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Section 4.13. Summary


4.13. Summary

Sustaining process improvement requires more than setting a process program in place. It requires attention to the program from multiple directions. To help sustain process improvement in your organization, consider employing some of the following techniques:

  • Remember what you do. Understand your products and your customers so that your process program can continually reflect the needs of both.

  • Weld business success to program success. Engage upper management in program commitment and use by tying business performance and process performance together.

  • Participate. Visibly participate in the program's organizational use. This demonstrates that all levels of the company find value in the program and are committed to its success.

  • Train. Remember to provide adequate training to the organization so that various work groups can use the program in an informed and appropriate manner.

  • Support compliance. Provide resources to monitor process program compliance and provide guidance and support when teams need to better adhere to process guidelines.

  • Seek active feedback. Seek open and regular feedback on ways to improve the program.

  • Provide performance incentives. Give your people formal and informal awards to encourage their use of the program across daily business activities.

  • Measure, measure. Collect and analyze measures that help you understand, from a data viewpoint, how the program is working for you and the different business teams.

  • Implement periodic reassessment. Periodically reassess your program, seeking opportunities for refinement and improvement.

  • Appreciate the journey. Understand that process improvement is not a goal; it has no end point, no finish line. It's a cultural atmosphere that seeks to continually make business more efficient and more effective.



Part II: Three Major Process Improvement Standards

In Part 2 of the book, I'll look at three of the IT industry's leading quality management and process improvement standards. These are as follows :



ISO 9001:2000

The generic quality standard from the International Organization for Standardization in Switzerland.



The Capability Maturity Model Integration

The technology development process improvement framework from the Software Engineering Institute of Carnegie Mellon University in Pittsburgh.



Six Sigma

The process improvement program based in statistical application and quantitative analysis developed and made popular by companies such as Motorola, Honeywell, and General Electric.

When I am out in the IT communityat trade shows, conventions, or visiting client sitesthese are the three programs I am most often approached about. People want to know which one is the best, which one is right for them. The most common misconception is that there's a clean answer to those kinds of questions. Each of the three look at process improvement in a slightly different way, with a different focus on the issues of design, management, and refinement. I think it is a valuable move for everyone in IT to know at least something about these three standards. And so now I'll look at general summaries of each. These summaries are not intended to provide the most complete detail available. There are other books, dedicated to each, that can do that for you. But here you'll get a good feeling about what each one is about, how they might help you, and what you might be able to use from each to better promote your own internal process improvement initiatives.