Upload
luigi-buglione
View
133
Download
2
Embed Size (px)
DESCRIPTION
When dealing with improvements, organizations seek to find a break-even point for their applications as early as possible in order to maximize the return from their investment. However, in some cases such a strategy can lead to a long term failure by not realizing the full benefits, when focusing only on a short term. The LEGO (Living EnGineering prOcess) approach – a method for building your own process meta-model based on multiple inputs – is a way to make an organization more efficient and effective, optimizing resources, as well as time and costs through looking at its entire Business Process Model. This paper introduces the elements for designing a strategy for a more valuable deployment of a process improvement initiative, in order to optimize the choice of the models and elements to be considered as an input to the LEGO approach
Citation preview
www.eng.it
EuroSPI2 2012 – 19°°°° EuroSPI Conference
Vienna (Austria), 25-27 June, 2012
Luigi BuglioneBuglione
Christiane GresseGresse von Wangenheimvon Wangenheim
Fergal McCafferyMcCaffery
Jean C.R. HauckHauck
Guidelines for a Profitable
DeploymentThe LEGO Strategy
www.eng.it
DKIT At a glance
Dundalk Institute of Technology is a 90 acre campus situated between Dublin and Belfast (each approximately 50 miles away).
The Institute consists of 4 Schools:
1. Business & Humanities
2. Informatics & Creative Arts3. Engineering4. Health & ScienceThe Regulated Software Research Group which is
part of LERO (the Irish Software Engineering Research Centre) is part of the School of Informatics & Creative Media
www.eng.it
Engineering At a glance
ERP ECMIT Security
Plant ManagementSystem
Broadband & MediaManaged Operations
System Int. & System Int. & ConsultancyConsultancy
OutsourcingOutsourcing
SoftwareSoftware
7070
1010
2020
8080
2020
5454
2727
1919
8080
1010
1010
FinanceFinance IndustryIndustry TELCOTELCO UtilitiesUtilities
%%
%%
%%
ResearchResearch and and
DevelopmentDevelopment
3535
1919
4646
PA & HCPA & HC
_ The first Italian ICT player
_ more than 730 M/€ revenues
_ 1000 clients
_ 6,300 IT specialists
www.eng.itwww.eng.it
www.eng.it
UFSC At a glance
Federal University of Santa CatarinaFlorianópolis/Brazil [http://www.ufsc.br]
• 48 Master courses• 38 PhD courses• 62 Undergraduate courses• EUR 268 million annual budget • 25,737 Undergraduate students• 8,543 Graduate students• 34,280 Students
INCoD is to be a reference institute for excellence in research, validation and dissemination to support digital convergence. [http://www.incod.ufsc.br]
The Software Quality Group focuses on scientific research, development and transfer of SE models, methods and tools. [http://www.gqs.ufsc.br]
[http://www.youtube.com/watch?v=V6E1Z5DEuvk]
5 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
The LEGO Strategy Goals of the presentation
� G1. Discuss the benefits from a well established long-term strategy (not only tactic…)
� G2. Propose the LEGOLEGO approach for making organizations more effective and efficient, optimizing resources
� G3. Show the needed elements for designing a strategy for a better deployment of a process improvement initiative
6 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Agenda
• Introduction
– What is Strategy?
– IT Projects: State-of-the-art
• Why Process Improvement Programs Fail?
– The Three Waves and Most Recurring Problems
– Further Attention Points
• Looking for a Solution: Back to the Strategy
– Reactive vs Proactive Models
– The LEGO approach
– Looking for a Strategy
• Establishing a Strategy from Historical Data
– Positioning the LEGO approach in the PDCA Cycle
– Focusing on Strategy: Making it Work
• Conclusions & Next Steps
• Q & A
The LEGO Strategy
7 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Introduction What is Strategy?
8 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Introduction IT Projects: State-of-the-Art (11/2)
Example: CHAOS Reports 2002-08 DataExample: CHAOS Reports 2002-08 Data
Failed projects seems to increaseFailed projects seems to increase
Several top-5 (or top-10) lists for main causes:� http://goo.gl/LT5Wc� http://goo.gl/ZCk6T� http://goo.gl/xde73� http://goo.gl/hBFMp� http://goo.gl/NohkZ� ...
