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Assess. Prioritize. Improve.
London, 1 July 2014
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Assess, prioritize and do parallel & step-by-step improvement Rik Marselis, Sogeti, the Netherlands
London, 1 July 2014 © Sogeti
2 A half-day tutorial
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Agenda
13:30 Welcome and introductions Why improve? Assess Exercise A
15:00 Coffee break Prioritize Exercise B Improve Exercise C
17:00 End
3
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Introductions: who are you?
Name
Organization
Experience with process improvement
Your main learning objective of today
4
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Introducing: Rik Marselis
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Management Consultant Quality & Testing at Over 30 years IT experience, of which > 15 years quality & testing
Advisor, process-improver & coach at many organizations Prince2 Practitioner, CMMI and CISA
Trainer for various courses, e.g. Agile testing TMap, TPI en ISTQB accredited
Research Author various books & articles Fellow of SogetiLabs, Speaker at many conferences
Chairman (association of testers, 1600 members)
@rikmarselis
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How we work together
Questions are welcome
Interaction is good
There are no “silly questions”
Let’s learn from each other
Let’s also have fun !!
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Why Improve?
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London Stock Exchange
LA Airport flights grounded
AT&T take out ⅓ of US ‘phones
London Underground free travel with Oystercard
British Passport failure
Intel Pentium chip maths division wrong
Software failure at Stanstead closed check in
Therac 25 radiation overdosing
Airbus A380 incompatible software
Patriot Missile System – Dhahran
Mars Climate Orbiter & Polar Lander
Why do we need to improve?
Because we don’t reach
the expected success
and want to get better!
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Why improve?
The project took too much time The costs were too high The desired result was not completely delivered
Summarized: We didn’t get business success
So we have a need to start the journey towards increased success
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The basic assumption for process improvement
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+ = People Process Product
+ + +
= = =
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Adequate quality, not too little, not too much
Faults must be prevented; Frontload the process with quality measures
People are fallible perform early reviews and collaborate to improve
PointZERO principles
And remember: Quality can’t be ‘tested in’ at the end
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PointZERO roadmap
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Root Cause Analysis
Prioritize improve-
ments
Benefits Deming cycle
Plan
Do
Check
Act
Assess Application
Lifecycle
Continuous Improve-
ment
Improvement Backlog
Assess. -Assess application lifecycle -Root Cause Analysis
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PointZERO roadmap
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Root Cause Analysis Assess
Application Lifecycle
Improvement Backlog
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Assess your application lifecycle
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The traditional IT-lifecycle model
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The holistic view of creating and implementing business solutions
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Detailed Application Lifecycle model
This lifecycle shows
activities. These activities can be done
sequentially (e.g. waterfall)
or
in parallel (e.g. agile).
Each activity is important, you can’t skip any.
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Assess your application lifecycle: use 3 perspectives
Product What is the result that we are working towards? What intermediate products are created and why?
People Who are involved in creating intermediate and end products? Who hands over to who?
Process What are the important activities? Where are the important handover moments?
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Root Cause Analysis
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What is the origin of a problem?
During the assessment of the application lifecycle you will find problems / difficulties / inefficiencies / ineffectiveness
To solve this you need to know the origin of the problem
That can be found using a Root Cause Analysis
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5-why approach
Act like a curious kid Why, … Why, … Why, … Why, … Why, …
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5-why approach, example The vehicle will not start. (the problem) • Why? - The battery is dead. (first why) • Why? - The alternator is not functioning. (second why) • Why? - The alternator belt has broken. (third why) • Why? - The alternator belt was well beyond its useful service life and
not replaced. (fourth why) • Why? - The vehicle was not maintained according to the
recommended service schedule. (fifth why, a root cause)
Five iterations of asking why is generally sufficient to get to a root cause. The key is to encourage the trouble-shooter to avoid assumptions and logic traps and instead trace the chain of causality in direct increments from the effect through any layers of abstraction to a root cause that still has some connection to the original problem.
Note that, in this example, the fifth why suggests a broken process or an alterable behaviour, which is indicative of reaching the root-cause level.
23 Source: Wikipedia
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RCA is often based on incidents as discovered in tests or live operation
What is the cost of an incident in live operation?
What caused the incident?
What would it have cost to detect and fix the cause?
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RCA based on test incidents: a start…
Often, in an immature lifecycle process, the test incidents are the best available source to determine the root cause of issues with the quality of the product.
Important to know: Defect Detection Phase where was the defect found? Escape Phase where could the defect be found? Defect Injection Phase where was the defect created?
And remember: the Root Cause may even be in a phase before the Defect Injection Phase.
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The result of your assessment:
Improvement backlog
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What does an improvement backlog look like?
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Improvement backlog item - info
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ID Status Title Business Success factor Risk current situation Risk improvement Relative effort Priority Improvement measures Metric
How does the improvement relate to success?
Quick win / medium / long term
What is the actual improvement?
