Initiating a change management programme needs understanding of what you are trying to achieve and why. Based on my previously published FP2 principles, this goes through a number of the issues faced by an organization trying to apply a successful improvement programme. If you wish to know, feel free to contact me Peter{at}qpit.ltd.uk.

1. FP2
Forget Process
Focus on People
05 Feb 2013 ©Q:PIT Ltd 2011-2013 1

2. What are we trying to achieve?
05 Feb 2013 ©Q:PIT Ltd 2011-2013 3

3. The Deming Quality Chain
05 Feb 2013 ©Q:PIT Ltd 2011-2013 4
"Companies ... tend to focus only on the end result –
return on investment. This viewpoint is like trying to
keep a dog happy by forcibly wagging its tail."

4. Foundations of Quality
05 Feb 2013 ©Q:PIT Ltd 2011-2013 5
People
Process Technology

5. What do you need?
05 Feb 2013 ©Q:PIT Ltd 2011-2013 6

6. How do you make people happy?
05 Feb 2013 ©Q:PIT Ltd 2011-2013 7

7. Living Wages
05 Feb 2013 ©Q:PIT Ltd 2011-2013 8

8. Resources
05 Feb 2013 ©Q:PIT Ltd 2011-2013 9

9. Skills
05 Feb 2013 ©Q:PIT Ltd 2011-2013 10

10. Continuity
05 Feb 2013 ©Q:PIT Ltd 2011-2013 11

11. Stability
05 Feb 2013 ©Q:PIT Ltd 2011-2013 12

12. Plan
05 Feb 2013 ©Q:PIT Ltd 2011-2013 13

13. Methodology
05 Feb 2013 ©Q:PIT Ltd 2011-2013 14

14. View the Product
05 Feb 2013 ©Q:PIT Ltd 2011-2013 15

15. Vision
05 Feb 2013 ©Q:PIT Ltd 2011-2013 16

16. Environment
05 Feb 2013 ©Q:PIT Ltd 2011-2013 17

17. Leadership
05 Feb 2013 ©Q:PIT Ltd 2011-2013 18

18. Team
05 Feb 2013 ©Q:PIT Ltd 2011-2013 19

19. Support
05 Feb 2013 ©Q:PIT Ltd 2011-2013 20

20. Control
05 Feb 2013 ©Q:PIT Ltd 2011-2013 21

21. Voice
05 Feb 2013 ©Q:PIT Ltd 2011-2013 22

22. Recognition
05 Feb 2013 ©Q:PIT Ltd 2011-2013 23

23. Feedback
05 Feb 2013 ©Q:PIT Ltd 2011-2013 24

24. Trust
05 Feb 2013 ©Q:PIT Ltd 2011-2013 25

25. Eustress
05 Feb 2013 ©Q:PIT Ltd 2011-2013 26

26. Freedom in Framework
05 Feb 2013 ©Q:PIT Ltd 2011-2013 27

27. Putting it into context
This is not new
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28. Maslow
05 Feb 2013 ©Q:PIT Ltd 2011-2013 30
Friendship, family, sexual
intimacy
Self-esteem, confidence,
achievement, respect of/by
others
Morality, creativity, spontaneity,
problem solving, lack of
prejudice, acceptance of facts
Creativity
Problem Solving
Lack of Prejudice
Acceptance of facts
Security of body, employment,
resources, morality, the family,
health, property
Breathing, food, water, sex,
sleep, homeostasis, excretion

29. So, what do we do with it?
05 Feb 2013 ©Q:PIT Ltd 2011-2013 31

30. A Definition of Quality
©Q:PIT Ltd 2011-2013 32
05 Feb 2013

31. Defining Quality
• Quality is aiming at being just above your
customers’ expectations
• Quality does not mean doing everything correct
every time, it means doing things better every
time
• Quality involves the ability to react, cope and
reason in an appropriate way for the situation
• Quality involves learning through experience so
as to be able to continuously improve and grow
05 Feb 2013 ©Q:PIT Ltd 2011-2013 33

32. Definition of Maturity
• Maturity involves
– the ability to react, cope and reason in an appropriate
way for the situation
– learning through experiences
– comes from healthy growth
• Guidance in coping with situations is what is
needed to grow in maturity
• The way an organization deals with a crisis or
makes decisions are good clues about their level
of maturity
05 Feb 2013 ©Q:PIT Ltd 2011-2013 34

