A Holistic Approach To Shift Left (Part 4/5)

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After a short break for a blog post on the findings on the recently published World Quality Report, I will continue series based on a paper that Rik and I presented in the 6th World Congress for Software Quality on some thoughts how to implement such an improvement project. PROJECT MANAGEMENT USING THE PRINCE2 METHODOLOGY [1] […]

After a short break for a blog post on the findings on the recently published World Quality Report, I will continue series based on a paper that Rik and I presented in the 6th World Congress for Software Quality on some thoughts how to implement such an improvement project.

PROJECT MANAGEMENT USING THE PRINCE2 METHODOLOGY [1]

The PointZERO improvement project can be implemented using different project management methodologies. For example: We have experiences both with an iterative (Agile) approach as well as a more traditional project management method approach. In this paper, we will use PRINCE2 as a basis, since PRINCE2 is a highly compatible method and some of the central PRINCE2 principles align very well with the principles and goals of the PointZERO vision, for example:

  • Business justification – A PointZERO improvement project is not an isolated effort in itself. The aim is to generate business success, which can and should be assessed continuously.
  • Learn from experience – As PointZERO is about continuous improvement it is essential to apply the lessons learned during the duration of the project, and to continuously monitor the effect of improvement actions.
  • Manage by stages –PointZERO projects are implemented in iterations and increments. These can be represented by the management stages in PRINCE2, which enable the continuous control of the customer.
  •  Tailor to suit the environment – Every customer’s environment is different. PRINCE2 and PointZERO can be tailored to perfectly fit the needs and context for a particular client situation.

When using the PRINCE2 methodology, the above-mentioned (QIP) analysis is conducted in the start-up phase of the project. In this phase, the first draft of the business case is worked out based on the “improvement backlog”.
 

IMPLEMENTATION OF QUALITY SUPERVISION AND PROJECT INITIATION

In the initiation phase, the foundation of the PointZERO improvement project is laid out carefully. The QIP is created which satisfies the “Project Product Description” (or PPD) criteria of PRINCE2.
In this phase, the business case is detailed based on the QIP and the project management strategy (Or Project Initiation Documentation – PID – in PRINCE2 terms) is built up.
In parallel, the first step of improvement quality supervision is implemented as a basis for further improvement.
 

CONTINOUS QUALITY IMPROVEMENT

In order to implement the improvements, an iterative and incremental approach is chosen. In every management phase of the improvement project, one or more improvements are implemented and the outcomes are measured; this parallel and step by step implementation of the PointZERO vision is encouraged by the Supervision role and can take many forms depending on the particular situation for the organization. The defined measures will always involve combinations of these three core tracks [2]:

  • Industrialization: The implementation of tools or the standardization of methods or processes in order to improve the efficiency.
  • Quality and Collaboration: The enabling of quality through the empowerment of a more quality minded staff across the application lifecycle.
  • Smart Inspiration: The use of innovative technology and/or methods in order to improve efficiency and quality.

 
Within each management phase, measures consisting of elements of these three tracks are chosen and implemented. Each iteration or increment is evaluated afterwards based on the acceptance criteria in the QIP (see following figure).
 

The PointZERO project

Depending on the outcome of the implementations, the QIP and the business case are adjusted and the next iteration or increment is performed.
In case the outcome was not satisfactory, another iteration of the phases following the Deming cycle is conducted for the same fields of improvement. If the outcome was as expected, the current state will serve as the new standard and the next increment (a new field of improvement) is executed (see following figure).
 

The Deming cycle of continuous improvement [3]
 
If you want to know more on the PointZERO vision in and how to implement it you can contact Rik Marselis or me via Expert Connect or order our book on PointZERO and Quality Supervision here.

[1] OGC, Managing successful projects with PRINCE2, Stationary Office Books, 2009
 
[2] Marselis, Rik and Ewald Roodenrijs, The PointZERO vision, Sogeti Nederland B.V., 2012
 
[3] Total Quality Management Blog (Online), available at http://totalqualitymanagement.wordpress.com/2009/02/25/deming-cycle-the-wheel-of-continuous-improvement/ 

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