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The improvement backlog evolves
Improving is a continuous activity So your improvement backlog must be maintained Priorities may change (will change!!) New improvements will need to be added
Use your improvement backlog as a live document
Or even better, use a tool, e.g. in excel or a Kanban tool (like Trello)
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- Take an Application Lifecycle you know from practice - Assess the collaboration and handovers in the lifecycle - Use the 5-why approach - Derive improvement items and put them at the backlog (in no particular order)
Exercise A “Assess”
30 Groups of 3 or 4 persons. 20 minutes.
Prioritize. - What to improve first?
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PointZERO roadmap
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Root Cause Analysis
Prioritize improve-
ments
Assess Application
Lifecycle
Improvement Backlog
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A mountain can’t be moved in one day
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Maturing is a long process of small steps forward
Thus: Parallel & step-by-step improvement
Kaizen: continuous improvement
Using the “improvement backlog”
Start improving at the “weak spots”
Don’t elevate the peaks; start improving by filling the valleys
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But this success is not just process….
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It takes time before the actual improvements are realized
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When ambitions for change are set high, It takes too much time before the actual
successes are realized
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Improve gradually
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parallel and step-by-step improvement with small but measurable effects
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Parallel and step-by-step improvement
Long term
Medium term
Short Short Short Short Short Short Short Short
Good feeling Fast progress
Useful improvement with high outcome
If you don’t start now you will never have the benefits
Medium term Medium term
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Consider the ability to change
in your organization
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How to prioritize?
Unfortunately a mountain can’t be moved in one day. So we will need parallel and step-by-step improvement. We need to prioritize, based on risk. The risk assessment has two components: • the risk for the organization if the problem is
not solved • but the risk the organization runs when we
start changing
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Improvement backlog items related to risk
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ID Status Title Business Success factor Risk current situation Risk improvement Relative effort Priority Improvement measures Metric
What if we don’t change?
What if we do change?
Quick win / medium / long term
How does the improvement relate to success?
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Risk level influences quality, time and cost
Risk poker is done prior to planning poker 40
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Risk poker: based on Agile ways of working
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2 2
1
Discussion
Improvement
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Note: this is
an example of
risk assessment,
other possibilities
exist.
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- Take the improvement backlog of the previous exercise, if necessary extend the list you already have
- Prioritize the improvement items - Determine which improvement items you will pick up first (and prepare to explain WHY)
Exercise B
42 Groups of 3 or 4 persons. 15 minutes.
Improve. -How to improve? -How to keep improving? (show benefits!!)
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PointZERO roadmap
44 The steps in the roadmap are selected for
and tuned to the specific situation
Root Cause Analysis
Prioritize improve-
ments
Benefits
Assess Application
Lifecycle
Continuous Improve-
ment
Improvement Backlog
Deming cycle
Plan
Do
Check
Act
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Collaboration across the lifecycle of people and artifacts
Quality Gate: collaboration towards handover based on previously agreed criteria
Application Lifecycle management tooling
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Supervision keeps the holistic view of the application lifecycle
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The points of collaboration for hand-over are important in the overall
lifecycle process
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Shift focus from time & cost
to Quality & Risk
47 Fit for purpose quality supports business success!
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Improvement backlog item - info
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ID Status Title Business Success factor Risk current situation Risk improvement Relative effort Priority Improvement measures Metric
What is the actual improvement?
How will you know if it worked?
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Measuring
“It is better to use imprecise measures of what is wanted, rather than precise measures of what is not.” - R. Ackoff
Start by defining what it is that we want to achieve And how we will measure the result Try not only to measure the simple indicators (e.g. time & cost) but focus the indicators that really matter (e.g. customer satisfaction)
Start by measuring the current situation you need to compare to know if the improvement works
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Measure, think of 3 dimensions: People, e.g. • Knowledge
Process, e.g. • Activities (e.g. nr. of activities, nr. of involved people) • Time & cost
Product • Customer satisfaction • Mean Time Between Failure • Risks covered
Indicators of Business Success
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Choosing the right measurement & metric
What indicator is suited to support the improvement goal?
Use the metrics to create your dashboard of: people, process and product
It is: your business success monitor
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Shift left
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To enable “right first time” & “no faults forward”:
Shift the quality focus to early lifecycle activities
Frontload the lifecycle
with quality measures
enable a sustainable
increase of your
business success
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How will you know your improvements actually contribute to your business success? (what can you measure & how?)
Exercise C
53 Groups of 3 or 4 persons. 20 minutes.
Recap. Assess Prioritize Improve
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Recap: the Improvement backlog
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ID Status Title Business Success factor Risk current situation Risk improvement Relative effort Priority Improvement measures Metric
How does the improvement relate to success?
What if we don’t change?
What if we do change?
Quick win / medium / long term
What is the actual improvement?
How will you know if it worked?
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PointZERO® roadmap
56 The steps in the roadmap are selected for
and tuned to the specific situation
Root Cause Analysis
Prioritize improve-
ments
Benefits Kaizen
Plan
Do
Check
Act
Assess Application
Lifecycle
Continuous Improve-
ment
Improvement Backlog
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So why would you improve? Measure increased success!!
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PointZERO: the result
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PointZERO achieves reduced effort, While the focus shifts to early lifecycle activities
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the PointZERO® vision
59 Stop wasting time and money