The 5th posting on on “What Drives Quality” covers review and inspection. Previously covering Requirements Quality, Architecture and Design Quality, and Coding Quality. Understanding what drives quality enables you to take action before problems actually occur, thus saving time and money.
Het spreekwoord "voorkomen is beter dan genezen" geld ook voor software. Veel software fouten zijn niet nodig; veel problemen kunnen voorkomen worden. Een techniek die helpt om te leren van fouten, en ze te voorkomen, is Root Cause Analysis.
"Verandering is de enige constante." "Onze organisatie verandert continu, maar lost dat alle problemen op?" "Er lopen zoveel veranderingen, ik mis het overzicht!" Herken je deze uitspraken? Dan weet je vast hoe belangrijk verandering binnen de organisatie is, maar ook hoe moeilijk het is om veranderingen te managen.
Procesverbetering wordt vaak toegepast om problemen in een organisatie structureel aan te pakken en blijvend op te lossen. Ik heb succesvolle (proces)verbetertrajecten begeleid, maar ook trajecten gezien waar door de verbeteraanpak de problemen initieel juist groter werden. Door alert te zijn op de signalen, en tijdig actie te ondernemen werd het verbetertraject daarna alsnog succesvol.
Op 18 mei is er een bijeenkomst van de people-CMM werkgroep. Op die avond gaan we ervaring opdoen met organisatie opstellingen, en bespreken we de onderwerpen "participatory culture" en "zelfsturende teams".
Het thema van de SPIder People-CMM werkgroep op maandag 18 april is “Participatory Culture”. In de bijeenkomst bestuderen en bespreken we dit proces gebied, en daarna passen we het ook zelf toe (eat our own dogfood).
R&D Organizations are more and more relying on measurements, but many struggle to implement them. There are the usual technical problems associated with collecting and storing data, and creating usable reports. However, the biggest challenges are often related to using the data to actually make decisions and steer the activities of the organization.
Earlier I described how you improve the performance of IT organizations in an agile way. The Agile Journal published a compact version of agile process improvement.
Some companies say that “people are our most important resource”. I’d rather use the term “professionals”, since they are trained, have build up experience and are continuously developing themselves to deliver value for your customers. Question is: Are they empowered to do this in a efficient and effective way? The People-CMM can be used to develop a powerful professional workforce, supporting self-organizing agile teams.
We all know how to play the Devil’s Advocate. By playing this role, we stimulate a discussion in which we challenge ideas, in order to improve it. But how do you get your ideas to start with? This is where the Angel’s Advocate comes in.
In october 2010, version 1.3 of the Capability Maturity Model Integration (CMMI) has been released by the Software Engineering Institute. I’ve published several articles on the benefits of CMMI V1.3. This is (for now) the last article, which sums it all up.
There are 3 CMMI V1.3 models released: CMMI for Acquisition (ACQ), CMMI for Services (SVC), and CMMI for Development (DEV). The CMMI V1.3 makes it easier to combine process areas from different models, thus supporting continuous improvement that delivers quicker business results.