33. Using Your Brain
The Context for Improvement
05 Feb 2013 ©Q:PIT Ltd 2011-2013 35

34. The Delivery Process
05 Feb 2013 ©Q:PIT Ltd 2011-2013 36
3. Work
2. Plan
1. Envision

35. The Managed Process
05 Feb 2013 ©Q:PIT Ltd 2011-2013 37
4. Measure
3. Work
2. Plan
1. Envision

36. The Improvement Process
05 Feb 2013 ©Q:PIT Ltd 2011-2013 38
5. Improve 4. Measure
3. Work
2. Plan
1. Envision

37. The Risk Management Process
05 Feb 2013 ©Q:PIT Ltd 2011-2013 39
5. Improve 4. Measure
3. Work
2. Plan
1. Envision 6. Discover Enigma

38. The Four Major Areas
05 Feb 2013 ©Q:PIT Ltd 2011-2013 40
5. Improve 4. Measure
3. Work
2. Plan
1. Envision 6. Discover Enigma

39. The Development Process As
Human Reasoning
05 Feb 2013 ©Q:PIT Ltd 2011-2013 41
5 4
3
2
1 6
Left Brain
Right Brain
Limbic Cerebral

40. The Four Quadrants of the Human
Brain
05 Feb 2013 ©Q:PIT Ltd 2011-2013 42
Limbic Cerebral
Left Brain
Right Brain

41. Whole Brain Thinking
05 Feb 2013 ©Q:PIT Ltd 2011-2013 43
Stimuli
Me
Ego
Spirit
Soul
Self

42. Encouraging Change
05 Feb 2013 ©Q:PIT Ltd 2011-2013 44
Reflective Reactive
Rational
Emotional

43. Encouraging Change
05 Feb 2013 ©Q:PIT Ltd 2011-2013 45
Reflective Reactive
Rational
Emotional
Ability
Attitude
Acceptance
Aspiration

44. Encouraging Change
05 Feb 2013 ©Q:PIT Ltd 2011-2013 46
Reflective Reactive
Rational
Emotional
Ability
Attitude
Acceptance
Aspiration

45. Establishing Direction
Deciding what to change
Deciding how to change
Deciding to change
05 Feb 2013 ©Q:PIT Ltd 2011-2013 47

46. Focused Change
©Q:PIT Ltd 2011-2013 48
Stable basis for change
05 Feb 2013
QA

47. Always remember
• Performance Improvement is a culture change
– It is not easy
– It is completely dependent on management
– It can be highly successful if done correctly
– It requires you to change (and not only everyone
else!)
©Q:PIT Ltd 2011-2013 49
05 Feb 2013

48. But it’s worth it!
• The result will make life more predictable for
you in your daily work
• The result will remove the barriers that keep
you from being proud of your work
• The result will focus on fixing the system
instead of blaming the people
05 Feb 2013 ©Q:PIT Ltd 2011-2013 50

49. Managing Management
Establishing Leadership and
Motivation
05 Feb 2013 ©Q:PIT Ltd 2011-2013 51

50. ©Q:PIT Ltd 2011-2013 52
Estimate
80% of all improvement programmes fail!
05 Feb 2013

51. ©Q:PIT Ltd 2011-2013 53
Reasons to Fail
• This is an engineering activity
• The Process people can write the policies that the
appraiser wants
• We want to achieve level X – 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
05 Feb 2013

52. Establishing Direction
Why do you want to change
everything?
05 Feb 2013 ©Q:PIT Ltd 2011-2013 54

53. Fundamentals of Success
• Strong leadership
• Sense of urgency
• Vision of success
• Communication
• Empowerment
• Regular improvements
• Consolidating gains
• Encouraging change
05 Feb 2013 ©Q:PIT Ltd 2011-2013 55

54. Questions to Answer First
• What are you trying to achieve?
• What are your priorities?
• How do you know you are doing the right
thing?
• What do you need to implement?
• How do you staff your teams?
• How do you know you have achieved results?
05 Feb 2013 ©Q:PIT Ltd 2011-2013 56

55. Value and Cost
• What is the value of improvement to your
organization?
• Why would you want to invest so much
money, knowing you will have no return on
investment in this budget cycle or the next?
• What are the benefits of improvement to your
business, to the quality of your products and
services, to your customer satisfaction?
05 Feb 2013 ©Q:PIT Ltd 2011-2013 57

56. Cost
• 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
Investment
• 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
05 Feb 2013 ©Q:PIT Ltd 2011-2013 58
Cost and Investment

57. Management & Leadership
• Management needs to understand the cost of
process improvement and be willing to make
the necessary adjustments
• Leadership means going there first:
– Is management ready to apply the principles of
process improvement to their own work?
– Who does quality assurance on management’s
work?
– Has management applied formal decision and risk
analysis techniques to their decisions?
05 Feb 2013 ©Q:PIT Ltd 2011-2013 59

