1. Proprietary - Do not use without written permission1 Leading Culture Change in Software Organizations: Delivering Meaningful Results Early Rita Hadden February 2004 ASEE Conference

2. Proprietary - Do not use without written permission2 We will look at: n Why is culture change important to software organizations? n How to effectively lead culture change? n How to deliver meaningful results early? n Questions?

3. Proprietary - Do not use without written permission3 Why is culture change important to software organizations? n Increasing project complexity. n Software jobs are going overseas. n Many software process improvement (SPI) efforts in U.S. have failed, often due to inability to produce quick and meaningful results. n Mandated change is expensive to sustain.

4. Proprietary - Do not use without written permission4 How to effectively lead culture change?

5. Proprietary - Do not use without written permission5 Who is a Change Leader? n A change leader can be a practitioner, a manager, a customer, a stakeholder, a software user, a process engineer, or an executive. n When an individual inspires others to apply best practices intelligently in a way that delivers results more effectively or efficiently, this individual is a leader in your change effort.

6. Proprietary - Do not use without written permission6 Effective Change Leaders: Software Practitioners

7. Proprietary - Do not use without written permission7 Effective Change Leaders - Software Practitioners: Actions They Take n Believe positive change can happen n Learn and apply best practices n Focus on actions that produce results early n React to critical incidents effectively n Act as role model and coach others

8. Proprietary - Do not use without written permission8 Effective Change Leaders - Software Project Managers

9. Proprietary - Do not use without written permission9 n Demonstrate visible and active involvement in change initiative n Encourage participation and let the people drive the change n Focus on actions that produce results early n Estimate time and effort realistically n Act as role model and coach staff n Make it safe and rewarding to adopt best practices n Use professional judgment Effective Change Leaders - Software Project Managers: Actions They Take

10. Proprietary - Do not use without written permission10 Effective Change Leaders - Software E xecutives

11. Proprietary - Do not use without written permission11 Effective Change Leaders - Software Executives: Actions They Take n Create a climate where change can succeed n Limit number of top priorities n Be realistic about funding and time n Demonstrate visible involvement and ownership n Communicate benefits of change often n React to critical incidents effectively n Reward improvements n Believe it can happen n Stay the course for the long term

12. Proprietary - Do not use without written permission12 How to deliver meaningful results early n Insist on five best practices for any project n Proactively remove barriers to successful software process improvement (those you can affect)

13. Proprietary - Do not use without written permission13 Insist on five best practices for any project n 1. Work with your customers to clearly define, validate, prioritize, agree on requirements and perform change control. n 2. Carefully plan before executing your project, developing specific strategies to address key concerns early in your project lifecycle.

14. Proprietary - Do not use without written permission14 Insist on five best practices for any project (2) n 3. Track your progress by key work products, not just milestones. Take early corrective actions. Promptly resolve issues, external dependencies, and risks, escalating proactively. n 4. Perform effective peer reviews for your key work products. n 5. Manage your configuration items throughout your project lifecycle.

15. Proprietary - Do not use without written permission15 Proactively remove barriers to successful software process improvement n Vision-related barriers n Skills-related barriers n Rewards-related barriers n Resources-related barriers n Action Plan-related barriers

16. Proprietary - Do not use without written permission16 Industry findings “Commercial companies’ survival is critically dependent on developing and fielding software in a predictable and disciplined manner.” “Benchmarking revealed that successful commercial companies are bottom-line driven and focus improvement activities on the big cost and schedule drivers” “While process improvement serves as a floodlight on what can be done, best practices are the laser beam, pinpointing high-leverage activities directly coupled to the bottom-line.”

17. 17

18. Proprietary - Do not use without written permission18 For More Information… n Contact Rita Hadden Director of Software Development Datatel, Inc. Fairfax, VA 703-802-2927 rch@datatel.com