It camp 2014 battle for success - peter leeson - final

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The Battle for Success
Peter Leeson
©Q:PITLtd2014
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• Director of Q:PIT Ltd
• SCAMPI Lead Appraiser and CMMI Instructor
• SEI Visiting Scientist
• 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:PITLtd2014
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• 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:PITLtd2014
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Global Market
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New Ways of Working
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• Focus on Quality – that is what
differentiates you from every other
company in the world
Focus
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The Deming Quality Chain
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"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."

Defining Success
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The Hierarchy of Quality
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Satisfied Customer
Good Products
and Services
Successfully Managed Activities
People Work Practices Technology
Culture Finance NeedsStandards Abilities …

What do you need?
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Foundations of Quality
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People
Process Technology

The Process People Follow
From Idea to Product
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The Delivery Process
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3. Work2. Plan
1. Envision

The Managed Process
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4. Measure
3. Work2. Plan
1. Envision

The Improving Process
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5. Improve 4. Measure
3. Work2. Plan
1. Envision

The Risk Aware Process
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3. Work2. Plan
1. Envision 6. Discover

The Intelligent Process
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3. Work2. Plan
1. Envision 6. Discover

Process As Human Reasoning
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5 4
32
1 6
Left Brain
Right Brain
Limbic Cerebral

The Four Quadrants of the Human Brain
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Limbic Cerebral
Left Brain
Right Brain

Whole brain thinking
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Me
Ego
Spirit
Soul
Self
Between stimulus and response there is a space. In that space is
our power to choose our response. In our response lies our
growth and our freedom.
Viktor E Frankl “Man’s Search for Meaning”

Motivating Change
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Reflective Active
Reasonable
Emotional

Motivating Change
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Reflective Active
Reasonable
Emotional
Ability
Attitude
Acceptance
Aspiration

Motivating Change
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Reflective Active
Reasonable
Emotional
Ability
Attitude
Acceptance
Aspiration

Motivating Change
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Reflective Active
Reasonable
Emotional
The Insula registers our “gut feelings” – the posterior part deals with objective
properties (like body temperature), while the anterior insula produces subjective
feelings and emotions – how we feel about ourselves, serenity, awareness…

Happiness is Key to Productivity and Creativity
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How do you make people happy?
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Living Wages
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Resources
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Skills
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Continuity
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Stability
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Plan
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Methodology
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View the Product
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Vision
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Environment
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Leadership
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Team
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Support
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Control
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Voice
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Recognition
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Feedback
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Trust
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Eustress
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Freedom in Framework
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Putting it into context
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Maslow
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Maslow
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Breathing, food, water, sex,
sleep, homeostasis, excretion
Security of body, employment,
resources, morality, the family,
health, property
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

• Common approach to the work and the success
of the organization
• Decisions and estimates based on facts, data
and experience
• Work assignments 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
Organizational Maturity 1/2
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• 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
Organizational Maturity 2/2
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Achieving Maturity
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Manage Performance at Organization Level
Statistical / Analytical
predictable performance metrics
Common accepted
best practices
Repeatable activity results vs objectives
Common / accepted
business measurements
Stable shared
vision of success
ML2
ML3
ML4
ML5
Manage Performance at Organization Level

Effort to Improve
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5

What Is a Process?
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Procedures and methods
defining the relationship
of tasks
Tools and
equipment
People
with skills,
training, and
motivation

Sometimes, my management’s process is…
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3. Work2. Plan
1. Envision 6. Discover Enigma
“Theirs not to make reply
Theirs not to reason why,
theirs but to do or die…”
(Alfred, Lord Tennyson “The Charge of the Light Brigade”)
Or maybe…

