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Change Management in Practice
One often underestimated discipline important to success in improvement
projects is change management. But what is the substance and the most
important and useful topics in this discipline?
This tutorial focuses on models, methods and techniques in change
management for use in improvement projects to ensure success.
Topics for the tutorial include: Different types of change, Important
factors with importance for successful improvement, Change
management, Readiness for change, Roles necessary in change projects.
Jørn Johansen will give an introduction to change management in practice
and present some general and useful methods and techniques.
Jan Pries-Heje will go more in detail and present a role model, which he
had developed and has used in several practical improvement projects.
This tutorial will include two practices which the participants will take
part in during the tutorial.
This tutorial is partly developed in Talent@IT, a large national research
project funded in part by the Danish government. Four Danish Companies -
ATP-Huset, Danske Bank, PBS and SimCorp - the IT University of Copenhagen
and DELTA collaborate in this 30 person year project started in January
this year. Jan is responsible for the research work and Jørn is project
manager in this tree year project.
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Accelerating Implementation Methodology (AIM)
This interactive tutorial introduces participants to the key
principles of the Accelerating Implementation Methodology (AIM) and
process for implementing large-scale organizational change. Utilizing a
10-step road map, IMA delivers practical strategies and tools that can be
used immediately for obtaining and maintaining sponsorship; creating
readiness by managing the inevitable resistance to change; developing
effective change agents in your organization; and aligning your strategic
objectives with your organizational culture. In addition, the program
will assess organizational stress resulting from simultaneous change
initiatives; examine reinforcement management tactics; and address
available communication vehicles.
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Quality Management and Process Improvement by Efficient Teamworking
Mr. Janos Ivanyos (ivanyos.janos@memolux.hu) is one of the founders of
company Memolux (www.memolux.hu) and the managing director responsible for
Information and Communication Technology support and development since
1989. He was graduated as an economist at University of Economics,
Budapest in 1984. He was working for the Computer Center of the National
Planning Office for 4 years and then established his first computer
service company.
He managed several IT projects including IT outsourcing services to
Unilever Hungary, Heating Works of Budapest, National Employment Office,
Ministry of Finance, etc. He was the Project Manager and Contractor for
the PASS Esprit FP4 project during the period of 1997-1999. He was the
scientific co-ordinator (project manager) of the MEDIA-ISF
(IST-2000-29651) FP5 project (2001-2002).
This tutorial outlines a framework and technology platform including
- Teamworking concepts
- Basic Teamwork system usage demonstration and drills
- document and report management
- distribution management
- AQAP-160 NATO Integrated Quality Requirements for Software throughout
the lifecycle requirement overview:
- Concept of AQAP-160
- ISO/IEC 12207
- ISO 9001
- Tailoring process requirements
- NATO-specific requirements
- Teamwork Administrator practices
- new project
- team assignment
- An AQAP-160 conform project set-up practice:
- initial explanations about applicable project types, procedures,
document and report templates, teamwork
- role assignments (Project Leaders, Quality Managers, Reviewers, NQA
Support Manager),
- activity plan of the practice,
- schedule of the practice
- Teamwork practice with background support;
- Forum of Lessons learnt
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Rapid Process Improvement The tools and techniques for improved
performance
This tutorial draws on 10 years of process improvement case studies from
diverse organisations across all market sectors within the UK Software
Process Improvement Network. It addresses the following questions:
- What SPI approach is most suitable to my organisation?
- What techniques can I deploy to gain buy-in and commitment?
- What techniques can I use to deliver improvements in weeks rather than
months?
- What is the best approach for SMEs?
- Why are some organisations more successful than others?
- What are there common pitfalls to avoid?
Rapid Process Improvement is a set of tools and techniques which can be
deployed to; identify what to do; determine priorities; generate buy-in
and commitment; and implement improvements in rapid timeframes.
This tutorial introduces and describes the most effective tools and
techniques for process improvement and relates these to contemporary
development and support activities in today's dynamic business
environment.
It will identify three classes of tools for process improvement and
describe 32 practical tools and techniques and provide a "starter set"
that can be readily deployed to deliver improvements whether you are just
starting out with SPI or need to revitalise an existing process
improvement programme.
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What Key E-Business Management Skills Should You Have?
The target group are managers from SMEs who plan to establish e-commerce
services within their organisation.
This tutorial draws from an international project and outlines
- analysis of different steps to be performed in order to achieve the
implementation of e-commerce in a company, i.e. issues at hand prior to
e-commerce implementation; design and adaptation of products/services;
what and how should I sell?
