Message Over the Medium · The “medium over the message” syndrome surfaces Focusing on the...
Transcript of Message Over the Medium · The “medium over the message” syndrome surfaces Focusing on the...
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Message Over the Medium:Communication Loops in the CMMI
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First Things First…
Elements of communication
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media
Elements of Communication
contextSender Receiver
acknowledge/non-acknowledge“ping”
context
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media
Elements of Communication
context
Processing ProcessingMessage
Sender Receiver
Encoding Decoding
context
Meaning
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media
Elements of Communication
context
ProcessingMessage
Sender Receiver
Encoding Decoding
acknowledge/non-acknowledge“ping”
context
Meaning
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media
Elements of Communication
context
Processing ProcessingMessage
Sender Receiver
Encoding Decoding
Response EncodingDecoding
context
Meaning Meaning
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Elements Summary
SenderReceiver“Handshaking”MediumMessageContextsMeaning
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Potential Issue – Noise via Overload
Sender Receiver
Unfiltered communicationEnvironmental factorsInput Selection challenges– Mission and objectives clarity– Sender coordination– Recipient filtering
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Potential Issue – Noise via Distortion
Sender Receiver
Context mismatchMedium unreliabilityFaulty encoding/decodingSynchronization issuesMixed MessagesInterrupted signals
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Issues with CMMI Application
Typical Errors– Confusing the model with process– Neglecting the bottom line– Compartmentalization of improvement efforts
• By project domain• By function
– Maturity Level Mandates
Common consequence: inability to measure and discuss impact of changesUsual Outcome: using the documentation (medium) as indicators of success
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How Issues Arise
Encoding, decoding, context issues often are intangibleThe medium is tangible and attracts attentionThe “medium over the message” syndrome surfacesFocusing on the medium can aggravate noise issues, resulting in a vicious cycle
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Common Symptoms of Media Fixation
Format WarsReferring to documents (not the combinations of tools, personnel, and methods) as “the process.”Top-down-only view of process definition
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Solution: Focus on Communication
The model implies all components of communication loopsThe model doesn’t tell us specifically what we should sayThe model does indicate what we should be able to communicate about
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The Generic Practices
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Loop – Policy and Reporting
Management Projects
Copyright 2005, Apogen Technologies, Inc.
Policy - GP 2.1
Reporting - GP 2.10
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Policy and Reporting -
Management
Process GroupCopyright 2005, Apogen Technologies, Inc.
Policy - GP 2.1
Reporting – GP 2.10
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Loop – Process Communication
Projects
Process GroupCopyright 2005, Apogen Technologies, Inc.
Process Assets - GP 3.1
Data - GP 3.2
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Multi-Level Communication
Message
Response
Management Projects
Process Group
Message
Response
Response
Message
Reporting - GP 2.10
Process Assets- GP 3.1, 2.5
Data - GP 3.2Policy - GP 2.1
Data - GP 3.2
Copyright 2005, Apogen Technologies, Inc.
Policy - GP 2.1
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Loop – Objective Evaluation
Management Projects
Copyright 2005, Apogen Technologies, Inc.
PPQA
Policy - GP 2.1
Data - GP 2.8
Evaluate – GP 2.9a
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Adherence
Management Projects
PPQA
Reporting* –GP 2.10
Policy - GP 2.1
Data - GP 2.8
Evaluate – GP 2.9aAddress non-compliance* – GP 2.9b
* Encoding involves translation
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Objective Reporting
Management Projects
Process GroupCopyright 2005, Apogen Technologies, Inc.
PPQA
Data - GP 2.8
Policy - GP 2.1
Assets, metrics, training - GP 3.1
Evaluate - GP 2.9a
Reporting - GP 2.10
Feedback - GP 3.2
Address Non-Compliance – GP 2.9b
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Data - GP 2.8
Policy - GP 2.1
Assets, metrics, training - GP 3.1
Reporting - GP 2.10
Feedback - GP 3.2
Address Non-Compliance – GP 2.9b
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Loop – Skills and Responsibilities
Project Management
ProjectMembers
Copyright 2005, Apogen Technologies, Inc.
Assign Responsibility – GP 2.4Training - GP 2.5
Performance - GP 2.8
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Loop - Stakeholders
ProjectManagement
Functional GroupsCustomersCopyright 2005, Apogen Technologies, Inc.
Involve Stakeholders – GP 2.7
ProjectMembers
Involve Stakeholders – GP 2.7
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Loop – Tools and Resources
ProjectManagement
ProjectManagement
Assign Resources – GP 2.7
ProjectManagement
ProjectManagement
Assign Resources – GP 2.7
Performance - GP 2.8
Performance - GP 2.8
Assign Resources – GP 2.7Performance - GP 2.8
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Specific Practices
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Key Topics
Communication Infrastructure– Sustaining channels (media)– Providing access
Communication Relationships– Management-project communications– External communications– Intra-group communications within projects– Communications between projects and supporting groups
Communication Contexts– Product development– Process management activities– Commitments and agreements– Action item management– Status reporting
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Critical enablers
Common lexicon and operational definitionsUnderstanding of business context at applicable levels– The model contains roughly 75 references to business
context, drivers, situations, etc.
Identification of appropriate stakeholders
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Examples from the Specific Practices
Product Development– RD.SP.3.2 “Establish a definition of required functionality”
“…communicates the manner in which the product will be used.”– PI.GP.2.7 “Communicating new, effective product integration
processes to give affected people the opportunity to improve their performance”
Process Management– RD.SP.3.2 “Establish a definition of required functionality”
“…communicates the manner in which the product will be used.”– PI.GP.2.7 “Communicating new, effective product integration
processes to give affected people the opportunity to improve their performance”
– MA.SP.1.2.3 “Specify Operational Definitions” “Communications”establishes context for communication
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Examples (continued)
Agreements– SAM.SP.1.3 “Establish Supplier Agreements” implies a host of
communications.Action Item Management– VER.SP.2.2 “When issues arise during the peer review, they should
be communicated to the primary developer of the work product forcorrection.”
– PPQA.SP.2.1 “Communicate and ensure resolution of noncompliance issues”
Status Reporting– PMC.SP.1.3.3 “Monitor project risks” “Communicate risk status to
relevant stakeholders.”– PMC.SP.1.6.1 “Conduct Progress Reviews” “Regularly communicate
status on assigned activities and work products to relevant stakeholders “
– CM.SP.3.1.2 “Ensure…access,” Examples of “…communicating configuration status.”
– MA.SP.2.4 “Communicate Results”
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Summary
The CMMI describes communications, both explicitly and by implicationMedia is a critical element, but not the only oneThe media serves the messages in communicationImproper focus on the media may distort or completely subvert the messageUnderstanding complete communication loops and how the CMMI relates to them preserves the critical messages
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