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Saskia de Wit

MSc

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so this is it, I have it in the pocket, my MSc in Technology Management

I was under the impression that I had another week to wait for the result of my final MSc module. Only logged on the OU student home to use the library, but couldn't resist to look at the assessment page of my last module.

Pass with Merit

I am at work, have a deadline to meet before the end of the day, husband is abroad. For the first time ever, I feel a little bereaved as a distance learning student.  I want the screen to show flags, balloons, my system to play celebratory songs. Cake, flowers and booze to be delivered.

I will just continue and meet my deadline. Pretending not to know yet

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Saskia de Wit

Result TMA.01 - so pleased

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Just received the feedback on my TMA.01 for T847 MSc project. 73% and I am so pleased. It provides me such a solid basis to continue this project and makes me realize that in 4 months and 2 days I will finish this. Having been dreading this phase of the MSc programme so much and suddenly it feels manageable. Just 2 more TMA's and 1 EMA to go and the degree is in the pocket. Ready to give me the benefit when the Agency reform becomes critical. To stay or to find something else.

 

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Saskia de Wit

influence map - making the most of best practices

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Edited by Saskia de Wit, Sunday, 4 Nov 2012, 10:20
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Neničková 2011 - critical success factors for ITIL best practice usage

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Title

Critical success factors for ITIL best practice usage

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Author

Publication

Year

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Neničková

Economics and Management

2011

21-Oct-12

Key words

ITIL, standards, CSF, KPI

Summarizing comments

The article by (Neničková, 2011) provides insight in defining critical success factors (CSF) and key performance indicators (KPI) for implementing ITIL best practices. The setting Nenickova seems to have in mind is the ICT service departments, so not so much software development.

Thiry (2010) is quoted to provide a definition of a CSF: “the limited number of areas in which results, if they are satisfactory, will ensure successful competitive performance for the organization”. I prefer the definition that Learning Tree Institute ITIL Foundation training provided: “something that must happen if a process, project, plan, or ICT service is to succeed”.  

Nenickova sees external and internal CSFs, based on their visibility to customers. External CSFs are close to the service delivery to the customer; internal CSFs are targeting the management of the service operations and climate Nenickova argues that CSFs should be defined as a result of an investigation of optimizing value-added business. Ko & Fink (2010) consider there is a process perspective and people perspective to both internal and external CSFs. Thiry (2010) sets preconditions for implementation and maintenance of CSF: should be free of political decisions; should be derived from related strategies; and should be achievable and measured of their success.

Nenickova induces a list of process and people focused CSFs, for both internal and external CSFs. I have a hard time to see how these match the preconditions set out by Thiry (2010), but they are maybe more meant as a generic guideline to customize to your own environment.

Once CSFs are identified,  the KPIs for each CSF are identified to measure the CSF achievements.

I appreciate this article as combining ITIL and performance management provides a common ground for me and Stephen, which could ease studying for both of us.

Interesting quotes

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Saskia de Wit

T847 - anxious to start

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How much longer do I have to wait to really start this module? I just want to start and get it over with as quickly as possible.

Certainly struggling to think of a good subject for this project. For certain on the use of ITIL within the NCIA NPC; where and how could it be useful. What more do I have to know about ITIL before I could take on this project?

I am planning for this week:

  1. to create a business profile for NPC, in the line of the one I have done for PMI for my technology strategy TMA-01.
  2. To colour code the high level process map of ITIL to indicate relevance to the NPC activities.
  3. To create lists based on the process activities and do a gap analysis for the NPC activities

Number 3 I will do in L'Aquila and on the plane so that I can show Pino that I am working on ideas around the ITIL best practices.

No 2 and 3 are really useful to trigger and collect other views on what ITIL could mean to NPC's activities

No. 1 is predominantly to communicate early with my tutor on the type of organization I am working in.  

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Simonsson, Johnson and Ekstedt (2010) - the effect of IT governance maturity on IT governance performance

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Edited by Saskia de Wit, Sunday, 9 Sept 2012, 19:19

Title

The effect of IT Governance Maturity on IT Governance Performance

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(Simonsson, et al., 2010)

Information Systems Management

2010

09-Sep-2012

Key words

Alignment, business value, governance, strategic planning, ITIL,  COBIT

Summarizing comments

This article by Simonsson, Johnson and Ekstedt (2010) aims to provide evidence for the correlation between IT Governance Maturity and IT Governance Performance. The article defines IT Governance as the structures, processes and relational mechanism for the IT decision making in an organization. It is considered a complex array of interfirm relationships involved in achieving strategic alignment between business and IT.

The article defines IT governance maturity as the internal IT organization efficiency. IT governance performance  is considered to be the external effectiveness of services that the IT organization delivers to the business.

