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Speed Bumps on the Implementation Highway Presented by: Dan Wall - - PowerPoint PPT Presentation

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Speed Bumps on the Implementation Highway Presented by: Dan Wall 2008 TSP Symposium September 2008 SEI Approach - 1 The TSP introduction approach must be unique for each organization. Start with two to four TSP prototype projects.

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SLIDE 1

Speed Bumps on the Implementation Highway

2008 TSP Symposium September 2008

Presented by: Dan Wall

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SLIDE 2

SEI Approach - 1

  • The TSP introduction approach must be unique for each
  • rganization.
  • Start with two to four TSP prototype projects.
  • Define the prototype goals.

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  • Define the prototype goals.
  • Establish responsibilities.
  • Get started.
  • First steps
  • train a few pilot TSP teams and their managers
  • launch the teams
  • gather data and evaluate the results
  • train internal instructors and coaches
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Introduction Timeline

Example timeline based on 9-12 month pilot projects initial results available in 6-12 months final results available in 12-18 months demonstrates TSP benefits

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Task Q1 Q2 Q3 Q4 Q5 Q6

Executive training/kickoff session

X

Select participants, develop schedule

X

Train managers, developers, instructors

X X X

Conduct TSP pilots

X X

Build introduction team

X X

Plan and initiate roll-out

X

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SLIDE 4

Bump 10- Not Talking

Many other organizations have implemented the TSP

talk to as many organizations as you

can

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can

  • Pick their brains what worked, what didn't
  • Why were they successful or not
  • What results did they achieve
  • How did they train there people
  • Share
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Bump 6 – The Right Help

Most organizations do not start with internal coaching and training capabilities

Pick someone that meshes with your

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Pick someone that meshes with your

  • rganization
  • Background
  • Philosophy
  • Availability
  • Experience and track record
  • Rapport
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Bump 11- Transition Team

You need a transition team, not just one person

  • Appoint a transition lead and train them

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The transition team is responsible for

establishing the transition plan negotiating this plan reviewing the plan with senior management monitoring and guiding the transition effort leading the dedicated transition resources

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Bump 3 – Training

We all know the SEI recommends

that everyone be trained.

We all skimp on it How many of us actually get

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How many of us actually get everyone trained and keep up with the training of new people? Launches and your support efforts are much easier if everyone if trained

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Required Training

Executive strategy and planning seminar: 1 1/2 days Management training: 2 days Required team member training

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Required team member training two-week PSP course for software professionals two-day personal process course for other

professionals

Internal instructor/coach training PSP instructor: 5 days TSP launch coach: 5 days

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SLIDE 9

Bump 1 – Sr. Management

  • Sr. management support is absolutely

necessary

They need understand what is going to

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happen and how it impacts them

If it is important to them it will be

important to the rest of the organization

Make sure they stay involved

  • Consider them TSP team
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Bump 8 – Measurements

Again the advice from the SEI is

development success criteria ..most don’t

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Define what success will look like

  • Use SMART measures
  • Have senior, middle management and

project team develop and monitor them

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Bump 9 – Technology

Adapt and use any PI technology that will

help you solve your organizations problems as you implement TSP & PSP

CMMI PAs, Six Sigma, Lean techniques

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CMMI PAs, Six Sigma, Lean techniques Find the tool set the best fits your needs

and use it

E.g. SEI Spreadsheet, Process Dashboard,

MS Project, DevTrak

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Bump 2 – Middle Management

At first appearance they aren’t impacted – but their role changes the most

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They need careful handling and

feeding throughout the pilot and more importantly through rollout

Keep them involved Reviews, roundtables, 1-1s

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Bump 4 –Patience

Process Improvement is hard work

Most senior management wants the

results as soon as possible

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results as soon as possible

Resist the temptation to go fast Everyone needs care and feeding Middle Management and Dev teams

  • ften like the status quo
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Bump 5 – Listen

Often we just move ahead with the plan and don’t listen to the people

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What are the problems, what are their

concerns

  • Address them as you move forward
  • Involve the organization in the change,

not just with the training

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Bump 7 – Internal Capabilities

Having consultants on site is great but in the end most organizations can’t afford them, plus they don’t live with your problems.

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Develop your own internal capabilities to

support your organization. They know the people, the culture, the opinion leaders and they have a vested interest in succeeding.

  • Plan ahead for required resources
  • Transition plan for coaches and instructors
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Questions

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Contact

Dan Wall Vice President – Production Methods Vicarious Visions

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150 Broadway Suite 205 Albany, NY 12204 518-701-2512