Process Management in qSDS

This document discusses the way in which processes are managed within the qPrise Software Development System (qSDS).

Definitions

There has been a great deal of research into the way in which organisations plan and conduct their work, and achieve results. Although it is not without its detractors, Process Management is a popular model by which work methods and practices may be constructed, viewed, analysed. A full treatise on this is beyond the scope of this discussed, but a brief explanation follows.

Processes

At the top level, the work of an organisation is divided into processes. A process is a series of related steps, tasks or work phases that are executed to achieve an ultimate result. For example, the work of software engineering is a process, involving steps of analysis, planning execution and verification to achieve a working solution. Another way of characterising a process is as a flow of work, a series of phases that pass in a set order.

Processes are made up of tasks that depend upon one another, but the progression from one task to the next may be cyclic or branching. Essentially, a process describes the work being done.

Procedures

A process is generally viewed as being made up of one or more procedures. Procedures are step-by-step descriptions of how a single task is achieved. Together, a set of procedures describes how the work of a process is done. Procedures often reference other procedures, and may be broken down into other, simpler procedures.

Procedures generally have the following elements:

1. One or more events that 'trigger' the procedure - this may be the completion of another procedure, an external directive, or some issue arising in the organisation
2. A number of 'inputs' to the procedures - these may be optional or mandatory, and generally take the form of information, directives, materials or outcomes from another procedure
3. One or more steps for executing the procedure
4. A number of 'outputs', or results from the procedure - these may be optional or mandatory, and generally take the form of information, directives, materials or outcomes
5. An overall evaluation of the success of the procedure - a procedure is said to have succeeded if it has been executed correctly, and has the correct output; if it has not been executed correctly, or does not have the correct output, the procedure has failed

Tools

Tools are devices or mechanisms for enabling or assisting a procedure. For example, an automated testing tool assists in the efficient execution of a test procedure.

The choice of tool must be governed by the existing procedures. It is a common error to choose tools before processes and procedures have been properly established, and then adapt them to the choice of tool. Tools enable or assist the execution of procedures, and must be subordinate to them.

Introducing Process Management

The introduction of formal process management to an organisation is often complex and time-consuming. When attempting this task, the prime concept to bear in mind is that processes always exist in an organisation whether they are managed formally or not. A process is simply the way in which a task or result is achieved.

An organisation without formal process management, has, by default, informal, unmanaged processes. The core difference is that organisations that formally manage their processes:

1. View their work in terms of the process management model - as a set of interrelated processes made up of procedures that are assisted by tools
2. Regularly examine their work methods in terms of the process management model
3. Change their processes (and thus change their working methods) in accordance with the opportunities for improvement highlighted by this assessment

Moving from one extreme to the other requires a measure of effort and discipline by all members of the organisation. The first step in such a change is observation. The Process Manager must observe the existing working methods of the organisation. These must, of course, be viewed and assessed in terms of the process management model. Processes must be isolated and procedures identified. Ideally, documentation of these is produced as a means of clear communication, and as a basis for discussion.

The second phase is assessment. The processes and procedures identified in observation must be analysed to identify possible opportunities for improvement. Such opportunities would improve the efficiency or effectiveness (or both) of working methods. Of course, it may be that some processes are not susceptible to significant improvement - there is no reason that an organisation cannot create optimal working methods outside of this model. In this case, the process is justified in a clear, objective way.

The phase of implementation is the work of deploying the assessed improvements. These must be communicated effectively to all participants, and accepted by them.

In general, observations, assessment and implementation should be documented and accessible to all members of the organisation. Effective process management depends on all participants knowing and understanding the sanctioned working methods of the company.

Process Management Reviews

It is fairly obvious that process management is an ongoing effort. The observation / assessment / implementation cycle should be repeated regularly, for two reasons:

1. The effective compliance of all members of the organisation must be monitored. Non-compliance is a common reason for process failure.
2. The changing nature of the organisation or the environment in which it operates may invalidate processes over time. Processes must be re-evaluated for appropriateness and relevance to the mission and work of the organisation.

The Result

Ideally, an organisation practicing effective process management has:

Essentially, such an organisation understands why it does what it does. From this, the following benefits derive:

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