The authors recognize that ITIL has its focus on value adding indicating an alignment for business and IT. They do not see that ITIL is supporting governance as much as COBIT or as Val IT do. The authors use the COBIT process structure to research this correlation in the four governance domain (according to COBIT): PO. Plan and Organize (10 processes); AI. Acquire and Implement (7 processes); DS. Deliver and Support (13 processes); ME. Monitor and Evaluate (4 processes). The assessment of the correlations is based upon 35 organizations, with 158 interviewees providing face-to-face input and additional survey. The results were further interpreted by 15 experts in the field, as it was considered that IT persons could better better evaluate the research results. I do question this aspect of the research, as the ever-so-common mismatch between Technology and Business objectives is founded in the fact that they develop on two separate parallel lines. To evaluate IT governance performance representatives from both lines should contribute.

Nevertheless, the research provided evidence for the correlation between IT governance maturity and IT governance performance. The correlations were strongest in the Planning and organizing processes (as expected) and Monitor and evaluate. The Delivery and Support seems to have the weakest correlation. The expert  was surprised by the fact that the Project management process had such a weak correlation. I was also surprised to see this weaker correlation for Problem management and service level agreement management, and the performance and capacity management processes.

My personal stance on the strengths of the correlations between IT governance maturity and performance is that the closer the processes are to the daily operations, the less it is specifically linked to higher level objectives. Project management is so much aimed at achieving something pre-defined; there is not too much thought going into the higher purpose of the project objectives. It is very much aimed at the day-to-day. Whereas other PO processes are much more targeting the alignment with business. Problem management is rather often reactive, which is considered a valid justification for the weaker correlation for this process.

The IT performance and capacity management process is not discussed in the article. I would think that this process indeed is very much aimed at the internal IT efficiency and not so much considering the external interfaces. The weak correlation for Service level agreement management I find hard to explain. Maybe because the study was performed in Sweden and the culture is less prone to seek competitive advantages on this level of negotiations. No idea. For a weak correlation in compliance management an similar argument was presented.

I like the list in Table 9 sorting the COBIT processes in order of the correlation strength between the process's IT governance maturity and performance. This list could be useful to focus our improvement efforts.  I do not like the description of the study which I think is not sufficiently comprehensive to understand how the maturity level and performance level is measured. The article could have at least have provided the survey questions.

Interesting quotes

Definitions for IT governance, IT governance maturity and IT governance performance

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Iden & Langeland (2010) - setting the stage for successful ITIL adoption

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Edited by Saskia de Wit, Wednesday, 29 Aug 2012, 08:28

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Iden & Langeland

Setting the stage for a successful ITIL adoption: a Delphi study of IT experts in the Norwegian armed forces

2010

18-Aug-12

Key words

ITIL, armed forces, Delphi method, ITSM, success factor

Summarizing comments

This article (Iden & Langeland, 2010) I recently read seems useful to distribute within the NCIA to a wider audience.

The article reports on a recent study to determine the success factors for adopting ITIL within the IT services in the Norwegian armed forces. The authors have used the Delphi method to analysis these factors and sought consensus between 15 experts on their relative relevance to succeed in creating value from adopting ITIL. ITIL (v.3) is the most widely accepted ITSM framework and outlines an extensive set of best practices captured in nearly 30 process areas.

The authors contrast IT service management, as process based, with more technical approaches to IT operations. The article uses a quote from Van Bon 2002 as the principle behind ITSM “Providers of IT services can no longer afford to focus on technology and their internal organization, they now have to consider the quality of the services they provide and focus on the relationship with customers”.

The expectations for the benefits of ITSM are high. Literature asserts improved customer satisfaction; increased quality of services; lower production costs; clearer organizational structure; increased management control; a service oriented culture; as well as uniform terminology for internal and external communications. The relative benefits that an organization will experience will obviously be dependent to the initial state of the organization and the ambitions it has.  

As NCIA NPC Glons has a mature quality management system, I do not expect that introducing ITIL within NCIA NPC Glons will bring many benefits with regard to organizational clarity or management control. The claim of cost reduction is questioned by, for instance, Marquis (2006). The most substantial benefits from ITIL I expect to see in its value for merging the various sub-groups within the NCIA, as it provides us a framework to refer to and terminology to use in our communication as enablers to grow towards a shared identity.

Earlier case studies recognized that ITIL is becoming essential in IT operation and that many organizations experience problems during implementation. These case studies identified 3 focus areas for successful adoption: management engagement, training and competence, and information and communication. The objective of this Delphi study is to develop an authoritative list of factors that need special attention when an organization is adopting ITIL, by bringing together expert opinions with respect to the variety of stakes

The article identifies 65 success factors in 9 categories: Management; Tools; Training; Information & Communication; Project Management; Measurement; ITIL Processes; Organization and Organizational Culture; Customer relations. The full list is attached to the article as an appendix.

From these the most important 12 factors (50% of the experts indicating that the factor is in the top 10) were selected and then next ranked in consensus by the experts in order of importance.