1.
Half a league, half a league,
Half a league onward,
All in the valley of Death
Rode the six hundred.
"Forward, the Light Brigade!
"Charge for the guns!" he said:
Into the valley of Death
2.
"Forward, the Light Brigade!"
Was there a man dismay'd?
Not tho' the soldier knew
Someone had blunder'd:
Theirs not to make reply,
Theirs not to reason why,
Theirs but to do and die:
Into the valley of Death
3.
Cannon to right of them,
Cannon to left of them,
Cannon in front of them
Volley'd and thunder'd;
Storm'd at with shot and shell,
Boldly they rode and well,
Into the jaws of Death,
Into the mouth of Hell
4.
Flash'd all their sabres bare,
Flash'd as they turn'd in air,
Sabring the gunners there,
Charging an army, while
All the world wonder'd:
Plunged in the battery-smoke
Right thro' the line they broke;
Cossack and Russian
Reel'd from the sabre stroke
Shatter'd and sunder'd.
Then they rode back, but not
Not the six hundred.
24/09/2013
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The Charge of the Light Brigade
5.
Cannon to right of them,
Cannon to left of them,
Cannon behind them
Volley'd and thunder'd;
Storm'd at with shot and shell,
While horse and hero fell,
They that had fought so well
Came thro' the jaws of Death
Back from the mouth of Hell,
All that was left of them,
Left of six hundred.
6.
When can their glory fade?
O the wild charge they made!
All the world wondered.
Honor the charge they made,
Honor the Light Brigade,
Noble six hundred.
Copied from Poems of Alfred Tennyson,
J. E. Tilton and Company, Boston, 1870

Darwinian Management
Natural evolution is a series of random
mutations at the lowest biological level.
Successful ones survived.
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24/09/

No, but a Willing
Worker Can!
Can a Slave Move a Pyramid?
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24/09/2013
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Ask yourself:
If you do not do it,
who will?

First, Ask Yourself…
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What do you want and why?
1. Accept the facts,
live your life
2. Be a hero, recognized
as the architect of change
3. Change the way
things are done

Accept the Facts
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• The easiest solution, live your life, you are
not responsible for the company, you are
not in charge, it is not your problem, there
are other jobs out there

Be a Hero
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• They don’t want to listen, you are going to
show them, they will see that you know
what you are doing and can manage this.
Your colleagues and your management will
learn to respect you and listen to you when
they see the results.

Change Things
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• “Those who bring light must be prepared to
burn.”
» Viktor Frank “Man’s Search for Meaning”

Architecture &
Best Practices
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Tolstoy
“The oppression of a
majority by a minority,
and the demoralization
inevitably resulting
from it, is a
phenomenon that has
always occupied me…”
» Count Leon
Tolstoy “Letter to
a Hindu”
24/09/2013

Architecture &
Best Practices
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Machiavelli
“It should be borne in mind
that there is nothing more
difficult to handle, more
doubtful of success and more
dangerous to carry through
than initiating changes in
state’s constitution. The
innovator makes enemies of all
those who prospered under the
old order, and only lukewarm
support is forthcoming from
those who would prosper
under the new.”
Niccolò Machiavelli
24/09/2013

“Conquerors estimate in their temple before
the war begins. They consider everything.
The defeated also estimate before the war,
but they do not consider
everything.
Estimating completely
creates victory. Estimating
incompletely causes
failures.”
Sun Tzu “The Art of War”
Strategy!
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• Know the terrain
• Listen before you speak
• Learn to hear what your management is
saying
• Listen beyond
the words…
Be Prepared!
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• Process is the transformation of something
– Idea into Product
– Input into Output
– Concept into Code
• To work process does not require
– Bureaucracy
– Documentation
– Measurements
– Procedures
– Etc.
Process is Flow
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Architecture &
Best Practices
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Value Flow
• Some sections of
your process add
value to the your
product – some
don’t
• Creating a Process
or Data Flow may
help identify the
waste

• Precisely specify value by specific product
• Identify the value stream for each product
• Make value flow without interruptions
• Let the customer pull value from the
producer
• Pursue perfection
• Womack, James P.; Jones, Daniel T. “Lean
Thinking: Banish Waste And Create Wealth
In Your Corporation Simon” & Schuster.
Principles of Lean Management
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• Management commitment
– To really change
– To be examples of the needed behaviour
• Focus on Customer Value and Quality
– What are the true needs and expectations?
– Effectiveness and quality in front of costs
• Involve people who do the “real work”
– Done on the shop-floor and the front-lines where
value is added
– Where we find knowledge of what is valuable
• Think in processes
Basic Requirements
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• Business processes are often “invisible”
• Business process management should help
visualize and analyse processes
• Value chain should be seen in the wider
process
Think in Processes
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Agile
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Product Backlog
Sprint Backlog
Backlog
Expanded
by Team
20-30 day
Sprint
24
hour
Scrum
Shippable Product

