Having worked through the presentation you downloaded from the link directly above,
can you see that improvement projects are triggered in the Service Strategy ITIL lifecycle phase?
The above said, ultimately it is all about you being able to "Up" your Productivity and Quality Stats
(while reducing Risk, Rework and Waste)
This goal is achieved by firming up CM Level 2 processes.
Connect the dots here to see touchpoints on your journey towards success.
Hover your mouse over the Deming image above.
CM Level 2+, differentiated from CM L1 per the CM table below, is all about Process Focus for Productivity and Quality improvements; as opposed to "just do it now" - heroics. Deming's philosophy above is the wisdom behind much of the Capability Maturity Model integrated from Carnegie Mellon University summarized (for Software Development processes) in the table below.
At 1000 feet up, looking down, all projects follow the same essential approach illustrated below
Remember that a project, stage, phase or iteration should all qualify to fall under this definition of what is a project? It's a temporary endeavor undertaken to create a unique product, service or result. A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources. ELSE, not monitoring controls, you are out of control!
In Agile (Scrum project method for example) the goal is to produce working softare regularly each sprint that meets the user requirement (the art of slicing sprint delivery / product increment production). Requirements are accepted by the team as user stories into the current sprint. Therefore the gap in Scrum typically, is a 2 week sprint!
Here are some important questions you may want to consider, if your aim is to operate with agility at Capability Maturity Level 2+:
I.e. From the Agile Manifesto's two key principles which state:
Note: As the Scrum method can be used for all types of projects (not just software projects)
Per the last 10 minutes of the discussion here it is suggested that the word "software" can easily be swopped out for the word "value"
I.e. (in the Agile Manifesto's four value propositions:
We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:...)
The new Project Management Body of Knowledge Guide (released September 2017)
is the 'how to do it' checklist for Project Management Professionals.
Click the image directly below for the PMBOK game, in a nutshell.
If you understand the PMBOK you know this game is the same
for both Traditional and Agile Project Management!
The dashboard assists understanding of the PMBOK processes (+ "ittos")
to help you to pass the PMI exams and run projects better at Capability Maturity Level 2+.
The PMBOK processes (underpinned by the latest thinking found in the
PMI Agile Certified Practitioner (PMI-ACP) qualification and others)
incorporates Lean and Agile thinking.
Oh, also... do not forget that the PMBOK operates as a Standard!
Check out where it is situated in the greater scheme of things
as you "connect the dots" below.
A quick note to those "Traditional" is not "Agile" out there.
Find process 4.7 on the PMBOK dashboard (Close Project or Phase).
Did you know that "tailoring" these processes means you can run a project phase
as... wait for it...
"a two week sprint!"
Operating thus, as a Professional who understands Project Management Process,
(supported by your Executive [Executive Action Team (to EAT "the red beads,")])
using best selected project methodology,
there is less chance of dropping the ball.
While (when) BEST PRACTICE is understood,
BEST PRACTICAL (from an agile and lean perspective) can be better!
Answer the questions about People, Process and Technology
from the image above.
Slide #6 has more depth on the P-P-T triangle (triad).
Now answer the questions about Governance and Execution then click the buttons below.
Here is the game!
Can you see it?
Governance (derived from the Latin gubernēre and gubernator | gubernum) which means "to steer" and also "a or the helmsman."
Essentially to steer could be that of a boat, a horse drawn carriage, a horse or project etc.
Other words derived from the above: governor, navigator, pilot, administrator rudder, helm (and figuratively) a leader, leadership.
Execution (derived from the Latin executio which means "accomplishment" or "fulfillment") is all about professional ability and tight management to produce results!
Unlike Business As Usual (BAU) a project is a temporary undertaking!
In essence, via the project, you are jumping a gap from one baseline to a new (improved) baseline (destination, goal etc.).
Planning and Monitoring and Control on either side of Execution ensures delivery and ultimately accountability to Stakeholders.
Can you find the Planning, Execution and Monitoring and Control Process Groups
on the PMBOK dashboard?
If interested Slide #16 has more information about how PDCA fits into this picture.
Click the image
above (to open the PMP CMMi lego brick)
and reveal the secret to successful strategy (and project) Implementation.
Do you know that many formulated strategies (and projects) fail in Implementation. Have you found using Balanced Scorecard (in itself) has not been that successful?
Did you see the PMP and CMMi lego brick (at the top right of the image above)? It is to the right of the Balanced Scorecard, enabling it for success.
Make careful note of how to empower these bricks (all the bricks in the strategy) at CM Level 2+ per the image below!
I.e. If Strategy Plan Formulation and Implementation is attempted under Capability Maturity Level 2 it will surely be a failure.
Note that level 2 is all about pinning down the essential project management processes.
If you run traditional or agile projects these essential processes will still apply!
Just for fun click here for the games @ CM Level 1.
If interested click OOPS! above for the 15 reasons why projects fail at CM Level 1.
And Traditional Project Management process often is blamed for the chaos!?
Agile methods touted as the solution but operated at CM Level 1 will simply add to, and bring about increased chaos!
Note: Look for ML on the table below.
This is the Capability Maturity Level.
Click the image to get the importance of this!
Bottom line: pull the P-P-T points of the triangle
in relation to each other; improving while maintaining balance.
On the image above
find Configuration (Configuration Management (CM)), Verification (VER), Validation (VAL) and Bidirectional traceability of requirements (part of REQM process). Now click here. Can you find CM, VER, VAL and REQM on the CMMi Dev table? What are their CM Levels?