Several top-5 (or top-10) lists for main causes:� http://goo.gl/LT5Wc� http://goo.gl/ZCk6T� http://goo.gl/xde73� http://goo.gl/hBFMp� http://goo.gl/NohkZ� ...
9 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Introduction IT Projects: State-of-the-Art (22/2)
Some questions: •Thus, aren’t strategies really applied in organizations? • Which are the main root causes for failure? • Could MCMs (Maturity & Capability Models) help in improving the whole picture?
Some questions: •Thus, aren’t strategies really applied in organizations? • Which are the main root causes for failure? • Could MCMs (Maturity & Capability Models) help in improving the whole picture?
Weak alignment between perspectives
Weak alignment between perspectives
Few attention to COQ (Cost of Quality)
Few attention to COQ (Cost of Quality)
10 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Agenda
• Introduction
– What is Strategy?
– IT Projects: State-of-the-art
• Why Process Improvement Programs Fail?
– The Three Waves and Most Recurring Problems
– Further Attention Points
• Looking for a Solution: Back to the Strategy
– Reactive vs Proactive Models
– The LEGO approach
– Looking for a Strategy
• Establishing a Strategy from Historical Data
– Positioning the LEGO approach in the PDCA Cycle
– Focusing on Strategy: Making it Work
• Conclusions & Next Steps
• Q & A
The LEGO Strategy
11 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Why PI Programs Fail? The Three Waves && Most Recurring Problems
Y2K
Mid ’90s
1
Mid Y2K
2
1. Get certified by ISO 9001/9002
2. Get compliant by MCMs (e.g. CMMI, SPICE, etc.)
3. Multimodel Approach (e.g. SEI’s PRIME, etc.)
3
12 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Why PI Programs Fail? Further Attention Points
Some misconceptions and issues can be: •• An ISO management system standard is about An ISO management system standard is about requirementsrequirements, not , not
processesprocesses� Maybe trivial, but not always clear a management system standard is not directly comparable
with a process model
•• Staged representations in MCM has pros & consStaged representations in MCM has pros & cons� Some core processes are not visible till the end
� E.g. in CMMI the process about RCA (Root-Cause Analysis) is CAR (ML5)
� Common acceptance about a high-level equivalence between ISO 9001:2008 certification and CMMI ML2-3
� RCA is a mandatory requirement for get certified with ISO 9001:2008
•• ‘‘HorizontalHorizontal’’ MCMsMCMs can miss some detailscan miss some details� Horizontal vs Vertical MCMs: http://slidesha.re/JotY6V
� Yet done a preliminary analysis of main CSFs?
• Run a RCA at the strategic level to establish the main list of issues to be fixed with priority for a sustainable, mid-long term improvement program
•• Run a RCA at the strategic level to establish the main list of iRun a RCA at the strategic level to establish the main list of issues to ssues to be fixed with priority for a sustainable, midbe fixed with priority for a sustainable, mid--long term improvement long term improvement programprogram
13 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Agenda
• Introduction
– What is Strategy?
– IT Projects: State-of-the-art
• Why Process Improvement Programs Fail?