• Retrospectives are frequently limited to
identifying issues in the team
• Estimates are based on team’s understanding
• Stories, story-points and poker estimates are
not transferable
• The lean/agile process is largely limited to a
single local team
• There is little consideration for the overall
value-flow
Agile Weaknesses
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The Agile Process Value Flow
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User Customer
Front Desk
Sales
Engineering Mgt
Eng. TeamEstimatesRequirements
Eng. Team 2
Customer Rep
Arch. Design
Story / Specs
Product Backlog
Release Planning
Sprint Backlog
Sprint Planning
Sprint Estimates
Development
Monitor/Scrum
Integration
Demo
Deliver
But, that’s
not really what
I wanted!

• Sharing lessons learnt across teams
• Comparing measurements of success
• Refining and improving the process
• Allow the process to offer better support
• Improve job satisfaction
• Improve product quality at every step
• Improve productivity
Continuous Improvement
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Cost of Project Quality
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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

Cost of Project Quality
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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

• “The best moments usually occur when a
person’s body or mind is stretched to its
limits in a voluntary effort to accomplish
something difficult and worthwhile.
Optimal experience is thus something that
we make happen.”
• Csikszentmihalyi, Mihaly. “Flow: The Psychology
of Happiness”. Ebury Publishing.
Happiness
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• The types of activities which people all over the
world consistently report as most rewarding—
that is, which make them feel best— involve
– a clear objective,
– a need for concentration so intense that no
attention is left over,
– a lack of interruptions and distractions,
– clear and immediate feedback on progress toward
the objective,
– a sense of challenge— the perception that one’s
skills are adequate, but just adequate, to cope
with the task at hand.
Happiness at Work
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So, Can Process Make You Happy?
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• No
“…happiness is not something that happens. It is not the
result of good fortune or random chance. It is not
something that money can buy or power command. It
does not depend on outside events, but, rather, on how
we interpret them. Happiness, in fact, is a condition that
must be prepared for, cultivated, and defended privately
by each person. People who learn to control inner
experience will be able to determine the quality of their
lives, which is as close as any of us can come to being
happy.”
• Csikszentmihalyi, Mihaly. Flow: The Psychology of
Happiness. Ebury Publishing.

• Performance improvement requires a
culture change
–It is not easy
–It is dependent on communication between
management and staff
–It can be highly successful if done correctly
–It requires you to change (and not only
everyone else!)
Always remember
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Architecture &
Best PracticesNow choose
• Do you want to lie
down and let them
win?
• Do you want to try
to change things?

Q & A

• “Don't aim at success. The more you aim at it and make
it a target, the more you are going to miss it. For
success, like happiness, cannot be pursued; it must
ensue, and it only does so as the unintended side effect
of one's personal dedication to a cause greater than
oneself or as the by-product of one's surrender to a
person other than oneself. Happiness must happen, and
the same holds for success: you have to let it happen by
not caring about it. I want you to listen to what your
conscience commands you to do and go on to carry it
out to the best of your knowledge. Then you will live to
see that in the long-run—in the long-run, I say!—
success will follow you precisely because you had
forgotten to think about it”
• Viktor E. Frankl, “Man's Search for Meaning”
The last word
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• Peter Leeson
• Q:PIT Ltd
PO Box 6066
Milton Keynes
MK1 9BH
United Kingdom
• Tel: +44 (0)20 8133 4120
• Fax: +44 (0)7006 010 575
• Mobile/Cell: +44 (0)773 998 98 67
• E Mail: Peter@qpit.ltd.uk
• Skype: qpitpjl
• Twitter: @PeterLeeson
• Internet: http://www.qpit.net
Contact Information
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