The ITEA Criteria for Software Process & Performance Improvement
(I originally wrote this article for the ASQ Software Division Newsletter compiled in the first quarter of 2009. I’m reproducing it here because I’ve found the ITEA criteria to be remarkably useful for all kinds of planning since I was introduced to it last year.)
For software professionals, particularly those of us who manage product development or development teams, it is important to track progress towards our goals and to justify the results of our efforts. We have to write effective project charters for software development just to get things moving, evaluate improvement alternatives before making an investment of time and effort in a process change, and ultimately validate the effectiveness of what we have implemented.
This past fall, I had the opportunity to serve as a preliminary round judge for the ASQ International Team Excellence Award (ITEA). My subgroup of judges met at the Bank of America training facility in Charlotte, North Carolina, where we split up into teams to evaluate almost 20 project portfolios. A handful of other events just like ours were held at the same time across the country, giving many people the opportunity to train and serve as judges. Before we evaluated the portfolios, we were all trained on how to use and understand the ITEA criteria, a 37-point system for assessing how well a project had established and managed to its own internal quality system. The ITEA criteria can be applied to any development project or process improvement initiative in the same way that the Baldrige criteria might be applied to an organization‘s strategic efforts. For software, this might include improving the internal processes of a software development team, using software improvements and automation to streamline a production or service process, and improving the performance or quality of a software product. (For example, I can envision the ITEA criteria being used to evaluate the benefits of parallelizing all or part of a software system to achieve a tenfold or hundredfold performance improvement.)
You can review these criteria on the web at http://wcqi.asq.org/2008/pdf/criteria-detail.pdf yourself. There are five main categories in the ITEA criteria: project selection and purpose, the current situation (prior to improvement), solution development (and evaluation of alternatives), project implementation and results, and team management and project presentation. An important distinction is in the use of the words Identify/Indicate, Describe and Explain within the criteria. To identify or indicate means that you have enumerated the results of brainstorming or analysis, which can often be achieved using a simple list of bullet points. To describe means that you have explained what you mean by each of these points. To explain means that you have fully discussed not only the subject addressed by one of the 37 points, but also your rationale for whatever decisions were made. Sustainability of the improvements that a project makes is also a major component of the ITEA criteria. Once your project is complete, how will you ensure that the benefits you provided are continued? How can you make sure that a new process you developed will actually be followed? Do you have the resources and capabilities to maintain the new state of the system and/or process?
The ITEA criteria can serve as a useful checklist to make sure you‘ve covered all of the bases for your software development or process improvement project. I encourage you to review the criteria and see how they can be useful to your work.