intelligent evolution - sepg europe 2013

Intelligent EvolutionQ:PIT Ltd

Reducing the cost of Quality through Process improvement, Information

management and Teamwork

SEPG Europe 2013 ©Q:PIT Ltd 2013 1


The Time is Now

Living with the Consequences

• Focus on Quality – that is what differentiates you from every other company in the world


Preparing Tomorrow

The Deming Quality Chain

"Companies ... tend to focus only on the end result –return on investment. This viewpoint is like trying to keep a dog happy by forcibly wagging its tail."

©Q:PIT Ltd 2012 811 September 2012


A definition of quality


Q:P/X – Customer Satisfaction

Vision

Identify customers by organization / by key contacts

Determine customer requirements and expectations

Meet customer requirements

Exceed customer expectations

Anticipate customer needs

Innovation and

implementation

Gain

customer

loyalty Tru

st

Meet C

om

mitm

ents

Offensiv

e S

trate

gy

Defe

nsiv

e S

trate

gy Mission


Basics of quality

People

Process Technology


Estimate• 80% of all improvement programmes fail!

• This is an engineering activity

• The Process people can write the policies that the appraiser wants

• We want to {satisfy a standard} – it is good advertising

• We will do what the model tells us to do

• We trust our engineers to do the right thing

• Change of management, change of direction

• Over-sell the potential gain, then disappoint in the short-term

Reasons to Fail

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The Main Reason to Fail

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14


Stop drowning, start supporting


An organisation is a living organism

Inputs:Human,Financial,Technological,Material,Resources

Outputs:ProductsServices

Strategy

People & Culture

Structure

Technology

Management

Input-output flow of materials,energy, information

• Changing the Culture is changing the heart

• Evolution is preferable to Revolution: evolution lasts, revolutions don’t

• Evolution is done through the slow mutation of the genome

Evolution without extinction



Intelligent Evolution

(abbreviated from Oxford English Dictionary)

Military & Nautical. A movement of a body of troops or ships carried out to change their disposition. ▸ b gen. A wheeling about; each of a series of usu. ordered or deliberate movements, as of a dancer or a machine part. Usu. in pl.The action of opening out or unfolding; chiefly fig., the orderly passage of a long train of events or of the time containing them.The process of developing in detail what is implicit in an idea or principle; the development of an argument; an outcome of such a process. The development of an animal or plant, or part of one, from a rudimentary to a mature state. ▸ b Any process of gradual change occurring in something, esp. from a simpler to a more complicated or advanced state; the passage of something through a succession of stages. Also, origination by natural development as opp. to production by a specific act. ▸ c A process by which different kinds of organism come into being by the differentiation and genetic mutation of earlier forms over successive generations, viewed as an explanation of their origins.


Intelligent EvolutionThe faculty of understanding; intellect.Quickness or superiority of understanding, sagacity.The action or fact of understanding something; knowledge, comprehension (of something). Now rare or obsolete.An intelligent or rational being, esp. a spiritual one; a spirit.Knowledge communicated by or obtained from another; news; information, spec. of military value. Formerly also in pl., items of information. LME. ▸ b Exchange of knowledge, information, opinion, etc.; communication, esp. of secret information. Now rare or obsolete. ▸ †c A relation or basis of communication between people or parties; an understanding between or with.(People employed in) the obtaining of information, esp. of military or political value; the secret service, espionage.

(abbreviated from Oxford English Dictionary)

Using your brainThe Context for Improvement



The delivery process

3. Work2. Plan

1. Envision


The managed process

4. Measure

3. Work2. Plan

1. Envision


The improvement process

5. Improve 4. Measure

3. Work2. Plan

1. Envision


The risk management process


3. Work2. Plan

1. Envision 6. Discover Enigma


The four major areas


3. Work2. Plan



The development process as human reasoning

5 4

32

1 6

Left Brain

Right Brain

Limbic Cerebral


The four quadrants of the human brain

Limbic Cerebral

Left Brain

Right Brain


Whole brain thinking

StimuliMeEgo

SpiritSoulSelf


Encouraging change

Thought Action

Reason

Emotion


Encouraging change

Thought Action

Reason

Emotion

Ability

Attitude

Acceptance

Aspiration

Making ChangeEstablishing Motivational Leadership



Focused change

Stable basis for change

QA

#


Focused change


QA

• Strong leadership

• Sense of urgency

• Vision of success

• Communication

• Empowerment

• Regular improvements

• Consolidating gains

• Encouraging change

Fundamentals of Success

©Q:PIT Ltd 2013 36

(adapted from “Leading Change” by John P. Kotter)


It takes the time that it takes!

Change

Management

In the absence of clearly defined goals, we are forced to

concentrate on activity and ultimately become enslaved by it.

• No Time is No Money

• It is not a coincidence that the current economic hardship comes at a time when people are pressed into sacrificing quality for speed

• Saving time = wasting money!

Time is money


• What is the value of improvement toyour organization?

• Why would you want to invest so much money, knowing you will have no return on investment in this budget cycle or the next?

