There is a philosophical difference between companies that identify their projects by process model, and companies that have identified and defined their company’s “Way,” the Way their work gets done, they Way their values are demonstrated, and the Way they are successful with their customers. Having a well defined Way helps you evaluate and improve all areas of the business, and reach your goals faster.
DEFINING PROJECTS BY PROCESS MODEL
Many companies apply different software process improvement models for different projects. That is often perfectly acceptable and useful. But what is not useful is segmenting and defining the projects by process model. For example, the Head of Corporate Quality of an award-winning federal contractor recently told me, “We have our agile projects over here, our ISO9000 projects over here, and our CMMI projects over here.” He did not realize he was missing an opportunity to help make his highly successful company even better.
A BETTER WAY
My advice to companies that are segmenting their projects by process model is to stop, take a step back, and consider that there may be a better approach. Rather than thinking of projects by process model, they should think of projects by the Company Way, as in “We’re a great company and here’s how we work.” They should apply this definition to everything the company does. No longer do they say, “Our agile projects are over here.” Now they say, “We run all of our projects in accordance with our Company Way.”
HOW TO “AUDIT” OR EVALUATE PROJECTS
For this philosophical shift to take hold, QA people should be trained in the aspects of the Company Way, and you should be able to evaluate your projects based on those aspects.
That doesn’t mean you all do everything the same way. Some projects will be Waterfall. Some will be Agile. Some will be R&D and won’t be using any process model. It just depends on what the goal is.
But regardless of process model, the approach you use to evaluate them should come from the same place. That is: “We are a great company, and here’s how we do projects.”
So stop thinking about models and standards and all of those things. Models and standards are good inputs into defining how you do your work. But don’t let them define how you run your projects.
Jeff Dalton is a Certified SCAMPI Lead Appraiser, Certified CMMI Instructor, author, and consultant with years of real-world experience with the CMMI in all types of organizations. Jeff has taught thousands of students in CMMI trainings and has received an aggregate satisfaction score of 4.97 out of 5 from his students.