Wat is management commitment?

© 2006 Carnegie Mellon University 1

Presentation Title 9/10/07

IMPROVEMENTFOCUS

Initiating process improvement Initiating process improvement –– how howto gain management commitmentto gain management commitment

André Heijstek, Improvement FocusJan Jaap Cannegieter, SysQA

AgendaAgenda

1. Background - what inspired us2. Our Workshop3. Assessing Management Commitment4. Two Case Studies5. Questions & Answers



AgendaAgenda


Background - What Inspired Us?Background - What Inspired Us?

ESEPG ‘06– SEI Presentation: A Roadmap for Planning

Process Improvement– Borland Presentation: The Executive Role in

Process Improvement



Who, What, When, How

Realistic, achievable improvement: Staff, TasksMilestones, ….

Are you readyandable to do this?

What are your currentstrengths(reinforce) and weaknesses(improve)?

Go/No Go decisionGo/No Go decision

What are youtrying to do?

General planning/schedulingof workshops

Workshop OverviewWorkshop Overview

Initiating CMMI Adoption

• Mappingbusinessstrategic goalsto ProcessImprovementgoals

• Draft ofmeasurableProcessImprovementobjectives

• List ofcandidateProcess Groupmembers

Preparing for CMMI Adoption

• OrganizationalSWOT forProcessImprovement

• List of processimprovementrisks

• Starter set ofrisk mitigationactions

Tailoring CMMI

• Detailedtechnical studyof relevantCMMI ProcessAreas

• Detailed list ofadoption risks

Planning forCMMI Adoption

Drafts for:• Strategic

ProcessImprovementplan

• TacticalProcessImprovementplan

• Managementteam charter

• Process groupcharter

• Adoptionmeasurementplan

Launchingthe CMMIAdoption

Detailed plansfor:

• Educating,training,developingskills

• Charters forinitial processaction teams forthe selectedimprovementareas

• Processimprovementkickoff events

PreparatoryPlanning

• WorkshopSchedule

• InitialParticipant listfor Workshops

CMMI Getting Started RoadmapCMMI Getting Started Roadmapprocess flow w/outputsprocess flow w/outputs



Readiness & Fit AnalysisReadiness & Fit Analysis

Generic SEI technique to evaluate risks withtechnology adoption– identify the implicit assumptions of the technology– evaluate to what extent these assumptions are correct

When there is a low fit between assumptions andour context, we have a high risk– risks can be mitigated

The next slides show the 7 identified CMMIassumptions.

Things to Think About forThings to Think About forStrategy FitStrategy 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 incomparison to the strategy focus of CMMI?

–For example, is improving operations, or focusing only onbringing the most advanced technology to the market,regardless of operational efficiencies/effectiveness?

What other strategies is the organization engaged inthat may affect fit (either positively or negatively) withthe assumed strategies that CMMI supports?



Things to Think About forThings to Think About forReward System FitReward 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 thenew 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 (evenif the results are NOT perfect)?

– Is the current system able to penalize the old way (even if theresults ARE perfect)?

– Do we reward fire fighting or fire prevention?

Things to Think About for Things to Think About for SponsorshipSponsorshipFitFit

CMMI Assumptions:– Strong, consistent support for "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 theirbusiness to support the change?Do leaders behave in a way that is consistent with and supportsthe new technology?Do leaders focus an appropriate amount of their time on activitiesthat directly support a change?Are scarce resources allocated in ways that support a change?When problems occur, are resources pulled from projects doing itthe old way and not pulled from those doing it the new way?Is the new reward system honored without exception?



Things to Think About forThings to Think About forValues FitValues 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 thanpolitics?

– Is it acceptable to talk to people outside your part of theorganization to accomplish management and coordinationtasks?

– Are staff rewarded for highlighting problems “in process”rather than waiting until after your part of the process iscomplete?

Things to Think About forThings to Think About forSkills Fit Skills Fit 11

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



Things to Think About forThings to Think About forSkills Fit Skills Fit 22

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 abilityto recognize the difference between– a skill problem– a behavior problem– an understanding problem– a motivation problemand the wisdom to know how to deal with each?

Things to Think About for Things to Think About for Structure FitStructure 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 deliveringproducts 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 onactually building the products/delivering services?

– Are there clear lines of authority and responsibility to deal withthose aspects of the new way that may be the failure points in theuse of the new technology?

– Is it easy/hard to characterize work in the organization asprojects?



HistoryHistory——Why Look at History as aWhy Look at History as aSeparate Factor?Separate Factor?

Without some change in the organizationalclimate to improve the fit with thetechnology (or a change in the technologyto improve its fit with the current climate),prior success/failure history inimplementing a new technology is one ofthe best predictors of future performance.

Things to Think About forThings to Think About forHistory Fit History Fit 11

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 thetechnology 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 tosuccessfully adopt the technology?



Things to Think About forThings to Think About forHistory Fit History Fit 22

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 newway and sanction the old way?

– was training/skill development in the new technologyeffective and timely?