1. Managers at all levels must have an ownership to the introduction of ITIL

2. Senior Management must formally decide the introduction of ITIL

3. Identify and involve key personnel, and let them participate in the design and improvement of processes

4. Senior Management must have knowledge about and understanding of what process orientation means

5. Start with and prioritize a few ITIL processes where there are greatest opportunities for success

6. Information, characterized by openness, must be given up front to personnel and customers about what ITIL means, why ITIL is being introduced and what it will entail

7. General competence in process thinking, ITSM and ITIL must be provided for all concerned

8. A modular ITSM system is needed and must be applied for all processes

9. Plan for and communicate positive project results early and along the way

10. A specific training programme for the ITIL introduction of the various processes must be provided

11. Implement a standard system for measuring, analyzing, and reporting on service level

12. Be conscious about the fact that introducing ITIL means changing organizational culture

From ‘top 4’ 3 factors relate to management. An interesting observation is that factors related to technology and methods are considered to have less importance.

In their conclusion, the authors specifically mention that prior studies never revealed such big emphasis on the role of the management, compare to the general knowledge and commitment of staff. I wonder to which extent this can be attributed to the military culture and has less to do with the introduction of ITIL and the character of IT services. The article does pick on this aspect and suggest continuing this study in other organizations and in different countries.

The article provides a number of anchors for further readings, for instance from Pallard & Cater-Steel (2009) and Van Bon (2002)

Interesting quotes

“Providers of IT services can no longer afford to focus on technology and their internal organization, they now have to consider the quality of the services they provide and focus on the relationship with customers.”

“An IT service is based on the use of information technology and supports the customer’s business processes. An IT service is made up from a combination of people, processes and technology, and should be defined in a service level agreement.”(Evans & Macfarlane, 2001).

“A reference model may be defined as “an abstracted depiction of reality that serves as a standardized or suggestive conceptual basis for the design of enterprise specific models, usually within a like domain” (Taylor & Sedera, 2003).

Too many to mention

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19-Aug-12

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Marquis (2006) - ITIL: What it is and what it isn't

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Edited by Saskia de Wit, Saturday, 18 Aug 2012, 11:35

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Article

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Marquis

ITIL: What it is and what it isn’t

2006

17-Aug-2012

Key words

ITIL; standards

Summarizing comments

This article (Marquis, 2006) basically warns its readers to take ITIL as anything else but guidance for building and maturing a service provision system. The guidelines are a set of practices that require alignment and tailoring with business objectives, organizational culture and infrastructure. Marquis argues that it is impossible and undesirable to go for ITIL compliance. He claims that adopting ITIL principles in your organization and your activities is about adding value for your customers and not about cost reductions. It is not unlikely to call for additional efforts and costs. ITIL forces IT to address business requirements. “Sometimes IT is inefficient and wastes money; and ITIL will show this. Other times IT is underfunded and requires more money; and ITIL will show this as well”.

Marquis recognizes that ITIL best practices require a process framework and can build upon other practices to support ITIL principles;

· Project management and continuous service improvement program=

· Appropriate goal setting through a process maturity framework

· Rigorous auditing and reporting through QMS

My view on this article is that it briefly provides me generic statements on many different IT standards, just adding the term ‘service’. I have seen alike articles written about CMMI and ISO standards. Nevertheless nicely put together and good for a few quotes.

Does not come with a reference list, so a dead-end.

Interesting quotes

On processes: "Good enough"is actually perfect when it comes to ITIL

The ITIL is clear that it does not stand alone, and in fact, can only succeed when used with other practices.

All ITIL provides is advice to those preparing to change how they operate in order to "concentrate on service quality and a more customer-oriented approach."

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Graydon, et al. (2012) Arguiing conformance

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Edited by Saskia de Wit, Saturday, 18 Aug 2012, 11:36

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Graydon

Arguing conformance

2012

15-Aug-12

Key words

Software safety, conformance statement, compliance, standards,

Summarizing comments

I am rather impressed by the introduction of this article (Greydon, et al., 2012).  The authors are working at York University, where my direct colleagues have done some safety courses.

The authors argue that standards provide a consistent benchmark to measure performance, to define minimum standard to meet and best practices to apply; and to improve the maturity of our products and processes, including our ability to assess and evaluate how we are doing.

This article covers how to transfer confidence in our high integrity software product capabilities. The authors claim that self-assessment to show conformance and independent external assessment to demonstrate compliance each have their limits for this confidence transfer. The authors are making a case for a structured conformance argument to ease the communication.  The authors recognize that there is significant variety in the quality, transparency and scruteability of conformance documentation to help to ensure integrity of design and implementation and to establish assurance of integrity by guiding acceptable forms of evidence, also for stakeholders outside the development process.

Software standard requirements have a high proportion of process requirement (if you compare it with hardware were internal and external product attributes are more dominant). The authors appear to argue that process requirements are more ambiguous. Particular scenarios for interpretation are considered necessary for the use of high-level goals; deliberate nonspecific; and the possibility to meet the letter, but not the spirit of the standard. The necessity of interpretation also raises the possibility of misinterpretation. Some standards require rationales or justifications that partially address this problem, but not all.

