How do we satisfy our State Government client who is asking us to “be more agile?”

Hey CMMI Appraiser,

We are working with the CIO of our State Agency, who is a big believer in organizational performance improvement and is always pushing us to be better. He just came back from NASCIO and heard that vendors need to start being "agile." Our team is smart and talented. We do daily meetings, collaborate, and meet with our customer all the time. Isn't this ok?  If not this, what is agile? ~ S.T 

Hey, ST,

Thank you for writing in.  Different people mean different things when they say they want to be agile. Let's dive into this.

When people say, "be more agile," sometime they mean, "deliver faster and cheaper." And when (too many) software engineers and developers think about "being more agile," they sometimes think it means, “no oversight or documentation!”

What does it ACTUALLY mean? Agility’s greatest strength, and the reason for its extraordinary success, is an intense focus on learning and adapting. Your customer probably wants you to keep learning and adapting your service to meet his evolving needs.

For you to be agile, then, you need to approach Agile as a student.

OK – now what?

In order to study and learn the discipline of agility, it helps to think of the approach as a three-tiered architecture of Agile Values, Agile Methods and Agile Techniques.

1. Agile Values

This tier defines the values that we agree to embrace. Our values are the things that are most important to us. These are the things that your organization needs to stay focused on, and your customer wants you to stay focused on.

Some of these agile values are transparency, collaboration, hiring the right people, fail-fast, inspect and adapt, share the work, and others.  The most commonly discussed values can be found at http://agilemanifesto.org/.

Side note: recently when I presented about Agile Values at a conference, a skeptical manager approached me and insisted that traditional Waterfall-style projects can easily have these same values.

I said, “That’s true. And guess what? When they do, they just called well-run projects!”  These values are universal. Unfortunately, "waterfall" methods and techniques don't always align well, or "trace," to the values.  So that's why we have . . .

2. Agile Methods

The second tier in the Agile architecture defines the WAY we do work - sequence, events, and ceremonies - and that WAY is derived from the values in Tier 1. All of the methods selected should adhere to the values. We call this having "values traceability."

Clients who work with Broadsword often hear me talk about "the WAY." Your "way" is derived from the values and methods use choose to select and embrace

Methods describe the sequence, interfaces, style, and the workflow of much of what we do. In this context, I use the words "method" or "framework" while I'm working with our clients. I think of them as synonymous.

In an Agile environment, the most common methods (frameworks) are Scrum, Extreme Programming, Spiral and Crystal, with the first two being the most prevalent.

For example, Scrum defines ceremonies, artifacts, and roles, and presents a basic sequence  (sprints, et al) for us to deliver our service or product in the context of values.

3. Agile Techniques

Techniques are the things we do every day, within the selected method, in adherence with the values. There are some techniques that are unique to methods, and some that span the entire family of Agile frameworks.

Techniques normally associated with Agile methods include:

• retrospectives
• Backlog grooming ("story time")
• User Story development
• Story Point estimation
• Planning Poker
• Fibonacci estimation
• Sprint Review (Demo) 
• Refactoring
• Test Driven Development
• BDD
• Spring / Iteration Planning

Being the third tier of an integrated architecture, a technique alone, without the corresponding methods and values (such as "we do a daily meeting") does not make you "agile," although it's better than NOT meeting everyday.

As I said above, you need to approach Agile as a student.

If you want to become a student, join us on November 7th @ 8:30 am – November 8th @ 4:00 pm (2 days). Here’s the link: 

Sign up for the Agile Scrum Learning Experience!

Hope to see you in class!

Like this blog? Forward to your nearest engineering or software exec!

Jeff Dalton is a Certified SCAMPI Lead Appraiser, Certified CMMI Instructor, author, and consultant with years of real-world experience with the CMMI in all types of organizations. Jeff has taught thousands of students in CMMI trainings and has received an aggregate satisfaction score of 4.97 out of 5 from his students.

Visit www.broadswordsolutions.com for more information about running a successful CMMI program.

CMMI Institute announces Global Conference Series for 2015!

