More Related Content Similar to ITCamp 2013 - Peter Leeson - Intelligent Evolution Similar to ITCamp 2013 - Peter Leeson - Intelligent Evolution (20) ITCamp 2013 - Peter Leeson - Intelligent Evolution1. itcampro@ itcamp13# Premium conference on Microsoft technologies
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Intelligent Evolution
Reducing the cost of Quality through
Process improvement, Information
management and Teamwork
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• Director of Q:PIT Ltd
• SCAMPI Lead Appraiser and CMMI Instructor
• Visiting Scientist with the CMMI Institute
• 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:PIT Ltd 2013 4
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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
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7. itcampro@ itcamp13# Premium conference on Microsoft technologies
Architecture &
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• 80% of all improvement programmes fail!
Estimate
©Q:PIT Ltd 2013 9
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• This is an engineering activity
• The Process people can write the policies
that the appraiser wants
• We want to {satisfy a standard} – 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
Reasons to Fail
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10. itcampro@ itcamp13# Premium conference on Microsoft technologies
Architecture &
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• No consensus on what are the
objective or goals of
– The organization
– The project
– The product
– The process
In an Immature Culture
©Q:PIT Ltd 2013 12
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Architecture &
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©Q:PIT Ltd 2013 13
Working together towards
a common goal
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Architecture &
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Inputs:
Human,
Financial,
Technological,
Material,
Resources
Outputs:
Products
Services
Strategy
People &
Culture
Structure
Technology
Management
Input-output flow of materials,
energy, information
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Architecture &
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©Q:PIT Ltd 2013
15
• Changing the
Culture is changing
the heart
• Evolution is
preferable to
Revolution:
evolution lasts,
revolutions don’t
• Evolution is done
through the slow
mutation of the
genome
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• Military & Nautical. A movement of a body of troops or ships
carried out to change their disposition. ▸ b gen. A wheeling about;
each of a series of usu. ordered or deliberate movements, as of
a dancer or a machine part. Usu. in pl.
• The action of opening out or unfolding; chiefly fig., the orderly
passage of a long train of events or of the time containing them.
• The process of developing in detail what is implicit in an idea or
principle; the development of an argument; an outcome of such a
process.
• The development of an animal or plant, or part of one, from a
rudimentary to a mature state. ▸ b Any process of gradual
change occurring in something, esp. from a simpler to a more
complicated or advanced state; the passage of something
through a succession of stages. Also, origination by natural
development as opp. to production by a specific act. ▸ c A process
by which different kinds of organism come into being by the
differentiation and genetic mutation of earlier forms over
successive generations, viewed as an explanation of their origins.
Evolution
©Q:PIT Ltd 2013 16(abbreviated from Oxford English Dictionary)
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• The faculty of understanding; intellect.
• Quickness or superiority of understanding, sagacity.
• The action or fact of understanding something; knowledge,
comprehension (of something). Now rare or obsolete.
• An intelligent or rational being, esp. a spiritual one; a spirit.
• Knowledge communicated by or obtained from another; news;
information, spec. of military value. Formerly also in pl., items of
information. LME. ▸ b Exchange of knowledge, information,
opinion, etc.; communication, esp. of secret information. Now
rare or obsolete. ▸ †c A relation or basis of communication
between people or parties; an understanding between or with.
• (People employed in) the obtaining of information, esp. of military
or political value; the secret service, espionage.
