Two recent conferences on software focused on the topics of Six Sigma for the software industry and general conference for the software vertical market. There was, as one would imagine, a tremendous amount of discussion relating to the offshore outsourcing of software development work to achieve significant cost reductions. This has been an emerging trend…
We need to fundamentally change what’s going on in Software. FAST! Defects, long cycle times, poor estimation, missed targets and project cancellations are stripping away profits and our ability to satisfy and retain customers. It’s occurring in Software Development companies, Embedded Product Software (Firmware), and Business Application Software. And, it’s happening in all industry segments….
Part 1 in a series exploring Six Sigma Deployment for Software and IT Organizations Because the application of the Six Sigma methodology is relatively new to Software and IT, many of the readers of this web site may be unclear as to the methods of deploying Six Sigma into an organization successfully. From participation in…
“You can’t manage what you can’t measure.” This axiom, while intuitive for most managers and business professionals, is often not applied to the Six Sigma management process itself. For Six Sigma or any other management initiative to yield the advertised results, many factors must be considered, aligned, measured and acted upon. Having been involved with…
As the popularity of Lean Six Sigma techniques expands into software and technology environments, the notion that these methods and tools can provide a quick fix, unrealistic results or a panacea (for all that is wrong) has been proliferated. Some of these notions are further compounded by the reality that many of these environments are…
Most organizations have a strong bias toward planning, managing and executing a multitude of supposedly value-added activities hoping that these (often isolated) activities will yield significant results. In rare cases, activities are spawned by careful strategic planning, tracked regularly by performance data, reviewed for adjustments and improvements and integrated across functions, divisions and geographies. However,…
Most organizations have DMAIC and DFSS roadmaps to guide Black Belt and Green Belt projects. But what guides their Champions? Most Champions are busy people, often managers or executives with multiple and diverse responsibilities. In many cases, although not the optimum situation, Champions receive a meager one- or two-day overview in the Lean Six Sigma…
CIOs and CTOs are faced with a plethora of issues ranging from corporate realignment to growth to shrinking budgets. Many have heard about Lean Six Sigma but given their busy state of mind, it is difficult for them to dedicate the time required to translate Lean Six Sigma successes in top manufacturing company’s to its…
During the last several years, there has been a tremendous amount of discussion relating to the offshore outsourcing of software development work to achieve significant cost reductions. This has been an emerging trend for about a dozen years, but one that has been recently accelerated and subject to wild variations in success and efficiency. A…
Successful corporate initiatives such as Lean Six Sigma require proper planning, prioritization, resource allocation, budgeting, training, and proper review and reward mechanics. These initiatives also must consider the stability, accuracy and maturity of the core processes, measurement systems and the people they will affect. In most organizations there is a wide range of both experience…
Best-practice companies have been using Lean Six Sigma to drive Information Technology (IT) improvements and better software designs for years. But broad acceptance, despite proven results in the sector, has been slow. This may be due to a lack of understanding about the processes and benefits of Lean Six Sigma. By exploring how Lean Six…
During the last 35 years, software development and technology processes in general have evolved at a rapid, even chaotic, rate. These processes range from small, Lean, agile (sometimes labeled iterative) development pockets to large, bureaucracy-laced legacy projects of tremendous scope (sometimes labeled waterfall development) and everything in between. Many organizations have undertaken attempts to classify,…
This article, a second in a series exploring how to organize activities, determines their value add, and leverages them for performance, examines the characteristics, impacts and organizational traits related to procedures and audits. Part 1, Activities vs. Performance Improvement, Common Sense, discussed the nature and attributes of organizational culture and behaviors when evolving from a…
Since the early 1970s software and information technology (IT) has been significantly changing the way products, processes and services are designed, delivered and maintained. At an exponentially increasing rate, software and IT have become the driving force in the way people work, recreate and educate. Most experts estimate this global “industry” at about US $1…
Whether the business unit is called information systems, information technology, software development or some other name, the group that provides these services is often among the most misunderstood and undefined in a corporation. And it is no wonder, considering that technology capabilities and dependence are rapidly expanding, combined with an ever-changing array of desktop and…