- aspects of e-Business Models, e-Business Analysis, e-Marketing,
e-Project Management, e-Customer Management, e-Procurement Management,
e-Business Technologies, e-Legal/Ethical/Social Issues, e-Security
Measures, e-Strategy Analysis
The learning objective is that after this tutorial you are able to
describe the technical and business
possibilities of e-commerce as a channel for commercialisation of products
and services for your organisation.
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How to design process guides for software development
Many software companies have described their software processes as
formalised, software process models. Such descriptions of processes
usually document key work processes, with related activities, artefacts,
work roles, development tools, and constraints.
Process models are often available on company Intranets, as process
guides, and vary in scope, detail, and completeness. Their purpose is to
document work processes, systematic analysis of models, planning of
complete processes, and to support execution.
In this tutorial, we want to examine how such process guides are
developed, used, maintained, and managed. We want to discuss situations
where they are considered useful, and when they are not. Are different
process guides necessary for different types of users? We also want to
discuss criteria for "useful" process guides.
The target audience is people responsible for software processes in
software companies, and researchers interested in practical aspects of
process guides.
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Practical Experiences with SPICE Assessments
This tutorial draws from 12 years experience with assessments in
automotive and highlights success/failure criteria for SPICE assessments
and practical improvement planning.
It contains a mixture of short presentations and practical workshop
sessions so that attendees learn scoring and rating on examples.
The tutorial covers
- Assessment Planning Experiences
- tailoring Experiences
- Interview Technqiue Experiences
- Scoring and Rating Experiences
- Improvement Planning Experiences
- Experiences with Priority Analysis
- Experiences with Improvement Implementation
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The e_services Capability Model (a trademark of the CMU, Pittsburgh, USA)
Model-based approaches in SPI
Outsourcing has long been available - since the mid-twentieth century, to
organizations as a strategy for reducing cost, improving quality or
focusing on core competencies. What is new in outsourcing, however, is the
increasing impact of Internet revolution on it and emergence of a new
breed of outsourcing services to take advantage of increasing bandwidth in
telecom and data network. The new types of services that are being
increasingly outsourced these days are called IT enabled outsourcing
services (IT-EOS). However, there are several challenges for a service
provider of IT-EOS, like managing and meeting client expectations is a
major challenge in IT-EOS, where the nature of the services themselves,
and the rapid changes in technology and tools, introduce an additional
level of complexity. The paper begins with the emerging trends in IT
enabled outsourcing services. Then, it delves into the critical issues for
successful delivery of IT-EOS pertaining to the various phases in a
typical IT-EOS process.
Carnegie Mellon University - which has produced several successful
capability maturity mod-els in past, has come up with a new model
(November 2001) to address these critical issues. The model is called the
eServices Capability Model (escm ). This tutorial presents
the framework of the model and goes on to provide a practical way to
implement the model. The paper explains the approach for implementing the
model by taking up a case of an or-ganization that provides data center
services and located in Asia Pacific region: what made them to chose the
model, what are they doing to adopt the model and expected benefits out of
its implementation.
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Model-based approaches in SPI
The tutorial explains and demonstrates the use of well-known assessment
and improvement models in long-term SPI work in FiSMA network. FiSMA
(Finnish Software Measurement Association) is a network of 40 companies,
focusing in process assessment, improvement and estimation topics. In
this tutorial the main interest is in SPI and management models, like
CMMI, SPICE, EFQM and ISO9001.
STTF Oy has developed a method and toolset for SPICE and CMMI based
assessments and SPI planning. Currently the database includes findings
from appr. 1000 process instances. The toolset is extended to include
SPICE and CMMI based improvement planning, including typical action
items for each SPI situation. Some FiSMA member companies are extending
the approach to include also EFQM and ISO9001 requirements. So, a family
of models and methods is easily available for practical SPI work.
The tutorial includes theoretical and conceptual elements of model-based
SPI approaches and visualises key features using practical examples.
Speaker CV: Risto Nevalainen is a top professional in many software
engineering topics, especially quality management, process assessment
and software measurement. He is one of original developers of ISO15504
standard, known as SPICE model. He has teached and used SPICE, CMM and
CMMI models in more than 20 companies in Finland and abroad. Nevalainen
is the principal developer of FiSMA SPICE method. Nevalainen has been
ISO9001 Lead Auditor for more than 10 years. Currently Nevalainen is
developing a knowledge management and experience database for small
software companies, to be used in their formal SPI programs.
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