Workshop Community: Business Process Innovation and Improvement
The success of an SPI (System, Software, Services Process Improvement and Innovation) program depends on top management support, andthis top management support largely depends on a business vision attached to the SPI initiative. Also often improvement of a product and / or service requires a change in the organization as well. And the idea of improvement shall not be limited to just software, product or the system level. It had to be widened to the entire spectrum. This workshop community deals with these extended aspects of SPI on an organizational level.
Workshop 2017: Good and Bad Practices in Improvement
Workshop Program Chairs & Moderators
BOSCH Engineering GmbH, Germany
- Definition of SPI
SPI originally was called Software Process Improvement. Then the term was extended to System, Software, Service Improvement and Innovation. Meanwhile systems like cars, planes, medical devices get into the cloud and we could add the term Security for S and the term Infrastructure for I. Whatever change we make the main understanding stays the same, we need to improve the processes, services and products continuously. We still develop a large number of assessment models, but what happens after the assessment? Many improvement projects fail, get delayed. Improvement projects taken often years, an assessment is just a kick off and takes days. For the success it is therefore critical to exchange good and bad practices about what worked in SPI and what not. SPI is a term which is currently being extended to fit the scope of current industry needs.
Key contributions to the Workshop will come from European initiatives which developed best practices for SPI. However, the workshop is open to include experts who are willing to share their best practices with the community.
VW developed the SQIL (Software Quality Improvement Leader) program which trains assessors to become improvement coaches and to deliver quality metrics to the OEM. The OEM then generates a dashboard and can analyze the progress of the implementation and improvement program.
The ECQA (European Certification and Qualification Association) created a SPI Manager Job role committee and the committee also developed trainings for SPI managers, who can act as improvement team coaches (ECQA SPI Manager Training).
The improvability assessment model allows determining the right improvement approach based on a number of questions to be answered in an improvability assessment / analysis.
Still the good/bad practices library needs to grow and we must constantly learn and also update the concept of programs like SPI manager.
We invite experts from knowledge areas like
• Good practices / experiences with the implementation of improvement programs
• Bad practices / experiences (what not to do) with the implementation of improvement programs
• Standards / programs supporting improvement coaching concepts
• Areas where improvement is most difficult to manage and how to solve this
• Key success factors
• Metrics to be used for tracking improvement programs
to share, discuss, and publish their experiences with EuroAsiaSPI.
Interactive Workshop Approach
Focus of interest and main questions discussed during the workshop will be:
- What are good practices to repeat?
- What are bad practices to be avoided?
- How do successful improvement coaching programs run?
- What are key success factors?
- In which areas does the SPI manifesto from 2009 need an extension?
- What Key Performance Indicators are needed?
- Do we need a domain specific approach (Automotive versus IT service versus medical etc.)
Each presentation will be discussed towards these main topics of interest. A panel discussion at the end shall come up with a summary of the solutions presented and with new research topics to focus on to solve this integrated approach (work for next year to meet at next EuroAsiaSPI and share again).
Workshop 2016: ECQA Certified SPI Manager Qualification - Receive an SPI Certificate - Implement Best Pracrices for Managing Improvement
The ECQA (European Qualification and Certification Association) has set up an international Job Role Committee which developed a training and qualification for SPI managers. The training is based on an SPI manager skill card with defined competencies. For each element in the skill card a lecture, exercise and certification is available. The SPI manager Job Role Committee organises this short course at EuroAsiaSPI 2016 and will select 2 elements from the SPI manaer qualification program. For these 2 elements the attendees will perform a group exercise and the exercise results will be used as an evidence for receiving certificates at the end of the day (for the 2 selected SPI manager competence elements).