Hover over the image below to get the importance
of safety while navigating
the tar pit.
The tar pit is where badly run software engineering projects can get bogged down and die!
Bidirectional Traceability of Requirements is at the heart of (Requirements Management [REQM] & Configuration Management [CM]).
Can you find REQM & CM on the CMMi Dev Dashboard?
What is the Capability Maturity Level of REQM & CM?
What about Verification (Ver) and Validation (Val)? Can you find these CM L3 processes?
Can you see that these are all about "Minding the Gap," "Step by Step" and "Start, Change, Stop?"
( Latest agile thinking here agrees with this approach (I.e. Ver and Val and CM L2 processes))
Finally, can loginyou see that this side of the Gap is where you (software developers / ITIL Service Designers) are now.
In a next project phase (iteration, sprint etc.) you will move forward with the project goal to safely release a new version of valuable software.
After UAT sign off Service Operations must take over, maintaining the working system
while Service Strategy and Service Design look at next versions of Working Software.
Click the Elephant for DevOps essence!
The release management team has been made partially redundant by machines. It is not absolute because of two reasons.
The person who manages the entire release from end to end is the release manager and is still necessary. However, the release management role went from being a full-time position to a part-time one (statistically speaking), mainly because of the diminished work (thanks to automation). Capable release managers are
The person who could do all this in the past was the product owner (PO), and thus that person is a favorite choice for a part-time release manager. POs are an adequate choice mainly because of their closeness to the business and to the development and operations teams. The person was like a bridge between the two entities and was expected to keep the boat going in the most turbulent conditions.
Thanks Abhinav (page 294)
PS I am reminded by the above of the importance of the Board Executive to produce products in PRINCE2 Agile
DevOps/ITIL/Agile/Scrum etc., Goal: Release Working Software faster!
Notice that for the pilots telemetry is either nominal or not!
If your scrums are not releasing valuable working software
(as with the problems [and chaos] associated with traditional project management)
if badly run at CM level 1
can be just as unsafe!
It is quite a challenge to install COBIT.
Guess what. Its easier to install that you realize.
Can you find BAI01 Manage Programs and Projects?
As with tailoring the PMBOK processes (and other method processes), Cobit needs to be implemented systematically so that it leverages off installed, operational and stable CM Model processes.
Systematically installing the essence of the previous slides
(in bite sized and digestible chunks)
means Cobit is now also installed!
The image below explains why
"Just Do It" at CM L1 is really a bad idea!
Click presentation above for a high level overview and (if interested)
dive into the problems discussed below and solve them
I.e. No SMART requirements identified and no accurate planning and monitoring and control, rather extolling and pushing (driving heroic "just do it" behavior) to get more out of (trying to pull results) from the system than is possible (for resources / time allocated / clarity about requirements in respect of complicated solutions required). This lack of clear and agreed REQUIREMENTS (REQM) and insufficient / inaccurate PROJECT PLANNING (PP) and PROJECT MONITORING AND CONTROL (PMC) means the team are operating at Capability Maturity Level 1.
The book Accelerate refers to the Westrum Typology of Organizational Culture.
Accelerate (and ITIL etc.) state that Generative behavior on the right of the model is required for success in Agile and DevOps.
ITIL 4 calls this a "safety culture." The "safety culture" is needed for teams to align for agility and find solutions which approach may not be understood or tolerated in the Bureucratic and Pathelogical Organizational Cultures of the model.
I.e. With Westrum in mind, Where would you pin your Oranizational Culture to be at? Pathalogical, Bureaucratic or Open Minded and Generative.
Along with SMART REQM's: Find the CML2 processes Project Planning (PP) and Project Monitoring and Control (PMC)
ONE TWO THREE
Click here for the 7 Scrum dysfunctions (and using Root Cause Analysis (picking out the red beads explained below) etc.) give an idea of how to improve quality in the scrum (agile) project management system
- from Mastering Professional Scrum (2019) by Stephanie Ockerman and Simon Reindl.
Note: Some links in this download are dependant on pmway.hopto.org being up. I.e. see i on menu above.
Run optimally a scrum team should be able to release working software in a 2 week sprint. Then (demo's approved by the Product Owner) they (the willing workers) have succeeded and the goals for the team are reset during next sprint planning ceremony. Scrum Master's role is to ensure a safety culture, productive team, process improvement from CM L2 (and CML2+ where possible) and good governance!
Note that Traditional Project Management (TPM)'s 24 planning processes (just under half of the total processes for the PMBOK are planning processes!) are replaced in Agile Project Management (APM) / Scrum by User Stories! These must be approved as delivered each sprint by the Product Owner or the team are operating at Capability Maturity Level 1. And the minute a sprint is approved the team have finished that race successfully (they are operating at CM LEvel 2+)!
Deming's Red Bead Experiment goes a long way to clearly illustrate the causes and solutions for the "monkey trap" problem above.
Find this experiment on YouTube (or watch a PMWay selected video from YouTube below). Deming is the father of the Capability Maturity Model (CMMi) we are using here which is the output of the Software Engineering Institute at Carnegie Mellon University.
I.e. install scrum (or other TPM or APM) processes (DevOps etc., processes) that allow the method to operate correctly /
remove noise and obstacles (exhortations etc.) that is getting in the way.
and EAT (Executive Action Team) the Red Beads!
Time to up your game stats?
The Capability Maturity model above is a simplified version of the one found here
Finally (just for fun) click the red pin now if you want to do the Capability Maturity self assessment.