Independent compliance assessment may be beneficial for the confidence transfer, but remains costly and judgments will vary between different assessors. A compliance certificate tells the external stakeholders that the organization and the software complies in some manner with the requirements, but doesn’t provide insight how this is achieved. The authors suggest to create a conformance argument in which a main claim is decomposed into a series of sub-claims until these can be solved with evidence.

Such conformance argument can be done in line with a safety argument, as they highly overlap.  ( ja duh, off course are they overlapping, aren’t standards developed to tackle safety issues?). The example provided from collaboration with industrial partners demonstrates the feasibility of constructing conformance arguments and highlights the transparency.  Authorities have responded positive and the authors claim that the ‘chart like presentation’ is considered helpful to understand the compliance.

I am quite interested in using the presentation as they authors suggest in this article. However, the fact that we already have compliance documentation would call for a substantial investment to go over to such system. Maybe it is good to use this mechanism to gain understanding about the compliance of ACCS. Compliance with what?

Interesting quotes

“…help establish a consistent benchmark against which we can measure projects, define both minimum standards and best practices, and improve maturity in software development and assessment.”

“Transferring confidence between stakeholders in high-integrity software projects is essential”

“neither self-reports of conformance nor independent confirmation of conformance is a perfect means to effect this transfer.”

“conformance can help ensure integrity by influencing software design and implementation ….conformance can help establish assurance  of integrity by influencing software assessment practice and guiding the acceptable forms of evidence

Much more quotes to use if necessary

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01-Aor-13

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Tuohey (2002) - Benefits and Effective Application of Software Engineering Standards

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Edited by Saskia de Wit, Saturday, 18 Aug 2012, 11:38

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Tuohey

Benefits and Effective Application of Software Engineering Standards

2002

12-Aug-12

Key words

Quality Management, medical device, software development standard,

Summarizing comments

The primary purpose of this paper (Tuohey, 2002) is to document lessons learned and insights gained over several years in applying software engineering standards in the Aerospace sector. This article triggered my interest as it relates to sw engineering environments which need to address safety issues. Coming from the medical device industry and now working in defense industry I expected to engage easily with this article and be able to compare and contrast my own insights with the ones presented by Tuohey.

One of the first observation Tuohey mentions is the application of software engineering standards within the context of other system aspects. In the NCIA Nato Programming Centre, this is certainly the case and we typically do not treat software engineering so differently than system engineering.

RTCA/DO-178B is a standard widely used in the aerospace factor. I do not know if our Air Command and Control Systems are compliant with this standard, but I am certain the standard applied by ` is pretty alike to RTCA/DO-178B. Specifically as RTCA/DO-178B targets data link communications.  In (RTCA/DO-178B, 1992), software is viewed as part of a wider system or equipment and the primary focus is on certifying that system or equipment. The standard recognizes 5 categories for systems based on their impact in case of failure, comparable to the safety levels within the medical device industry. Systems or parts of the system which provides higher risk severity, are subject to more and tougher process and documentation criteria.

The second standard introduced is the ESA PSS-05-0 (1991), which is said to be more directive and specific, to the level of to the level of prescribing the use of specific document templates. There is no  safety level and it is left to the interpreter to decide what level of tailoring is suitable for the systems under development. I consider this an invitation to treat every part of the system alike.

The third standard introduced is IEC 61508-3 as a product safety standard, but the author quickly recognizes that it is highly compatible to RTCA/DO-178B. The last standard is the one that I am most familiar with: the USA Food & Drugs Administration’s guidelines for medical device software, particular the different documentation requirements for 510(k) premarket submissions of minor, moderate or major level of concern medical device software. Tuohey claims the flow chart to determine your level of concern is clear. It probably is; it was just that I was tasked to argue that Pie Medical Imaging’s products were considered a ‘minor level of concern’ and I had to try to find arguments to justify this conclusion. Therefor I probably have struggled with this flow chart to decide on the ‘level of concern’.

I actually have difficulties to see the lessons learned aspect of applying these standards. Tuohey refers to an article by T. McGibbon (1999) how software Levels C and D “fit” in the context of investigations of the business case for software process improvements, particularly in terms of providing guidance on how to prioritize improvement measures. McGibbon reports significant benefits due to collective software improvement measures such as moving an organization from CMM Level 1 to Level 2. McGibbon also reports on the results of some specific process improvements and finds, in particular, very substantial benefits (better and earlier detection of errors, savings in test and integration, improved teamwork, etc.) due to the introduction of inspections.

Tuohey recognizes that the standards are predominantly targeting implementation at the level of a single software development project, whereas the organization-wide implementation is considered widely as important.  The article continues with lists of process improvement aspects, which I do not consider to fit that well.