Today, we are pleased to announce the CMMI Institute Global Conference Series for 2014-2015 in cities that span the globe. The CMMI Institute Global Conference Series connects organizations and individuals committed to building capability and elevating performance with the best practices, case studies, and shared learning that will equip them to face challenges and reach their goals. Check out the individual events or explore the whole series at the CMMI Institute Global Conference Series website, then mark your calendar and book your room.  Mark your calendars for these exciting events:  10-11 December 2014 in Shenzhen, China 26-27 March 2015 in London, England 12-13 May 2015 in Seattle, Washington, USA  Interested in being a presenter at one of the CMMI Institute conferences? If you have a case study that highlights how you improved your organizational capability and performance, we want to hear about your experience.  Submit by visiting the Call for Participation on the conference website, fill out the form and select the conference you plan to attend. Register early for the Global Congress and save 10%! CMMI Institute email subscribers can access a special 10% discount on the Early Bird registration rate for the CMMI Institute Global Congress. Register by 30 November 2014 with the promotional code "EmailSpecial" to unlock the SUPER Early Bird rate. Register Now and Save> Bookmark http://CMMIConferences.com to keep up with all the news about the CMMI Institute Global Conference Series. 10-11 December 2014 Shenzhen, China JW Marriott Hotel Presented in partnership with  ZenithUS and with support from the City Government of Shenzhen 26 - 27 March 2015  London, England Location TBA Presented in partnership with UNICOM.   Event formerly known as SEPG Europe. 12 - 13 May 2015 Seattle, USA The Westin Seattle Hotel Event formerly known as SEPG North America Register by 30 November 2014 with promotional code "EmailSpecial" and save 10% Like this blog? Forward to your nearest engineering or software exec! Jeff Dalton is a Certified SCAMPI Lead Appraiser, Certified CMMI Instructor, author and consultant with years of real-world experience with the CMMI in all types of organizations. Jeff has taught thousands of students in CMMI trainings and has received an aggregate satisfaction score of 4.97 out of 5 from his students. Visit www.broadswordsolutions.com for more information about engineering strategy,performance innovation, software process improvement and running a successful CMMI program.

CMMI vs. Scrum? NO! CMMI + Scrum!

"In this article, Jeff Dalton walks us through a fairly thorough application of CMMI in Scrum settings. He further demonstrates an approach to CMMI that is not only compatible with Scrum, but also uses Scrum and agile thinking to facilitate CMMI! It's not merely a matter of such-and-so Scrum practices demonstrating this-or-that CMMI practice -- that would be both easy and disingenuous. Dalton practices what he preaches and would never lead a company down a path that only solves their performance needs once, leaving them with nothing with which to fend for themselves when circumstances change. Instead, he offers us a delightfully simple and robust architecture that we can use to build processes incrementally and iteratively. How agile!" Hillel Glazer.

Download your copy of this article now, compliments of Cutter Consortium!

http://www.cutter.com/offers/agiledalton.html

Like this blog? Forward to your nearest engineering or software exec!

Jeff Dalton is a Certified SCAMPI Lead Appraiser, Certified CMMI Instructor, author, and consultant with years of real-world experience with the CMMI in all types of organizations. Jeff has taught thousands of students in CMMI trainings and has received an aggregate satisfaction score of 4.97 out of 5 from his students.

Visit www.broadswordsolutions.com for more information about engineering strategy,performance innovation , software process improvement and running a successful CMMI program.

OCM? What’s in it for me?

Hey CMMI Appraiser, I’ve seen a few posts here about OCM, and my team is interested in learning more. Can you tell us how would OCM benefit our organization and its process improvement planning effort? We are a CMMI Level 3 organization ~ Jonathan A.

Jonathan, thank you for stopping by.  The discipline you have been reading about here at Ask the CMMI Appraiser, known as Organizational Change Management (OCM), is the specialty of our resident expert, Julie Calfin, Broadsword’s Director of Consulting. Julie does amazing work with companies that are undergoing large scale business transformation like yours. Take it away, Julie! ~ The CMMI Appraiser 

Thank you, CMMI Appraiser!

Jonathan, great question! “What’s in it for me?” is generally the first thing anyone wants to know when they find out about OCM. Depending your role in the organization, I give my answer one of two ways:

1) From the organization’s perspective:

The benefit of OCM is it gives you a way of making your future state a reality. In other words, OCM is a discipline for helping you transform your company into whatever you want it to be.

As a practical matter, the organization benefits by embracing OCM because change is incredibly disruptive to any organization. OCM allows you to manage the change with minimum disruption. That’s the main benefit for the organization.

Is there an ROI? Absolutely! Organizations that embrace OCM make a significant investment in tactics and tools such as communications, training, stakeholder involvement, recognition & rewards, and what they get out of it is the ability to implement all of these changes, without burning out their workforce, without missing all of their project deadlines, and without losing their customers.

