculture Cultureisconveyedthroughrolemodelsand recognition Institutionalizedprocessesendureafterthe peoplewhooriginallydefinedthemhavegone
02 August 2012 Q:PIT Ltd 2011-2012 46
Page 15
UsingYourBrain
TheContextforImprovement
02 August 2012
47
TheDeliveryProcess
2. Plan
3. Work
1. Envision
02 August 2012
48
Page 16
TheManagedProcess
4. Measure
2. Plan
3. Work
1. Envision
02 August 2012
49
TheImprovementProcess
5. Improve 4. Measure
2. Plan
3. Work
1. Envision
02 August 2012
50
Page 17
TheRiskManagementProcess
5. Improve 4. Measure
2. Plan
3. Work
1. Envision
6. Discover
Enigma
02 August 2012
51
TheFourMajorAreas
5. Improve 4. Measure
2. Plan
3. Work
1. Envision
6. Discover
Enigma
02 August 2012
52
Page 18
TheDevelopmentProcessAsHuman Reasoning
5 4
Left Brain
2 3
Right Brain
1 6
Limbic
02 August 2012
Cerebral
Q:PIT Ltd 2011-2012 53
TheFourQuadrantsoftheHuman Brain
Left Brain
Right Brain
Limbic
02 August 2012
Cerebral
Q:PIT Ltd 2011-2012 54
Page 19
WholeBrainThinking
Stimuli
02 August 2012
55
EstablishingDirection
DecidingtoChange PromotingChange
02 August 2012
56
Page 20
ValueandCost
Whatisthevalueofimprovementtoyour organization? Whywouldyouwanttoinvestsomuch money,knowingyouwillhavenoreturnon investmentinthisbudgetcycleorthenext? Whatarethebenefitsofimprovementtoyour business,tothequalityofyourproductsand services,toyourcustomersatisfaction?
02 August 2012 Q:PIT Ltd 2011-2012 57
CostandInvestment
Cost
Improvementisacost:
Staffisnotmadeavailable Toolsaretooexpensive Dontbothertherealprojects Whatistheminimumweneedto dotosatisfytheleadappraiser? CanwedoaCMMIappraisalin2 dayslikeanISOaudit? Focusontrainingstafftoanswer thequestionsoftheappraisalteam Staffaretrustedtounderstandand applywithouttrainingorsupport
Investment
Improvementisaninvestment:
Thecostofbadqualityis understood Improvingallfutureprojectsis criticallyimportant evenifit presentsarisktothesuccessof oneongoingproject Customersareinvolvedinthe improvementprogramme Allnewprocesses,projects, productsaremeasuredaccording toaprimaryneed Managementisactivelyandvisibly interestedinthereturnontheir investment
58
02 August 2012
Page 21
ManagementandLeadership
Managementneedstounderstandthecostof processimprovementandbewillingtomakethe necessaryadjustments Leadershipmeansgoingtherefirst:
Ismanagementreadytoapplytheprinciplesof processimprovementtotheirownwork? Whodoesqualityassuranceonmanagementswork? Hasyourmanagementappliedformaldecisionand riskanalysistechniquestodecidingwhytheyshould doprocessimprovement?
02 August 2012 Q:PIT Ltd 2011-2012 59
YourCEOsaid
ITisourbusiness.OuraimistodeliverinnovativeITsupportsolutionsthataddvalueforourcustomersand supporttheirbusinessgrowth. Wehelpourcustomersbyconstantlyinnovating,andintroducingnew,easier,andmoresecuresupportand deliveryservices.Wehelpincreasetheefficiencyofcustomers'operationsandaddvaluetorelatedproductsand services. Wealsobringvaluetoourcustomersenduserswhodependontheirreliability(and,bydefinition,tothe hardwareandsoftwaresuppliersthatservethem) throughtheprovisionoffast,secureserviceswhich,inmost instances,benefitfromavaluablequalityguarantee. And,ofcourse,webringvaluetotheconsumersandthebusinessesthatuseustomanagetheirinfrastructure by bringinggreaterlevelsofconvenience,security,andconfidence. Duringthepastfinancialyear,thenumberofcustomerswhorelyonusincreasedby14.7%. TechnologicalchangeishavingasignificantimpactontheEuropeanmarket.Forexample,ecommercerepresentsa largeandrapidlygrowingshareoftheoverallmarket,retailersareprogressivelyinvestinginnewfacilitiesand solutions,anditiswidelyanticipatedthatmobiledeviceswillcometobeusedtoinitiatesalesonamassscale.
Whatthe**** doesthatmean?
