Copyright 2002, Kim Caputo1 Improving the Way We Improve Kim Caputo Delta Business Solutions Presented to SC SPIN 4 April 2003

Copyright 2002, Kim Caputo 1

DELTABusiness Solutions

Improving the Way We Improve

Kim Caputo

Delta Business Solutions

Presented to SC SPIN

4 April 2003



Root Cause Analysis Paralysis

“Ask Why 5 Times”

You get…“The Beach Ball Game”

Presenting…“A Circular Dialog for X and Y”In Five Acts



X: Software is the problem. Y: Why?X: Because our products are always late, because of software.Y: Why?X: Because we are always waiting for the software to get done.Y: Why?X: Because software is the last thing to be added to the product.Y: Why?X: Because it’s easier to make changes to the software. It’s harder to make

changes to the hardware.Y: Why?X: Because the hardware can’t be changed once it’s done, so the hardware has

to be done earlier, and then if it doesn’t work, we can make changes in the software to make it work.

Y: So if the hardware doesn’t work, and you have to make more changes in the software than you planned for, doesn’t that mean hardware is the problem?



X: Hardware is the problem. Y: Why?X: Because problems in hardware cause extra work for software, and our

products are always late.Y: Why?X: Because we didn’t put time in the schedule to account for testing and

extra work.Y: Why?X: Because we had a delivery date to meet.Y: Why?X: Because the customers asked for the product by that date.Y: Why?X: Because they need it for something else that they are developing.Y: So if the customers specified a date for something you didn’t have

time to do, doesn’t that mean the customer is the problem?



X: The customer is the problem. Y: Why?X: Because the customer specified a delivery date that we couldn’t meet, so

we delivered it late.Y: Why?X: Because we didn’t estimate how long it would really take.Y: Why?X: Because we had another delivery date to meet, and people were busy on

other projects.Y: Why?X: Because we released too many bugs on other projects when we didn’t have

enough time for testing.Y: Why?X: Because we didn’t put time in the schedule to account for testing.Y: So if there wasn’t enough time in the schedule for testing, doesn’t that

mean testing is the problem?



X: Testing is the problem. Y: Why?X: Because we didn’t put time in the schedule to account for testing.Y: Why?X: Because we didn’t expect testing to take so long.Y: Why?X: Because we made an assumption that didn’t work out, and we had to do a

redesign in the middle of implementation.Y: Why?X: Because of problems in hardware and software integration.Y: Why?X: Because we didn’t estimate how long it would really take to resolve the

integration issues.Y: So if there wasn’t enough time in the schedule, and your estimate of how

long it would take was wrong, doesn’t that mean estimation is the problem?



X: Estimation is the problem. Y: Why?X: Because there isn’t enough time to get a reasonable estimate with so many risks

to analyze.Y: Why?X: Because it would take longer to do the estimate than to write the software, and we

need to get started.Y: Why?X: We need as much lead-time as possible to do the software.Y: Why?X: Because if we don’t start writing software ASAP, it won’t be done by the delivery

date, and the software will be full of bugs.Y: Why?X: Because there won’t be enough time to find and fix the bugs, and customers will

complain about the bugs in the software.Y: So if you deliver the software and it’s full of bugs, doesn’t that mean software is

the problem?



Activity Resultsto produce

Level 1:

Just do it.

A Basic Pattern…

From CMM Implementation Guide by Kim Caputo, Addison Wesley Longman, 1998

Putting Pieces Together…



Activity Resultsto produce

Level 2:Think before you act,and think after you act, just to make sure you did it right.

Planning

Evaluation

input to

to improve




Standards Activity Results

to produce

Planning

Evaluation

input to

to improve

input to

input to

Level 3:Use your lessons learned.




Standards Activity Resultsto produce

Planning

Evaluation

input to

to improve

input to

input to to forecast

Level 4:Predict the results you need and expectand then create opportunities to get those results.





to produce

Planning

Evaluation

input to

to improve

input to


to improve

Level 5:Close the feedback loop. Create lessons learned,and use lessons learned to create more lessons learned.




Can You See…How this maps to what you do …

For Software Development

For Project Management

For Process Support

What’s the Activity and Result?

Planning and Evaluation?

Templates and Checklists?