• What are the benefits of improvement to your business, to the quality of your products and services, to your customer satisfaction?

• Will changes survive a change of leadership?


Value and Cost

• Improvement is a cost:– Staff is not made available– Tools are too expensive– Don’t bother the “real”

projects– What is the minimum we

need to do to satisfy the lead appraiser?

– Can we do a CMMI appraisal in 2 days like an ISO audit?

– Focus on training staff to answer the questions of the appraisal team

– Staff are trusted to understand and apply without training or support

• Improvement is an investment:– The cost of bad quality

is understood– Improving all future projects is

critically important – even if it presents a risk to the success of one on-going project

– Customers are involved in the improvement programme

– All new processes, projects, products are measured according to a primary business need

– Management is actively and visibly interested in the return on their investment

Cost and Investment


• Management needs to understand the cost of improvement and be willing to make the necessary adjustments

• Leadership means going there first:

– Is management ready to apply the principles of process improvement to their own work?

– Who does quality assurance on management’s work?

– Has management applied formal decision and risk analysis techniques to their decisions?


Management & Leadership

• Has any form of risk management been done on your improvement work?

– What is the (potential) cost of failure?

– What is the (potential) value of success?

– What is the probability of success?

• Understanding the risk related to the change will allow

– Understanding of the urgency of change

– Communication of the need to change


Risk Management

• The first question we need to solve is identifying the true goal of your proposed improvement programme:

– Are you trying to demonstrate you are get a certification to a standard for a contract, but are not really interested in long-term results?

– Are you trying to reduce the cost, the variance, the over-time, the complaints, the staff necessary…?

– Are you trying to please someone on the board who went to a conference?


Understanding the goal


Establishing the objective


The hierarchy of quality

Satisfied Customer

Good Productsand Services

Successful Projects

People Processes Technology

Culture Finance NeedsModel Abilities …

• Measure progress in business outcome terms

• Time frames encouraging regular, visible improvements

• Milestones demonstrating improvement


Establish measurable goals


The role of process

Engineering Teams

Environment

Management

Methods

Customer

Technical assets


Process adoption curve

Focus of Effort

Pioneers Early

Adopters

Early

Majority

Late Majority “Never”

• Focus on the people

– Training

– Explaining

– Listening

– Understanding

• Work within the culture

– The people you have

– The way of working you have

– The processes you have


Promoting change

• Show respect for the experience and knowledge of the people who do the work

• Don’t throw out the baby with the bathwater

• Build on what you have

• Ask the people who are suffering of the problems how to improve

• Do what you tell others to do


Respect the past

©Q:PIT Ltd 2013 55

Generic Practices

SEPG Europe 2013

Why are you doing this?

What value are you getting out of it?

©Q:PIT Ltd 2013 56

Generic Practices

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©Q:PIT Ltd 2013 57

Generic Practices

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Generic Practices

SEPG Europe 2013

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Generic Practices

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Generic Practices

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Manage Performance at Organization LevelManage Performance at Organization Level

Achieving Results

61

Statistical / Analyticalpredictable performance metrics

Common / acceptedbest practices

Repeated / Measured Practices vs Goals

Common / acceptedbusiness measurements

Stable shared visionML2

ML3

ML4

ML5

20 June 2013Company Confidential - Do not

distribute

• The focus has to be on the needs of your long-term strategy

• The “dictatorship of the short-term” is an luxury you cannot afford

• The old ways are more difficult to change than you think

Satisfying a standard is not enough


• Process Improvement means changing the culture of the organization

• The culture comes from the top

• “They watch your feet, not your lips” – Tom Peters


Quality is a state of mind

Yes, but…


• I want to improve, but my management…

– is focused on short-term profitability

– believes that if we work more hours we are more productive

– does not want to invest in consultancy when they are seeking to cut costs

– wants to sign many contracts, not waste time doing more than necessary

24/09/2013 ©Q:PIT Ltd 2013 65

That all very nice, but…

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Sometimes, I think my management’s process is like…


3. Work2. Plan


Theirs not to make replyTheirs not to reason why, theirs but to do or die…

(Alfred, Lord Tennyson “The Charge of the Light Brigade”)

Or maybe…

Darwinian ManagementNatural evolution is a series of

random mutations at the lowest biological level; the successful ones

survived, the others died.

24/09/2013 ©Q:PIT Ltd 2013 68

• “Those who bring light must be prepared to burn.”

» Viktor Frankl “Man’s Search for Meaning”

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Change Things

• Know the terrain

• Listen before you speak

• Learn to hear what your management is saying

• Listen beyond the words…

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Be Prepared!

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Your CEO said…IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and support their business growth.We help our customers by constantly innovating, and introducing new, easier, and more secure support and delivery services. We help increase the efficiency of customers' operations and add value to related products and services.We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the hardware and software suppliers that serve them) – through the provision of fast, secure services which, in most instances, benefit from a valuable quality guarantee.And, of course, we bring value to the consumers and the businesses that use us to manage their infrastructure – by bringing greater levels of convenience, security, and confidence.During the past financial year, the number of customers who rely on us increased by 14.7%.Technological change is having a significant impact on the European market. For example, e-commerce represents a large and rapidly growing share of the overall market, retailers are progressively investing in new facilities and solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale.

