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Thursday, January 13, 2005
Toral: Leading an SPI effort
By Janette Toral
Digital Filipino
IMPROVING PROCESSES. I am often asked where one should start in implementing a software process improvement (SPI) program in an organization. Well, different strokes for different folks. In my case, here’s what I find that works best.
Training. It is best to get key leaders, decision makers, sponsors and critical possible project supporters trained first. Once they are trained and convinced, they’ll be the ones to champion this initiative in the organization.
Process champions. Ideally, process champions will have to be identified.
These are the people who will assess existing procedures and problems, and draw up improvement programs. Afterwards, teams are trained in software process improvement focusing on your preferred model.
In my case, I prefer the Capability
Maturity Model Integration level 2 process areas for starters, namely: requirements management, project planning, project monitoring and control, supplier agreement management, process and product quality assurance, and measurement and analysis.
Level 3 areas can also be discussed, if time permits or if level 2 process areas have already been established and assessed.
Process documentation. It is good to take this opportunity to learn about existing processes. Document them. Tackle best practices and challenges. Without knowing where you are today, it will be hard to plot your action plan on how to reach your goals.
Action plan. After learning your current processes and model benchmarks, process owners and project team leaders will now be able to craft improvement action plans.
Pilot roll-out. From the action plan, a minor set of processes can be improved and tested through a pilot roll-out. Training will remain a continuous activity, as personnel can’t be allowed to perform a task without ensuring that the knowledge and skills are existent.
Feedback from these activities will be used to further improve the processes until it becomes a best practice to institutionalize throughout the organization.
Objective assessment can be performed through the use of third parties or personnel who are directly involved in the projects being assessed.
Never-ending cycle. Process improvement is a never-ending cycle.
Companies that espoused this culture are those who are always on their toes and vigilant in ensuring quality processes. They see continuous improvement as an effective strategy for long-term sustainability and competitive growth.
(janette@digitalfilipino.com)
(January 13, 2005 issue)
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