58. Why Maturity Models?
A maturity model is a structured collection of elements
that describe characteristics of effective processes
A maturity model provides
– a place to start
– the benefit of a community’s prior experiences
– a common language and a shared vision
– a framework for prioritizing actions
– a way to define what improvement means for your
organization
A maturity model can be used as a benchmark for
assessing different organizations for equivalent
comparison
©Q:PIT Ltd 2011-2013 60
05 Feb 2013

59. Do You Understand?
• Do you understand what you are trying to
achieve?
• Do you understand the potential benefits of
the approach?
• Do you understand the risk associated with
trying to change things?
05 Feb 2013 ©Q:PIT Ltd 2011-2013 61

60. Risk Management
• 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?
05 Feb 2013 ©Q:PIT Ltd 2011-2013 62

61. Measuring Risk
• Dare to measure the risk realistically
– What does “medium risk” really mean
– Are these risks really equivalent:
• A 10% risk of losing €100 000?
• A 50% risk of losing €20 000?
• An 80% risk of losing €12 500?
05 Feb 2013 ©Q:PIT Ltd 2011-2013 63

62. Understanding the Goal
• The first question we need to solve is identifying
the true goal of your proposed improvement
programme:
– Are you trying to demonstrate you are maturity level 3
because you need it for a contract but are not really
interested in long-term results?
– Are you trying to reduce the cost, the variance, the
over-time, the complaints, the staff necessary…?
– Are you trying to please someone on the board who
went to a conference?
05 Feb 2013 ©Q:PIT Ltd 2011-2013 64

63. The Hierarchy of Quality
©Q:PIT Ltd 2011-2013 65
Satisfied Customer
Good Products
and Services
Successful Projects
People Processes Technology
Culture Finance Needs
Model Abilities …
05 Feb 2013

64. ©Q:PIT Ltd 2011-2013 66
Vision
Mission
Identify customers by organisation / by Key Contacts
Determine Customer Requirements and Expectations
Meet Customer Requirements
Exceed Customer Expectations
Anticipate Customer Needs
Innovation and
Implementation
Gain
Customer
Loyalty
Q:P/X – Customer Satisfaction
Trust
Meet
Commitments
Offensive
Strategy
Defensive
Strategy
05 Feb 2013

65. Exercise 1
• Translate management speak into reality
– Identify key words and ideas in the text
– Identify what these words and ideas mean in
reality
– Do these relate to the process improvement
exercise?
• Identify how to describe your improvement
programme so that it will be attractive to your
management
05 Feb 2013 ©Q:PIT Ltd 2011-2013 67

66. Your CEO said…
05 Feb 2013 ©Q:PIT Ltd 2011-2013 68
IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and
support their business growth.
We help our customers by constantly innovating, and introducing new, easier, and more secure support and
delivery services. We help increase the efficiency of customers' operations and add value to related products and
services.
We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the
hardware and software suppliers that serve them) – through the provision of fast, secure services which, in most
instances, benefit from a valuable quality guarantee.
And, of course, we bring value to the consumers and the businesses that use us to manage their infrastructure – by
bringing greater levels of convenience, security, and confidence.
During the past financial year, the number of customers who rely on us increased by 14.7%.
Technological change is having a significant impact on the European market. For example, e-commerce represents a
large and rapidly growing share of the overall market, retailers are progressively investing in new facilities and
solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale.
What the ****
does that mean?

67. Key words…
IT is our business. Our aim is to deliver innovative IT support solutions that add value for
our customers and support their business growth.
We help our customers by constantly innovating, and introducing new, easier, and more
secure support and delivery services. We help increase the efficiency of customers'
operations and add value to related products and services.
We also bring value to our customers’ end-users who depend on their reliability (and, by
definition, to the hardware and software suppliers that serve them) – through the provision
of fast, secure services which, in most instances, benefit from a valuable quality guarantee.
And, of course, we bring value to the consumers and the businesses that use us to manage
their infrastructure – by bringing greater levels of convenience, security, and confidence.
During the past financial year, the number of customers who rely on us increased by 14.7%.
Technological change is having a significant impact on the European market. For example, e-
commerce represents a large and rapidly growing share of the overall market, retailers are
progressively investing in new facilities and solutions, and it is widely anticipated that
mobile devices will come to be used to initiate sales on a mass scale.
05 Feb 2013 ©Q:PIT Ltd 2011-2013 69

