QUALITY IT/IS: TESTING MATURITY MODEL (SM)
In this issue we start a new section devoted specifically to issues in Information Technology and Information Systems, examining:
     *  IT management issues
     *  Specific techniques for improving software quality.
     Most managers in IT/IS have heard of the Capability Maturity Model (R) (CMM) or its latest evolution, CMMI(R) that create a road map to move from an environment with few consistent, robust processes to one where you can develop, maintain and purchase software, guaranteeing a high quality product that meets customer needs.   The newly developed complementary, companion model, the Testing Maturity Model (SM) (TMM)  creates a roadmap that also leads from an ad hoc to a continuously improving environment that assures robust testing and quality control.
     Our new alliance partner, Tom Staab (read about him below,) is an expert in applying the model.  Together we are helping companies assess their current situation and develop new infrastructure to find defects early and remove them.  The assessment documents the state of testing and other quality controls.  A recent assessment was typical.   A few work groups were using some industry best practices to develop, maintain and test software but the majority were using no clearly defined processes and were relying on the experience of their team members to test the product. 
     At the lowest level of testing maturity, islands of best practices float along with no measurement or mandate and eventually sink into the wider sea of ad hoc approaches.  When this is allowed to continue, money, time and effort are wasted on monumental rework and budgets soar while customer satisfaction plummets.  Eventually someone asks, “Why are we spending so much and getting so little?  Let’s outsource!”  This currently popular response by IT and business executives misses the root cause of the problems, lack of consistent predictable processes that produce consistently excellent and cost effective results.
     Find out more about the Testing Maturity Model (SM) by visiting Tom Staab’s website where he has several of his recent articles available.  http://windridgeinternational.com/Articles.htm
     Add this powerful system to your quality arsenal.   Advantage Leadership, Inc. and Wind Ridge International, LLC offer a unique assessment of your Information Technology quality functions based on the Testing Maturity Model(SM).  This approach allows you to understand the current state of your IT quality functions and provides guidance for improving your software quality.  For more information, contact us at rebecca@advantageleadership.com

                   ACTUALLY HEARD AT THE OFFICE
Scene: the lobby of an upscale hotel chain in a large US city about 6 PM.  A car drives up and a man and woman in their 50s begin unloading a large amount of luggage, boxes and assorted shopping bags.  No hotel staff are in evidence.  The man enters the lobby while the woman continues to take out packages.  He looks around for a bellman and seeing none frowns in annoyance.  He spots an empty luggage cart and begins to wheel it through the door to load his luggage.  The head bellman, a long time employee, suddenly appears. 
      “You can’t take that cart!” he announces in a stern tone.  “That’s only for the bellmen.”
      The man scowls, grumbles under his breath and stomps out to the car to begin dragging in the luggage.  He collects it in one place and goes to park the car.  Meanwhile the bellman approaches the woman and loads the luggage on the cart, smiling with satisfaction as she fishes in her purse for a tip.
      As soon as she enters the lobby, another staff person materializes and says, “Welcome to the X hotel and enjoy your stay!” and then disappears again.  The woman, looking rather bewildered, waits for the man.
      This happened at a hotel that touts its reputation for quality and service.  They have a “customer focused” program, hence the “greeter” welcoming people.  Staff are friendly and helpful but something is awry.  They may have mastered the externals of quality service but failed to internalize them.
      This is typical at the beginning of an improvement initiative.  It takes time, persistence and leadership to change corporate culture.  Without a continuous push by management, it is easy for people to pay lip service to quality principles without changing relationships with customers and one another.   
       Leadership commitment was missing in action so the “greeter” popped out periodically to “welcome” but not help customers, the bellman focused on his priorities, getting tips, and a customer began his stay angry and frustrated.  If he’s like most customers, he did not mention it to the manager (only 3% of dissatisfied customers report their problems) but he did tell about 11 other colleagues and friends and will probably avoid this hotel chain in the future and suggest that others do the same.  If he had an excellent customer experience, the statistics show that he would tell only 4 or 5 others. 
      You do the math.  You can’t afford to ignore your customers and their expectations.  You can’t afford to invest in improvement efforts and not see them through to complete culture change.  In the end, it hurts your reputation and your bottom line.  Damaged relationships with customers are very difficult to repair.   The hotel has paid the bellman to do it wrong, has caused the customer great unhappiness, has invested in meaningless externals such as the “greeter” and damaged its reputation. 
      The antidote is simple to understand and hard to apply: 
      *  Lead the improvement effort, making it absolutely clear that the customer and the customer’s expectations are the drivers for performance of every staff member.
      *  Eliminate meaningless gestures, tactics, slogans and other trappings that obscure the primary focus on the customer.
      *  Base rewards on high levels of customer delight and meeting expectations.
      *  Incentivize staff through fair compensation systems that do not encourage them to create their own salary structure through tips, overtime and other means.

