Finding the right changes that actually improve our software
1 Day Intensive Seminar Workshop
Our REAL process is what we
actually do that produces our results. It may or may not be what we’d
prefer to do or even what we think we’re doing. To change our
results, we must change our REAL process that actually produces the
results. That’s hard, mainly because people often aren’t
aware of what the REAL process is. Instead, they change the “presumed”
process—what they think is happening or what they’d like
to have happen. Even when the presumed process is formal and documented,
it often differs from the REAL process; and changing the presumed
process won’t change the results. This interactive session shows
how to recognize, analyze, and then change the REAL software process
to achieve meaningful improvement. Understanding these lessons is
essential for gaining maximum benefits from expensive formalized approaches,
such as the Software Engineering Institute’s Capability Maturity
Model (SEI CMM), which many consider synonymous with software process
improvement. Exercises enhance learning by allowing participants to
practice applying practical techniques to realistic examples.
Participants
will learn:
* Recognizing real processes and distinguishing
them from presumed processes.
* Avoiding common traps that lead to making only illusory
improvements.
* Ways to analyze and measure processes to identify
meaningful improvements.
* Placing externally-defined formalized process improvement
approaches in one’s own context.
* How hiring, training, rewarding, and management style
are part of the real process too.
WHO SHOULD ATTEND: This course
has been designed for managers, analysts, designers, programmers,
testers, auditors, and users who are concerned about the efficiency
and effectiveness of software development and support.
“REAL”
VS. “PRESUMED” PROCESSES
What a process is and why we care
Relation between process and results
The only way to change your results
Why most process improvements fail
Distinguishing “real” from “presumed”
When the real process is not recognized
Defined and documented processes
Silos, stovepipes, and smokestacks
Measuring a process to its full end result
IMPROVING THE “REAL” PROCESS
Key perspective to identify the real process
How to measure a process
Multivariate process mapping
Analyzing handoffs and bottlenecks
Evaluating value added
Streamlining and eliminating error sources
Non-operational “soft” components
Measuring and improving people processes
IF YOU DON’T KNOW WHAT YOU’RE DOING, YOU DON’T KNOW WHAT YOU’RE DOING
