The LEGO Strategy: Guidelines for a Profitable Deployment

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EuroSPI2 2012 – 19°°°° EuroSPI Conference

Vienna (Austria), 25-27 June, 2012

Luigi BuglioneBuglione

Christiane GresseGresse von Wangenheimvon Wangenheim

Fergal McCafferyMcCaffery

Jean C.R. HauckHauck

Guidelines for a Profitable

DeploymentThe LEGO Strategy

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DKIT At a glance

Dundalk Institute of Technology is a 90 acre campus situated between Dublin and Belfast (each approximately 50 miles away).

The Institute consists of 4 Schools:

1. Business & Humanities

2. Informatics & Creative Arts3. Engineering4. Health & ScienceThe Regulated Software Research Group which is

part of LERO (the Irish Software Engineering Research Centre) is part of the School of Informatics & Creative Media

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Engineering At a glance

ERP ECMIT Security

Plant ManagementSystem

Broadband & MediaManaged Operations

System Int. & System Int. & ConsultancyConsultancy

OutsourcingOutsourcing

SoftwareSoftware

7070

1010

2020

8080

2020

5454

2727

1919

8080

1010

1010

FinanceFinance IndustryIndustry TELCOTELCO UtilitiesUtilities

%%

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ResearchResearch and and

DevelopmentDevelopment

3535

1919

4646

PA & HCPA & HC

_ The first Italian ICT player

_ more than 730 M/€ revenues

_ 1000 clients

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www.eng.itwww.eng.it

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UFSC At a glance

Federal University of Santa CatarinaFlorianópolis/Brazil [http://www.ufsc.br]

• 48 Master courses• 38 PhD courses• 62 Undergraduate courses• EUR 268 million annual budget • 25,737 Undergraduate students• 8,543 Graduate students• 34,280 Students

INCoD is to be a reference institute for excellence in research, validation and dissemination to support digital convergence. [http://www.incod.ufsc.br]

The Software Quality Group focuses on scientific research, development and transfer of SE models, methods and tools. [http://www.gqs.ufsc.br]

[http://www.youtube.com/watch?v=V6E1Z5DEuvk]

5 EuroSPI2 2012 – Vienna (Austria), 25-27 June, 2012

© 2012 Buglione, Gresse von Wangenheim, McCaffery, Hauck

The LEGO Strategy Goals of the presentation

� G1. Discuss the benefits from a well established long-term strategy (not only tactic…)

� G2. Propose the LEGOLEGO approach for making organizations more effective and efficient, optimizing resources

� G3. Show the needed elements for designing a strategy for a better deployment of a process improvement initiative



Agenda

• Introduction

– What is Strategy?

– IT Projects: State-of-the-art

• Why Process Improvement Programs Fail?

– The Three Waves and Most Recurring Problems

– Further Attention Points

• Looking for a Solution: Back to the Strategy

– Reactive vs Proactive Models

– The LEGO approach

– Looking for a Strategy

• Establishing a Strategy from Historical Data

– Positioning the LEGO approach in the PDCA Cycle

– Focusing on Strategy: Making it Work

• Conclusions & Next Steps

• Q & A

The LEGO Strategy



Introduction What is Strategy?



Introduction IT Projects: State-of-the-Art (11/2)

Example: CHAOS Reports 2002-08 DataExample: CHAOS Reports 2002-08 Data

Failed projects seems to increaseFailed projects seems to increase

Several top-5 (or top-10) lists for main causes:� http://goo.gl/LT5Wc� http://goo.gl/ZCk6T� http://goo.gl/xde73� http://goo.gl/hBFMp� http://goo.gl/NohkZ� ...

Several top-5 (or top-10) lists for main causes:� http://goo.gl/LT5Wc� http://goo.gl/ZCk6T� http://goo.gl/xde73� http://goo.gl/hBFMp� http://goo.gl/NohkZ� ...



Introduction IT Projects: State-of-the-Art (22/2)

Some questions: •Thus, aren’t strategies really applied in organizations? • Which are the main root causes for failure? • Could MCMs (Maturity & Capability Models) help in improving the whole picture?

Some questions: •Thus, aren’t strategies really applied in organizations? • Which are the main root causes for failure? • Could MCMs (Maturity & Capability Models) help in improving the whole picture?