2) From the individual’s perspective:

The individual benefits from the adoption of OCM practices as well. After all, the organization is investing in you so that you can have a role in its future state. OCM tactics employed by your organization give you the ability to make the necessary changes without burning yourself out or harming your work product in the process.

Oh, I understand that sometimes they don’t make themselves clear. Tell me if this has ever happened to you. The order comes down from above that a specific change is coming. Unfortunately, the person sponsoring the initiative does not know how to make the change a reality. They know WHAT needs to change (they know, for example, they need processes that are CMMI-based), but don’t know HOW to go about affecting that change.

This is the purpose of OCM. Using OCM, the leaders of your team can create a blueprint for how to make these changes a reality, how to change their culture, and how to sustain that culture change over time.

There are three more ways OCM helps individuals do their jobs better.

Efficiency: Nowadays, more people are asked to do a lot with a little. OCM techniques allow people to implement large scale changes without overtaxing themselves in the process. For example, by involving the right people in the change initiative at the right time, you can avoid delays that are caused by false starts and negative emotions.

Learning: There is a learning component to OCM as well. Each individual has to acquire some new knowledge, skills and abilities – and potentially some new attitudes – in order to make the change a reality. One of the things we do in OCM, for each stakeholder group, is to quantify the learning that is needed and schedule it to be acquired at the right time. The advantage is that the organization is not going to just ask you to change. Instead, they will give you the learning opportunities you need to make these changes.

Influence: Finally, the adoption of OCM practices will equip individuals in the company to positively influence those around them. Change leaders are needed throughout the organization, not just at the top. Individuals become influential by disseminating valuable information, modeling desired behaviors, and eliminating barriers to change. Influential leaders emerge when we provide opportunities for them that are aligned with our future state vision.

I appreciate your question, Jonathan.  Please check back in the weeks ahead as Broadsword Solutions is planning to announce the availability of our first OCM eBook!

Like this blog? Forward to your nearest engineering or software exec!

Julie Calfin is the Director of Consulting at Broadsword Solutions Corporation. She has years of real world experience using OCM strategy and tactics to help her clients achieve their goals. Julie also uses the CMMI, in partnership with her clients, to set-up, monitor, and sustain process improvement programs.

Visit www.broadswordsolutions.com for more information about running a successful CMMI program.

How to Implement OCM Deliverables in Your Process Improvement Plan (Phase II)

Dear Readers,
Today’s post is a continuation of our response to a question from federal contractor in Central Ohio, who asked about integrating Organizational Change Management (OCM) deliverables into his process improvement plan. Julie Calfin, Broadsword’s Director of Consulting and our resident expert on OCM, has been supplying an answer over several posts. Take it away, Julie! ~ The CMMI Appraiser 

Thank you, CMMI Appraiser!

You know, for those who are new to Organizational Change Management (OCM), the discipline can seem a little overwhelming at first. In reality, the purpose of OCM is simple.  It's nothing more than a strategy to help your people change their behavior quickly with minimal disruption to your business.

So don't be put off by my somewhat lengthy answer to Jerry’s question about OCM. The way we recommend affecting large scale business transformation is by introducing new behaviors to your organization incrementally, and by rooting these behaviors in your organization’s culture. This can be accomplished by integrating your OCM strategy with your work plan – in this case, your Process Improvement Plan.

As I mentioned in my last post, there are OCM deliverables that can be added to each phase of your Process Improvement Plan that will help you affect the change you are striving for. The Phases that we have outlined for your Process Improvement Plan are: 1) Initiate; 2) Implement; and 3) Operate.

Today, let’s focus on the OCM deliverables in the second phase, Implement:

Phase II, Implement, is a critical part of your OCM strategy. The Implement Phase is where it all starts to come together with your team. Specific examples of OCM deliverables in the Implement Phase include the following:

Change Readiness Assessment and Action Plan – Some organizational performance improvement firms (such as my company, Broadsword Solutions) use a survey instrument to assess the client’s current performance in various dimensions that we know are essential to making change happen. Dimensions can include stakeholder commitment, communications, and training. The CRA takes the “temperature” of the organization with regard to the change readiness of its people. CRA results allow us to determine where people are on the Commitment Curve. We can then measure whether or not the majority of people are accepting these changes, or whether the majority have exited out. If they have exited, why have they? If the majority is onboard, are there any pockets of resistance? We create an action plan based on the findings of the survey, which becomes part of the OCM plan.