02 August 2012 Q:PIT Ltd 2011-2012 60
Page 22
Keywords
ITisourbusiness.OuraimistodeliverinnovativeITsupportsolutionsthataddvaluefor ourcustomersandsupporttheirbusinessgrowth. Wehelpourcustomersbyconstantlyinnovating,andintroducingnew,easier,andmore securesupportanddeliveryservices.Wehelpincreasetheefficiencyofcustomers' operationsandaddvaluetorelatedproductsandservices. Wealsobringvaluetoourcustomersenduserswhodependontheirreliability(and,by definition,tothehardwareandsoftwaresuppliersthatservethem) throughtheprovision offast,secureserviceswhich,inmostinstances,benefitfromavaluablequalityguarantee. And,ofcourse,webringvaluetotheconsumersandthebusinessesthatuseustomanage theirinfrastructure bybringinggreaterlevelsofconvenience,security,andconfidence. Duringthepastfinancialyear,thenumberofcustomerswhorelyonusincreasedby14.7%. TechnologicalchangeishavingasignificantimpactontheEuropeanmarket.Forexample,e commercerepresentsalargeandrapidlygrowingshareoftheoverallmarket,retailersare progressivelyinvestinginnewfacilitiesandsolutions,anditiswidelyanticipatedthat mobiledeviceswillcometobeusedtoinitiatesalesonamassscale.
02 August 2012
61
Keywords
ITisourbusiness.Ouraimistodeliverinnovative ITsupportsolutionsthataddvaluefor ourcustomersandsupporttheirbusinessgrowth. Wehelpourcustomersbyconstantlyinnovating,andintroducingnew,easier,andmore securesupportanddeliveryservices.Wehelpincreasetheefficiencyofcustomers' operationsandaddvaluetorelatedproductsandservices. Wealsobringvaluetoourcustomersenduserswhodependontheirreliability(and,by definition,tothehardwareandsoftwaresuppliersthatservethem) throughtheprovision offast,secureserviceswhich,inmostinstances,benefitfromavaluablequalityguarantee. And,ofcourse,webringvaluetotheconsumersandthebusinessesthatuseustomanage theirinfrastructure bybringinggreaterlevelsofconvenience,security,andconfidence. Duringthepastfinancialyear,thenumberofcustomerswhorelyonusincreased by14.7%. TechnologicalchangeishavingasignificantimpactontheEuropeanmarket.Forexample,e commercerepresentsalargeandrapidlygrowingshareoftheoverallmarket,retailersare progressively investinginnew facilitiesandsolutions,anditiswidelyanticipatedthat mobiledeviceswillcometobeusedtoinitiatesalesonamassscale.
02 August 2012
62
Page 23
Innovation
Expectationfor
Change Cuttingedge Rapiddevelopmentanddelivery
Implementationfocus
Lean Agile Requirementsmanagement Peerreviews
02 August 2012 Q:PIT Ltd 2011-2012 63
Keywords
ITisourbusiness.OuraimistodeliverinnovativeITsupportsolutionsthataddvaluefor ourcustomersandsupporttheirbusinessgrowth. Wehelpourcustomersbyconstantlyinnovating,andintroducingnew,easier,andmore secure supportanddeliveryservices.Wehelpincreasetheefficiencyofcustomers' operationsandaddvaluetorelatedproductsandservices. Wealsobringvaluetoourcustomersenduserswhodependontheirreliability (and,by definition,tothehardwareandsoftwaresuppliersthatservethem) throughtheprovision offast,secureserviceswhich,inmostinstances,benefitfromavaluablequalityguarantee. And,ofcourse,webringvaluetotheconsumersandthebusinessesthatuseustomanage theirinfrastructure bybringinggreaterlevelsofconvenience,security,andconfidence. Duringthepastfinancialyear,thenumberofcustomerswhorelyonusincreasedby14.7%. TechnologicalchangeishavingasignificantimpactontheEuropeanmarket.Forexample,e commercerepresentsalargeandrapidlygrowingshareoftheoverallmarket,retailersare progressivelyinvestinginnewfacilitiesandsolutions,anditiswidelyanticipatedthat mobiledeviceswillcometobeusedtoinitiatesalesonamassscale.
02 August 2012
64
Page 24
Reliable
Expectationfor
Security Reliability
Implementationfocus:
Qualityassurance Configurationmanagement Strategicservicemanagement Incidentresolutionandprevention Servicecontinuity
02 August 2012 Q:PIT Ltd 2011-2012 65
Keywords
ITisourbusiness.OuraimistodeliverinnovativeITsupportsolutionsthataddvaluefor ourcustomersandsupporttheirbusinessgrowth. Wehelpourcustomersbyconstantlyinnovating,andintroducingnew,easier,andmore securesupportanddeliveryservices.Wehelpincreasetheefficiency ofcustomers' operationsandaddvaluetorelatedproductsandservices. Wealsobringvalue toourcustomersenduserswhodependontheirreliability(and,by definition,tothehardwareandsoftwaresuppliersthatservethem) throughtheprovision offast,secureserviceswhich,inmostinstances,benefitfromavaluablequalityguarantee. And,ofcourse,webringvaluetotheconsumersandthebusinessesthatuseustomanage theirinfrastructure bybringinggreaterlevelsofconvenience,security,andconfidence. Duringthepastfinancialyear,thenumberofcustomerswhorelyonusincreasedby14.7%. TechnologicalchangeishavingasignificantimpactontheEuropeanmarket.Forexample,e commercerepresentsalargeandrapidlygrowingshareoftheoverallmarket,retailersare progressivelyinvestinginnewfacilitiesandsolutions,anditiswidelyanticipatedthat mobiledeviceswillcometobeusedtoinitiatesalesonamassscale.