The ExecutiveThe Executive’’s Role in Processs Role in ProcessImprovementImprovement

1. Take personal responsibility2. Set realistic goals3. Establish improvement project4. Manage change5. Align management6. Align incentives7. Establish policies & empower assurance8. Involve customers9. Involve developers10. Review status11. Replace laggards12. Never relent

From Borland - Bill Curtis - ESEPG 2006



Our Our JudgementJudgement

SEI Workshop is a great idea, but tooheavy to implement for our customers– Can we make it modular, and deliver it

piecemeal?

Bill’s list on management commitment isgreat– Let’s turn it into a start-up checklist

AgendaAgenda




Goals managementworkshopGoals managementworkshop

Identify problems and goalsIs CMMI the solution to these problems and

goals?Build up basic knowledge of CMMIMake important choices about the CMMICheck if the organization is ready for CMMI

(SEI readiness and fit analysis)Measure and ensure management commitmentPlan and organize preparation and

implementation

Overview Overview workshopworkshop

Part one: inventory problems and goals

Part two: CMMI-content and choices

Part three: Readiness & fit, managementcommitment and organization preparationand implementation



Part Part oneone: : inventory problems inventory problems andandgoalsgoals

Identify problems and goals– Brown paper session– Interviews– Document study

Part Part twotwo: : CMMI-content CMMI-content and and choiceschoices

Why process managementHistory CMMIStructure CMMI (specific components, generic

components, levels, staged, continuous)Mapping of problems / goals with CMMIDecision continuous / stagedIf continuous: process areas / roadmap / iterationsIf staged: prioritization process areasTheory assessments and decision to do (or not to

do) an assessment



Part Part threethree: : Readiness & fit, managementReadiness & fit, managementcommitment and organization implementationcommitment and organization implementation

Theory IDEALReadiness and fit analysis (business strategy,

work practices, reward system, values, skills,structure, history)Management commitment analysisDecisions about the organization regarding the

preparation and implementation– activities– organization (roles, responsibilities, contribution of

employees)– planning– communication

Next activity: process improvement plan firstiteration.

BenefitsBenefits Problem-focussed process improvement Top management knows what is going tohappen Top management made clear choices andcan explain them Lack of readiness and fit is clear andactions have been adressed Lack of management commitment is clearand discusses Support of top management



AgendaAgenda


Workshop - Workshop - Assessing Assessing ManagementManagementCommitmentCommitment

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!)



AgendaAgenda


Case 1Case 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 customersatisfaction evaluation

– Resistance against CMMI



Case 1: readiness and fit analysisCase 1: readiness and fit analysis

Readiness and fit analysis

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Strategy

Sponsorship

Values

SkillsStructure

Reward system

History

Outcome

Variation

Case 1: management Case 1: management commitmentcommitmentSeptSept. 2006. 2006

Management commitment

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Take personal responsibility

Set realistic goals

Establish improvement project

Manage change

Align management

Align incentives

Establish policies & empower assurance

Involve customers

Involve developers

Review status

Replace laggards

Never relent

Outcome

Variation



Case 1: management Case 1: management commitmentcommitmentJune June 20072007

Managementcommitment

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Persoonlijke verantw oordelijkheid

Realistische doelen

SPI als project

Managen veranderprogramma

Management op een lijn

Juist gedrag belonen

QA ondersteunen

Klanten betrekken

Medew erkers betrekken

Status programma review en

Achterblijvers aanspreken

Nooit verslappen

Uitkomst

Variatie

Case 1: overall Case 1: overall outcomeoutcome

Clear set of problems to be solvedAgreement CMMI is the right solutionContinuous representationFirst two iterations planned (first: RM, VER and

M&A, second: OPD, OPF)Lessons learned: involvement of employees and

management, more focus on implementation andintroduction on adoption measurementsClear and visible management commitmentEnthousiasm about the CMMI-implementationSustained management commitment



Case 2Case 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: Case 2: readinessreadiness and fit and fit analysisanalysis

Readiness and fit analysis

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Strategy

Sponsorship

Values

SkillsStructure

Reward system

History

Outcome

Variation



Case 2: management commitmentCase 2: management commitmentOctober 2006October 2006

Management commitment

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Take personal responsibility

Set realistic goals

Establish improvement project

Manage change

A lign management

A lign incentives

Establish polic ies & empow er assurance

Involve customers

Involve developers

Review status

Replace laggards

Never relent

Outcome

Variation

Case 2: management commitmentCase 2: management commitmentMay 2006May 2006

Managementcommitment

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Persoonlijke verantw oordelijkheid

Realistische doelen

SPI als project

Managen veranderprogramma

Management op een lijn

Juist gedrag belonen

QA ondersteunen

Klanten betrekken

Medew erkers betrekken

Status programma review en

Achterblijvers aanspreken

Nooit verslappen

Uitkomst

Variatie



Case 2: overall Case 2: overall outcomeoutcome

Mixed picture on commitment. Gooddiscussion! Intensifying and empowering QualityAssurance Change in the reward system More focus on change management Address laggards Never relent Slower pace (focus)

Workshop - Workshop - Assessing Assessing ManagementManagementCommitmentCommitment



AgendaAgenda


IMPROVEMENTFOCUS

QuestionsQuestions??

Thanks for your attention and success with gainingmanagement commitment

André Heijstek – andre.heijstek @ improvementfocus.comJan Jaap Cannegieter – jcannegieter @ sysqa.nl

Business

Wat is management commitment?