Organizational Design – With large-scale business transformation, your old organizational structure will no longer apply. Some of the jobs and reporting relationships in that structure will be replaced by a new structure that you create to align with the change you are trying to affect. Organizational design starts with analysis to determine which new jobs are needed, how existing jobs may change, and how the people of the company will need to relate to one another.

Competing Initiatives Assessment – It is extremely useful for organizations to keep track of any other change initiatives that are occurring in the company. After all, people can only absorb so much change at one time. The Competing Initiatives Assessment allows you to identify and assess other change projects that may have an impact on the teams that are participating in process improvement. For example, a new accounting software implementation, launched in the middle of your performance improvement program, may cause financial data on projects to be unavailable. With awareness of the other initiatives, you can plan for and adjust to them.

Status Dashboard – The most useful aspect of having an OCM strategy and plan is your ability to monitor and measure the change you are trying to affect. Having a status dashboard allows you to present status updates to leadership, in different dimensions, to help them understand where the organization is with regard to the change, and how effective your OCM efforts have been. For example, we use a simple dashboard with our clients that displays their current performance in 8 dimensions that are critical to the success of their process improvement program. Here’s a snapshot of an example dashboard:

Training & Mentoring – This deliverable pertains to your training plan for whatever the scope of the transformation effort is. When rolling out new processes and tools, for example, plan for the training you need to help your team learn how to use the new processes and tools. Mentoring, via a formal mentoring program, outlines how you are going to coach people in addition to training them. As an example of mentoring, a team member may be paired with someone who can provide them with coaching. Both individuals are measured on the effectiveness of that mentoring relationship.

There’s more! Check back soon for OCM Deliverables, Phase III: Operate

Like this blog? Forward to your nearest engineering or software exec!

Julie Calfin is the Director of Consulting at Broadsword Solutions Corporation. She has years of real world experience using OCM strategy and tactics to help her clients achieve their goals. Julie also uses the CMMI, in partnership with her clients, to set-up, monitor, and sustain process improvement programs.

Visit www.broadswordsolutions.com for more information about running a successful CMMI program.

How to Initiate OCM Deliverables in Your Process Improvement Plan (Phase I)

Dear Readers,

We recently received a question here at Ask the CMMI Appraiser that could not be easily addressed in a single blog post. The question came from Jerry T, a federal contractor in Central Ohio, who asked about integrating Organizational Change Management (OCM) deliverables into his process improvement plan. Let us turn once again to our resident expert on this topic, Julie Calfin, Broadsword’s Director of Consulting. Julie does amazing work with companies that are undergoing large scale business transformation. Take it away, Julie! ~ The CMMI Appraiser 

Thank you, CMMI Appraiser!

As I explained in my last post, the goal of integrating Organizational Change Management (OCM) strategy with your Process Improvement Plan is to help your people change their behavior quickly with minimal disruption to your business. There are OCM deliverables that can be added to each phase of your Process Improvement Plan that will help you introduce new behaviors to your organization incrementally and then root these behaviors in your organization’s culture.

The Phases that we recommend for your Process Improvement Plan are: 1) Initiate; 2) Implement; and 3) Operate.

Today, let’s consider the OCM deliverables in the first phase, Initiate:

Phase I, Initiate, is the beginning of your Process Improvement Program. The Initiate Phase is where you kick-off your program and prepare to move your employees systematically through the stages of change that are required to achieve your process improvement goals.

Some of the OCM deliverables in the Initiate Phase have already been addressed here on this blog:

• Stakeholder Involvement Plan: How do I get a critical mass of people to adopt the CMMI? 
• Stakeholder Identification and Analysis: How do I identify stakeholders for adopting our CMMI-based process improvement program? 
• Communications: As we adopt the CMMI, how do we improve internal communications? 
• Vision: How do I communicate my vision for what we’ll look like after adopting the CMMI? 
• Training for Program Sponsor: How can we accelerate our CMMI adoption? 
• Communication Plan: Is there an easy way for managers communicate about adopting the CMMI?