– The Three Waves and Most Recurring Problems
– Further Attention Points
• Looking for a Solution: Back to the Strategy
– Reactive vs Proactive Models
– The LEGO approach
– Looking for a Strategy
• Establishing a Strategy from Historical Data
– Positioning the LEGO approach in the PDCA Cycle
– Focusing on Strategy: Making it Work
• Conclusions & Next Steps
• Q & A
The LEGO Strategy
14 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Looking for a Solution Reactive vs Proactive Models
•• Possible organizational Possible organizational ‘‘postureposture’’� Reactive � compliance
� Proactive � improvement (+ compliance)
•• CertificationsCertifications� Should be the ‘natural’ consequence of a proper acting
in applying common-sense rules and principles, not the target for an improvement program
•• Main elements to focus onMain elements to focus on……� People (e.g. CMMI-DEV RD about req. elicitation)
� DIKW (Data-Information-Knowledge-Wisdom) as a path toward a complete and satisfactory Knowledge Management process (e.g. from ITIL v3 2011 ST core book)
15 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Looking for a Solution The LEGO Approach
1. MCM Repository1. MCM Repository 2. Process Architecture
2. Process Architecture
4. Appraisal Method4. Appraisal Method3. Mappings & Comparisons
3. Mappings & Comparisons
1.Identify goals
2.Query the
MCM repository
3.Include new
elements
4.Adapt
& Adopt
Source: Buglione L., Gresse von Wangenheim C., Hauck J.C.R., Mc Caffery F., The LEGO Maturity & Capability Model Approach, Proceedings of 5WCSQ, 5th World Congress on Software Quality, Shanghai (China), Oct 31- Nov 4 2011
16 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Looking for a Solution Looking for a Strategy
• Run periodical appraisals using the resulting (LEGO) meta-model mapped on the organizational Business Process Model (BPM)
• Run quarterly audits based on ISO 19011:2011 guidance
O - Operational
• Become compliant with main best practice models/frameworks after taking the best of them using the LEGO approach
• Become ISO 9001 certified within 2 years
T – Tactical
• Be the best ICT provider in a certain market
• Provide quality product/servicesS – Strategic
Scenario #2 Scenario #2 -- GoalsGoalsScenario #1 Scenario #1 –– GoalsGoalsLevelLevel
The STO ModelThe STO Model
17 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Agenda
• Introduction
– What is Strategy?
– IT Projects: State-of-the-art
• Why Process Improvement Programs Fail?
– The Three Waves and Most Recurring Problems
– Further Attention Points
• Looking for a Solution: Back to the Strategy
– Reactive vs Proactive Models
– The LEGO approach
– Looking for a Strategy
• Establishing a Strategy from Historical Data
– Positioning the LEGO approach in the PDCA Cycle
– Focusing on Strategy: Making it Work
• Conclusions & Next Steps
• Q & A
The LEGO Strategy
18 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Establishing a Strategy LEGO in the PDCA Cycle
• Some notes…� ‘+’ potential added value
� Coloured actions � additional steps for implementing a strategy against the typical PDCA-based improvement
•• Some notesSome notes……� ‘+’ potential added value
� Coloured actions � additional steps for implementing a strategy against the typical PDCA-based improvement
19 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Establishing a Strategy Focusing on Strategy: Making it Work (11/6)
Source: Buglione L., Strengthening CMMI Maturity Levels with a Quantitative Approach to Root-Cause Analysis, Proceedings of the 5th Software Measurement European Forum (SMEF 2008), Milan (Italy), 28-30 May 2008, ISBN 9-788870-909999, pp. 67-82, URL: http://goo.gl/T4ROJ
20 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Establishing a Strategy Focusing on Strategy: Making it Work (22/6)
Possible sources with best practices for finding
solutions to a root-cause
Possible sources with best practices for finding
solutions to a root-cause
Root-CausesRoot-Causes
21 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Establishing a Strategy Focusing on Strategy: Making it Work (33/6)
E1SG 1VER - Verification1.3CMMI-DEV11
E1SP 1.3VER – Verification1.3CMMI-DEV10
D1SP 1.4REQM – Req. Management1.3CMMI-DEV9
D1SP 1.3REQM – Req. Management1.3CMMI-DEV8
A1SG 3RD – Req. Development1.3CMMI-DEV7
A2SP 1.1RD – Req. Development1.3CMMI-DEV6
C1GP 2.5PP – Project Planning1.3CMMI-DEV5
E1PI – Product Integration1.3CMMI-DEV4
B1SP 1.4OPD – Org. Process Definition
1.3CMMI-DEV3
B1SG 2MA – Meas & Analysis1.3CMMI-DEV2
B1SG 1MA – Meas & Analysis1.3CMMI-DEV1
CauseCause--EffectEffectSP/GPSP/GPSG/GGSG/GGPAPAId.
