It camp 2014 battle for success - peter leeson - final

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The Battle for Success

Peter Leeson

• 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©

• 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©

Global Market

New Ways of Working

Illustration from “LeanCoach Architect” by BizzDesign

• Focus on Quality – that is what differentiates you from every other company in the world

The Deming Quality Chain

"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."

ve Qualit

y Decrease C

osts Impro

roduct

Decrease Prices

Stay in Business

Provide W

more Jo

Return on Investment

Defining Success

The Hierarchy of Quality

Satisfied Customer

Good Productsand Services

Successfully Managed Activities

People Work Practices Technology

Culture Finance NeedsStandards Abilities …

Quality

Theory

What do you need?

Foundations of Quality

People

Process Technology

The Process People Follow

From Idea to Product

The Delivery Process

Plan Delivery3. Work2. Plan

1. Envision

The Managed Process©

Plan Delivery

StatusVarian

4. Measure

3. Work2. Plan

1. Envision

The Improving Process©

Plan Delivery

Status

Metrics

Varian

Variance5. Improve 4. Measure

3. Work2. Plan

1. Envision

The Risk Aware Process©

Plan Delivery

Opportunity

Status

Metrics

Varian

Variance5. Improve 4. Measure

3. Work2. Plan

1. Envision 6. Discover Enigma

The Intelligent Process©

Plan Delivery

Opportunity

Status

Metrics

Varian

Variance

Unknown

Future

5. Improve 4. Measure

3. Work2. Plan

Process As Human Reasoning©

Left Brain

Right Brain

Limbic Cerebral

Unknown

Future

The Four Quadrants of the Human Brain©

Limbic Cerebral

LogicKnown

EmotionsUnknown

MemoryPast

ImaginationFuture

Left Brain

Right Brain

Whole brain thinking

Influence

StimuliMeEgo

SpiritSoulSelf

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

Reflective Active

Reasonable

Emotional

Motivating Change

Reflective Active

Reasonable

Emotional

Ability

Attitude

Acceptance

Aspiration

Motivating Change

Reflective Active

Reasonable

Emotional

Ability

Attitude

Acceptance

Aspiration

Motivating Change

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

How do you make people happy?

Living Wages

Resources

Skills

Continuity

Stability

Methodology

View the Product

Vision

Environment

Leadership

Support

Control

Recognition

Feedback

Eustress

Freedom in Framework

Putting it into context

Maslow©

Maslow

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

= Maturity!

• 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

• 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

Achieving MaturityManage Performance at Organization Level

Statistical / Analyticalpredictable performance metrics

Common acceptedbest practices

Repeatable activity results vs objectives

Common / acceptedbusiness measurements

Stable shared vision of success

ML5Manage Performance at Organization Level

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Effort to Improve27/02/2014

What Is a Process?©

Procedures and methodsdefining the relationshipof tasks

Tools andequipment

Peoplewith skills, training, andmotivation

PROCESS

Major determinants of product cost, schedule, and quality performance

Maturity!

Sometimes, my management’s process is…

Plan Delivery

Opportunity

Status

Metrics

Varian

Variance

Unknown

Future

5. Improve 4. Measure

3. Work2. Plan

“Theirs not to make replyTheirs 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 Rode the six hundred.

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 Rode the six hundred.

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 Rode the six hundred.

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-smokeRight thro' the line they broke;Cossack and RussianReel'd from the sabre stroke Shatter'd and sunder'd.Then they rode back, but not Not the six hundred.

24/09/2013

The Charge of the Light Brigade5.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 wellCame thro' the jaws of DeathBack 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.

24/09/2013

No, but a WillingWorker Can!

Can a Slave Move a Pyramid?

324/09/2013

Ask yourself:

If you do not do it, who will?

First, Ask Yourself…

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 waythings are done

Accept the Facts

• 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

• 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

• “Those who bring light must be prepared to burn.”

» Viktor Frank “Man’s Search for Meaning”

Architecture & Best Practices

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

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!

• Know the terrain• Listen before you speak• Learn to hear what your management is

saying• Listen beyond

the words…

Be Prepared!

• 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.

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

• 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

• 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

Product Backlog

Sprint Backlog

Backlog Expandedby Team

20-30 daySprint

24hour

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

The Agile Process Value FlowUser Customer

Front DeskSales Engineering Mgt

Eng. TeamEstimatesRequirements

Eng. Team 2Customer Rep

Arch. DesignStory / Specs

Product Backlog

Release PlanningSprint Backlog

Sprint Planning

Sprint Estimates

DevelopmentMonitor/Scrum

IntegrationDemo

Deliver

But, that’snot 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

Cost of Project QualityCrosby 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 QualityProject Cost

Cost of Quality Cost of Performance

Cost of Conformance Cost of Non-Conformance

Cost of Appraisal Cost of PreventionTrainingPolicies, procedures, methodsToolsPlanningQuality improvement projectsData gathering and analysisRoot cause analysisQuality reporting

ReviewsSystemRequirementsDesignTest plansTest scripts

WalkthroughsTesting (first time)Independent V&V (first time)Audits

Generating plansDocumentationDevelopment

RequirementsDesignCodeIntegration

Fixing defectsReworking

DocumentsDesignUpdating codeRe-reviewsRe-testLab costs

Patches & FixesInternalExternal

Engineering changesChange control boardsExternal failures and finesCustomer supportHelp desks

Crosby 1994 adapted by Ray Dion - Dallas SPIN, Feb 1995

Results

Results!

Don’t Drown, Support

• “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

• 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

So, Can Process Make You Happy?

• 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

• The result will make life more predictable for you in your daily work

Now choose

• Do you want to lie down and let them win?

• Do you want to try to change things?

24/09/2013

• “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©

• Peter Leeson• Q:PIT Ltd

PO Box 6066Milton KeynesMK1 9BHUnited 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

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