68. Key words…
IT is our business. Our aim is to deliver innovative IT support solutions that add value for
our customers and support their business growth.
We help our customers by constantly innovating, and introducing new, easier, and more
secure support and delivery services. We help increase the efficiency of customers'
operations and add value to related products and services.
We also bring value to our customers’ end-users who depend on their reliability (and, by
definition, to the hardware and software suppliers that serve them) – through the provision
of fast, secure services which, in most instances, benefit from a valuable quality guarantee.
And, of course, we bring value to the consumers and the businesses that use us to manage
their infrastructure – by bringing greater levels of convenience, security, and confidence.
During the past financial year, the number of customers who rely on us increased by 14.7%.
Technological change is having a significant impact on the European market. For example, e-
commerce represents a large and rapidly growing share of the overall market, retailers are
progressively investing in new facilities and solutions, and it is widely anticipated that
mobile devices will come to be used to initiate sales on a mass scale.
05 Feb 2013 ©Q:PIT Ltd 2011-2013 70

69. Innovation
• Expectation for
– Change
– Cutting edge
– Rapid development and delivery
• Implementation focus
– Lean
– Agile
– Requirements management
– Peer reviews
05 Feb 2013 ©Q:PIT Ltd 2011-2013 71

70. Key words…
IT is our business. Our aim is to deliver innovative IT support solutions that add value for
our customers and support their business growth.
We help our customers by constantly innovating, and introducing new, easier, and more
secure support and delivery services. We help increase the efficiency of customers'
operations and add value to related products and services.
We also bring value to our customers’ end-users who depend on their reliability (and, by
definition, to the hardware and software suppliers that serve them) – through the provision
of fast, secure services which, in most instances, benefit from a valuable quality guarantee.
And, of course, we bring value to the consumers and the businesses that use us to manage
their infrastructure – by bringing greater levels of convenience, security, and confidence.
During the past financial year, the number of customers who rely on us increased by 14.7%.
Technological change is having a significant impact on the European market. For example, e-
commerce represents a large and rapidly growing share of the overall market, retailers are
progressively investing in new facilities and solutions, and it is widely anticipated that
mobile devices will come to be used to initiate sales on a mass scale.
05 Feb 2013 ©Q:PIT Ltd 2011-2013 72

71. Reliable
• Expectation for
– Security
– Reliability
• Implementation focus:
– Quality assurance
– Configuration management
– Strategic service management
– Incident resolution and prevention
– Service continuity
05 Feb 2013 ©Q:PIT Ltd 2011-2013 73

72. Key words…
IT is our business. Our aim is to deliver innovative IT support solutions that add value for
our customers and support their business growth.
We help our customers by constantly innovating, and introducing new, easier, and more
secure support and delivery services. We help increase the efficiency of customers'
operations and add value to related products and services.
We also bring value to our customers’ end-users who depend on their reliability (and, by
definition, to the hardware and software suppliers that serve them) – through the provision
of fast, secure services which, in most instances, benefit from a valuable quality guarantee.
And, of course, we bring value to the consumers and the businesses that use us to manage
their infrastructure – by bringing greater levels of convenience, security, and confidence.
During the past financial year, the number of customers who rely on us increased by 14.7%.
Technological change is having a significant impact on the European market. For example, e-
commerce represents a large and rapidly growing share of the overall market, retailers are
progressively investing in new facilities and solutions, and it is widely anticipated that
mobile devices will come to be used to initiate sales on a mass scale.
05 Feb 2013 ©Q:PIT Ltd 2011-2013 74

73. Customer Value
• Expectation for
– Customer satisfaction
– Efficiency
• Implementation focus:
– Requirements development
– Verification and validation
– Organizational performance
– Quantitative management
05 Feb 2013 ©Q:PIT Ltd 2011-2013 75

74. Key words…
IT is our business. Our aim is to deliver innovative IT support solutions that add value for
our customers and support their business growth.
We help our customers by constantly innovating, and introducing new, easier, and more
secure support and delivery services. We help increase the efficiency of customers'
operations and add value to related products and services.
We also bring value to our customers’ end-users who depend on their reliability (and, by
definition, to the hardware and software suppliers that serve them) – through the provision
of fast, secure services which, in most instances, benefit from a valuable quality guarantee.
And, of course, we bring value to the consumers and the businesses that use us to manage
their infrastructure – by bringing greater levels of convenience, security, and confidence.
During the past financial year, the number of customers who rely on us increased by 14.7%.
Technological change is having a significant impact on the European market. For example, e-
commerce represents a large and rapidly growing share of the overall market, retailers are
progressively investing in new facilities and solutions, and it is widely anticipated that
mobile devices will come to be used to initiate sales on a mass scale.
05 Feb 2013 ©Q:PIT Ltd 2011-2013 76

