Embed Size (px)
DESCRIPTION
Keynote Presentation delivered at the Unicom combined conference on "Business Excellence through Process Improvement" and "Application Lifecycle Management for today's Business Requirements"
Citation preview
©Q:PIT Ltd 2014 1
Can Process Make You Happy?Reducing the cost of Quality through Process improvement, Information
management and Teamwork
27/02/2014
©Q:PIT Ltd 2014 5
What are we trying to achieve?
27/02/2014
©Q:PIT Ltd 2014 627/02/2014
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
©Q:PIT Ltd 2014 7
Satisfied Customer
Good Productsand Services
Successfully Managed Activities
People Work Practices Technology
Culture Finance NeedsStandards Abilities …
Quality
Model27/02/2014
©Q:PIT Ltd 2014 827/02/2014
A Definition of Quality
Q = P / X
©Q:PIT Ltd 2014 927/02/2014
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
©Q:PIT Ltd 2014 10
What do you need?
27/02/2014
©Q:PIT Ltd 2014 11
Foundations of Quality
27/02/2014
People
Process Technology
©Q:PIT Ltd 2014 13
The Delivery Process
27/02/2014
Goa
ls
Plan Delivery3. Work2. Plan
1. Envision
©Q:PIT Ltd 2014 14
The Managed Process
27/02/2014
Goa
ls
Plan Delivery
StatusVaria
nce
4. Measure
3. Work2. Plan
1. Envision
©Q:PIT Ltd 2014 15
The Improving Process
27/02/2014
Goa
ls
Plan Delivery
Status
Metrics
Varia
nce
Variance5. Improve 4. Measure
3. Work2. Plan
1. Envision
©Q:PIT Ltd 2014 16
The Risk Aware Process
27/02/2014
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
©Q:PIT Ltd 2014 17
The Intelligent Process
27/02/2014
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
©Q:PIT Ltd 2014 18
Process As Human Reasoning
27/02/2014
5 4
32
1 6
Past
Known
Unknown
Future
Left Brain
Right Brain
Limbic Cerebral
©Q:PIT Ltd 2014 19
The Four Quadrants of the Human Brain
27/02/2014
Limbic Cerebral
LogicKnown
EmotionsUnknown
MemoryPast
ImaginationFuture
Left Brain
Right Brain
©Q:PIT Ltd 2014 2027/02/2014
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”
©Q:PIT Ltd 2014 2127/02/2014
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…
©Q:PIT Ltd 2014 22
Happiness is Key to Productivity and Creativity
27/02/2014
©Q:PIT Ltd 2014 23
How do you make people happy?
27/02/2014
©Q:PIT Ltd 2014 24
Living Wages
27/02/2014
©Q:PIT Ltd 2014 25
Resources
27/02/2014
©Q:PIT Ltd 2014 26
Skills
27/02/2014
©Q:PIT Ltd 2014 27
Continuity
27/02/2014
©Q:PIT Ltd 2014 28
Stability
27/02/2014
©Q:PIT Ltd 2014 29
Plan
27/02/2014
©Q:PIT Ltd 2014 30
Methodology
27/02/2014
©Q:PIT Ltd 2014 31
View the Product
27/02/2014
©Q:PIT Ltd 2014 32
Vision
27/02/2014
©Q:PIT Ltd 2014 33
Environment
27/02/2014
©Q:PIT Ltd 2014 34
Leadership
27/02/2014
©Q:PIT Ltd 2014 35
Team
27/02/2014
©Q:PIT Ltd 2014 36
Support
27/02/2014
©Q:PIT Ltd 2014 37
Control
27/02/2014
©Q:PIT Ltd 2014 38
Voice
27/02/2014
©Q:PIT Ltd 2014 39
Recognition
27/02/2014
©Q:PIT Ltd 2014 40
Feedback
27/02/2014
©Q:PIT Ltd 2014 41
Trust
27/02/2014
©Q:PIT Ltd 2014 42
Eustress
27/02/2014
©Q:PIT Ltd 2014 43
Freedom in Framework
27/02/2014
©Q:PIT Ltd 2014 46
Maslow
27/02/2014
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
©Q:PIT Ltd 2014 47
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
27/02/2014
©Q:PIT Ltd 2014 48
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
27/02/2014
©Q:PIT Ltd 2014 4927/02/2014
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
©Q:PIT Ltd 2014 50
Effort to Improve54
43
32
2127/02/2014
5
©Q:PIT Ltd 2014 51
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
27/02/2014
Maturity!
©Q:PIT Ltd 2014 5227/02/2014
Don’t Drown, Support
©Q:PIT Ltd 2014 5327/02/2014
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…
©Q:PIT Ltd 2014 54
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”
27/02/2014
Results
©Q:PIT Ltd 2014 55
• 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
27/02/2014
Practical Results
©Q:PIT Ltd 2014 56
• 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%
27/02/2014
Measured Results
(during the recession!)
©Q:PIT Ltd 2014 57
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!)
27/02/2014
©Q:PIT Ltd 2014 58
But it’s worth it!• The result will make life more predictable for
you in your daily work
27/02/2014
©Q:PIT Ltd 2014 5927/02/2014
Q&A
©Q:PIT Ltd 2014 61
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: [email protected]• Skype: qpitpjl• Internet: http://www.qpit.net• Blog: PeterLeeson.wordpress.com
27/02/2014
