Vol. 10, No. 1 …

2003 Vol. 10, No. 1 practical PROCESSIMPROVEMENT PLANNINGBy Neil Potter and Mary SakryWe have seen many approaches to improvement planningduring the past 16 years. Two stand out as the mostcommon. With the first approach, small teams develop aplan to document the tasks they typically perform whenthey develop software. The notion is that if their currentpractices are documented, they can be shared among thedevelopment group and the best ones will become bestpractices. Unfortunately, the result is often a stack ofpaper that is the second approach,a company strides towardthe achievement of animprovement frameworksuch as ISO9001 or theSEI CMM1. The primaryfocus typically consists ofdeveloping animprovement plan tocreate procedures thatdescribe how the companyshould operate. Becausethe framework requires that procedures must exist,documenting them appears to be a logical first step and themost direct path to the goal. The result is often a mixtureof too-few benefits, universal frustration, and lots of these two examples, the approach to improvementplanning is the problem, not the use of a framework or thedefinition of best practices.

Vol. 10, No. 1 www.processgroup.com/newsletter.htm February 2003 PRACTICAL PROCESS IMPROVEMENT PLANNING By Neil Potter and Mary Sakry We have seen many approaches to improvement planning

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