Suddenly Reality - Peter Leeson

@ITCAMPRO #ITCAMP16Community Conference for IT Professionals
Suddenly Reality
Peter Leeson
Quality Manager, White Clarke Group
Process and Quality Improvement Consultant, Q:PIT
PLeeson@WhiteClarkeGroup.com
@PeterLeeson

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Focus

• Every second, the world sees
– 7220 tweets
– 724 Instagram photos
– 1 121 Tumblr posts
– 2 139 Skype calls
– 35 258 GB of Internet traffic
– 54 445 Google searches
– 123 454 YouTube videos
viewed
– 2 493 230 Emails sent (67%
spam)
InternetLiveStats.com 26 May 2016
• Status Update
– 3 377 578 945 Internet users
– 1 031 880 739 Websites
– 1 665 532 189 Facebook
users
– 39 412 websites hacked
today
• In 2015-Q3, TripAdvisor®
reported more than 190
new contributions every
minute

Connectivity Today
http://www.slideshare.net/novaspivack/web-evolution-nova-spivack-twine
“Web Evolution”
by Nova Spivack,
21 December 2009
Used with authorization

Your Market, your Competition?
http://www.freemapviewer.com/en/map/Map-World_2.html

How to Improve

The Theories

The Consultant

• “Too much concern about how well one is doing in a
task disrupts performance by loading short-term
memory with pointless anxious thoughts.”
The Audit / Appraisal / Evaluation

The Framework
ISO 9001
Malcolm-Baldridge
P-CMM
E-Sourcing Capability Model
ISO/IEC 12207
CMM
EIA 731
ISO/IEC 15288
CMMI-SVC
CMMI-ACQ
SE-CMM
ISO/IEC 15504
BS 15000
TickITplus
CMMI-DEV
TQM
BS 7799
Six-Sigma
V
AgileCobiT
MIL-STD-498
EIA 632
eSCM-SP
FAA iCMM
IEEE 1220
SA-CMM IEEE/EIA 12207
IPD-CMM
ISO 15939
J-STD-016
PSM
PSP
Q9000
SECAM Automotive SPICE
TL9000
TSPPMMM
TMMi
DevOps Moar Diagrams

What Went Wrong?
People
Process Technology
People

What are People?

What are People?
Images stolen from the Internet
without acknowledgement,
but with an apology
36.8×1015 FLOPS
36 800 000 000 000 000
floating-point operations
per second
Super computer “Stampede”
runs at 5.2*1015 FLOPS thanks
to 462000 core processes

Type 1 Processes
–Subconscious
–Awareness
–Continuity
People Manage Information in Two Minds
Type 2 Processes
–Conscious
–Effort
–Concentration
You have two main minds, two ways of processing:

Type 1 Processes
2+2=?
but with an apology

Type 2 Processes
but with an apology

• “All variants of voluntary effort – cognitive,
emotional and physical – draw on a shared pool of
mental energy” (Roy Baumeister)
• This means
–Tell the children to be quiet when you drive in bad
weather
–Stop walking to explain the political situation
in Syria
Type 2 Processes Interrupt you

• On the following slides there is one word
• Each slide has a word written in a different colour
• Please shout out the colour in which the word is
written
Demonstration

In What Colour Is This Word?
Blue

Red

Green

Yellow

Please Calculate
421 * 60

421 * 60
Blue

421 * 60
Gred

Rue

Yellue

Have you worked it out?
421 * 60

Bled

Grue

Blow

• What was the answer?
So?

• 421 times 60 is 25260 – you could have worked this
out in your mind
• But to that, you had to interrupt your simple task of
calling out colours to work it out:
–You had to interrupt your type 1 processes to allow your
type 2 processes to function
Did you get it?

• In the XIXth century, a new life form emerged: the
Corporation
• Previously, people were offering services to their neighbours
based on their abilities and the needs of others
• The Corporation is only interested in its own survival, without
concern for the people affected, employees or clients
– It seeks to grow and reproduce
– It will attack, kill, swallow or destroy its competitors
– It is more interested in generating profit than in providing service
And in business?

Evolution of Banking

• The Corporation does what it knows, it stays in its
comfort zone
• In comes a consultant who tells it to stop, listen and do
what I say
• Its Level 1 Processes are busy
– Firefighting
– Struggling because “we lack resources”
– We know we need to do something but…
– Next year, when things have calmed down
– But that’s the way we have always done it
– This is how we built our business
Corporate Survival
but with an apology

• Strong leadership
• Sense of urgency
• Vision of success
• Communication
• Empowerment
• Regular improvements
• Consolidating gains
• Encouraging change
Fundamentals of success
but with an apology

The Consultant
but with an apology

Stop. Change Everything. Now.
but with an apology

• In physics, the kinetic energy of an object is the
energy that it possesses due to its motion. It is
defined as the work needed to accelerate a body of a
given mass from rest to its stated velocity. Having
gained this energy during its acceleration, the body
maintains this kinetic energy unless its speed
changes. The same amount of work is done by the
body in decelerating from its current speed to a state
of rest.
Kinetic Energy

Kinetic Energy
2
2
1
mvK 
Kinetic Energy is dependent on
Mass: how big is your company? Speed: how fast
are you spinning?