One deliverable we have not yet addressed is the Case for Change. The Case for Change is the “powerful business case” or the “burning platform” for the Process Improvement Program. It’s essentially the compelling reasons, the data and the supporting arguments for why we need this business transformation. The Case for Change should be documented, but it should also be demonstrated. Employees need to see something that causes an emotional reaction inside them that says, “The status quo is not good enough -- we must change!” Data alone is not a sufficient Case for Change. The Case for Change must also include real life experiences that demonstrate why the organization must change.

Note that all of the OCM deliverables in the Initiate Phase of your Process Improvement Plan are set up when the program first begins. Clearly, this is quite a bit of work, but it is worth it in the end. You will find process adoption is easier when you take the time to plan for the people impacts of the change. These OCM deliverables are necessary for your SEPG to have a successful CMMI process improvement program.

Check back soon for OCM Deliverables, Phase II: Implement

Like this blog? Forward to your nearest engineering or software exec!

Julie Calfin is the Director of Consulting at Broadsword Solutions Corporation. She has years of real world experience using OCM strategy and tactics to help her clients achieve their goals. Julie also uses the CMMI, in partnership with her clients, to set-up, monitor, and sustain process improvement programs.

Visit www.broadswordsolutions.com for more information about running a successful CMMI program.

What are the Organizational Change Management (OCM) deliverables in a Process Improvement Plan?

Hey, CMMI Appraiser, as a federal contractor in Central Ohio, we have appreciated your posts about developing a Process Improvement Plan and all the aspects of it. Do you intend to provide a high level overview of how to implement the plan? For example, what are the deliverables? ~ Jerry T.

Jerry, the discipline you have been reading about here at Ask the CMMI Appraiser is known as Organizational Change Management (OCM), and our resident expert on this topic is Julie Calfin, Broadsword’s Director of Consulting. Julie does amazing work with companies that are undergoing large scale business transformation like yours. Take it away, Julie! ~ The CMMI Appraiser 

Thank you, CMMI Appraiser!

Jerry, it has been wonderful to hear from readers like you who are actively using the information we are sharing.

As the CMMI Appraiser indicated, the discipline known as Organizational Change Management (OCM) includes many tactics that can help your people change their behavior quickly with minimal disruption. Organizational Change Management is a structured approach that an organization uses to transition from wherever they are today to wherever they want to be tomorrow. You can use it to navigate successfully through the enormous transformation in front of you.

Let’s pull back and take the high level view of activities that we would put into your Process Improvement Plan, from the manager’s point of view:

The value of this graph is it shows how to integrate OCM strategy with all of the Process Improvement activities in your Process Improvement Plan.

Phase I, INITIATE – This is the beginning. Your OCM Strategy includes tactics like setting goals, identifying processes, and assigning resources. It also includes foundational activities like establishing a future state vision for where you want the organization to be at the end of the Process Improvement Program. The Initiate Phase is where you prepare to move your engineers systematically through the stages of change and keep your team firmly on the path to greatness.

Phase II, IMPLEMENT – Here, you are designing and deploying your processes and monitoring their initial performance. In earlier posts about business transformation, we talked about the steps involved in moving your team up the Commitment Curve to institutionalization. The Implement Phase is where you accelerate process adoption using levers like effective communication and training.

Phase III, OPERATE – The final phase is where you measure process performance and use the collective experiences of process users to continually improve your processes. The Operate Phase is where your organization will spend the most time. As processes are updated, you will continue communicating, training and rewarding so the processes become part of your organization’s culture.

Adopting a Process Improvement Plan is a change that will affect everything – process, technology and people. You are wise to seek out information about the elements of the plan that will help you architect the change you want to see in your company.

Organizational Change Management techniques are there to help. Like an architect’s blueprints, OCM principles guide the process of changing behavior throughout the company, and allow you to make the changes quickly, with minimal disruption on the business.

Check back for more on this topic, Jerry, as we will dig deeper into the components of each of the three phases.

Like this blog? Forward to your nearest engineering or software exec!

Julie Calfin is the Director of Consulting at Broadsword Solutions Corporation. She has years of real world experience using OCM strategy and tactics to help her clients achieve their goals. Julie also uses the CMMI, in partnership with her clients, to set-up, monitor, and sustain process improvement programs.

Visit www.broadswordsolutions.com for more information about running a successful CMMI program.

What is the Best Performance of Process Improvement Strategy

What is the best performance or process improvement strategy?

