Common EPG errors during cmme promotion

1. Insufficient research on Models

The model is a summary of many years of software engineering experience. Every Sentence in it, every example, is not written at will. It has its internal meaning and needs to be carefully understood. As a member of EPG, the first thing to do when you encounter a problem is to read the model and find the answer in the model. All the translated Chinese documents on the market are inaccurate. Therefore, you must read the original model to avoid further transmission. Reading do not understand the place should go to read SW-CMM and SE-CMM, from where to get similar descriptions, if still do not understand, can go to the network to search for information, communicate with friends.

Of course, the model cannot be model-based, and it won't solve all the problems. The model only describes what to do and how to do it in the model is not described in detail, to solve the problem, you must communicate with experienced experts. Only by truly understanding the model can the model theory be different from the actual model theory.

 

2. Not good at communicating with the Project Team

Standardized management focuses on the future and reduces the probability of making mistakes. Its benefits may not be obvious at present. Standardized Management will change the working habits of developers, in their eyes, they may think that norms are a burden, so the resistance to them is a natural reaction.

EPG is the organizer and promoter of the company's R & D Management ***. The project team is the executor of the system, while EPG is not the leader of the project team. When dealing with the project team, it is not possible to communicate with the project team in a condescending fashion. Otherwise, it may easily lead to resentment of the project team and set artificial obstacles for System promotion.

The most influential project team is the project manager, which is the key communication object of EPG.

 

3. Not good at using high-level enterprise management personnel

Process improvement is also a top-notch project, especially in organizations with weak foundations. In the absence of high-level support from enterprises, the promotion of the system would be hard to implement.

EPG is not a direct leader of the project team and cannot be directly directed to the project. Therefore, you must be good at using the leaders of the company during the promotion process and communicate with the leaders frequently, work with the leaders to deepen their understanding of R & D management, get feedback from the leaders, and use the influence of the leaders to promote the promotion of the system in the project.

It is skillful to communicate with leaders and should be treated differently according to their style. Some leaders like to go straight, some like twists and turns, some like to stand alone, and some are more democratic. To turn your thoughts into the thought of leadership, you must adopt certain skills to suit the right of the case.

 

4. Not good at making use of all improvement opportunities

In order to promote the system, we need to fully seize all opportunities for educating employees and educating leaders within the Organization. There are four typical opportunities:

(1) quality incidents. Once a quality accident occurs, it is necessary to root the problem and trace the source to fully attract everyone's attention to quality.

(2) successful cases. If a project is successful, you also need to seize the opportunity to carefully analyze the reasons for project success and use typical success cases to educate everyone.

(3) external consultation. There is a saying in China: "External monks will read Classics". When external consultants or evaluators arrive at the company, they should also take full advantage of this opportunity to educate employees and leaders.

(4) internal research. Investigating the management status quo in enterprises is an effective means to reflect the demand for standardized management of the organization from the bottom up. Management always needs to be improved. The motivation for improvement also comes from business needs and from the voices of the masses. The voices of the masses can be converted to business needs.

 

5. Non-standard EPG operations

EPG should set an example and follow the rules and cannot behave at will. For example:

Documents produced by EPG do not comply with various specifications defined by the company;

The EPG's own documents are not included in configuration management;

Changes to system documents do not comply with the company's change process;

EPG lacks planning

No ppqa is executed for EPG work.

Why is it wrong?

 

6. Violating the idea of gradual development

"People-oriented, process-oriented, measurement-based, and gradual" is the core idea of various management models. The improvement of management is a cultural change. It is necessary to improve rather than reform, not to encourage others, or to cook frogs in cold water. Some basic practices in software development seem simple, but they are difficult to implement in the enterprise, such as: requirement documentation, design documentation, plan documentation, peer review, full-time testing, etc. Due to the pressure on the business goals, EPG will define unrealistic improvement goals and try to take effect in a short period of time. This requires the project team to make too many improvements at a time, this is likely to be counterproductive, leading to a conflict between the project team. Even if the project team can pass the evaluation within a short period of time, the rebound will be large once the certificate is obtained.

 

7. Ignore the cropping guide.

The cropping guide is more important than the system itself. A rigid system cannot be implemented in an organization. To keep the system flexible and agile, you must define detailed and practical guide for tailoring and gradually improve it in practice. EPG members often try to cover all kinds of things and define the system completely. It takes a lot of time to define the process and template, while ignoring the cropping guide is a more important part of the system. As a result, in actual promotion, there is little room for the system to be tailored. for specific projects, the project team is often asked to do more activities that cannot generate value, in this way, the project team will have some resistance.

 

8. Continuous Training ignored

At the initial stage of process improvement, we will provide special trainings on cmme introduction training, process domain training, and management technology. After the system definition is complete, we will provide systematic training. These trainings were either completed in a certain period of time, with a high density and poor performance. They were either separated for a long period of time, and the previous content was forgotten after the training. Therefore, it is necessary to strengthen the key points of training that have already been done in the process of promoting the system, so that some ideas and practices are deeply rooted in the minds of everyone, so as to become a habit, in this way, the executors can learn, know, and persevere.

 

9. Lack of sufficient software engineering experience

This is actually an error when selecting an EPG member. To fully understand the meaning and spirit of a cmme model, it is difficult to have sufficient software engineering background. Many EPG members in enterprises lack sufficient software engineering experience. experienced employees are working as project managers and department managers at the production line to create business values directly, management activities that indirectly create business value or bring long-term benefits will allow some people without experience to do it. This is actually a kind of "reverse brain ". People who lack experience need to go to the front-line to work, exercise, and improve. experienced employees need to make full contributions to their experience and give full play to their positive influence in the enterprise, instead of being the resistance of process improvement, this is the embodiment of their value.

 

10. Over-reliance on consulting companies

EPG members often rely too much on external consulting companies in the early stages of establishing the company's internal process system and require them to provide the formed process system documents. Each organization has its own characteristics. The product direction may be different, the organizational structure may be different, the corporate culture may be different, the personnel structure may be different, and the external business environment may be different, therefore, the workflow and document format of an enterprise may be different. If the standard process established by EPG is not suitable for the organization, the process improvement may take effect slowly or even die.