Beginning Continuous Improvement

The process of introducing an improvement includes selecting a can- didate technology, tailoring the technology and the training for its use, and using the technology on a pilot basis. Feedback should be col- lected and future plans modified in light of the pilot experience.

The activities discussed thus far constitute the beginning of the process group’s mission: continuous process improvement. These activities can be compared to the blueprint and frame of a house; now the building must be completed, occupied, and maintained.

The process group and its partners—the steering committee, the working groups, and the projects themselves—will have steady-state, ongoing jobs in accomplishing process im- provement.

One key long-term activity is the installation, over and over again, of new procedures and technology that support process improvement. These installations should begin with a pilot (prototype) installation—a controlled experiment. Pilots are essential when an organization has no experience with a technology, or when the technology will be applied in a new domain or with inexperienced staff. This is true even if the technology seems to be mature, as with software inspections, or even if the organization has excellent in-house resources, such as a technical working group with some experience in cost estimation. If a technology is new to an organization, it cannot be considered mature in that context. Appendix D presents an extended discussion of this phenomenon. This chapter describes some con- siderations for executing a pilot effort.

6.1. Introducing the Change

Pilots are often initiated in response to activities of a working group. For example, the as- sessment and resulting action plan might identify the need for a new configuration control system. The working group would spend time investigating possible systems and choose the most likely one; and a project would be identified as a candidate to try the new con- figuration control system. The sponsor, the steering committee, and some members of the project targeted for the new technology then agree to proceed. To provide information to those involved, the process group leader organizes a briefing session in cooperation with a representative of the technical working group for the technology in question. The following people should be included: anyone who may be affected by the change; all members of the candidate project who can be identified as strongly supporting or opposing the change; and representatives from internal training and education organizations. If standards or quality assurance practices will change, representatives of those groups should also be invited. At the briefing, information about the particular software technology being considered for use should be presented by a person who has experience in helping similar organizations adopt that technology. This might be a member of the technical working group that has

been studying the technology; an in-house expert can certainly save time and expense, and has the added advantage of familiarity with the technical context and application domain of the target. If an in-house expert is not available, this is the time to bring in an outside con- sultant. The technical working group can probably recommend candidates; they may al- ready have established consulting relationships with particular experts.

At the briefing, the expert selected should objectively discuss the pros and cons of the par- ticular technology. He or she should discuss both the technology and the process of putting it into place. Time should be allowed for attendees to ask questions and express concerns. The briefing should address the following:

1. What problem is the technology intended to alleviate? 2. How does the technology solve the problem?

3. How well does the technology solve the problem? What are the benefits of the technology, both qualitative and quantitative?

4. What are the costs; for example, product cost, installation, training, time away from the job, and start-up costs?

5. Where else has the technology been used, both inside and outside this or- ganization? Are there sources of information on use in comparable contexts? 6. Will the technology require revision of the current technological environment?

Areas to be considered include: standards; other technology such as software tools or hardware; databases; and schedule and cost-estimation procedures. 7. Will the technology require revision of the current organizational environment?

Areas to be considered include: reward systems; job structure; responsibilities and authority; policy; and budgeting.

8. How similar or different is this technology from what is in place now? Is train- ing required? How much? Will it need tailoring? Will people be given the time necessary for classes?

9. Is this a good time to install new technology? Can it be used immediately? How does the technology relate to development and maintenance schedules? Is there enough lead time for people to try out the new technology prior to using it in production?

10. Can the technology be tailored? Will tailoring be necessary? If so, what will it cost? Are resources available from the working group, vendor, or other source?

11. What are other possible consequences of using the technology?

Many of these questions may be identified, but not answered, during this meeting. A list of questions not answered can be used as a guide for further investigation.

Finally, the pilot test site for both the technology and the implementation process should be confirmed. This site should be representative of the projects that are likely to use the new technology, so that the pilot installation serves as an adequate test. To be considered typi-

cal, it should be neither too simple nor too complex, so that the results of the technology installation are not attributed to the peculiar nature of the pilot. The pilot should have an appropriate point in its schedule for beginning the implementation process; and, most impor- tant, the pilot project members should be willing and able to collaborate with the process group in the implementation effort.

6.2. Pilot Procedures

The installation of technology must be carefully planned. Prerequisites to beginning actual use of the technology are listed below, in the order in which they should occur.

1. Obtain the technology. If a tool or method must be purchased, the process