Results
but with an apology

Making Change

1. Statement of Problem
2. Hypotheses as to the cause of the problem
3. Experiments designed to test each hypothesis
4. Predicted results
5. Observed results of the experiments
6. Conclusions
Cause and Effect: the Scientific Method

• You need to prove your hypothesis is wrong
• Each hypothesis awakens another
• There is no single cause to your problems
• There are many people who want to sell you their
solution before they understand the problem
The Scientific Method Failure

• Agnotology
– The study of what we do not
know and why we do not
know it
– Ignorance is not just the
absence of knowledge, it is
frequently the result of
something else…
• Culturally induced ignorance
• The outcome of propaganda
• The effect of the repetition of
lies
Two Sciences
• Metrology
– The study of measurement
– Understanding that
measurement is not just
numbers
– Metrology includes all
theoretical and
practical aspects of
measurement
(Agnotology is still sometimes called agnatology)

ACHIEVING RESULTS
Making the Culture Change

Managing Change
ResourcesSkills Action PlanIncentivesVision Change
ConfusionResourcesSkills Action PlanIncentives
AnxietyResources Action PlanIncentivesVision
Slow
Change
ResourcesSkills Action PlanVision
FrustrationSkills Action PlanIncentivesVision
False
Starts
ResourcesSkills IncentivesVision
Based on Delorise Ambrose, 1987

Organisation
The Organisation As An Organism
Inputs:
Human,
Financial,
Technological,
Material,
Resources
Outputs:
Products
Services
Strategy
People &
Culture
Structure
Technology
Management
Input-output flow of materials,
energy, information

©Q:PIT Ltd 2013-2015
Cost of Project Quality
Based on Crosby 1994
Total Cost
Cost of
Quality
Cost of
Performance
Cost of
Conformance
Cost of Non-
Conformance
Cost of
Appraisal
Cost of
Prevention

©Q:PIT Ltd 2013-2015
Cost of Project Quality
Project Cost
Cost of Quality Cost of Performance
Cost of Conformance Cost of Non-Conformance
Cost of Appraisal Cost of Prevention
Training
Policies, procedures, methods
Tools
Planning
Quality improvement projects
Data gathering and analysis
Root cause analysis
Quality reporting
Reviews
System
Requirements
Design
Test plans
Test scripts
Walkthroughs
Testing (first time)
Independent V&V (first time)
Audits
Generating plans
Documentation
Development
Requirements
Design
Code
Integration
Fixing defects
Reworking
Documents
Design
Updating code
Re-reviews
Re-test
Lab costs
Patches & Fixes
Internal
External
Engineering changes
Change control boards
External failures and fines
Customer support
Help desks
Based on Crosby 1994

Why are you
doing this?
What value are you
getting out of it?

FIVE KEYS TO SUCCESS

Systems Thinking
• Every element of your organization is linked
• Every phase of your development lifecycle is linked
• The traditional analytical method of breaking
everything down into elementary components only
serves to analyse the elementary components
• See the big picture!

Personal Mastery
• “People enter business as bright, well-educated, high-
energy people, full of energy and desire to make a
difference, by the time they are 30, a few are on the fast
track and the rest ‘put in their time’ to do what matters to
them on the weekend. They lose the commitment, the
sense of mission and the excitement with which they
started their careers. We get
damn little of their energy and
almost none of their spirit.”
– Bill O’Brien, Hanover Insurance

Mental Models
• “The continuous adaptation and growth
in a changing business environment
depends on institutional learning,
which is the process whereby
management teams change their
shared mental models of the company, their markets
and their competitors. For this reason, we think of
planning as learning and of corporate planning as
institutional learning.”
– Arie de Geus, Royal Dutch Shell

Team Learning
• Dialogue: a free flowing of meaning through a
group, allowing the group to discover insights not
attainable individually
• All communication requires
listening – if you are not
listening, you are not
communicating!

Building Shared Vision
• “Democratize the automobile” (Ford, 1910)
• “Become the company most known for changing the
worldwide poor-quality image of Japanese products”
(Sony, 1952)
• “Become the most powerful, the most serviceable, the
most far-reaching world financial institution that has ever
been” (City Bank, 1915)
• “Become the dominant player in commercial aircraft and
bring the world into the jet age” (Boeing, 1950)
• “Become a $125 billion company by the year 2000” (Wal-
Mart, 1990)

Q&A

• Peter Leeson
–White-Clarke Group
Milton Keynes
United Kingdom
–Telephone: +44 (0)773 998 98 67
–E Mail: pleeson@WhiteClarkeGroup.com
–Skype: qpitpjl
Contact Information

Suddenly Reality - Peter Leeson

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