On a number of occasions, I have been confused by the title of an article related to standards. How often does a title talk about the benefits of a standard, but then in the main body predominantly talk about the benefits of the activities that the standard has mentioned. I don’t necessarily need a cooking book to be able to prepare food and still my family’s hunger. I do not need a software development standard telling me to manage my requirements to actually manage and meet them in my software product. What is the contribution of these reference documents? I see their benefits in pre-defining the arrangements as a bench mark to tailor and adapt the activities, in the defined terminology they provide to communicate the actual arrangements and in their ability to provide confidence that the work will be done up to a desirable quality.

Interesting quotes

“In the past, rigorous software engineering standards were imposed mainly on certain kinds of software development, particularly those with safety impact or with stringent reliability requirements or of a clearly mission-critical nature (such as the onboard control of an unmanned satellite)”

“there is a need to apply and extend what has been learned in applying strict software engineering standards in relatively specialized areas to much wider fields”

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2. Read McGibbon (1999) A business case for software process improvement revised—measuring return on investment from software engineering and management, Air Force Research aboratory contractno. SP0700-98-4000, http://dacs.dtic.mil/techs/roispi2, Data & Analysis Center for Software (DACS), ITT Industries, Advanced Engineering and Sciences Division, 775 Daedalian Drive, Rome, NY 13441-4909

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Heston & Phifer (2011) The multiple quality models paradox: how much 'best practice' is just enough?

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Edited by Saskia de Wit, Saturday, 18 Aug 2012, 11:33

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Heston & Phifer

The multiple quality models paradox: how much ‘best practice’ is just enough?

2011

12-Aug-12

Key words

Quality management, Standards, Quality models,

Summarizing comments

The title of this article (Heston & Phifer, 2011) left me with the expectations of an academic paper into a struggle between standardization and formality vs. flexibility and speed to best meet current and future business objectives. The article does not meet these expectations and is predominantly an outline of characteristics of typical standards / models / best practices used within the software industry (ISO 9001, CMMI, ITIL, ISO 27001, eSCM-SP, Six Sigma, Lean).

Heston and Phifer argue that implementing one or more of these should not be a goal on its own and claims that many organizations are putting effort in implementation of these without taking full advantage of such implementation. They encourage the purposeful application of parts of these models/standards to best meet the organization’s needs.

They are using the terms ‘Process DNA’ and ‘Quality Genes’ as building blocks of each standard/model and compare how each standard/model focusses on each of these.  I don’t know how they came to the selection of the Reference model capabilities to map the ‘Q-genes’ of each standard/model.  The explanation provided is that it represents an’ initial, high-level view of many elements that currently are incorporated into the reference models and standards in scope for this paper’. The paper suggests that this list could be easily expanded with other comparison criteria, attuned to the specific needs from the organization.

The article provides 4 different scenario’s where different type of organizations are selecting different best practices from different model/standards based upon their culture, their needs (I skipped these scenarios; I can see the point).

The message of the article is a little lost in the amount of tables delivering the comparisons. The tables are poorly positioned and also poorly introduced. At a number of occasions, I had to go backward and forward to understand why the table was there.  Their content, however, the comparisons of the different models/standards is useful for my project and for my normal work too.

Paragraph 6 provides a nice overview of common challenges and risks when pursuing process improvements and suggests mitigations.

· Lack of focus on people change management

· Lack of skills in process improvements

· Belief in silver bullet

· Belief, compromises and conflicts on what is enough (actually what triggered me reading this article; the authors introduce the 80/20 rule and suggest that you move to maintenance mode once you have reached your business objective)

· Being model centric

This article feels as a rush-rush job, insufficiently filtering the information required for the reader to take in the case; it just uses everything available. Valid points, but not really contributing to the case (for instance this list of common challenges and risks with their mitigations). The conclusion is not really following the line set out in the article. The conclusion suddenly mentions the costs of implementation of standards as a major issue. I do not disagree; I just don’t think it should be an important part of the conclusion if it hasn’t been a major part of the article.

Interesting quotes

· “organizations need a straightforward framework that establishes a systematic, value-added, and effective governance structure and delivery mechanism based on industry-accepted business process management principles.”

· “…first analyze the ‘DNA’ of each of the models in scope and identify those building blocks, the ‘quality genes’ that form its core. In effect, this approach could enable each organization to rationalize and form its own reference model – one best sized and suited to address its business needs and objectives.”

· “… the idea of process improvement is pretty straightforward: figure out what is not working as well as you would like and take actions to make it work better”

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Shull, F (2012) Disbanding the 'Process Police'

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Shull, F.

Disbanding the “Process Police”

2012

26-Jul-12

Key words

Compliance, safety, process, SQA role

Summarizing comments

Shull’s article hits a sensitive spot of how QA can contribute to the good of the end product. This IEEE Software article is looking at other motivations for processes than for the effectiveness of engineering, as compliance to standards or regulations are often a reason for an extensive Quality Management system. Let’s acknowledge this is the case and assume that processes are the key to required level of control on the quality of the products.