02 August 2012
66
Page 25
CustomerValue
Expectationfor
Customersatisfaction Efficiency
Implementationfocus:
Requirementsdevelopment Verificationandvalidation Organizationalperformance Quantitativemanagement
02 August 2012 Q:PIT Ltd 2011-2012 67
Keywords
ITisourbusiness.Ouraimistodeliverinnovative ITsupportsolutionsthataddvaluefor ourcustomersandsupporttheirbusinessgrowth. Wehelpourcustomersbyconstantlyinnovating,andintroducingnew,easier,andmore secure supportanddeliveryservices.Wehelpincreasetheefficiency ofcustomers' operationsandaddvaluetorelatedproductsandservices. Wealsobringvalue toourcustomersenduserswhodependontheirreliability (and,by definition,tothehardwareandsoftwaresuppliersthatservethem) throughtheprovision offast,secureserviceswhich,inmostinstances,benefitfromavaluablequalityguarantee. And,ofcourse,webringvaluetotheconsumersandthebusinessesthatuseustomanage theirinfrastructure bybringinggreaterlevelsofconvenience,security,andconfidence. Duringthepastfinancialyear,thenumberofcustomerswhorelyonusincreased by14.7%. TechnologicalchangeishavingasignificantimpactontheEuropeanmarket.Forexample,e commercerepresentsalargeandrapidlygrowingshareoftheoverallmarket,retailersare progressively investinginnew facilitiesandsolutions,anditiswidelyanticipatedthat mobiledeviceswillcometobeusedtoinitiatesalesonamassscale.
02 August 2012
68
Page 26
Policies
Translatingrealobjectivesintorealistic expectations Policiesareconstitutionallaw
Nooneisabovethelaw Itisknownbyeveryone
WritingaPolicy
Questions:
Whatmakesusdifferentfromothers? Whywouldaprospectcometousratherthantoourcompetitors? Howcanweensurethatwearesatisfyingourcustomerswithout jeopardizingthefutureofourorganization? Whatdowemeanwhenweusetheword"quality"?Howdowe measurethat? Whatarethecriticalpracticesthatarerequiredbyallteamsinorder tosatisfytheseobjectives? Whatbehaviourdoweexpectfromourstaff? Howcanweensurethatwelearnandcontinuouslyimprovethese practicesandbehavioursovertime? Howcanweencourage,monitor,measureandenforcethisbehaviour? Howcanwecommunicatethistoeveryoneconcerned?
02 August 2012
70
Page 27
ContentsofthePolicy
DefineQuality
Whenyoutalkaboutqualityinyourmarketingmaterial, whatdoyoumean?Howdoyoudefinequalityina pragmatic,measurablemanner?
ProcessExpectations
Whydoyoubelievethatprocessisgoingtohelpyour organization? Whatdoyouexpecttogetoutofprocesses?
StaffExpectations
Whatdoyouexpectyourstafftobedoing?Whatshould theirattitudebe? Whatdoyouwantyourstafftodeliverintermsofresults?
02 August 2012 Q:PIT Ltd 2011-2012 71
EnforcingthePolicy
Alawisuselessifitisnotenforced Thepolicymustreflectthemonitoring,control andenforcementprocedure Beforeenforcingstaffactivities,youneedto understandhowtomonitorit,howto measureyourobjectives
02 August 2012
72
Page 28
FocusedImprovement
QA
HowtoMeasure
Whatdoyoubelievewillbethevisible difference?Ifthereisnovisibledifferencein effect,dontdoit Howcanyoureducetheuncertaintyofthe result? Whatdoyoualreadyknow?Whatcanyou findout?
