MANIFESTO Software Process Improvement eurospi.net …

1 MANIFESTO tnemevorpmI ssecorP erawtfoS CHIEF EDITORSJan Pries-Heje E-mail: Roskilde UniversityJ rn Johansen E-mail: DELTA Axiom SPI MANIFESTOS upport the organisation s vision and objectives Use dynamic and adaptable models as neededApply risk managementManage the organisational change in your Improvement effort Ensure all parties understand and agree on processDo not lose focusKnow the culture and focus on needs Motivate all people involvedBase Improvement on experience and measurementsCreate a learning organisationVERSION involve people actively and affect their daily activitiesPeopleNOT to show-off or be focused on management aloneABusinessIs what you do to make business successful NOT to live to deploy a standard, reach a maturity level.

2 Or obtain a certificateBChangeIs inherently linked with change NOT continuing as we do today CPeopleBusinessChangeWe truly believe that SPIVALUESWe trust that the following principles support the valuesPRINCIPLES 2010, the Software Process Improvement What is this?0217In September 2009 a group of experts in Software Pro-cess Improvement (SPI) from all over the world gathered in connection with the eurospi Conference for a work-shop at Universidad de Alcal in Spain. eurospi 's mission is to develop an experience and knowl-edge exchange platform for Europe where SPI practices can be discussed and exchanged and knowledge can be gathered and shared. At the workshop 15 experts presented their wisdom grounded in many years of Process Improvement experi-ence.

3 Based on the presentations, 30 workshop partici-pants brainstormed core values and principles specifically for Process Improvement . Via affinity analysis and group thinking exercises we ended up with a MANIFESTO for the end of the workshop 4 values and 14 principles were identified. Among the group of participants, author-ing responsibilities were distributed on a voluntary basis backed by personal justification. Some values and princi-ples were focused on by more then one mid-October 2009 all the contributions were avail-able to the editors, who edited the document thoroughly. A number of principles were written with considerable overlap so it was obvious that they should be consoli-dated.

4 The same consolidation needs were applied to one of the editors restructured the documented and edited the text so that it introduces itself in a uniform style. The re-sult was a document with three core values and eleven principles. This document was ready in November reviewers read the resulting document and com-mented thoroughly. Finally all the comments were ad-dressed in this final version from January 2010, including a joining of two principles and a shorter formulation of the principles so the final document consists of three values and ten principles. A final review was performed by Tim what is that?A manifest makes things clear and obvious or evident.

5 This manifest gives expression to state-of-the-art knowl-edge on SPI. It is based on hundreds of person-years of practice and experience from organisations to use the manifest for?You can use the manifest to obtain knowledge on SPI. It will help you to remember what is important about Soft-ware Process Improvement ? Each value and the conse-quent principles are written so you can easily place your-self into the problem and its context. Short explanations for each value are provided that can further augment your understanding. Each value also has some relevant exam-ples that will make it easier to learn and remember the values and principles. You can use the manifest when you are responsible for planning a SPI project.

6 The third manifest value states that SPI is actually really about change. Thus, you can apply the principles in your SPI project that will support the necessary corresponding change in the organisation. We hope you enjoy reading the MANIFESTO and find the contents Pries-Heje and J rn Johansen 2010, the Software Process Improvement 0317We truly believe that SPI must involve people actively and affect their daily Context and problemIn the last decade we have seen the growing of ivory towers in many organisations, using magic tools and models to paint Process diagrams. However, in most of these organisations, the projects and services did not re-ally use these processes.

7 So the ivory towers have had limited success as drivers of SPI, and it is now time to bring SPI to the people who will be most Value explainedBusiness success depends on the competitiveness of an competitiveness of every organisation is based on the knowledge, engagement and commitment of the peo-ple working in it. SPI is a tool to improve the competitiveness of organisa-tions. Bringing this together, we believe it becomes clear, that only active involvement of the people working in an or-ganisation ensures the success of an SPI initiative from the business perspective!Successful SPI is based on actively involved people hav-ing sufficient information and Hints and examplesThe modern organisation paradigm is a change from experts solving problems and trying to force change on organisations to the organisation s people solving prob-lems and changing the organisation together.

8 Japanese Improvement efforts such as Kaizen have demonstrated this convincingly in the 20th century. More recently, we also see this in the growing success of agile development for success in modern organisations include people making full use of their experience, taking respon-sibility for change on their project and throughout their organisation, and using and improving the processes they have helped to define. VALUE A 2010, the Software Process Improvement We truly believe that SPI is what you do to make business Context and problemThe Software Process creates Software . Software Proc-ess Improvement means activities that improve the way of creating and implementing Software .

9 However, many people believe that they don t need proc-esses in order to build and ship Software products. This belief may be the source of most resistance to change met by SPI professionals. But the fact is that you cannot create Software without Process . Another problem is when Process is seen as somebody else s Process description. This again leads to the mis-conception that one can do without Process . Software should not be created without Process ; however, what is important is that you have Process that fits the need of your projects and your Value explainedProcess descriptions are just words we believe the Process should bring value to the business. To have suc-cess with SPI we must ensure that Improvement recom-mendations are targeted to the actual business-related objectives, rather than compliant with a generic standard.

10 We must also close the gap between the Process and how the work is really being done ; we believe that words and actions consistently should communicate the unity of the two not the decoupling. Hints and examplesUse today s implemented processes as an agreed base-line for Process the business objectives in order to ensure that suggested improvements will be effective in sup-porting these. Always refer to the Process description as a representa-tion of the Process . Communicate how standards and models is meant to support continuous communication at all levels of manage-ment and practitioners helps managers and practitioners to understand how and why they need to support the SPI you are using a maturity model to inspire Improvement , you should respect that at maturity level 3, the Process belongs to the organisation.