ENGINEERING SUCCESSFUL TRANSITIONS
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Outline
Introduction to CausePoint Problems in Software and IT Service Delivery Value of the Higher Levels of Maturity How CausePoint can help
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Introduction to CausePointProvide an External Assessment
CausePoint offers consulting services to Engineering and Information Technology organizations to improve their ability to deliver systems and products faster and with better product quality.
Readiness for change can be assessed. Specific change points can be identified. Change can be managed.
An effective product development process provides a competitive advantage that tremendously increases the potential of your corporate business goals and strategies. We use a number of techniques to increase the capability of services and software development groups, including the CMMISM, ITIL and Six Sigma.
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What is CausePoint?
CausePoint is a consulting company focusing on process and organizational improvements at both the software and system levels
We partner with clients to dramatically improve the ability to deliver systems and services
We are, first and foremost, engineers and managers who know how to integrate measurable improvement with ongoing business value and results
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Approach
Collaborative - We collaborate with our clients to develop a strong internal capability to sustain change
Situational - We adapt our methods and approaches as needed by our clients to achieve specific improvement goals
We’re real – our services integrate our real world experience in technology development and delivery, as well as contract and business management
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Clients
CitibankGEC - MarconiITTLiberty MutualAmeritechJohn HancockNational Air Traffic Services (UK)Videojet
Executive Office of the President of the United StatesBureau of Printing and EngravingNortheast UtilitiesNorthrop GrummanBaxter Healthcare ISOISS
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Assisting Management TeamVision and Direction
Change Leadership
Project Services
Management Consulting
SERVICESSERVICES
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Change Leadership
Project Services
Management Consulting
Establishing, Leading, Assessing the Improvement Program
SERVICESSERVICES
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Change Leadership
Project Services
Management Consulting
Taking Policies & Procedures into Practice
SERVICESSERVICES
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Problems in Software and Product Delivery
The issues of projects and service delivery still lie in the inability to deliver with predictability. Schedule predictability, cost predictability and quality predictability.
Management decisions are made knowing there is inadequate visibility into the true progress of projects. Project risk is not handled proactively and results in limited management choices. Issues on the projects lead to firefighting, with reductions in functionality delivered and cost overruns, traded for an improved schedule completion.
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Problems in IT Software and Product Delivery
Products and projects are routinely: Late Over budget Do not deliver the desired functionality Have high levels of defects
This unpredictable behavior is exacerbated by: Lack of management insight into progress and risk Implicit decision-making Inability to manage the differences between software development and other
engineering disciplines
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Problems Facing IT Today
Making Quality Assurance effective Project Management Software Cost of IT Infrastructure Outsourcing Security System Downtime Change Management
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Problems in Software and Product Delivery (cont’d)
These problems are typical for any product development methodology moving from art to craft to engineering discipline
Extreme dependence on individuals Highly variable cost, productivity, and quality Resistance to the notion of consistency and predictability Extreme stress in the workplace
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Anatomy of CMMISM Maturity Level 1
Most organizations are fighting fires trading functionality for time or quality for time constantly reacting—no time to improve firefighters get burned – effects managers and staff short term decisions come back later your only control: fire prevention
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An Immature Process
Ad hoc; process improvised by practitioners and their management Not rigorously followed or enforced Highly dependent on current practitioners Product functionality and quality may be compromised to meet schedule Use of new technology risky Excessive maintenance costs Quality difficult to predict
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A Mature Process
Consistent with the way work actually gets done Defined, documented, and continuously improving
understood used living
Supported visibly by management and others Well controlled—process fidelity is audited and enforced Constructive use of product and process measurement Disciplined use of technology
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Value of Higher Levels of Maturity
The value of higher maturity levels can be seen in a lower defect rate and in higher levels of productivity. Project schedules will be more predictable. Project commitments are established and maintained. Risk is identified and mitigated.
Some of the value of higher maturity levels can be quantified, but other benefits are more difficult to measure. Living in a controlled and less chaotic environment can not be calculated, but certainly felt.
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Years Engaged in SPI 1 - 9 3.5 24
Yearly Cost of SPI per $490 - $2004 $1375 5Software Engineer
Productivity Gain per Year 9% - 67% 35% 4
Early Defect Detection 6% - 25% 22% 3 Gain per Year
Yearly Reduction in 15% - 23% 19% 2Time to Market
Yearly Reduction in Post- 10% - 94% 39% 5Release Defect Reports
Business Value 4.0 - 8.8:1 5.0:1 5(savings/cost of SPI)
Benefits of Higher Level Maturity
Category Range Median # of Data Pts
Source: SEI Report
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How CausePoint Can Help
Experience
Change Management
Subject Matter Expertise
Changing the culture of an organization is a long road
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Applying the Model
A Model is a Representation of a structured set of objectives The key is in the Application of the Model
Situational Awareness Design within the Context Meet the Intent Speed to Benefits
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Applying ITIL and CMMISM Through Experience in Practical Ways
A model for product life cycle management and performance improvement
Expands focus to include full product life Applies to any product development organization Merges technical and management activities Focuses on improving business performance Provides mechanisms for long-term culture change Builds on lessons learned from past models Allows adding disciplines where appropriate
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Top Ten Reasons – Initiatives Involving Change Fail
1. Have a process group (second party) develop all your procedures
2. Develop procedures directly from a model’s specific practices
3. Don’t understand you own business model
4. Don’t create a closed management loop
5. Don’t apply full-time resources, make sure all work is done in their spare time
6. Don’t involve or train your unit managers, make sure their only exposure is through rumor
7. Ensure project managers blame any schedule slip on a burdensome process to their customers
8. Make sure the process group is responsible for achieving a change initiative’s objectives
9. Focus all your attention on reaching a model’s capability level, don’t identify your actual objectives
10. Assign inexperienced engineers to define your development process
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What Do You Need To Successfully Change Your Organization?
Establish
P a r t n e r F o c u s
C h a n g e M a n a g e m e n t
M e a s u r e m e n t & R i s k
E n g i n e e r i n g M e t h o d
- Commitment
Assess &Plan
Define Apply
- CustomerObjectives
- Key
Processes- Vision
- Baseline
- Tactical Plan
- Widespread
Involvement
- Measurements- Measurement
Targets
- Projects
- Change
Structure
- Resources
- Visibility &
Risk Mitigation
-Measure & Risk
Mechanisms
- TransferResponsibility
- TeamParticipation
- PilotManagement
Establish and Maintain Commitment
to the Change Initiative
Manage Change and Build
Involvement for the Program
Provide visibility through
measurement
Follow a phased improvement
methodology with interim
milestones
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“In God we trust, all others bring data.”
- W. Edwards Deming
The Bottom Line
Process improvement should be done to help the business—not for its own sake
Improvement means different things to different organizations what are your business goals? how do you measure progress?
Improvement is a long-term, strategic effort
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CausePoint Consulting
Provides an external view of your organization Applies experience and expertise Driven by the needs of meeting management objectives, not meeting a
model’s expectations An awareness that understanding people, the organization, their needs
and their drivers is key in achieving change
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