Shull’s article provides an example that among engineers this is not a common view, where two senior NASA engineers are admitting not to recognize engineering practices in their system engineering manual. Shull argues that QA tasks are viable, but to have any real impact should stay within the boundaries of the tools and data relevant to the engineering activities. I do sympathize with that view, but also recognize that the push for better engineering practices as configuration control and requirements management are not born through the engineers’ desire for freedom and flexibility.

Shull is encouraging SQO to look beyond the checklist and be just as critical towards the effectiveness of the process in this context as they are towards the way the process has been applied. He pushes the idea of a ‘process coach’ rather than a ‘process police’. Am I too naïve to think that was the whole idea.

To my opinion this article lacks the viewpoint of the future engineer or the customer organization trying to implement a new software component, an outsourcing partner trying to make sense of what has been provided. QA activities should, in my opinion remain focused on making what is/has been done understandable. An excited engineer is not the most reliable contributor to the maintainability of a system, I am afraid.

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Ford (2012) The road to maturity: Process management and integration of SHRM

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Edited by Saskia de Wit, Thursday, 26 July 2012, 20:50

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Article

Year

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Ford

The road to maturity: process management and integration of Strategic Human Resources processes

2012

25-Jul-12

Key words

Human resources, improvement, quality management, structure, integration

Summarizing comments

Ford’s article is rather surprising, as it presents process thinking as a new concept within strategic HR management. Anno 2012, and with an appreciation of capability management etc within quality management, I did expect that this interest had been bidirectional.

Ford provides a nice definition for integration as a state of association among organizational processes that promotes unified, harmonious effort towards the effective achievement of organizational goals. I intend to deliberate on this definition and what it could mean to me.

Ford recognizes that Strategic HR Management is focusing on best HR practices to enhance performance. The article list 7 basic HR processes driving excellent performance (employment security, selective hiring, self-managed teams, performance based compensation, extensive training, reduction of status differences and information sharing). However it recognizes that practice-based implementation does not provide the strategic impact as implementation of a practice is insufficiently embedded within the organizational infrastructure; It may lack an evolutionary path to learn and to adapt in a best-fit. An easy to implement practice with the accepted impact could just as easy be imitated by the competitor and not give any strategic advantage at all.

Ford argues to view SHRM through a process perspective, where the notion of linkae between processes is central. Within the relations between processes is culture and its interrelated evolution makes it hard to imitate and fosters integration and encourages collaboration. Not only between HR processes, but certainly also with for instance operational processes

Ford then looks into the coordination dimension of integration, as a skillful and balanced movement of different parts at the same time, facilitation collaborative efforts to progress towards effective outcomes. Processes and process integration benefits here through higher transparency on responsibilities and information flow and encouraged management review.

Ford refers to a Malcolm Baldrige model, which I have never heard of. Maybe it is specifically targeting HR processes. Baldrige refers to integration as the harmonization of plans, processes, information, resource dicisions, results and analysis to support key organizationwide goals. Integration is achieved when individual components of a performance management system operate as an interconnected unit. Baldrige indentifies 4 different process maturity levels (based on level of integration, repeatability and improvement.

Ford’s article reports on research done to measure maturity of SHRM systems based upon the Baldrige criteria. The study itself is of less interest tp me. I like the introduction, particularly as I appreciate the angle starting from HR towards performance, instead of having performance as the prime focus and human resources as awkward and unpredictable necessities.

I am not certain how this article fits in shaping my ideas around my project. Nevertheless it has been fun to step outside my normal Technology Management box.

Actions

Due date

Status

1. Skim read article and summarize the content and my insights

25-Jul-12

Done

2. Deliberate on the definition on Integration

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Saskia de Wit

SLS chapter 11 CoP as social learning system

Visible to anyone in the world

It is a perspective that locates learning, not in the head or outside it, but in the relationship between the person and the world, which for human beings is a social person in a social world.

Learning as the production of social structure

Meaningful engagement in social contexts  requires participation (discussion, reflection,..) and reification (making into an object, papers, tools , words). Artefacts without participation do not carry their own meaning; and participation without artefacts is fleeting, unanchored. Should be an interplay.

Their interplay creates a social history of learning, which combines individual and collective aspects. Together they form a ‘regime of competence,’ a set of criteria and expectations by which they recognise membership.

· Understanding of matters

· Engaging productively with others in the community

· Using the repertoire of resources that the Community has accumulated through its history of learning.

Over time, a history of learning becomes an informal and dynamic social structure among the participants, and this is what a community of practice is.

practice is something that is produced over time by those who engage in it.
All sorts of constraints, yes of course. A community of practice can be dysfunctional

No matter how much external effort is made to shape, dictate, or mandate practice, in the end it reflects the meanings arrived at by those engaged in it. Even when they comply with external mandates, they produce a practice that reflects their own engagement with their situation

Practice cannot be subsumed by a design. Practice is a response to a design, an institution, and management practice ---based on active negation of meaning.

