Better Systems? That means improvement of the development process! M.H.J. Vucsan 2005 Statistics Netherlands

Contents The problem Strategy and methods RUP PRINCE II ISEB/TMAP Implementing Improvement From project to organisational goal

Context ES output throughput input SUBJECT ORIENTEDPROCESS ORIENTED Organizational change (2000)

The Problem Stovepipes is partly culture Desktop computing is less formal Many kitchen table specialists “Free” development is preferred mode Real programmers don’t need methods Rising level of complexity Bigger applications thus bigger projects Development process suboptimal Not enough standards Informal use of RAD (!!)

Improvement projects Projectmanagement Development “soft side” project managers Implementation of PRINCE II Software development Implementation of RUP Software testing Implementation of ISEB/TMAP Selection based on market share and consultancy.

Strategy (IT Division only) Software aquisition Rational suite for RUP Courses RUP training PRINCE II/ Projectmanagement training Coaching Soft side project management RUP process engineers Testing

The RUP Method Based on UML modelling language Fased, iterative development process Interface behavour in Use-Cases Specific roles for every activity Specific process for every activity Specific products for every activity Lots of documents

TMAP/ISEB method Specified test process steps Some standards like BS7925 Specified test types Components test, Systems test, Maintenance test etc. Extensive body of knowledge of: Test techniques; statement coverage, walkthroughs, statistical analysis, inspection etc.

PRINCE II Project management is management Project environment Project board Project support Stakeholders etc. Business case is essential to a project Risk containment Fair amount of documents

The PRINCE II™ processes Directing a Project (DP) Starting Up (SU) Initiating a Project (IP) Managing Stage Boundaries (SB) Controlling a Stage (CS) Managing Product delivery (MP) Closing a Project (CP) Planning (PL)

Implementing Improvement Testing and RUP OK Project management too little benefits Customer acceptation problems Organisation not really project oriented Increased formality causes acceptance problems First year

Implementing improvement Programme scope change from IT-division into whole bureau. Endorsed by the board of directors Scope widening for RUP and testing More people to be educated Change of strategy for PRINCE II Different implementation model Second year

Implementation PRINCE II Workshops S3 top down Flying Squad assists with method Work group for guidance Website with relevant information Word templates Presentations for all interested parties IT projectmanagers strict reporting standards

Implementation model PRINCE II TOP DOWN Top management Workers education The workshops made the difference

Teaching model PRINCE II Coaching thru participation modeling and support Coaching thru modeling and support Coaching thru direction and support Coaching thru leadership, facilitation, development mentoring and peer coaching low Task direction from coach high low Relationship factor high Hersey/Blanchard, Bolman/Deal S4 S3 S2 S1

From projects to organisational goal (April 2005) –Line management will be responsible for continuous improvement –IT division again focal point –Special interest groups to maintain knowledge –Measurement with OPM3 of maturity level of Project management (OPM3: Organisational Project Management Maturity Model) to be repeated every half year

OPM3 results 1/4/2005 Project management maturity level

Thank You !!