Intelligence
©Q:PIT Ltd 2013 17(abbreviated from Oxford English Dictionary)
18. itcampro@ itcamp13# Premium conference on Microsoft technologies
Architecture &
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3. Work2. Plan
1. Envision
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Architecture &
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©Q:PIT Ltd 2013 20
4. Measure
3. Work2. Plan
1. Envision
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Architecture &
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5. Improve 4. Measure
3. Work2. Plan
1. Envision
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Architecture &
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©Q:PIT Ltd 2013 22
5. Improve 4. Measure
3. Work2. Plan
1. Envision 6. Discover Enigma
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Architecture &
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5. Improve 4. Measure
3. Work2. Plan
1. Envision 6. Discover Enigma
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The Development Process As Human
Reasoning
©Q:PIT Ltd 2013 24
5 4
32
1 6
Left Brain
Right Brain
Limbic Cerebral
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The Four Quadrants of the Human
Brain
©Q:PIT Ltd 2013 25
Limbic Cerebral
Left Brain
Right Brain
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Architecture &
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Stimuli
Me
Ego
Spirit
Soul
Self
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Architecture &
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Reflective Reactive
Rational
Emotional
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Architecture &
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©Q:PIT Ltd 2013 28
Reflective Reactive
Rational
Emotional
Ability
Attitude
Acceptance
Aspiration
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Architecture &
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©Q:PIT Ltd 2013 29
Reflective Reactive
Rational
Emotional
Ability
Attitude
Acceptance
Aspiration
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Architecture &
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Stable basis for change
QA
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32
Change
Management
©Q:PIT Ltd 2013
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• No Time is No Money
• It is not a coincidence
that the current
economic hardship
comes at a time when
people are pressed
into sacrificing quality
for speed
• Saving time = wasting
money!
Time is Money
©Q:PIT Ltd 2013 33
32. itcampro@ itcamp13# Premium conference on Microsoft technologies
Architecture &
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©Q:PIT Ltd 2013 34
33. itcampro@ itcamp13# Premium conference on Microsoft technologies
Architecture &
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35©Q:PIT Ltd 2013
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Direction, Leadership,
Management
Chuck Coonradt “The Game of Work”
In the absence of clearly
defined goals, we are forced to
concentrate on activity and ultimately
become enslaved by it.
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• Strong leadership
• Sense of urgency
• Vision of success
• Communication
• Empowerment
• Regular improvements
• Consolidating gains
• Encouraging change
Fundamentals of Success
©Q:PIT Ltd 2013 39(adapted from “Leading Change” by John P. Kotter)
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• 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
• 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
Cost and Investment©Q:PITLtd2013
41
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• 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?
• Understanding the risk related to the change
will allow
– Understanding of the urgency of change
– Communication of the need to change
Risk Management
©Q:PIT Ltd 2013 43
38. itcampro@ itcamp13# Premium conference on Microsoft technologies
Architecture &
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Architecture &
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Satisfied Customer
Good Products
and Services
Successful Projects
People Processes Technology
Culture Finance NeedsModel Abilities …
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Architecture &
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47
Vision
Identify customers by organization / by key contacts
Determine customer requirements and expectations
Meet customer requirements
Exceed customer expectations
Anticipate customer needs
Innovation and
implementation
Gain
customer
loyalty
TrustMeetCommitments
OffensiveStrategyDefensiveStrategy
Mission
©Q:PIT Ltd 2013
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• Measure progress in business outcome
terms
• Time frames encouraging regular, visible
improvements
• Milestones demonstrating improvement
Establish Measurable Goals
©Q:PIT Ltd 2013 48
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• 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?
How to Measure
©Q:PIT Ltd 2013 49
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• 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
Keep It Simple
©Q:PIT Ltd 2013 50
Illustration from “How to Measure Anything:
Finding the Values of Intangibles in Business”
©2010 Douglas W. Hubbard
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Architecture &
Best PracticesThe Role of Process
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Engineering Teams
Environment
Management
Methods
Customer
Technical assets
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Architecture &
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53
Focus of Effort
Pioneers Early
Adopters
Early
Majority
Late Majority “Never”
©Q:PIT Ltd 2013
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• Focus on the people
– Training
– Explaining
– Listening
– Understanding
• Work within the culture
– The people you have
– The way of working you have
– The processes you have
Promoting Change
©Q:PIT Ltd 2013 54
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Architecture &
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Why are you
doing this?
What value are you
getting out of it?
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• 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
• The old ways are
more difficult to
change than you think
Satisfying a standard is not enough
©Q:PIT Ltd 2013 63
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• Process Improvement means
changing the culture of the
organization
• The culture comes from the top
• “They watch your feet, not your lips”
– Tom Peters
Quality is a State of Mind
©Q:PIT Ltd 2013 64
56. itcampro@ itcamp13# Premium conference on Microsoft technologies
Architecture &
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©Q:PIT Ltd 2013 65
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• “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
– www.qpit.net
– PeterLeeson.wordpress.com
Resources
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• 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
Contact Information
©Q:PIT Ltd 2013 68
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Architecture &
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©Q:PIT Ltd 2013 69