Some words of wisdom on process, process management and process improvement. These are not my words, they are Judy Bamberger's words. She shared them on the CxAdvocates list on March 4th, 2006. I am reprinting them with her permission. Thanks Judy!
(1) "You don't have to adopt Continuous Improvement: Survival is not compulsory." [W Edwards Deming]
(2) Pick one - any one - quality framework or model or standard or method or ... pick one and embrace it; follow it, learn from it, improve it ...
(3) There is no way to achieve #1 without #2 ...
(4) There is no way to achieve #1, #2, or #3 without good people and switched-on brains (heads) and bodies (hands) and feelings (hearts) ...
(5) The *ONLY* reason to have a process - any process - is to produce products and services that attract, satisfy, and delight customers.
(6) CMM/CMMI are "quality frameworks"; ISO is a "quality standard"; Agile is a "method" ... of course, GRINS, I know people who would make the case for each one of these that it is a religion and the *only* way to solve world peace ... GRINS ... Each (framework, standard, method) have their appropriate place and time; all three can be used together as appropriate.
None of the three - or any other - can be used without heads and hands and hearts all engaged. (see #5)
(7) I don't know anybody worth their mettle who truly believes "turn on process; turn off brain" ... If you believe that someone is selling that line, run and run FAST and AWAY from that person ...
(8) I have never seen any empirical proof that shows me that there is a definitive cause/effect relationship between CMM/CMMI maturity levels and a "guarantee" of quality (per any measures of quality). So-called "level 5" organizations can optimize their production of concrete parachutes ... or of products that truly delight their customers.
If someone is asserting that level-anything is a guarantee of anything else, again - run and away and fast.
(9) There is a world of difference between having one or more processes under statistical control and demonstrating what one can and cannot do (e.g., per CMM/CMMI Level 5) toward achieving a specific customer requirement in a specific domain within a specific part of the organization.
"Caveat emptor" - buyer beware - if I do not ask sensible questions and demand relevant data and references, than it is *I* who am guilty of making an inappropriate partnering decision. It is not the fault of "them" or of "CMMI/ISO/etc" ... It is my professional responsibility to select appropriate sub-contractors or out-sourcers or partners. No "certificate on the wall" or "magic maturity number" replaces hard data from relevant related experience.
(10) There is - and has been - so much competition for high maturity levels, that there has been/is/will be a well-known cadre of "easy appraisers/assessors." As long as people focus on "level for the sake of level," this will always be the case.
The same is true for ISO 9000 auditors/registrars.
(11) I just had cancer surgery. YOU BETCHA I wanted each member of my medical team to follow process; to have been trained and skilled and educated and practiced and apprenticed and reviewed and coached and improved and etc ... YOU BETCHA I wanted PROCESS involved. I wanted those people so trained and imbued and instilled with process that it was truly second nature to them.
*AND* YOU BETCHA I wanted my medical team to know when to follow process and when to recognize special circumstances that require a deviation from "standard process" - and knowing what are acceptable alternatives because of other processes and data and etc.
I saw process and quality checks and documentation "up the wazoo" the two times I presented to emergency room - one of which was, truly, life saving. And at each and every chemotherapy and radiation therapy session (of which there were far too many). I valued each form and each quality check and double check; each written record and each peer review before they put deadly poisons and chemicals into my veins. Before they fried my body with radiation.
My whole treatment was/is/will be managed because of process and metrics and closed-loop improvement ... and, grins, I cannot think of anything more life- and safety-critical than what I am goin' through right now.
...
A colleague of mine (Jim Hook, Oregon Graduate Institute) put it brilliantly:
The purpose of defined processes is to take common sense and make it common knowledge, and to take common knowledge and to make it common practice.
I add to that: with the goal to deliver products and services that attract and retain customers, so "we" can remain in business and do no harm.
...
As someone who knows a little bit about software engineering and quality models and standards and frameworks and methods, I hope we can stop "bashing" and "blaming" those inanimate frameworks, models, standards, and methods for poor business decisions we make.
It's time we human beings recognized our responsibility and took responsibility for making bad business decisions - and give ourselves credit for making good ones, too.
Peace,
Judy
Judy Bamberger
Process Solutions
10 Hobbs Street
O'Connor ACT 2602 AUSTRALIA
Naturally I formatted this and corrected a couple spelling mistakes (through the help of a spell checker). I also formatted it and added emphasis. I am just a little compulsive that way. So any errors or confusion introduced are my fault.
CxAdvocates is a mailing list run by Construx Software.
I've quoted Judy before, which was actually taken from this essay. If you are looking for contact information for Judy let me know. I just didn't want to post it here for the spam spiders to find it.
Subject Tags: [Programming] [Software] [Process] [Process Management] [Process Improvement] [PMO] [Management] [CMMI] [CMM] [ISO] [ISO 9000] [Agile]