On February 6, 2013, Bill Fox will be presenting What is the best performance or process improvement strategy at the monthly DC SPIN meeting in Northern Virginia.  You can learn more about the event at: http://www.upstartsystems.com/Default.aspx?alias=www.upstartsystems.com/dcspin

Two years ago Bill Fox started a conversation on process improvement called 5 Minutes to Process Improvement Success when he began asking industry leading practitioners one simple question, “What is your best process improvement strategy or tactic that has worked really well for your clients?”  After more than 30 interviews, many interesting strategies and themes have emerged.

I was lucky enough to be an early participant and supporter of the interview series and my interview, An Iterative and Incremental Approach to Process Improvement, was one of many frequently viewed interviews in this successful series.

Recently, The Cutter IT Journal published the surprising findings from the interviews in Bill's article in the November 2012 issue of the Cutter IT Journal alongside my own article on Agile Resiliency. 

According to the editor of the November issue, Hillel Glazer:

“In our first article, Bill Fox looks at whether we’re asking the right questions and reflecting on what we’re trying to accomplish. By the time you read this, Fox will have interviewed three dozen experts in the field.  Within two dozen, he came across a fascinating discovery that can change your own thinking on how to speed delivery and improve quality — and every other notion often attributed to agile, CMMI, or both.  What if success with agile or CMMI really has nothing to do with agile or CMMI?  Fox takes us down that thought path.”

In this presentation, Bill will share many of the surprising strategies and what we might take away and learn from them to improve results and success of our performance and process improvement efforts.  If his findings don’t surprise you, why aren’t you using them?  If you’d like to attend the presentation, go to the DC SPIN home page for more details. 

Like this blog? Forward to your nearest engineering or software exec!

Jeff Dalton is a Certified SCAMPI Lead Appraiser, Certified CMMI Instructor, author, and consultant with years of real-world experience with the CMMI in all types of organizations. Jeff has taught thousands of students in CMMI trainings and has received an aggregate satisfaction score of 4.97 out of 5 from his students.

Visit www.broadswordsolutions.com for more information about engineering strategy, performance innovation , software process improvement and running a successful CMMI program.

To download eBooks about CMMI, visit Jeff’s Author Page on Amazon.

What rewards and recognition are appropriate for our SEPG?

Hey, CMMI Appraiser – I’m an executive CMMI sponsor for a Virginia-based aerospace engineering company that doesn’t reward performance with bonuses or incentives. Even so, I want to make sure my SEPG feels appreciated for the changes we’re asking them to make in adopting the CMMI. What reward program would be appropriate for our circumstances? ~ Pam M.

Pam, It sounds like both your heart and brain are in the right place. You understand that CMMI is as much about changing the culture as it is about improving the way you do your work. Because rewards and recognition are part of a discipline known as Organizational Change Management (OCM), I will pass your question along to Julie Calfin, Broadsword’s Director of Consulting. Julie does amazing work with companies that are undergoing large scale business transformation like yours. Take it away, Julie! ~ The CMMI Appraiser 

Thank you, CMMI Appraiser!

Pam, I agree with the CMMI Appraiser. It’s great to hear from someone who understands that using the CMMI to transform your culture is not easy on the team. I have several ideas to share that will help you give your SEPG the thumbs-up.

The great thing about recognition and rewards, in addition to helping you say, “Thank you,” is that they are two great levers to help people change their behavior. They can help people to stop doing what you don’t want them to do, and do more of what you do want them to do.

Recognition can be a cost-free way to let people know that they are appreciated. Sometimes it’s just a pat on the back, a public “atta-boy” to the people who have contributed. For example, you may send a group email recognizing a certain teammate for her contribution to process design. Or you may give verbal recognition to another teammate for his participation in pilot testing new processes. Managers also appreciate receiving letters recognizing their employees for going above and beyond the call of duty. These letters come in handy when completing performance reviews!

When it comes to rewards, the key take-away is that rewards should always be tied back to the organization’s process improvement goals or future state vision. You want to make sure that the right behaviors are incentivized because measurements drive behaviors. Before rewarding, ask yourself, “Is this reward aligned with the way we want our people to behave in the future?”

Rewards can also be spot rewards. For example, one of Broadsword’s clients pauses briefly to celebrate when they arrive at different phases in their process improvement program. They throw a big ice cream party with all their staff. Everyone has a good time, and then they get back to work.

When Broadswords’ clients use our agileCMMI method, we encourage them to reward the members of the Special Interest Groups (SIGs) at the end of each three month release cycle. When one of our clients completed their first incremental process release, the Program Sponsor gave each SIG member a gift card and a hand-written note, thanking them for their time.

