Software Process and Measurement Cast podcast: The Big Picture of Configuration Management, Tom Cagley and Kim L. Robertson
Configuration Management: Theory, Practice, and Application
Configuration Management is a common thread that ties the various departments and organization together, facilitating coordination of effort and is fundamental to product and human growth.
In the purchasing contract with a tier one supplier, the expected the “0-kilometer” quality or failure rate is not to exceed 500 parts per million (ppm). These are failures seen before the product leaves the OEM manufacturing floor requiring product rework on the assembly line or as the vehicle rolled off the end of the assembly line. The contract is signed and the development staff sets about developing the product. The design is set, there are trial production runs and run at rates and 18-24 months later the product is coming off the end of the OEM manufacturing line at production volumes.
Shortly after production start, the OEM notices the quality is not consistent with contractual obligations of 500 ppm. A dissection of the product and conversation with the supplier finds that there is one component, had a failure rate of 500 ppm, and there are at least two of these components and sometimes three in the product. Meaning the … Continue reading
I have been spending time with many companies online job applications. I have to say, these online job application tools run the gamut in capability. What I have also discovered is there seem to be bugs or defects in many of them. I wonder if the products were tested in a multitude of platforms and my system was missed. I would think Google Chrome would have been one of the test systems. One had the ability to delete work experiences, except you could only delete one, and when you selected the delete for another – nothing happened, though the screen refreshed as if it did.
Some of the things I am finding may not be bugs but requirements issues. For example, on more than one website, the salary was a required input and it was only numeric. The problem with this, I am not a big fan of talking about fixed number for salary up front, and at one time … Continue reading
Ad hoc Product Development
There are those that say that agile is the way and that the time for conventional project management has passed into the distance, and I would disagree. Those that complain about how poorly the conventional approach meets the objective, in my experience, often do not practice anything even remotely related to a disciplined conventional approach. There is a measure of discipline espoused in the doctrine in which you can perhaps expect the outcome to be close to that predicted by the doctrine. Even agile has a certain measure of discipline, dump the planning session, forget the daily meetings and let pandemonium reign. What do you think will happen with that form of product development execution? I have heard executives and managers alike pooh-pooh a disciplined product development approach as by the book electing instead to allow random actions and pandemonium to reign.
Those that complain about how poorly the conventional approach meets the objective, in my … Continue reading
I am re-reading my copy of Paid to Think by David Goldsmith and I find myself surprised that I missed a late section titled Transparent Career Ladder.
Just as important as the actual career ladder itself is leaders’ and staffers’ knowledge if we of how it works. A good career ladder allows people to advance their careers at the wrong place. It must be a vehicle that delivers reliable rewards, they can only do that if you build it without the all too often subjective and auditory benchmarks that gives some career ladders a bad name. To truly empower people, you must create a mechanism that goes beyond offering the promise of hope; it must guarantee outcomes. The sport’s coach tells his team of athletes that if they work hard, they’ll play in Saturday’s game. In the use of many athletes in message rings, “Hard work equals playing time”. In this scenario, some … Continue reading
Have you ever watched Air Disasters television show? If you have then you see that all too often the reason for the disaster is a series of events that lead to a disaster. Some of these miss-steps are quite small, but when added to the other miss-steps, ends up in disaster. This is often the problem with root cause analysis in the business setting. The sense of urgency often stops the exploration at the most immediate finding. Even the 5-Why approach may be too short of an exploration. Combinations of preceding events influence the outcome which is not taken into consideration.
Another problem with root cause analysis in the business setting is often the business processes. First, there may be the little documented process (pilot documentation such as checklists and flight data recorder) in the organization so exploring the root cause via paper trail or process structures may not be possible. We then must resort to word of … Continue reading
I am writing this post after a discussion with some people on product development and project management processes. The discussion took a turn to process intensive approach or not to use a defined process. There are many ideas of how this can work, for example the Capability Maturity Model Integration is an example of the technical or knowledge areas and levels of associated processes. This document describes the many processes and individual capabilities from each process area, for example, requirements management contains a number of specific goals with a number of specific practices. I was reminded in this discussion, of a time when I was developing and documenting the processes for a department. For each activity, we had an objective. There was a reason for the activity and if the reason was not valuable, then that task was eliminated from the workflow. That seldom happened. However, there were some steps in the work that were fairly common and … Continue reading