Can process make you happy - Unicom conference

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Can Process Make You Happy?Reducing the cost of Quality through Process improvement, Information

management and Teamwork

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What are we trying to achieve?

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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."

Improve Quality Decrease Costs

Improve Productivity Decr

ease

Pric

es

Increase Market

Stay in BusinessProvide Work, more Jobs

Return on Investm

ent

The Hierarchy of Quality

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Satisfied Customer

Good Productsand Services

Successfully Managed Activities

People Work Practices Technology

Culture Finance NeedsStandards Abilities …

Quality

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A Definition of Quality

Q = P / X

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Q:P/X – Customer SatisfactionVision

Identify customers by organization / by key contacts

Determine customer requirements and expectations

Meet customer requirements

Exceed customer expectations

Anticipate customer needs

Innovation and implementation

Gaincustomer

loyalty

Tru

stM

eet

Com

mitm

ents

Offe

nsiv

e S

trat

egy

Def

ensi

ve S

trat

egy Mission

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What do you need?

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Foundations of Quality

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People

Process Technology

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The Delivery Process

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Goa

ls

Plan Delivery3. Work2. Plan

1. Envision

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The Managed Process

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Goa

ls

Plan Delivery

StatusVaria

nce

4. Measure

3. Work2. Plan

1. Envision

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The Improving Process

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Goa

ls

Plan Delivery

Status

Metrics

Varia

nce

Variance5. Improve 4. Measure

3. Work2. Plan

1. Envision

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The Risk Aware Process

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Goa

ls

Plan Delivery

Opportunity

Risk

Uncer

tain

ty

Status

Metrics

Varia

nce

Variance5. Improve 4. Measure

3. Work2. Plan

1. Envision 6. Discover Enigma

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The Intelligent Process

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Goa

ls

Plan Delivery

Opportunity

Risk

Uncer

tain

ty

Status

Metrics

Varia

nce

Variance

Past

Known

Unknown

Future

5. Improve 4. Measure

3. Work2. Plan

1. Envision 6. Discover Enigma

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Process As Human Reasoning

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1 6

Past

Known

Unknown

Future

Left Brain

Right Brain

Limbic Cerebral

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The Four Quadrants of the Human Brain

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Limbic Cerebral

LogicKnown

EmotionsUnknown

MemoryPast

ImaginationFuture

Left Brain

Right Brain

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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”

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Motivating Change

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…

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Happiness is Key to Productivity and Creativity

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How do you make people happy?

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Living Wages

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Resources

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Skills

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Continuity

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Stability

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Plan

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Methodology

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View the Product

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Vision

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Environment

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Leadership

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Team

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Support

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Control

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Voice

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Recognition

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Feedback

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Trust

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Eustress

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Freedom in Framework

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Maslow

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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

CreativityProblem Solving

Lack of PrejudiceAcceptance of facts

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A Mature Culture 1/2

• 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

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A Mature Culture 2/2

• 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

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Achieving ResultsManage Performance at Organization Level

Statistical / Analyticalpredictable performance metrics

Common acceptedbest practices

Repeatable activity results vs objectives

Common / acceptedbusiness measurements

Stable shared vision of success

ML2

ML3

ML4

ML5 Manage Performance at Organization Level

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Effort to Improve54

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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

A

B

CD

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Maturity!

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Don’t Drown, Support

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Sometimes, I think my management’s process is like…

Goa

ls

Plan Delivery

Opportunity

Risk

Uncer

tain

ty

Status

Metrics

Varia

nce

Variance5. Improve 4. Measure

3. Work2. Plan

1. Envision 6. Discover Enigma

Past

Known

Unknown

FutureTheirs 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…

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A software development (outsourcing) company• They use a combination of

– Agile– ITIL– DevOps– Prince2– CMMI (Development and Services)

• They implemented the basic practices of “Intelligent Evolution” and “FP2”

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Results

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• CMMI Maturity Level 1 in 2010; Maturity Level 3 in 2012 (it takes on average two years to move up one level)

• Customer satisfaction survey achieved the highest level in the history of the company

• Results are visible and approved by all stakeholders: management, employees, customers, partners

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Practical Results

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• From 2010 to 2013:– Revenue Increase : 46% – Project losses reduced from 12.5% to 5.18%– Deviations to plan decreased from 23% to 4.39%– Head count increased 27.9%

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Measured Results

(during the recession!)

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Always remember• Performance improvement requires a culture

change– It is not easy– It is completely dependent on management– It can be highly successful if done correctly– It requires you to change (and not only everyone

else!)

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But it’s worth it!• The result will make life more predictable for

you in your daily work

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Q&A

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Contact InformationPeter 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• Internet: http://www.qpit.net• Blog: PeterLeeson.wordpress.com

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