Weak alignment between perspectives

Weak alignment between perspectives

Few attention to COQ (Cost of Quality)

Few attention to COQ (Cost of Quality)



Agenda

• Introduction














• Q & A

The LEGO Strategy



Why PI Programs Fail? The Three Waves && Most Recurring Problems

Y2K

Mid ’90s

1

Mid Y2K

2

1. Get certified by ISO 9001/9002

2. Get compliant by MCMs (e.g. CMMI, SPICE, etc.)

3. Multimodel Approach (e.g. SEI’s PRIME, etc.)

3



Why PI Programs Fail? Further Attention Points

Some misconceptions and issues can be: •• An ISO management system standard is about An ISO management system standard is about requirementsrequirements, not , not

processesprocesses� Maybe trivial, but not always clear a management system standard is not directly comparable

with a process model

•• Staged representations in MCM has pros & consStaged representations in MCM has pros & cons� Some core processes are not visible till the end

� E.g. in CMMI the process about RCA (Root-Cause Analysis) is CAR (ML5)

� Common acceptance about a high-level equivalence between ISO 9001:2008 certification and CMMI ML2-3

� RCA is a mandatory requirement for get certified with ISO 9001:2008

•• ‘‘HorizontalHorizontal’’ MCMsMCMs can miss some detailscan miss some details� Horizontal vs Vertical MCMs: http://slidesha.re/JotY6V

� Yet done a preliminary analysis of main CSFs?

• Run a RCA at the strategic level to establish the main list of issues to be fixed with priority for a sustainable, mid-long term improvement program

•• Run a RCA at the strategic level to establish the main list of iRun a RCA at the strategic level to establish the main list of issues to ssues to be fixed with priority for a sustainable, midbe fixed with priority for a sustainable, mid--long term improvement long term improvement programprogram



Agenda

• Introduction














• Q & A

The LEGO Strategy



Looking for a Solution Reactive vs Proactive Models

•• Possible organizational Possible organizational ‘‘postureposture’’� Reactive � compliance

� Proactive � improvement (+ compliance)

•• CertificationsCertifications� Should be the ‘natural’ consequence of a proper acting

in applying common-sense rules and principles, not the target for an improvement program

•• Main elements to focus onMain elements to focus on……� People (e.g. CMMI-DEV RD about req. elicitation)

� DIKW (Data-Information-Knowledge-Wisdom) as a path toward a complete and satisfactory Knowledge Management process (e.g. from ITIL v3 2011 ST core book)



Looking for a Solution The LEGO Approach

1. MCM Repository1. MCM Repository 2. Process Architecture

2. Process Architecture

4. Appraisal Method4. Appraisal Method3. Mappings & Comparisons

3. Mappings & Comparisons

1.Identify goals

2.Query the

MCM repository

3.Include new

elements

4.Adapt

& Adopt

Source: Buglione L., Gresse von Wangenheim C., Hauck J.C.R., Mc Caffery F., The LEGO Maturity & Capability Model Approach, Proceedings of 5WCSQ, 5th World Congress on Software Quality, Shanghai (China), Oct 31- Nov 4 2011



Looking for a Solution Looking for a Strategy

• Run periodical appraisals using the resulting (LEGO) meta-model mapped on the organizational Business Process Model (BPM)

• Run quarterly audits based on ISO 19011:2011 guidance

O - Operational

• Become compliant with main best practice models/frameworks after taking the best of them using the LEGO approach

• Become ISO 9001 certified within 2 years

T – Tactical

• Be the best ICT provider in a certain market

• Provide quality product/servicesS – Strategic

Scenario #2 Scenario #2 -- GoalsGoalsScenario #1 Scenario #1 –– GoalsGoalsLevelLevel

The STO ModelThe STO Model



Agenda

• Introduction














• Q & A

The LEGO Strategy



Establishing a Strategy LEGO in the PDCA Cycle

• Some notes…� ‘+’ potential added value

� Coloured actions � additional steps for implementing a strategy against the typical PDCA-based improvement

•• Some notesSome notes……� ‘+’ potential added value

� Coloured actions � additional steps for implementing a strategy against the typical PDCA-based improvement



Establishing a Strategy Focusing on Strategy: Making it Work (11/6)

Source: Buglione L., Strengthening CMMI Maturity Levels with a Quantitative Approach to Root-Cause Analysis, Proceedings of the 5th Software Measurement European Forum (SMEF 2008), Milan (Italy), 28-30 May 2008, ISBN 9-788870-909999, pp. 67-82, URL: http://goo.gl/T4ROJ




