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Insights on Inspection Implementation from Tyson Consulting's Experience at Beckman Instruments

This document outlines the experiences of Tyson Consulting, led by Dr. Jean Tyson, in implementing inspection processes at Beckman Instruments from 1991 to 1994. It highlights successful strategies, such as leveraging company culture for continuous improvement, establishing infrastructure within the software development department, and conducting pilot inspections with positive feedback. It identifies improvements for future implementations, including enhancing commitment from project managers, better oversight, training needs, and addressing barriers such as management changes. This report serves as a valuable resource for organizations seeking to improve their inspection processes.

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Insights on Inspection Implementation from Tyson Consulting's Experience at Beckman Instruments

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  1. Experiences Implementing Inspections Jean Tyson, Ph.D. Tyson Consulting Southern California SPIN Long Beach 30 June 2000 Tyson Consulting

  2. Experiences implementing inspections at Beckman Instruments • 1991-1994 • Things done well • Things to be done better/different next time • Additional barriers to institutionalization • Current situation Tyson Consulting

  3. Inspection Implementation: Things done well • Leverage from company culture supportive of continuous process improvement • Established process improvement infrastructure within Software Development Department. • Consultant helped “jump start” inspections by providing initial training. • Pilot inspection implementation done on two projects --positive feedback • Periodic feedback on inspections solicited across all projects (alterations based on feedback) Tyson Consulting

  4. Process Improvement Infrastructure • Assessment done • Action plans developed • Steering Committee established (members included: Software Project Leaders and other senior software people) • Working Groups (part time process improvement work -- members draw from multiple software project teams) Tyson Consulting

  5. Inspection Process Characteristics Tyson Consulting

  6. Feedback on Inspections • Inspection problems identified • Training is needed on writing requirements (what level of detail? What is design, what is requirement) • Better meeting control by moderator • Differences in levels of preparedness among participants • More efficient inspection process needed Tyson Consulting

  7. Inspection Implementation: Things to be done better or different next time • Get more commitment from outside software development e.g. project managers • Keep better oversight on inspection process Tyson Consulting

  8. Get more commitment from outside software development e.g. project managers • Get higher level commitment (V.P.) • Get project manager support • Address concerns: project will take longer • Use inspection on most critical areas • Less critical areas -- less formal reviews or sampling • Use inspections on selected process documents (e.g. design & code) • Include managers in training • Identify inspections on project schedules Tyson Consulting

  9. Better oversight on inspection process • Initially, use a few moderators who are committed to the process and who share information among themselves • Frequent monitoring of process data and timely investigation of ineffectiveness or inefficiencies. Tyson Consulting

  10. Some Barriers to Institutionalization • Management changes • Attitudes toward continuous process improvement shifted • Long projects Tyson Consulting

  11. Current Situation • Peer reviews are widely used. • Less formal than inspections, format varies by project. Tyson Consulting

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