75. Generic Practices
05 Feb 2013 ©Q:PIT Ltd 2011-2013 77
Why are you
doing this?
What value are you
getting out of it?

76. Policies
• Translating real objectives into realistic
expectations
• Policies are constitutional law
– No one is above the law
– It is known by everyone
• If the policy does not come from senior
management, they will not consider themselves
bound by the policy
• The policies reflect the management expectations
(and not the contents of some model, standard
or theory!)
05 Feb 2013 ©Q:PIT Ltd 2011-2013 78

77. Writing a Policy
• Questions:
– What makes us different from others?
– Why would a prospect come to us rather than to our competitors?
– How can we ensure that we are satisfying our customers without
jeopardizing the future of our organization?
– What do we mean when we use the word "quality"? How do we
measure that?
– What are the critical practices that are required by all teams in order
to satisfy these objectives?
– What behaviour do we expect from our staff?
– How can we ensure that we learn and continuously improve these
practices and behaviours over time?
– How can we encourage, monitor, measure and enforce this behaviour?
– How can we communicate this to everyone concerned?
05 Feb 2013 ©Q:PIT Ltd 2011-2013 79

78. Management Workshop
• The story of success
• The story of failure
• SWOT analysis:
– Strengths
– Weaknesses
– Opportunities
– Threats
• Group the SW and the OT to get the full
picture
05 Feb 2013 ©Q:PIT Ltd 2011-2013 80

79. Contents of the Policy
• Define Quality
– When you talk about quality in your marketing material,
what do you mean? How do you define quality in a
pragmatic, measurable manner?
• Process Expectations
– Why do you believe that process is going to help your
organization?
– What do you expect to get out of processes?
• Staff Expectations
– What do you expect your staff to be doing? What should
their attitude be?
– What do you want your staff to deliver in terms of results?
05 Feb 2013 ©Q:PIT Ltd 2011-2013 81

80. Defining Quality
05 Feb 2013 ©Q:PIT Ltd 2011-2013 82

81. Enforcing the Policy
• A law is useless if it is not enforced
• The policy must reflect the monitoring, control
and enforcement procedure
• Before enforcing staff activities, you need to
understand how to monitor it, how to
measure your objectives
05 Feb 2013 ©Q:PIT Ltd 2011-2013 83

82. How to Measure
• 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?
©Q:PIT Ltd 2011-2013 84
05 Feb 2013

83. Keep It Simple
• 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
05 Feb 2013 ©Q:PIT Ltd 2011-2013 85
Illustration from “How to Measure Anything:
Finding the Values of Intangibles in Business”
©2010 Douglas W. Hubbard

84. Cost of Project Quality
©Q:PIT Ltd 2011-2013 86
Crosby 1994 adapted by Ray Dion - Dallas SPIN, Feb 1995
Total Cost
Cost of
Quality
Cost of
Performance
Cost of
Conformance
Cost of Non-
Conformance
Cost of
Appraisal
Cost of
Prevention
05 Feb 2013

85. Cost of Project Quality
©Q:PIT Ltd 2011-2013 87
Project Cost
Cost of Quality Cost of Performance
Cost of Conformance Cost of Non-Conformance
Cost of Appraisal Cost of Prevention
Training
Policies, procedures, methods
Tools
Planning
Quality improvement projects
Data gathering and analysis
Root cause analysis
Quality reporting
Reviews
System
Requirements
Design
Test plans
Test scripts
Walkthroughs
Testing (first time)
Independent V&V (first time)
Audits
Generating plans
Documentation
Development
Requirements
Design
Code
Integration
Fixing defects
Reworking
Documents
Design
Updating code
Re-reviews
Re-test
Lab costs
Patches & Fixes
Internal
External
Engineering changes
Change control boards
External failures and fines
Customer support
Help desks
Crosby 1994 adapted by Ray Dion - Dallas SPIN, Feb 1995
05 Feb 2013

86. The Basics
From Dream to Facts
05 Feb 2013 ©Q:PIT Ltd 2011-2013 88

87. ©Q:PIT Ltd 2011-2013
The Role of Process
Engineering Teams
Environment
Management
Methods
Customer
Technical assets 89
05 Feb 2013

88. Immature Processes
• Processes are ad hoc and improvised by practitioners
and their management
• Process descriptions are not rigorously followed or
enforced
• Performance is highly dependent on current
practitioners
• Understanding of the current status of a project is
limited
• Immature processes result in fighting fires:
– No time to improve—constantly reacting
– Firefighters get burned
– Embers may rekindle later
05 Feb 2013 ©Q:PIT Ltd 2011-2013 90

