Efficient change processes driven by CMMI goals based on Requirements Engineering fundamentals
The Challenge
An electronic industry customer chose HOOD to play a leading role in reaching CMMI Level 2 within one year, taking into account change aspects.
Meeting the Challenge
The HOOD approach always starts with the elicitation and documentation of the project requirements. In the present case, the CMMI Level 2 goals served as the high-level requirements to be met, and existing process descriptions served as initial solutions to be further built upon. The requirements and related information were administered using a requirements management tool. As part of the HOOD standard approach, a change programme was devised to address the four main aspects: barriers to change, unfreezing, learning and refreezing.
- Barriers to change
There are many reasons why people may be against change. For example, the status quo may appear too comfortable; or the change may mean saying good-bye to old paradigms; or current information showing the need for change is ignored because of past successes. In addition, change often means insecurity: people must grow familiar with new processes, new methods and new tools. They may fear that they will not be able to cope with the new situation, or that they cannot learn what is necessary to be successful within the new environment. Thus the effort to resist the change may appear to be less than the effort to change.
- Unfreezing
After overcoming barriers, people need motivation to change. Generally, such motivations can be of two different kinds: trying to reach a promising goal or trying to get away from the current situation.
Consider asking people to change the way they walk, which is like asking them to cross a ravine on a rope bridge. It is no wonder that they are anxious. They will only cross the ravine if we help them to overcome their worries.
Management plays a critical role at this stage, for people can be motivated proposing desirable individual and team goals, or by using threats and applying force. The HOOD consultants spent about 50% of the available budget with management to create a motivating atmosphere to support people to have confidence to try something new.
- Learning
The other 50% of the budget were spent coaching engineers to improve their skills. Management needed to create an atmosphere where people could apply new methods without any risk. Getting things wrong must be seen as a chance to learn. The task was split up into small steps to provide many little milestones, thus further encouraging and motivating the project members.
- Refreezing
With the experience gained in the project one could define how to proceed in the future. The results are documented processes, recommended methods and tools to carry out necessary activities. Regular reviews ensure that possibilities to improve quality are realised.
Figure 1: Project plan for reaching CMMI Level 2
Customer Value
With the help of HOOD, CMMI Level 2 has been reached in time and with the planned budget. Human aspects were taken account of, and the change program has successfully been implemented.