What the Ɉʊʢdoes that mean?

IT is our business. Our aim is to deliver innovative IT support solutions that add value for our customers and support their business growth.We help our customers by constantly innovating, and introducing new, easier, and more secure support and delivery services. We help increase the efficiency of customers' operations and add value to related products and services.We also bring value to our customers’ end-users who depend on their reliability (and, by definition, to the hardware and software suppliers that serve them) – through the provision of fast, secure services which, in most instances, benefit from a valuable quality guarantee.And, of course, we bring value to the consumers and the businesses that use us to manage their infrastructure – by bringing greater levels of convenience, security, and confidence.During the past financial year, the number of customers who rely on us increased by 14.7%.Technological change is having a significant impact on the European market. For example, e-commerce represents a large and rapidly growing share of the overall market, retailers are progressively investing in new facilities and solutions, and it is widely anticipated that mobile devices will come to be used to initiate sales on a mass scale.

24/09/2013 ©Q:PIT Ltd 2013 74

Key words…

• Expectation for

– Change

– Cutting edge

– Rapid development and delivery

• Implementation focus

– Lean

– Agile

– Requirements management

– Peer reviews

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Innovation

• Expectation for

– Security

– Reliability

• Implementation focus:

– Quality assurance

– Configuration management

– Strategic service management

– Incident resolution and prevention

– Service continuity

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Reliable

• Expectation for

– Customer satisfaction

– Efficiency

• Implementation focus:

– Requirements development

– Verification and validation

– Organizational performance

– Quantitative management

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Customer Value

“The oppression of a majority by a minority, and the demoralization inevitably resulting from it, is a phenomenon that has always occupied me…”

Count Leon Tolstoy “Letter to a Hindu”

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Tolstoy

“It should be borne in mind that there is nothing more difficult to handle, more doubtful of success and more dangerous to carry through than initiating changes in state’s constitution. The innovator makes enemies of all those who prospered under the old order, and only lukewarm support is forthcoming from those who would prosper under the new.”

Niccolò Machiavelli

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Machiavelli

“Conquerors estimate in their temple before the war begins. They consider everything. The defeated also estimate before the war, but they do not consider everything. Estimating completely creates victory. Estimating incompletely causes failures.”

Sun Tzu “The Art of War”

24/09/2013 ©Q:PIT Ltd 2013 84

Strategy!

Just do it!

(Nike)

Decision Time


• Agnatology

– The study of what we do not know and why we do not know it

– Ignorance is not just the absence of knowledge, it is frequently the result of something else…

• But knowledge is necessary, but not sufficient to change directions

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Start Doing It

• Accept your limitations

• Point the elephant in the right direction

• Motivate the elephant to listen to you

• Make it easier

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How Do You Guide a Monster?

Choose a Monster you can control!


Don’t make it more complicated than necessary!


Q&A

• “Don't aim at success. The more you aim at it and make it a target, the more you are going to miss it. For success, like happiness, cannot be pursued; it must ensue, and it only does so as the unintended side effect of one's personal dedication to a cause greater than oneself or as the by-product of one's surrender to a person other than oneself. Happiness must happen, and the same holds for success: you have to let it happen by not caring about it. I want you to listen to what your conscience commands you to do and go on to carry it out to the best of your knowledge. Then you will live to see that in the long-run—in the long-run, I say!—success will follow you precisely because you had forgotten to think about it”

• Viktor E. Frankl, “Man's Search for Meaning”


The last word

• “Forget Process; Focus on People” (FP2)– http://prezi.com/qm4wcnk_5hnb/forget-process-focus-on-people/

• “Can Process Make You Happy?”– http://www.slideshare.net/PeterLeeson/can-process-make-you-

happy-13828882– http://vimeo.com/47411278

• “Intelligent Evolution”– http://www.slideshare.net/ITCamp/itcamp-2013-peter-leeson-

intelligent-evolution– http://vimeo.com/67115613

• More at– www.qpit.net– PeterLeeson.wordpress.com


Resources

http://prezi.com/qm4wcnk_5hnb/forget-process-focus-on-people/













http://www.slideshare.net/PeterLeeson/can-process-make-you-happy-13828882











http://vimeo.com/47411278


http://www.slideshare.net/ITCamp/itcamp-2013-peter-leeson-intelligent-evolution













http://www.qpit.net/

PeterLeeson.wordpress.com

• Peter Leeson– Q:PIT Ltd

PO Box 6066Milton KeynesMK1 9BHUnited Kingdom

– Telephone: +44 (0)20 8433 4120– Fax: +44 (0)7006 010 575– Mobile/Cell: +44 (0)773 998 98 67– E Mail: [email protected]– Skype: qpitpjl– Internet: http://www.qpit.net

©Q:PIT Ltd 2013 93

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intelligent evolution - sepg europe 2013

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