89. 91
Mature Processes:
Fire Prevention
• Process descriptions are consistent with the way work
actually gets done
• They are defined, documented, and continuously
improved
• Processes are supported visibly by management and
others
• They are well controlled—process fidelity is evaluated
and enforced
• There is constructive use of product and process
measurement
• Technology is introduced in a
disciplined manner
05 Feb 2013 ©Q:PIT Ltd 2011-2013

90. A Mature Culture 1/2
• Common approach to the work and the success
of the organization
• Decisions and estimates based on facts, data and
experience
• Plans based on what can be achieved and
working together to ensure customer satisfaction
with regard to quality, functionality, budget and
delays
• Assurance that the resources required for a task
will be available as expected
©Q:PIT Ltd 2011-2013 92
05 Feb 2013

91. A Mature Culture 2/2
• Liberation of the imagination to continuous,
common improvement
• Focus of all on delivering a product that satisfies
the customer and placing the customer’s needs
and expectations first
• Everyone taking personal responsibility for the
quality of his/her own work and ensuring that the
quality is optimized before responsibility is
handed over to the next step of the development
lifecycle
©Q:PIT Ltd 2011-2013 93
05 Feb 2013

92. 05 Feb 2013 ©Q:PIT Ltd 2011-2013 94
Cultural Change
• Moving
– From doing what seems right considering today's
pressures and priorities
• To doing what we know to be right for the
organization's future
• Switching
– From minding my own business
• To understanding roles and responsibilities

93. 05 Feb 2013 ©Q:PIT Ltd 2011-2013 95
Principles of Process Change
• Major changes must be sponsored by
management
• Focus on fixing the process, not blaming
• Understand current process first
• Change is continuous
• Improvement requires investment
• Retaining improvement requires periodic
reinforcement
sponsored
fixing
Understand
continuous
investment
reinforcement

94. 05 Feb 2013 ©Q:PIT Ltd 2011-2013 96
Changing the Culture1/2
• Communicate why things need to be done
rather than just that something needs to be
done
• Makes sure you understand the organization’s
need for improvement and focus on improving
the organization

95. ©Q:PIT Ltd 2011-2013 97
Changing the Culture1/2
• Establish the context for change and provide
guidelines
• Stimulate conversation
• Provide appropriate resources
• Coordinate and align projects
• Ensure congruence of messages, activities,
policies and behaviours
• Provide opportunities for joint creation
• Anticipate, identify and address people problems
• Prepare for the critical mass
05 Feb 2013

96. 98
Managing Complex Change
Requirements
Resources
Skills Action Plan
Incentives
Vision Change
Confusion
Resources
Skills Action Plan
Incentives
Anxiety
Resources Action Plan
Incentives
Vision
Slow
Change
Resources
Skills Action Plan
Vision
Frustration
Skills Action Plan
Incentives
Vision
False
Starts
Resources
Skills Incentives
Vision
05 Feb 2013 ©Q:PIT Ltd 2011-2013
*Delorise Ambrose, 1987. Personal Communication.

97. 05 Feb 2013 ©Q:PIT Ltd 2011-2013 99
Promoting Change
• Focus on the people
– Training
– Explaining
– Understanding
• Work within the culture
– The people you have
– The way of working you have
– The processes you have

98. 05 Feb 2013 ©Q:PIT Ltd 2011-2013 100
Reasons To Change
• Why do you want to change?
• What’s wrong today?
• What's the rush?
• Who wants to change?

99. 05 Feb 2013 ©Q:PIT Ltd 2011-2013 101
Making the Tough Choices
• Approach
– Select an approach that fits your culture
• Model
– Choose a model that will support you for years

100. 05 Feb 2013 ©Q:PIT Ltd 2011-2013 102
Establish the Current Status
• Understand the current strengths and
weaknesses
– What are the practices that are harming your
strategy?
• Root causes and impact analysis
– Why are people doing that?