ImplImpl. Priority. PriorityFrequencyFrequencyPracticePracticeGoalGoalProcessProcessVersionVersionModelModel
• Some notes…� Establish a priority by frequency + causal relationships among processes
� E.g. see CMMI-DEV ‘Related PAs’ section within each PA description at the beginning
•• Some notesSome notes……� Establish a priority by frequency + causal relationships among processes
� E.g. see CMMI-DEV ‘Related PAs’ section within each PA description at the beginning
22 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Establishing a Strategy Focusing on Strategy: Making it Work (44/6)
E1PI
C1PP
B1OPD
E2VER
D2REQM
B2MA
A3RD
PriorityPriorityFrequencyFrequencyProcessProcess
• Some notes…� Plot processes by frequency
•• Some notesSome notes……� Plot processes by frequency
23 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Establishing a Strategy Focusing on Strategy: Making it Work (55/6)
3VER, PIE
2REQMD
1PPC
3MA, OPDB
3RDA
FrequencyFrequencyProcessProcessPriorityPriority
• Some notes…� Grouped processes by cause-effect can be another element for grouping
corrective/improvement actions
� E.g. MA + OPD � historical data (gathering) and proper definitions of measures at the beginning or during the project lifetime
� E.g. VER + PI � few integration tests run (VER) and a format data incompatibility (PI)
•• Some notesSome notes……� Grouped processes by cause-effect can be another element for grouping
corrective/improvement actions
� E.g. MA + OPD � historical data (gathering) and proper definitions of measures at the beginning or during the project lifetime
� E.g. VER + PI � few integration tests run (VER) and a format data incompatibility (PI)
24 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Establishing a Strategy Focusing on Strategy: Making it Work (66/6)
25 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Agenda
• Introduction
– What is Strategy?
– IT Projects: State-of-the-art
• Why Process Improvement Programs Fail?
– The Three Waves and Most Recurring Problems
– Further Attention Points
• Looking for a Solution: Back to the Strategy
– Reactive vs Proactive Models
– The LEGO approach
– Looking for a Strategy
• Establishing a Strategy from Historical Data
– Positioning the LEGO approach in the PDCA Cycle
– Focusing on Strategy: Making it Work
• Conclusions & Next Steps
• Q & A
The LEGO Strategy
26 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Conclusions && Next Steps
• Strategy � A ‘flavour of the month’ approach cannot look to the mid-long term� Must fit with the organizational size and main attributes� Must be aligned with the ‘MVV’ (Mission-Vision-Values) of the organization
• Process Improvement programs � Often based on ‘horizontal’ models, missing the depth for some improvement actions� Need to ‘go deep’, merging elements from several models and frameworks
� The LEGO (Living EnGineering prOcess) approach � http://slideshare.re/nssLR8 [5WCSQ, Shangai, Nov 2011]� Choose and integrate the ‘pieces of the puzzle’ you need for your goals � the target is
your QMS, not the model(s) you’re using
� The ‘LEGO Strategy’� Run a RCA in the ‘Plan’ phase in an improvement plan� Coordinate the three STO (Strategic – Tactical – Operational) levels� Derive the strategy from your historical data� ...why don’t try?
The LEGO Strategy
Do not repeat the tactics which have gained you one victory, but let your methods be regulated by the infinite variety of
circumstances. (Sun TzuSun TzuSun TzuSun Tzu)
Do not repeat the tactics which have gained you one victory, but let your methods be regulated by the infinite variety of
circumstances. (Sun TzuSun TzuSun TzuSun Tzu)
27 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Agenda
• Introduction
– What is Strategy?
– IT Projects: State-of-the-art
• Why Process Improvement Programs Fail?
– The Three Waves and Most Recurring Problems
– Further Attention Points
• Looking for a Solution: Back to the Strategy
– Reactive vs Proactive Models
– The LEGO approach
– Looking for a Strategy
• Establishing a Strategy from Historical Data
– Positioning the LEGO approach in the PDCA Cycle
– Focusing on Strategy: Making it Work
• Conclusions & Next Steps
• Q & A
The LEGO Strategy
28 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Lessons Learned...
URL:
ww
w.d
ilbert
.com
The LEGO Strategy
29 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Q && A
Vielen Dank fVielen Dank füür Ihre Aufmerksamkeitr Ihre Aufmerksamkeit!!
Thanks for your attentionThanks for your attention!!
The LEGO Strategy
30 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012
© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck
Our Contact Data
Luigi Buglione
Engineering.IT/[email protected]
Jean Carlo R. HauckUFSC
FergalMcCaffery
The LEGO Strategy
C. Gresse von Wangenheim