These are examples of recognition and rewards that don’t cost the organization a lot of money, and do a lot to help motivate and engage people. Here are some rules of thumb (or rules of thumbs-up!) with recognition and rewards:

• If measurements drive behaviors, rewards serve to reinforce desired behaviors or proliferate undesired behaviors
• Recognition of key contributors is part of the program’s planned tasks
• Individual performance goals and associated incentive compensation are aligned with attaining the organization’s process improvement goals

You’ll have to find what works for you, Pam. Keep in mind, your rewards and recognition approach has a lot in common with the company’s vision. Both are a bridge between the past and future.

Hope this helps! Let us know how it goes.

Like this blog? Forward to your nearest engineering or software exec!

Julie Calfin is the Director of Consulting at Broadsword Solutions Corporation. She has years of real world experience using OCM strategy and tactics to help her clients achieve their goals. Julie also uses the CMMI, in partnership with her clients, to set-up, monitor, and sustain process improvement programs.

Visit www.broadswordsolutions.com for more information about running a successful CMMI program.

How can we accelerate our CMMI adoption?

Dear CMMI Appraiser, our company provides BIM (Building Information Modeling) products and services. We hired a CMMI consultant to help us adopt the CMMI and be more productive and profitable, but there has been a lot of push-back from our project managers, QA folks and engineers. What can we do to speed up the changes we want to see? ~ Alan M.

Alan, accelerating change falls under the discipline known as Organizational Change Management (OCM), which is a specialty of Julie Calfin, Broadsword’s Director of Consulting. Julie does amazing work with companies that are undergoing large scale business transformation like yours. Take it away, Julie! ~ The CMMI Appraiser


Thank you, CMMI Appraiser!

Alan, to accelerate change, your CMMI consultant must provide training at strategic points in the program. As the diagram below depicts, training is the gear in your company’s Organizational Change Management strategy, and that makes the behavior change engine run.

Your CMMI consultant should know this. To overcome push-back, they should be staunchly defending the Generic Practices (GPs) in the CMMI, which are foundational to the success of any or all of the process you deploy. Specifically, they should insist upon Generic Practice (GP) 2.5 – Train People.

The fifth GP guides us to train the people performing or supporting the process.

So, if you expect (GP2.1) your Project Managers to be efficient at estimating and planning, you need to train them on estimating and planning.

If you are going to plan for (GP2.2) your QA folks to run process and product quality assurance, you need to train them on running process and product quality assurance.

If you are going to provide resources (GP2.3) for your BA teammates to trace requirements and run JAD workshops, you need to train them on performing requirement traceability and running JAD workshops.

And if you are going to assign responsibility (GP2.4) to your engineers to perform peer reviews, you need to train them to perform peer reviews.

Unfortunately, in many companies, training is considered to be a costly overhead expense that does not fit into today’s tight budgets . Engineers are trained by being thrown into the fire and learning on the job. They get put on a project and they learn as they go. Unfortunately, this training approach results in frustrated Engineers who are slow to accept change.

But GP2.5 requires different behaviors from executives. And most executives see the value of training people, once they see the numbers. Training increases productivity early in the tenure of someone’s employment. Where it takes an average engineer about a year to get up to speed in terms of productivity with peers, training helps them get up to speed in a matter of weeks. It also reduces the cost of Engineers’ time to reinvent the wheel and perform re-work.

Training helps all stakeholders understand the magnitude of change they are being asked to undertake. Training helps them learn the KSAs (Knowledge, Skills and Abilities) that they need to be able to perform their roles in the new organization. And training helps them become their own advocates.

There are many training courses available in the marketplace, that are related to CMMI, Scrum, or general process improvement. Look for a CMMI training program that offers real life examples, lessons and proven techniques, so that your team can take away – and retain – valuable information to be used on the job, immediately.

Sounds like maybe your CMMI consultant could use some training too.

Like this blog? Forward to your nearest engineering or software exec!

Julie Calfin is the Director of Consulting at Broadsword Solutions Corporation. She has years of real world experience using OCM strategy and tactics to help her clients achieve their goals. Julie also uses the CMMI, in partnership with her clients, to set-up, monitor, and sustain process improvement programs.

Visit www.broadswordsolutions.com for more information about running a successful CMMI program.