101. 05 Feb 2013 ©Q:PIT Ltd 2011-2013 103
Establish Measurable Goals
• Measure progress in business outcome terms
• Time frames encouraging regular, visible
improvements
• Milestones demonstrating improvement

102. 05 Feb 2013 ©Q:PIT Ltd 2011-2013 104
Understanding
• Make sure your process improvement people
understand process improvement
– It is not about process
– It is about business performance
• Communicate the policy

103. ©Q:PIT Ltd 2011-2013 105
Respect the Past
• Show respect for the experience and
knowledge of the people who do the work
• Don’t throw out the baby with the bathwater
• Build on what you have
• Ask the people who are suffering of the
problems how to improve
• Do what you tell others to do
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104. Start at Maturity Level 2
Level Process Areas
5 Optimizing
Causal Analysis and Resolution
Organizational Performance Management
4 Quantitatively
Managed
Quantitative Project Management
Organizational Process Performance
3 Defined
Customer and Product Requirements
Organization Process Definition
Organizational Process Focus
Integrated Project Management
Decision Analysis & Resolution
Validation
Verification
Technical Solution
Product Integration
Risk Management
Organizational Training
2 Managed
Requirements Management
Project Monitoring and Control
Supplier Agreement Management
Product and Process Quality Assurance
Project Planning
Configuration Management
Measurement and Analysis
1 Initial
106
Level Process Areas
5 Optimizing
Causal Analysis and Resolution
Organizational Performance Management
4 Quantitatively
Managed
Quantitative Project Management
Organizational Process Performance
3 Defined
Customer and Product Requirements
Organization Process Definition
Organizational Process Focus
Integrated Project Management
Decision Analysis & Resolution
Validation
Verification
Technical Solution
Product Integration
Risk Management
Organizational Training
2 Managed
Requirements Management
Project Monitoring and Control
Supplier Agreement Management
Product and Process Quality Assurance
Project Planning
Configuration Management
Measurement and Analysis
1 Initial
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105. Start at Maturity Level 2
107
• Maturity Level 2 focuses on understanding
what satisfies needs and expectations, what
works
• Maturity Level 3 focuses on sharing the best
practices that were identified at Maturity
Level 2
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106. Start at Capability Level 2
108
• Capability Level 2 focuses on understanding
what identifying the expectations and
allowing experienced people to satisfy them
as well as they can
• Capability Level 3 focuses on sharing the best
practices that were identified at Maturity
Level 2
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107. The Improvement Organization
Continuous Improvement
Work Organization
Workplans
Workplans Workplans
Organization’s
Measurement
Repository
Organization’s
Process
Asset Library
Organizational
Performance
Improvement
Job Specific
Defined Process
Job Specific
Defined Process
Job Specific
Defined Process
109
©Q:PIT Ltd 2011-2013
Training of People
Strategy & Standards
Tailoring
Guidelines
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Standard Process Set
Life Cycle Descriptions
Process Architecture

108. Process and Tailoring
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109. 111
Sample Organizational
Structure
Process Improvement Organization Structure
Senior Management
Advisory Board
MSG
WG 1 WG n
EPG
• • •
Typical Organization Structure
Senior Management
Middle Management
Project Management
Project Members
Non-
Project
Staff
QA
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110. 112
Plan Do Learn Act
Roles and Responsibilities
Process
Procedure
Plan
Perform
Product
Q.A.
E.P.G.
P.M.
Report
Action
Points
Results
V&V
Metrics
Sr. Mgt.
E.P.G.
P.M.
Sr. Mgt.
What
How
Who, when
Act
Result
Policy
Why
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111. Staffing your QA group
• Your QA group needs people who
– Understand the work being done
– Are willing and able to listen and counsel
– Know the standards and processes
– Are trained in performing appraisals and audits
– Are working full-time in Quality Assurance
– Are willing and ready to question and challenge
everything and everyone
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112. QA:
Process Improvement Agent
©Q:PIT Ltd 2011-2013 114
Management: Provide visibility into the effectiveness
and efficiency of the processes being used and the
resulting product quality
Engineering: Provide feedback to the
individual projects on the efficiency and
effectiveness of the processes that they are
following so they can be improved at the
project level
EPG: Provides feedback on the
organizational processes they have
standardized or facilitated in developing so
they can be improved at the organizational
level
QA
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113. Process and Product Quality
Assurance1/3
• PPQA = Assure the Quality of the Process and
related products
©Q:PIT Ltd 2011-2013 115
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114. Process and Product Quality
Assurance2/3
• Notes
– The practices in the PPQA process area ensure that
planned processes are implemented, while the
practices in the Verification process area ensure that
the specified requirements are satisfied. These two
process areas may on occasion address the same work
product but from different perspectives
– Quality assurance should begin in the early phases of
a project to establish plans, processes, standards, and
procedures that will add value to the project and
satisfy the requirements of the project and the
organizational policies
116
©Q:PIT Ltd 2011-2013
05 Feb 2013