Possible sources with best practices for finding

solutions to a root-cause

Possible sources with best practices for finding

solutions to a root-cause

Root-CausesRoot-Causes




E1SG 1VER - Verification1.3CMMI-DEV11

E1SP 1.3VER – Verification1.3CMMI-DEV10

D1SP 1.4REQM – Req. Management1.3CMMI-DEV9

D1SP 1.3REQM – Req. Management1.3CMMI-DEV8

A1SG 3RD – Req. Development1.3CMMI-DEV7

A2SP 1.1RD – Req. Development1.3CMMI-DEV6

C1GP 2.5PP – Project Planning1.3CMMI-DEV5

E1PI – Product Integration1.3CMMI-DEV4

B1SP 1.4OPD – Org. Process Definition

1.3CMMI-DEV3

B1SG 2MA – Meas & Analysis1.3CMMI-DEV2

B1SG 1MA – Meas & Analysis1.3CMMI-DEV1

CauseCause--EffectEffectSP/GPSP/GPSG/GGSG/GGPAPAId.

ImplImpl. Priority. PriorityFrequencyFrequencyPracticePracticeGoalGoalProcessProcessVersionVersionModelModel

• Some notes…� Establish a priority by frequency + causal relationships among processes

� E.g. see CMMI-DEV ‘Related PAs’ section within each PA description at the beginning

•• Some notesSome notes……� Establish a priority by frequency + causal relationships among processes

� E.g. see CMMI-DEV ‘Related PAs’ section within each PA description at the beginning




E1PI

C1PP

B1OPD

E2VER

D2REQM

B2MA

A3RD

PriorityPriorityFrequencyFrequencyProcessProcess

• Some notes…� Plot processes by frequency

•• Some notesSome notes……� Plot processes by frequency




3VER, PIE

2REQMD

1PPC

3MA, OPDB

3RDA

FrequencyFrequencyProcessProcessPriorityPriority

• Some notes…� Grouped processes by cause-effect can be another element for grouping

corrective/improvement actions

� E.g. MA + OPD � historical data (gathering) and proper definitions of measures at the beginning or during the project lifetime

� E.g. VER + PI � few integration tests run (VER) and a format data incompatibility (PI)

•• Some notesSome notes……� Grouped processes by cause-effect can be another element for grouping

corrective/improvement actions

� E.g. MA + OPD � historical data (gathering) and proper definitions of measures at the beginning or during the project lifetime

� E.g. VER + PI � few integration tests run (VER) and a format data incompatibility (PI)



Agenda

• Introduction














• Q & A

The LEGO Strategy



Conclusions && Next Steps

• Strategy � A ‘flavour of the month’ approach cannot look to the mid-long term� Must fit with the organizational size and main attributes� Must be aligned with the ‘MVV’ (Mission-Vision-Values) of the organization

• Process Improvement programs � Often based on ‘horizontal’ models, missing the depth for some improvement actions� Need to ‘go deep’, merging elements from several models and frameworks

� The LEGO (Living EnGineering prOcess) approach � http://slideshare.re/nssLR8 [5WCSQ, Shangai, Nov 2011]� Choose and integrate the ‘pieces of the puzzle’ you need for your goals � the target is

your QMS, not the model(s) you’re using

� The ‘LEGO Strategy’� Run a RCA in the ‘Plan’ phase in an improvement plan� Coordinate the three STO (Strategic – Tactical – Operational) levels� Derive the strategy from your historical data� ...why don’t try?

The LEGO Strategy

Do not repeat the tactics which have gained you one victory, but let your methods be regulated by the infinite variety of

circumstances. (Sun TzuSun TzuSun TzuSun Tzu)

Do not repeat the tactics which have gained you one victory, but let your methods be regulated by the infinite variety of

circumstances. (Sun TzuSun TzuSun TzuSun Tzu)



Agenda

• Introduction














• Q & A

The LEGO Strategy



Lessons Learned...

URL:

ww

w.d

ilbert

.com

The LEGO Strategy



Q && A

Vielen Dank fVielen Dank füür Ihre Aufmerksamkeitr Ihre Aufmerksamkeit!!

Thanks for your attentionThanks for your attention!!

The LEGO Strategy



Our Contact Data

Luigi Buglione

Engineering.IT/[email protected]

Jean Carlo R. HauckUFSC

[email protected]

FergalMcCaffery

[email protected]

The LEGO Strategy

C. Gresse von Wangenheim

[email protected]

The LEGO Strategy: Guidelines for a Profitable Deployment

Software

Transcript of The LEGO Strategy: Guidelines for a Profitable Deployment