So Norimatsu (Right side, front row) at SPI Manager training in Tokio
|09.00 – 09.45||The SPI Manifesto – remembering the defined values and principles
Jörn Johansen, Morten Korsaa, Whitebox, Denmark
|09.45 – 10.30||Unit 1 Element 1 – PI and Team-working Skill
Form teams in areas where both, improvement and top management see a synergy of goals
So Norimatsu, JASPIC, Japan supported by Morten Korsaa, Whitebox, Denmark, Tomas Schweigert, SQS, Germany
|11.00 – 12.30||TEAM EXERCISE - Unit 1 Element 1 – PI and Team-working Skill
|12.30 – 14.00||Lunch|
|14.00 – 14.45||Unit 2 Element 2 – Process Improvement Models
Select the proper improvement Model Which Fits to Your Organisation
Tomas Schweigert, SQS, Germany supported by Morten Korsaa, Whitebox, Denmark, So Norimatsu, JASPIC, Japan
|14.45 – 15.30||Unit 3 Element 2 – PI Change Strategies
Select the right change strategy for your organisation
Morten Korsaa, Whitebox, Denmark supported by Tomas Schweigert, SQS, Germany, So Norimatsu, JASPIC, Japan
|16.00 – 17.30||TEAM EXERCISE - Unit 2 Element 2 and Unit 3 Element 2 – Select Improvement Model and PI Change Strategy
Below is an Overbiew of the SPI Manager Skills Card Structure.
Elements related to – Unit 1 PI Involvement
- Element 1 – PI and Team-working Skills
- Message U1.E1: Form teams in areas where both, improvement and top management see a synergy of goals
- Element 2 – Multicultural PI Teams
- Message U1.E2: Consider cultural differences and leadership approach
- Element 3 – Organisational Culture Influencing SPI
- Message U1.E3: Consider organisational culture in team formation
- Element 4 – Modern Group Motivation Techniques for PI
- Message U1.E4: Consider that different organisational types need different strategies for achieving support for SPI
Elements related to – Unit 2 Improvement Models
- Element 1 – Process & Life Cycle Models
- Message U2.E1: Select the Improvement Life Cycle Which Fits to Your Organisation
- Element 2 – Process Improvement Models
- Message U2.E2: Select the proper improvement Model Which Fits to Your Organisation
- Element 3 – Process Design & Process Description Models
- Message U2.E3: Agree a Process Notation with all Stakeholder
- Message U2.E3: Agree a Process Notation with all Stakeholder
Elements related to – Unit 3 Managing PI
- Element 1 – Supporting Top Manager & change management
- Note: Supporting material for Message U1.E1
- Element 2 – PI Change Strategies
- Message U2.E2: Select the right change strategy for your organisation.
- Element 3 – Alignment of PI goals to business goals
- Note: Supporting material for Message U1.E1
- Element 4 – Process Measurement, Data Collection & Analysis
- Message U3.E4: Use metrics to track the progress of your SPI project/initiative.
- Element 5 – PI Leadership
- Message U3.E5: based on the selected goals in U1.E1 create along term vison / mission statement by the top management
Elements related to – Unit 4 PI Implementation
- Element 1 – Planning Improvement
- Message U4.E1: SPI is a service project for the organisation And must be planned like a project
- Element 2 – Deployment of SPI
- Note: Supporting material for Message U2.E2
- Element 3 – Reporting SPI & Awareness Creation
- Message U4.E3: Create a network of communication to spread SPI
- Element 4 – Experience and Good Practice Sharing
- Message U4.E4: Create a knowledge library of best practices
Workshop 2015: There will be 2 half day workshops dealing with 2 hot topics – (1) Business Compliance and Transparency Best Practices, and (2) The SPI Manifesto and its implementation experiences.
(1) Business Compliance and Transparency Best Practices
Dr. Gabriele Sauberer, TERMNET, Austria
(2) The SPI Manifesto and its implementation experiences
In 2009 at EuroSPI 2009 in Alcala de Hernares, Spain the SPI Manifesto was written. It was later translated to German, Japanese, etc. Based on the SPI Manifesto (http://www.iscn.com/Images/SPI_Manifesto_A.1.2.2010.pdf) a skill set and a training program was set up in 2012. In this workshop we will discuss the experiences with the SPI Manifesto and SPI Manager implementation. SPI best practices, values and principles are discussed and the future releases of SPI manager and SPI Manifesto are set.