Need help planning effective change?  Attend our unique strategic planning session, February 12, 2004.  http://www.advantageleadership.com/seminars.html

                           ASK AL

Question: Do I really need certification since I know what I’m doing?  Why should I take a test and pay a fee for a certificate?  Isn’t it a waste of time, money and effort?  Aren’t the “certifiers” the only ones benefiting?

AL:  Certification is all the rage and more are popping up each day.  It’s legitimate to wonder whether you really will benefit.  I’ve earned several professional certifications in different fields, involving a basic body of knowledge and an exam to demonstrate that knowledge.  What have I learned that can benefit you?
      Certifications are only as legitimate as the certifying body.  If there is a perception in the market place that the certification or degree is from a questionable source or is of questionable value, then it won’t provide much value.
       Certifications and degrees do not translate directly into jobs.  However, they do indicate to employers that you have attained a minimum level of knowledge and that you have the self-discipline and drive to obtain the certification or degree.  These can be important leverage points for you.
       As companies continue to struggle to maintain cost effective staffing levels, they use certification and degrees as factors in selecting among qualified, experienced staff.
       What you get out of certification depends on you.  Why are you seeking it besides the immediate practical reasons?  Part of your incentive must be to increase your own knowledge, understanding and capabilities.  If you are not motivated to learn, grow and develop on your own, then the outward achievement of certification may be hollow.  If you cram for the test and forget what you studied and don’t try to apply it, your employer may conclude that the certification wasn’t very valuable or that you’re not very bright.  Either way, you lose.
      Many professions require or offer certifications.  You must get certified to remain competitive.  Whether it is a valuable experience or not will depend on what you do, both to get the certification and to use and apply its body of knowledge.

Have a question for AL?  Send it to: rebecca@advantageleadership.com

                      MEET AL’S TEAM
Advantage Leadership, Inc. has strategic alliance partners whom we work with to deliver greater value for our customers.  Our alliance is made up of seasoned professionals, who own their own businesses and have excellent track records.  Meet one of our newest alliance partners, whom we’ve know for almost 20 years.

     Tom Staab, Principal, Wind Ridge International, LLC

      Thomas C. Staab owns an independent consulting firm, Wind Ridge International LLC. His firm is dedicated to helping clients establish or optimize their Quality Assurance (QA), Software Quality Assurance (SQA), and testing organizations and processes.  Mr. Staab has over 35 years experience in quality assurance, testing, and information technology. He is one of the foremost authorities on the Testing Maturity Model (SM) (TMM) and its application.
      Mr. Staab holds a Master of Science degree in Quality Systems and is listed in the International Who’s Who of Information Technology.  He draws on his vast experience to help organizations find solutions to their unique problems.  He has currently published over 30 articles on various applications of quality assurance, software quality assurance, software testing, and the Testing Maturity Model.
      Mr. Staab is a dynamic motivational speaker and has received numerous compliments and accolades from his audiences.  He has presented over 75 speeches at regional, national and world conferences.   Mr. Staab has developed and taught numerous inspiring, thought-provoking, and informative training courses that also receive high praise.
      In addition to the Master of Science degree in Quality Systems from the University of Dallas, Mr. Staab also holds a Bachelor of Arts degree from the University of North Texas. 
     Wind Ridge International provides:
     *  Assessments using the TMM (SM) as a benchmark
     *  Implementation of TMM (SM)
     *  Training in all aspects of testing
     *  Training in requirements gathering, change and configuration management
     *  Consulting to improve testing, software development and maintenance

                       SARBANES-OXLEY ACT

      The Sarbanes-Oxley Act, which applies to publicly traded companies, is having major impact.  Tom Staab and I have teamed up with a third partner to provide assessments and other services.  Call us for details, 305-652-3466.

                          CATCH US IN PUBLIC
Attend one of our public seminars in general, IT or quality management.  Call for the latest topics, dates and sign up info.
        *  Special topics for Professional Trainer Certification, Miami, January 17  
        *  Project Management for Quality Professionals, Phoenix, February 5
        *  Writing Testable Requirements, Phoenix, February 6
      * * Success Forum: Strategic Planning Session, Ft. Lauderdale, February 12
             http://www.advantageleadership.com/seminars.html
        *Project Management for Administrative Professionals, Orlando, February 23 – 25

              Our Mission is Your Success!  
                  Have joy in YOUR work.

             Our team is ready to serve you. 

          Rebecca Staton-Reinstein, President
              Advantage Leadership, Inc.
           633 NE 167th Street, Suite 1015
             North Miami Beach, FL 33162
        Phone: 305-652-3466     Fax: 305-652-3866  
            rebecca@advantageleadership.com
              www.advantageleadership.com