Metrics and Improvement Loop?




to produce

Planning

Evaluation

input to

to improve

input to


to improve



Standards Results

Pla

nnin

gE

valu

atio

nThe Frame of a Game of Tic-Tac-Toe

Activities

Mai

n



Standards Results

Pla

nnin

gE

valu

atio

nCMM KPA Tic-Tac-Toe

Activities

Mai

n

2 RM2 SPP2 SSM

2 PTO2 SQA3 PR

3 SPE 2 SCM3 OPF3 OPD

3 ISM3 OT

3 IC

4 SQM4 QPM

5 DP5 TCM5 PCM



Reframing for CMMI1. Most content is the same,

with a different name2. Expanded Engineering Practices3. Merged Technology Change Management

and Process Change Management4. New emphasis on Data…

– Measurement (Knowns) – Risks (Unknowns)– Decision-Making



Standards Results

Pla

nnin

gE

valu

atio

nCMMI PA Tic-Tac-Toe Map

Activities

Mai

n

2 RM (REQM)2 SPP (PP) 2 SSM (SAM)

3 SPE (RD) (TS) (IP)

2 SCM (CM)3 OPF3 OPD

3 ISM (IPM)3 TP (OT)

3 IC (IT)

4 SQM (QPM)4 QPM (OPP)

5 DP(CAR)5 TCM5 PCM

(OID)

2 PTO (PCM)2 SQA(PPQA)3 PR (VER)



Standards Results

Pla

nnin

gE

valu

atio

nCMMI PA Tic-Tac-Toe

Activities

Mai

n

2 REQM2 PP 2 SAM

3 RD 3TS 3 IP

2 CM2 MA*

3 OPF3 OPD

3 IPM3 OT3 OEI*

3 IT3 VAL*3 DAR*

4 QPM4 OPP3 RSKM*

5 CAR5 OID

2 PCM2 PPQA3 VER



Reframing for RUP and XP1. New emphasis on Business…

– RUP: Business Modeling, Iterative DevelopmentXP: Planning Game, Small Releases

2. New emphasis on Programming…– RUP: Componentization, Standards

XP: Test-First, Learn Fast, Keep it Simple

3. New Game…Negotiation between Business and Programming



RUP Workflows Tennis Court

Business Programming

Process Support

Business Modeling

Requirements

Deployment

Analysis & Design

Implementation

Test

Environment

Project Management

Configuration Management



MetaphorSimple DesignCoding GuidelinesCollective Code Ownership

XP Practices Tennis Court

Business Programming

Process Support

Planning GameOn-Site CustomerSmall Releases40-hr Week

Pair ProgrammingTest-FirstContinuous IntegrationRefactoring



Standards Results

Pla

nnin

gE

valu

atio

nRUP Tic-Tac-Toe

Activities

Mai

n

Analysis

and Design

Implementation

Configuratio

n

Management

Business

Modeling

Deployment

Requirements

Project

ManagementTest

Environment



Standards Results

Pla

nnin

gE

valu

atio

nXP Tic-Tac-Toe

Activities

Mai

n

Planning GameSimple Design

Pair Programming

Continuous Integration

On-Site Customer Metaphor

Refactoring

Small Releases40-hr week

Collective Code Ownership

Test-First

Coding Standard




to produce

Planning

Evaluation

input to

to improve

input to


to improve



Standards Activity Resultsto produce

Planning

Evaluation to improve

input to

input toto forecast

to improve

XP Pattern (Streamlined)




to improve

XP Practices with XP Pattern

Planning GameSimple Design

Pair Programming

Continuous Integration

On-Site Customer Metaphor

Refactoring

Small Releases40-hr week

Collective Code Ownership

Test-First

Coding Standard



CMMI XP

Comparing ModelsRUP

AdaptabilityConnectivity

ComponentizationIntegration

SpeedSimplicity

PredictabilityEfficiency

What’s important?

Do the simplest thing that could possibly workYAGNI

FlexibilityAgility

Defect removalDefect preventionQuality design

Predefined APIEasy integrationManaging risks

StabilityRepeatability

Why standardize?

High Quality from what?



Systematic Improvement

Process Review

Action Planning

Improvement Actions

Process Review

Action Planning

Improvement Actions

feedback loop

feedback loop



Process Review

WW - What Worked Well, What Didn’t WorkorII - Issues and Impact of Change

What Happened?