|14.00 – 14.30||The SPI Manifesto – remembering the defined values and principles
Jörn Johansen, DELTA, Denmark
|14.30 – 15.00||Experiences and learned best practices from SPI Manager implementation in Germany
Thomas Schweigert, SQS, Germany
|15.00 – 15.30||The SPI Manager Transfer Experiences to Japan
So Norimatsu, JASPIC, Japan
|15.30 – 16.00||Coffee Break|
|15.30 – 16.00||The SPI Manager New Strategies and Ideas for 2016 and onwards
Richard Messnarz, ISCN, Austria & Ireland
|16.00 – 17.30||Workshop with Audience & Join the Community
Elaborating key ideas for SPI manifesto and SPI Manager
Roadmap for the Future
Workshop 2014: How to apply an organizational change approach that is aligned with the new ISO standard 33014 (morning) and how to apply outsourcing business strategies (afternoon)
Morning Workshop Program – Organisational Change Strategy
|Jan Pries Heje & Jørn Johansen
The aim of this workshop is to give the participant an overview of different
approaches that can be used for organizational change with IT. Approaches such as business process reengineering, commanding, metrics-driven and production-focused change will be covered as well as more critical and reflective approaches such as employee-driven change, attitude-focused change, exploration and socialization as change. Furthermore optional or voluntary change and the mechanisms influencing diffusion and adoption of IT will be covered.
|9.00-10.00||Opening Key Note
Change Strategy for ISO/IEC 33014: A multi-case study on which change strategies were chosen
J. Pries Heje, Roskilde University, J. Johansen, DELTA, Denmark
|10.00-12.00||Workshop and Discussions
ISO 33014 and Organizational Change
Participants will learn to choose a
good organizational change strategy based on contingencies. Participants will also
learn how to apply an appropriate organizational change approach that is aligned
with the new ISO standard 33014.
Afternoon Workshop Program – Outsourcing Strategies
|Fabien Heuskin, Consultant at D&H and Corporate Trainer at DH-Academy, Luxembourg
The workshop focuses on the D.M.O. framework, real life illustrations and very pragmatic exercises of the different sourcing phases of the framework. It will be mix / combination between a brainstorming, a game and a formal exercise. The case study is illustrating the deployment of an amusement park, from the setup with the selection of the suppliers, to the change of some suppliers and to the move of the park. The focus is to challenge the participants on practicing the different processes of the phases (Strategic control, Steering, Delivery and Closing).
|13.00-14.00||Opening Key Note
Process Improvement in Steering & Control in an Outsourced Environment, concepts and practitioner
Fabien Heuskin – Senior Consultant in practicing D.M.O., France
|14.00-17.00||Workshop and Discussions
The case study is distributed to the participants in advance and shortly introduced in the opening session.
Selected Practical Exercises for
- drawing up and managing contracts. Strategy – Steering – Delivery – Closing, and
- Elaborate the role of different actors in managing the demand and supply relationship
Networked Workshop 2012: Business Process Management (CertiBPM)
The Business Process Management workshop will take place at the EuroSPI² 2012 Conference, 25.6.2012, 9.00 - 17.30 at the BENA Business Base Nineteen, Vienna, Austria, Room: KR2.
|Dr. Tomislav Rozman
BICERO d.o.o., Slovenia
- Current state of BPM in 2012
- From business process identification and modeling to automation
- BPM learning and certification
- BPM in different countries and industry sectors
- BPM governance
- BPM terminology
- BPM in HEI
Workshop Theme 1: Learning to implement BPM in your organization: how deep you should go?
Workshop Theme 2: Implementing BPM in Romania - Experiences from the CertiBPM Project
Workshop Theme 3: EU Project BPM-GOSPEL – Applying Compliance Management Scenarios in Business Process Modelling for Trusted Business Coaching Programs
Workshop Theme 4: Terminology Management for Business Processes
Workshop Theme 5: Create Executable Workflows from Process Models without Coding
Involvement of the participants
The result will be summarization of focus group discussion, which will be published as a report.
Questions and Topics Elaboration
In a moderated workshop attendees will elaborate specific goals which help to answer the main question "How can I improve my business processes?".
Attendees and the speakers will form working groups to elaborate the topics and propose practices to address how the goals can be transferred to the existing BPM strategy.
The workshop moderator will provide a summary report of the workshop to all participants within 4 weeks after the conference.
This 2 year project has been funded with support from the European Commission (programme LifeLong Learning - action Leonardo da Vinci - Transfer of Innovation). This publication [info page] reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.