Why are Values such a Big Deal?

OK, CMMI Appraiser. I know Corporate Values are important, but it seems like every company says the same thing. I just don’t see how they make a real difference in what we do. What is the Big Deal about values?

Dear Reader: 

That is a great question. And, it’s one we’re serious about.

Let’s assume you have a darn good company, or that you are on the path to becoming one. What makes you that way?

Leadership, your expertise, and your people are important. So are your business processes – the way you do your work, every day. Good and great companies do their work in a predictable, consistent way. 

But, what happens when a company’s values become disconnected from the way people do their work? We think it leads to bad decisions, strained customer relationships, and poor quality. 

To be useful, Values must guide behavior. 

At Broadsword, we call this “making values operational.” We use a “values-based architecture” that links Values, Methodologies, and Techniques. Our goal is to trace a direct link between the company’s values and how work gets done. 

Here’s an example. If one of your values is to “incrementally deal with issues and risk,” you might select a method such as Scrum and use a technique like Daily Stand-up. If you are an Agile shop, choosing Waterfall with this value would be a problem.

I am convinced that Values are critical. They have an impact on customers, on employees, and on the way products are developed and code is written. 

We have nine core values that we have “operationalized.” Each value guides our behavior and can be traced to how we do our work. Our values range from being “creative problem solvers focused on our clients” to being “fun and hassle free to work with.”   

We think our Values reflect who we are as a company. They’re definitely a big deal.

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.

The Art of CMMI: Waging War

[Our good friend Shawn Rapjack, CMMI expert and seasoned consultant, is back with a another installation on CMMI based on Sun Tzu's "The Art of War: Waging War” We're excited that Shawn has agreed to share segments of his article with you here on "Ask the CMMI Appraiser"]

Jeff's army waging war on Process Debt

Waging War

Continuing our Sun Tzu and CMMI discussion, let’s move onto the Art of War’s second chapter, ‘Waging War’.  This chapter dovetails with the first, ‘Laying Plans’, in that it has a strong focus on estimation and budgets.  Morale and timeliness are also goals.

Now would be an opportune time to discuss ‘the enemy’.  Sun Tzu faced daunting adversaries on the battlefield. Our ‘enemy’ however is different but just as pernicious – process debt and poor engineering solutions!  In our discussions of Sun Tzu and CMMI, these foes should be identified and dealt with, just as Sun Tzu would have – with thought and forthright conviction. For process professionals like us, ‘fighting’ is the deployment and success of organizational processes. 

This excerpt nicely sums up thorough estimation:

In the operations of war, where there are in the field a thousand swift chariots, as many heavy chariots, and a hundred thousand mail-clad soldiers, with provisions enough to carry them a thousand li, the expenditure at home and at the front, including entertainment of guests, small items such as glue and paint, and sums spent on chariots and armor, will reach the total of a thousand ounces of silver per day. Such is the cost of raising an army of 100,000 men.

And thoughtful scheduling:

Though we have heard of stupid haste in war, cleverness has never been seen associated with long delays.

Managers must ensure that project and process schedules are being followed, monitored, and updated.  If this is not done, available resources may not be sufficient. 

Resources must be planned for and incorporated into plans.  Small details must be considered – how long will it take to peer review requirements documents?  How long will it take to incorporate these changes?  Wiggle-room should be made in the schedule if the customer has a history of not being responsive with requirements validation.  These details (like Sun Tzu’s glue and paint) need to be considered!

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 and performance improvement program.

What is a Certified SCAMPI Lead Appraiser and why do I need one?

Dear Appraiser,

My boss said I need to go find a Certified SCAMPI Lead Appraiser to conduct a CMMI Appraisal.  What is a Certified SCAMPI Lead Appraiser, and why do I need one?  And why are they so expensive?

Well, you may not! :)  But if you want to receive a CMMI Maturity Level Rating, so that the great work you and your team have been doing can be verified and recognized, then you will need one.

A Certified SCAMPI Lead Appraiser (or "Lead Appraiser") is someone who is licensed and certified by the Software Engineering Institute (SEI) to lead a CMMI Appraisal (technically called a "SCAMPI Appraisal") at your company and lead a team to a consensus on whether you meet the definition of a Maturity Level "x" company.

The method they follow, the Standard CMMI Appraisal Method for Process Improvement, or SCAMPI, is a regulated methodology that is to be performed with integrity for all companies who desire to be appraised.  Lead Appraisers are schooled, tested, and audited for their expertise in performing these appraisals, and about half of them are also CMMI Instructors.

Why are they so expensive?  Well, there are a number of reasons.

Certified SCAMPI Lead Appraisers TEND to be very experienced - many have not only been practicing engineers/software developers/project managers with advanced degrees, but have also been executives, leaders, authors, and successful consultants for many years.  In short, a Certified SCAMPI Lead Appraiser needs to be "super-experienced" to succeed in their roles.  In addition to that, it is quite costly to go through the SEI's Lead Appraiser school, with many courses, examinations, observations, and other requirements that add to the costs.  Lead Appraisers must maintain a level of professional training and participation to keep their certification.  Finally, there are annual fees associated with being a Lead Appraiser, an SEI Partner, fee for conducting appraisals, and with maintaining currency.

For example, I have been a software developer, engineer, project manager, software architect, line manager, Chief Technology Officer, VP of Consulting, and CIO - all before I was a Lead Appraiser!

So they're not always your typical "consultants."  Many of them can add significant strategic value to your company due to their depth of experience.  In the end, the cost of a Lead Appraiser is tiny fraction of the overall cost of your process improvement program, so it's probably less important than, say, how much internal re-direct is going to be required to put your company on the Path to Greatness!

Good luck.

http://www.broadswordsolutions.com

CMMI and SCAMPI are registered service marks of Carnegie Mellon University