1. A Framework for Classification of Change Approaches Based on a Comparison of Process Improvement Models Otto Vinter DELTA IT Processes, Tel: +45 7219 4000, Fax: +45 7219 4001 otv@delta.dk

2. A Model for Improvement and Innovation Talent@IT If we do not constantly seek to improve our abilities - we loose the abilities we have. If we constantly seek to improve our ability to improve - we increase our competitiveness.

3. Project plan:Budget: 30 MDKK Duration: 2003-2005, 30 person-years Participants:Danske Bank, ATP-huset, PBS, SimCorp, IT-University of Copenhangen, and DELTA Minimum 40 persons directly involved More than 1000 persons indirectly involved Dissemination:Two conferences/seminars in Copenhagen, 2 DELTA reports, book, papers, 2 PhDs Products:A model and a method Talent@IT Project in Brief

4. Critical Success Factors Are Life-cycle Dependent

5. Life-cycle Models for Change Projects Software Process Improvement (SPI) –IDEAL 1.0 (1996) –SPICE (ISO 15504-7:1998) New Technology Implementation –INTRo (2000) –Cooper & Zmud (1990) Business Process Reengineering (BPR) –Muthu et al. (1999) –Kettinger & Teng (2000)

6. Life-cycle Model Stages (SPI, IT Implementation, BPR, Combined) IDEAL 1.0ISO 15504-7INTRo Cooper & Zmud Muthu et al. Kettinger & Teng Combined Model InitiatingExamine*Initiation Prepare for Reengineering Strategy Linkage Initiation *Initiate Project Initiation & Planning Change Planning * DiagnosingAssess Problem / Domain Analysis Map & Analyze As-Is Process Process Problems Diagnosis EstablishingAnalyze Technology / Based Solution Definition Adoption Design To-Be Processes Social & Technical Re- Design Analysis ActingImplement Technology Customization & Testing Adaptation Implement Reengineered Processes *Development Whole-Product Design ** * Breakthrough *Evaluation **RolloutAcceptance* Process Re- Generation Rollout LeveragingConfirm* Improve Continuously Continuous Improvement * *Sustain Routinization Infusion * Monitor ****

7. Examples of Lifecycle Classification of Change Approaches Life-cycle StageChange ApproachDescription Initiation “Top-down” Dictated by management. Management scopes the project without further discussion: This is what we want. “Bottom-up” The need for the change is identified by employees/users who want to drive the project: This is what we need. Diagnosis Formal assessmentBOOTSTRAP, CMM, CMMI, SPICE etc. Problem diagnosisStudy of problem reports, project records etc. Analysis “To-be” analysisDefinition of new processes Prevention analysisEvaluation of preventive actions Development Tool-drivenThe tool determines the processes/product User-drivenSolution developed by the users of the processes/product Evaluation PilotingA pilot project uses the processes/product to evaluate the results Limited usePart of the organization or processes are put in use to evaluate the results Rollout Start-up workshops Workshops are held for selected persons/groups when they should start using the processes/product Hot-lineExpert assistance is provided during initial use Routinization Organizational maintenance Support and updates handled by a designated organizational unit Outsourced maintenanceSupport and updates handled by an external partner e.g. tool vendor Infusion Experience exchangeLearning new ways through use by others Organizational learningCollection, consolidation, and dissemination of experience

8. AIM- Ability Improvement Model Assessment Framework Foundation Management Framework Cultural Issues Initiation Diagnosis Analysis Projects Development Evaluation Use Rollout Routinization Infusion

9. More Information ? Talent@IT www.talent-it.dk Otto Vinter DELTA IT Processes, Tel: +45 7219 4000, Fax: +45 7219 4001 otv@delta.dk