"MY BOSS NEEDS TO HEAR THIS"

How Management Can Support Process Improvement

By Eileen Steets Quann, Fastrak Training Inc.

At the 8th Annual Software Technology Conference in April, 1996, I presented a tutorial entitled "SEPG - Catalyst for Organizational Growth." One of the activities in the tutorial involved the elicitation of ideas from attendees regarding how management can support the Software Process Improvement (SPI) efforts in their organizations. This activity evolved from the experiences I have had traveling around the country, working with Software Engineering Process Group (SEPG) members and practitioners who frequently complain that management doesn't support them. When asked what it is that management hasn't done, I often get a blank stare and the statement, "They just don't support us." My next question is, "What have you asked them to do that they haven't done?" This is often followed by some uncomfortable squirming, and the explanation that there is nothing specific, but again they reiterate their statement. I then discover that the subject has never actually been discussed, specific requests haven't been made or refused, and managers are expected to just know what it is SEPG members expect them to do - Mind Reading 101. Perhaps we could make it a little easier for managers by identifying exactly how they can participate in the process improvement effort.

Tutorial attendees were asked to list 5 specific activities that they want their management to do to support SPI and the SEPG. A lively discussion followed as their responses were captured on overhead viewgraphs. Twice since then I have used this exercise to help SEPG members and managers identify concrete actions. In the interest of assisting other SEPG members around the country, the following list combines the responses from the three groups, not necessarily in priority order. It could serve as a useful list for discussion between SEPG members and management (occasional comments in parentheses are my editorial notes).

What SEPG members want their management to do to support Software Process Improvement:

• Establish real business objectives for SPI (without this, most efforts fail within the first two years - or slide back to their former comfort level)
• Establish executive sponsorship at the highest possible level in the organization
• Agree on approach, priorities and direction
• Recognize the importance of software as a product discriminator (this was directed at managers without software backgrounds or experience)
• Understand software technology (ditto above)
• Tie manager's performance reviews to SPI
• Develop and support realistic schedules both for SPI and for software efforts
• Treat SPI as if it's a real project: allocate resources, approve plans with schedules, review progress regularly
• Budget adequately for SPI
• Break open doors between departments for participation
• Reward process improvement behavior, recognize accomplishments at all levels in the organization
• Get training for yourself, train your staff
• Be willing to purchase needed training or consulting for the SEPG and practitioners, let people attend classes
• Provide adequate tools for SPI and software project activities
• Commit to the processes yourself, expect your managers to follow the process, don't be too quick to revert to crisis management, don't let your managers do it
• Provide good people to work on the SPI effort
• Understand and commit to SPI as a long term activity
• Review programs regularly to ensure adherence, hold projects accountable for following the processes
• Get the support of external customers, explain SPI to them, identify costs and benefits
• Work to establish a culture of trust
• Require and participate in the reviews addressed in the specific key process areas (define the templates for what they should present to you)
• Make SPI activities visible throughout the organization, elevate the SPI program to the appropriate level
• Be a visible champion (if you're doing many of the other activities, you're probably doing this one)

Key concepts in process improvement are negotiation, commitment and accountability. When the SEPG can identify specific actions that they would like their management to implement to further the goals of process improvement, identify the actions that SEPG members will take, negotiate those activities, and sign up to those commitments - on both sides - the likelihood of success increases. Accountability is demonstrated by following through with your negotiated commitments. The list may seem overwhelming, it's probably not complete. But it could be a starting point for negotiation. Good luck in your SPI efforts!

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