Recommendations

Time LineHot Buttons

What Was Significant?

What Now?



Action Plan

Desired Results

People Involved

What problem are we trying to solve?Overall Objective

What are we trying to accomplish?What has to change?How do we know we’re done?

Who will be affected and how?

Concerns and LeverageWhat will people be concerned about?How will we address their concerns?What can we leverage or reuse?

1



Action Plan (cont.)

Deliverables

Action Items

What should be included or not included?Scope Boundaries

Item Description Team Feedback Sources

Time EstimateItem Description Who or Due Date

2



Basic Process Definition

Planning Activity

MainActivity

Evaluation Activity

Results



Advanced Process Definition

Templates & Checklists

Planning Activity

Main Activity

Evaluation Activity

Results



Basic Metrics Strategy

Scope

Product

Roadmaps

Features

Project

Program

New Feature Suggestions

Defects

Quality Time or Schedule

Cost or Effort

Quality Rate

Staffing Plan, Resource Utilization



Basic Metrics Information

Source of Data

Counts, Calculations, or Graphs

Name

What questions does it answer?

When is it measured?

Typical Decisions

When is it reviewed?



Negotiations ChessThe Rules of the Game:

One side presents his or her view of the situation.The other side chooses how to react and respond.Reverse and repeat until there is resolution.

Begin with equal power:(Every person has the power to choose his or her response. No one is powerless, unless he or she gives up the power to choose.)

The Object of the Game:

Not to capture the other side’s king, but to advance and trade the pawns for higher-level pieces.



The Chess Moves

Knight

Rook

Only moves in one direction, can’t move very far, can’t make much headway:

Fear or Anger

Pawn

Moves horizontally or vertically, you might expect one direction but get another:

Misunderstanding, Need for Clarity

Jumps over obstacles and changes directions: Empathy,“To the Rescue”, Desire to Change

Bishop Cuts across diagonally but can’t jump over: Compassion, Caring, but with Firmness

King or Queen

Can move in any direction:

Open to New Possibilities, Options



Response Examples I

Rook

Defensiveness “I didn’t have any choice.” “I’m overwhelmed.” “It’s your fault.”“Something else is to blame, not me.” “Leave me alone.”

Pawn

Clarification “I see what you were thinking, but that’s not what I meant.” “That wasn’t my intent. This is what I really expected….” “Let’s try this instead.”



Response Examples IIAction “I understand your position now, and I will change what I’m doing so that this doesn’t happen again.” “Let’s try something else.”

Acceptance “I understand why you feel that way, and I wish things could be different; however, this is how things are, and I can’t change it for you.” “Let’s move on.”

Knight

Bishop



Response Examples III

Insight

“Now that we understand all sides of the situation, what options are open to us?”

“What else can we do to resolve this?”

“Let’s think about this differently, and come up with a resolution.”

King or Queen



Four-Way Negotiations Chess

Executive

Manager

Developer

Process Group



Developer Concerns

• Improving Personal Competence

• Goal Achievement

• Schedule Pressure



Manager Concerns

• Fast Action

• The Balancing Act (Needs, Resources)

• Looking Competent



Executive Concerns

• Business & Strategic Objectives

• Quantitative Results

• Return-on-Investment

5X Productivity Improvement70 % fewer defects

7?2.3?

10?50% less cycle time



Process Group Concerns

• Improving Organizational Capability

• Energy and Motivation

• The Human Element



• Watch out for the Beach Ball Game

• Use the Tic-Tac-Toe Frame

• Put Tennis to the Test

• Play Negotiations Chess

• And determine what to change or keep the same

Improving…



Additional InformationCMM Implementation Guide:

Choreographing Software Process ImprovementAddison-Wesley Longman, 1998 ISBN 0-201-37938-4

Kim CaputoPrincipal Consultant, Delta Business SolutionsSEI Visiting Scientist11 Alato Drive, Mission Viejo, CA 92692(949) 837-3048 (949) 837-3082 [email protected]

Documents

Copyright 2002, Kim Caputo1 Improving the Way We Improve Kim Caputo Delta Business Solutions Presented to SC SPIN 4 April 2003