Learning produces a social system and that a practice can be said to be the property of a community.

Learning as the production of identity

Learning is not just acquiring skills and information; it is becoming a certain person – a knower in a context where what it means to know is negotiated with respect to the regime of competence of a community.

When a newcomer is entering a community, it is mostly the competence that is pulling the experience along, until the learner’s experience reflects the competence of the community

A community’s competence along as when a member brings in some new element into the practice and has to negotiate whether the community will embrace this contribution as a new element of competence – or reject it

identification involves modulation: one can identify more or less with a community, the need to belong to it, and therefore the need to be accountable to its regime of competence

Thus identity reflects a complex relationship between the social and the personal. The focus on identity creates a tension between competence and experience. The focus on identity also adds a human dimension to the notion of practice. It is not just about techniques

Gaining a competence entails becoming someone for whom the competence is a meaningful way of living in the world.

… When learning is becoming,
….when knowledge and knower are not separated,
….then the practice is also about enabling such becoming

Remaining on a learning edge takes a delicate balancing act between honoring the history of the practice and shaking free from it.

possible when communities interact with and explore other perspectives beyond their boundaries

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Saskia de Wit

SLS chapter 8 Extract 4-5

Visible to anyone in the world

Extract 4 Participation and Non-participation

we know who we are by what is familiar and by what we can negotiate and make use of, and that we know who we are not by what is unfamiliar, unwieldy, and out of our purview.

Our relations to communities of practice thus involve both participation and nonparticipation, and our identities are shaped by combinations of the two.

Identities of Non-participation

Experiences of non-participation do not necessarily build up to an identity of nonparticipation. We inevitably come in contact with communities of practice to which we do not belong, non-participation is an inevitable part of living. Not all that we encounter becomes significant and not all that we meet carries our touch; yet these events can all contribute in their own ways to our experience of identity.

In a landscape defined by boundaries and peripheries, a coherent identity is of necessity a mixture of being in and being out.

· In the case of peripherality, some degree of non-participation is necessary to enable a kind of participation that is less than full. Here, it is the participation aspect that dominates and defines non-participation as an enabling factor of participation.

· In the case of marginality, a form of non-participation prevents full participation. Here, it is the non-participation aspect that dominates and comes to define a restricted form of participation.

Peripherality and marginality both involve a mix of participation and nonparticipation. The difference between peripherality and marginality must be understood in the context of trajectories that determine the significance of forms of participation.

· Newcomers, on an inbound trajectory that is construed by everyone to include full participation in its future. Non-participation is then an opportunity for learning.

· people whose trajectory remains peripheral, non-participation is an enabling aspect of their participation because full participation is not a goal to start with.

· long-standing members can be kept in a marginal position, so integrated in the practice that it closes the future. Forms of non-participation may be so ingrained in the practice that it may seem impossible to conceive of a different trajectory within the same community.

full participation (insider); full non-participation (outsider); peripherality (participation enabled by non-participation, whether it leads to full participation or remains on a peripheral trajectory); and marginality (participation restricted by non-participation, whether it leads to non-membership or to a marginal position).

Extract 5 Participation in Social Learning Systems

The perspective of a social learning system applies to many of our social institutions with implications at multiple levels.

· Individuals : importance of finding the dynamic set of communities they should belong to and a meaningful trajectory through these communities over time.

· Communities of Practice : balance between core and boundary processes, so that the practice is both a strong node in the web of interconnections – an enabler of deep learning in a specific area balance between core and boundary processes, so that the practice is both a strong node in the web of interconnections – an enabler of deep learning in a specific area

· Organizations: a need to learn to foster and participate in social learning systems, both inside and outside organizational boundaries. Organizations can take part in them; they can foster them; they can leverage them; but they cannot fully own or control them

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Saskia de Wit

SLS Chapter 8 Extract 3 Identity in Practice

Visible to anyone in the world
Edited by Saskia de Wit, Friday, 9 Mar 2012, 19:20

What a wonderful extract. I am taken on a ride to learn how learning shapes character. How interactions shape identity.

Developing a practice requires the formation of a community whose members can engage with one another and thus acknowledge each other as participants. Practice entails the negotiation of ways of being a person in that context. The formation of a community of practice is also the negotiation of identities.

· Identity as negotiated experience.

· Identity as community membership.

· Identity as learning trajectory.

· Identity as nexus of multimembership.

· Identity as a relation between the local and the global

Trajectory

Identity is not some primordial core of personality that already exists. Nor is it something we acquire at some point in the same way that, at a certain age, we grow a set of permanent teeth. our identity is something we constantly renegotiate during the course of our lives.

· Peripheral trajectories some trajectories never lead to full participation.

· Inbound trajectories. Newcomers are joining the community with the prospect of becoming full participants in its practice

· Insider trajectories. The formation of an identity does not end with full membership. The evolution of the practice continues

· Boundary trajectories. Some trajectories find their value in spanning boundaries and linking communities of practice. Sustaining an identity across boundaries is one of the most delicate

· Outbound trajectories. how a form of participation enables what comes next.