02 August 2012
74
Page 29
KeepItSimple
Youcanreduceuncertaintysignificantlyifyou collectalittleinformation Donotfallinthetrapofbelievingitneedsto beperfecttomeasure
Illustration from How to Measure Anything: Finding the Values of Intangibles in Business 2010 Douglas W. Hubbard
02 August 2012 Q:PIT Ltd 2011-2012 75
StartatMaturityLevel2
Level 5 Optimizing
Causal Analysis and Resolution Organizational Performance Management
Process Areas
Quantitative Project Management 4 Quantitatively Managed Organizational Process Performance Customer and Product Requirements Organization Process Definition Validation Verification Technical Solution Product Integration Risk Management Organizational Training Project Planning Configuration Management Measurement and Analysis
Defined
Organizational Process Focus Integrated Project Management Decision Analysis & Resolution Requirements Management Project Monitoring and Control Supplier Agreement Management Product and Process Quality Assurance
2 1
Managed Initial
02 August 2012
76
Page 30
StartatMaturityLevel2
MaturityLevel2focusesonunderstanding whatsatisfiesneedsandexpectations,what works MaturityLevel3focusesonsharingthebest practicesthatwereidentifiedatMaturity Level2
02 August 2012
77
StartatCapabilityLevel2
CapabilityLevel2focusesonunderstanding whatidentifyingtheexpectationsand allowingexperiencedpeopletosatisfythem aswellastheycan CapabilityLevel3focusesonsharingthebest practicesthatwereidentifiedatMaturity Level2
02 August 2012
78
Page 31
ApplytheGenericPractices
1 Perform Specific Practices Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility Train People Manage Configurations Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher-Level Management Establish a Defined Process Collect Improvement Information
Q:PIT Ltd 2012 79
07-June-2012
First thisisreal,nottheory!
1 Perform Specific Practices Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility Train People Manage Configurations Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher-Level Management Establish a Defined Process Collect Improvement Information
Q:PIT Ltd 2012 80
07-June-2012
Page 32
CommunicatetheOrganizational Expectations
1 Perform Specific Practices Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility Train People Manage Configurations Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher-Level Management Establish a Defined Process Collect Improvement Information
Q:PIT Ltd 2012 81
07-June-2012
Ensuretheyhavethemeans
1 Perform Specific Practices Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility Train People Manage Configurations Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher-Level Management Establish a Defined Process Collect Improvement Information
Q:PIT Ltd 2012 82
07-June-2012
Page 33
todotheworkefficiently
1 Perform Specific Practices Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility Train People Manage Configurations Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher-Level Management Establish a Defined Process Collect Improvement Information
Q:PIT Ltd 2012 83
07-June-2012
andeffectively.
1 Perform Specific Practices Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility Train People Manage Configurations Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher-Level Management Establish a Defined Process Collect Improvement Information
Q:PIT Ltd 2012 84
07-June-2012
Page 34
Checktheexpectationsaremet
1 Perform Specific Practices Establish an Organizational Policy Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility Train People Manage Configurations Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher-Level Management Establish a Defined Process Collect Improvement Information
Q:PIT Ltd 2012 85
07-June-2012
Onlythen,considerstandardizing
1 Perform Specific Practices Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility Train People Manage Configurations Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher-Level Management Establish a Defined Process Collect Improvement Information
Q:PIT Ltd 2012 86
07-June-2012
Page 35
GenericPractices
Whyareyou doingthis?
Whatvalueareyou gettingoutofit?
07-June-2012
87
GenericPractices
07-June-2012
88
Page 36
GenericPractices
07-June-2012
89
GenericPractices
07-June-2012
90
Page 37
Alwaysremember
PerformanceImprovementisaculturechange
Itisnoteasy Itiscompletelydependentonmanagement Itcanbehighlysuccessfulifdonecorrectly Itrequiresyoutochange(andnotonlyeveryone else!)
02 August 2012
92
Page 38
Butitsworthit!
Theresultwillmakelifemorepredictablefor youinyourdailywork Theresultwillremovethebarriersthatkeep youfrombeingproudofyourwork Theresultwillfocusonfixingthesystem insteadofblamingthepeople
02 August 2012
93
Butitsworthit!
Theresultwillmakelifemorepredictablefor youinyourdailywork Theresultwillremovethebarriersthatkeep youfrombeingproudofyourwork Theresultwillfocusonfixingthesystem insteadofblamingthepeople
02 August 2012
94
Page 39
Resources
Thispresentationcanbefoundat http://www.slideshare.net/PeterLeeson/can processmakeyouhappy13828882 Thefirstpartofthispresentationisextracted fromForgetProcess;FocusonPeople(FP2): http://prezi.com/qm4wcnk_5hnb/forget processfocusonpeople/ (withexplanations)
02 August 2012
95
ContactInformation
PeterLeeson
Q:PITLtd POBox6066 MiltonKeynes MK19BH UnitedKingdom DirectLine:+44(0)2081334120 Tel:+44(0)1908506908 Fax:+44(0)7006010575 Mobile/Cell:+44(0)7739989867 EMail:Peter@qpit.ltd.uk Skype:qpitpjl Internet:http://www.qpit.net
02 August 2012 Q:PIT Ltd 2011-2012 96
Page 40