115. Process and Product Quality
Assurance3/3
• Sub-practices
– Promote an environment that encourages employee
participation in identifying and reporting quality
issues
– Establish and maintain clearly stated criteria for the
evaluations – The intent of this sub-practice is to
provide criteria, based on business needs
– Identify lessons learned that could improve processes
for future products and services
– Analyse noncompliance issues to see if there are
quality trends that can be identified and addressed
117
©Q:PIT Ltd 2011-2013
05 Feb 2013

116. The Auditor as an
Obstacle to Quality
• If the auditor uses the
checklist approach, the
improvement process
will be stopped
• Quality Assurance must
never be confused with
Compliance Control
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117. The QA Role
• Don’t tell people what to do, support them
• Enquire:
– Why did you not do this?
– Why did this not work for you?
– Why was this more successful?
– How would you suggest improving this?
– How can we help you?
• Communicate
– An other team did this…
– There is a risk in this approach…
©Q:PIT Ltd 2011-2013 119
05 Feb 2013

118. Quality Assurance
• … and assure that quality is understood and
implemented
©Q:PIT Ltd 2011-2013 120
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119. Staffing your Process Group
• Your process group needs people who
– Can prioritize improvements based on causal
analysis of needs and issues
– Can document and communicated processes
– Are willing to listen to those who can do the job
– Are detail conscious
– Are skilled in communicating both orally and in
writing
– Are willing to publicize their incompetency
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120. Staffing your Process Group
• Your process group needs people who
– Can prioritize improvements based on causal
analysis of needs and issues
– Can document and communicated processes
– Are willing to listen to those who can do the job
– Are detail conscious
– Are skilled in communicating both orally and in
writing
– Are willing to publicize their incompetency
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121. Process Adoption Curve
©Q:PIT Ltd 2011-2013 123
Focus of Effort
Pioneers Early
Adopters
Early
Majority
Late Majority “Never”
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122. Effort to Improve
5
5
4
4
3
3
2
2
1
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123. Prioritizing your Needs
• CMMI is very good at helping you prioritize
your needs:
– Study the “Related Process Areas” for all identified
weaknesses
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124. Generic Practices
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125. Generic Practices
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126. Generic Practices
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127. Generic Practices
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128. Generic Practices
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129. Measuring your Progress
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130. Repeat
• Whatever you have defined, it is wrong
• Listen to the complaints from your process
users, your customers, your management…
• Keep your eye firmly on how to improve your
process every time it is used
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131. • Do you really believe that a supplier using
CMMI is enough when
– They don’t understand your business?
– They are not in the same time-zone?
– They don’t speak the same language?
– They have different work ethics?
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Working with Suppliers1/2

132. • Does the supplier’s quality improvement focus
match yours?
– What would happen if you are looking for high
quality and the supplier’s focus is to be the cheap?
• Do you trust the supplier’s results?
– Who did the appraisal? Do you know the Lead?
– Did the supplier open up the organization to show
all projects or only the best?
– Have you checked the scope of the appraisal?
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Working with Suppliers2/2

133. • Does the supplier have the processes you
need for your project?
• Does the team with which you are working
apply the processes as advertised?
• How do you know?
05 Feb 2013 ©Q:PIT Ltd 2011-2013 135
Project Focus

134. • Any standard is only a tool
– If it is used to improve quality, it is a good tool
• Certification does not guarantee quality
– It shows potential based on process or people or…
05 Feb 2013 ©Q:PIT Ltd 2011-2013 136
Certification does not
mean Quality

135. • 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
05 Feb 2013 ©Q:PIT Ltd 2011-2013 137
Satisfying the standard is
not enough

136. Always remember
• Performance Improvement is a culture change
– It is not easy
– It is completely dependent on management
– It can be highly successful if done correctly
– It requires you to change (and not only everyone
else!)
©Q:PIT Ltd 2011-2013 138
05 Feb 2013

137. • Process Improvement means changing the
culture of the organization
• The culture comes from the top
• “They watch your feet, not your lips”
– Tom Peters
05 Feb 2013 ©Q:PIT Ltd 2011-2013 139
Quality is a State of Mind

138. ©Q:PIT Ltd 2011-2013 140
Start changing now!
• I am the culture.
• I cannot change the culture if I do not change.
• I cannot change the way things are done
without changing the culture.
• I cannot improve the quality of our products
without changing the way things are done.
• I cannot change if I do not change.
• I am responsible.
05 Feb 2013

139. Q&A
05 Feb 2013 ©Q:PIT Ltd 2011-2013 141

140. Resources
• “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
05 Feb 2013 ©Q:PIT Ltd 2011-2013 142

141. Contact Information
• 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
05 Feb 2013 ©Q:PIT Ltd 2011-2013 143