Learning as identity

The temporal dimension of identity is critical. We are always simultaneously dealing with specific situations, participating in the histories of certain practices, and involved in becoming certain persons.

A sense of trajectory gives us ways of sorting out what matters and what does not, what contributes to our identity and what remains marginal.

Learning events and forms of participation are thus defined by the current engagement they afford, as well as by their location on a trajectory.

Paradigmatic trajectories

More experienced peers are not merely a source of information about processing claims; they also represent the history of the practice as a way of life.

Exposure to this field of paradigmatic trajectories is likely to be the most influential factor shaping the learning of newcomers.

a community of practice is a field of possible trajectories and thus the proposal of an identity.  Community of practice is a history collapsed into a present that invites engagement.

new trajectories do not necessarily align themselves with paradigmatic ones. Newcomers must find their own unique identities; newcomers also provide new models for different ways of participating.

Generational Encounters

Different generations bring different perspectives to their encounter because their identities are invested in different moments of that history.

· With less past, there is less history to take into consideration.

· With less future, there is less urgency to reconsider history.

While newcomers are forging their own identities, they do not necessarily want to emphasize discontinuity more than continuity. Their very fragility and their efforts to include some of that history in their own identity may push them toward seeking continuity.

old-timers have an investment in their practice, yet they do not necessarily seek continuity;  They might thus welcome the new potentials afforded by new generations who are less hostage to the past

In summary, the temporal notion of trajectory characterizes identity as:

1. a work in progress

2. shaped by efforts – both individual and collective – to create a coherence through time that threads together successive forms of participation in the definition of a person

3. incorporating the past and the future in the experience of the present

4. negotiated with respect to paradigmatic trajectories

5. invested in histories of practice and in generational politics.

Nexus of Multimembership

we all belong to many communities of practice: some past, some current; some as full members, some in more peripheral ways. Some may be central to our identities while others are more incidental.

As a consequence, the very notion of identity entails

1. an experience of multimembership

2. the work of reconciliation necessary to maintain one identity across boundaries

Identity as Multimembership

Our membership in any community of practice is only a part of our identity. We belong to many communities of practice. Because our identities are not something we turn on and off, our various forms of participation are not merely sequences in time. We interweave with our exchanges of work-related information continually reflect our participation in other practices.

Our various forms of participation delineate pieces of a puzzle we put together rather than sharp boundaries between disconnected parts of ourselves.

· we engage in different practices in each of the communities of practice to which we belong.

· our various forms of participation, no matter how distinct, can interact, influence each other, and require coordination


The specific trajectories do not merge, neither does it decompose our identity into distinct trajectories in each community.

In a nexus, multiple trajectories become part of each other, whether they clash or reinforce each other.

Identity as reconciliation

Being one person requires some work to reconcile our different forms of membership.

1. different ways of engaging in practice may reflect different forms of individuality

2. different forms of accountability may call for different responses to the same circumstances

3. elements of one repertoire may be quite inappropriate in another community.

It requires the construction of an identity that can include these different meanings and forms of participation into one nexus. the process of reconciling different forms of membership is deeper than just discrete choices or beliefs.

The work of reconciliation may be the most significant challenge faced by learners who move from one community of practice to another. Learners must often deal with conflicting forms of individuality and competence as defined in different communities.

· Not necessarily harmonious   / not done once and for all / may involve ongoing tensions

I want to suggest that proceeding with life – with actions and interactions – entails finding ways to make our various forms of membership coexist, whether the process of reconciliation leads to successful resolutions or is a constant struggle

the maintenance of an identity across boundaries requires work and, moreover, that the work of integrating our various forms of participation is not just a secondary process.

the core of what it means to be a person

Social bridges and Private selves

Multimembership is the living experience of boundaries.

In weaving multiple trajectories together, our experience of multimembership replays in our identities the texture of the landscape of practice.

· But this replay is not a passive reflection

· the work of reconciliation is an active, creative process.

Through the creation of the person, it is constantly creating bridges – or at least potential bridges – across the landscape of practice.

the work of reconciliation can easily remain invisible as it is not be perceived as part of the enterprise of any community of practice.

Even though each element of the nexus may belong to a community, the nexus itself may not.

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Saskia de Wit

Activity 3.8 Schon ideas related to current times

Visible to anyone in the world
Edited by Saskia de Wit, Sunday, 5 Feb 2012, 19:31

powerful ideas of the 21st century that could be considered as  ideas in good currency

  • Terrorism and war
  • Climate and energy
  • Financial transparancy and accountability
  • Arabic spring, what will it mean?
  • Globalisation

How do these connect?

How much does this little list represent me and my world view. How would someone in Syria think, what will someone with a middle income, on social benefit think?

It should be pretty universal, shouldn't it?

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