IDEAL Step 2 – Diagnosing Step 3 – Establishing (Step 2 -Diagnosing…
IDEAL Step 2 – Diagnosing
Step 3 – Establishing
Step 2 -Diagnosing
Determine what baselines are required
Perform the baselining activity to get a picture of the organizations current strengths and weaknesses.
Produce Findings and Recommendations report
Prepare to develop the SPI strategic action plan
Understand the working of the current processes and the organizational interactions
Gather information on the current strengths and opportunities for improvement in the organization
Build involvement, from the senior management team down to the practitioners, for process improvement tasks
Detail the starting point for measuring improvement
Interviewing skill, data reduction skill, Baselining method, Team skill, Change management
Plan the Baseline
All aspects of the baselining activities are taken into account and have been planned for.
The activities needed to accomplish the baselines
Baselining team selected
Roles and responsibilities. Train baselining team in appraisal method
Describes the method used, the participants, data sources, areas of investigation, and strengths and weaknesses that have been found
Develop Final Findings and Recommendations Report
Provides a lasting representation of the organizations current state.
Set of recommendations to go along with the findings
Communicate Final Findings and Recommendations
People will be wondering about all the activity that was occurring during the baselining
It is recommended that the results of the baselining activities be communicated to the entire organization
Contribute to building sponsorship and support for the SPI program
Baseline Findings and Recommendation Report delivered to the MSG and accepted.
The draft of the SPI strategic action plan is initiated.
Gather actual information regarding the strengths and weaknesses of the organization processes
Policies, procedures and guidelines used in its software development activities are readily available
Interview members of the software development staff and mgmt staff
Review and analyze policy, procedures, and guidelines
Step 3 – Establishing
Develop or refine a SPI strategic action plan
SPI should provide clear business reasons for conducting the SPI program and should be clearly and measurably linked to the
Revisie the organization’s vision and business plan
The management steering group (MSG) has the responsibility for creation of the SPI strategic action plan.
The MSG begins by determining what kind of strategic planning process it will follow
The SPI strategic action plan will be based on the results of the baselining efforts performed in the Diagnosing phase of IDEAL, the organization improvement goals, and the resources available
Develop/update a long-term (three- to fiveyear) SPI strategic action plan
Measurable goals for the organizations SPI program
Integrate the baseline findings and recommendations into the SPI strategic action plan
Integrate the SPI strategic action plan with the organization’s business plan, mission, and vision.
Strategic plan, Team skill, vision development, Sponsorship, Facilitation, Business plan.
The SPI infrastructure is in place and operating
The MSG has decided that the SPI strategic action plan needs to be updated
Baselining activities have been completed
The SPI strategic action plan is complete and approved.
The organizations vision, business plan, and SPI strategic action plan are synergistic
TWG is established
Strategic Planning Process Training
Choose a consistent approach to planning for the SPI program
Develop skills in building a solid planning foundation
Train the MSG and SEPG in the process and methods.
Review Organization’s Vision
Clearly link the SPI strategy to the organization’s vision and direction
Review and possibly modify current vision
Generate new vision if one does not exist or if the existing one is not adequate.
Identify goals and motivations for the SPI program
Review Organization’s Business Plan
Clearly link the SPI strategy to the organization’s business plan
Review and possibly modify current business plan
Generate new business plan if one does not exist or if the existing plan is not adequate
Identify goals and other (possibly competing) initiatives
Determine Key Business Issues
The SPI program need to be driven by the current business needs and understood and agreed to by management
It will be difficult to clearly demonstrate to senior management that the initiative is achieving real value for the organization in business terms
The key business needs have to be clearly defined, measurable, and understood to provide a common view to the SPI teams
Review Past Improvement Efforts
People typically repeat past behaviors, including those that lead to success and those that do not.
Ensure that mistakes are not repeated that may have caused similar initiatives to fail in the past.
Review past change and/or improvement efforts and identify successful practices to leverage and unsuccessful practices to avoid.
Describe the Motivations to Improve
People must understand why the organization is spending so much time and effort on a SPI program
Identify Current and Future (Planned) Improvement Efforts
Organization must evaluate all of the initiatives under way and determine how much it is investing in each one and in total.
For an organization to get the best results, the cumulative impact of all improvement efforts should not be overwhelming to anyone
Finalize Roles and Responsibilities of the Various Infrastructure Entities
Define criteria to be used to select improvement action items from a list and launch them
Define a process to apply those criteria
Document the criteria in the “Improvement Agenda” section of the SPI strategic plan.
Prioritize Activities and Develop Improvement Agenda
Definition of the roles and responsibilities of the infrastructure, may now be outdated
Finalize roles and responsibilities for the SEPG, MSG, and any other SPI management and coordination groups
Define typical roles and responsibilities for TWGs in terms of their responsibilities, authority, reporting requirements
Reconcile Improvement Efforts with the Baseline Findings and Recommendations
Incorporate baseline results into the SPI strategic plan.
Reconcile baseline results with all other existing and/or planned software improvement activities
Transform the General SPI Goals to Specific Measurable Goals
One general goal could have been to make software projects more predictable in terms of cost and schedule
The transformed goal could be to improve that measure such that 80 percent of all projects complete within 10 percent of their original estimates, within 2 years.
Create/Update the SPI Strategic Plan
The plan has been reconciled with the baseline results, and the goals transformed, the plan has to be put together, edited, and finalized
Complete SPI strategic plan written
Approve the SPI Strategic Plan and Commit Resources to Action
The action plan that is developed needs to be communicated to the organization
Build consensus and commitment to the plan
Approve SPI strategic action plan
Form the Technical Working Group (TWG)
Build a team from people with diverse backgrounds who all have a stake in the area of improvement and TWG established
TWGs are the solution developers for the SPI program
Document, Assess, Improve current processes.
Develop plan to pilot improved process
Pilot the new improved process.