I’ll be appearing on a panel on Process Discipline alongside David Anderson this coming Sunday (May 21st) at the IRMA 2006 International Conference being held this year in Washington, DC.

Although I won’t be able to attend any more of the conference than the session we’re in, I’m really looking forward to the discussion and the conversations that it will hopefully generate in the broader marketplace/industry.

If you’re there, please say ‘hi’!

OK, that was lame of me.

Here is the presentation I gave at ASQ.

I guess it was well-received if speaker evaluations mean anything. The results came in at a score of 3.93 out of 5 — which I’m told is pretty good. Like "they" say: You can’t please all the people all of the time. I guess some of the lower scores reflect that people had very different expectations of what our session would be about.

Earlier this week I attended ASQ’s world conference. I wasn’t able to enjoy much of what was offered on account of several other things going on in my work and home life, but I was able to hear the opening speaker’s remarks.

David Kohler of the company bearing his name spoke on how quality “shows up” in their company and how they manifest quality as both a concept and a strategic enabler.

(“quality” has many definitions, but in this entry, you’ll see how it’s being used without further elaboration)

What struck me most was how thoroughly this man (and supposedly their company) understood what it takes from leadership to infuse ‘quality’ into an organization. The level of involvement and commitment by leadership to become and sustain a company where quality isn’t just a passing marketing fad was clear:

To be and sustain that kind of company takes leadership who fundamentally understands that:

Companies that don’t understand or have never experienced the kind of commitment it takes to build a quality-focused organization may only ever come to understand what it takes when they truly understand exactly how their companies work. CEOs who parachute into an organization rarely have this kind of knowledge, and even more rarely take the time to get the operations under their own skin. — Merely directing that quality be a priority without actually knowing what it takes is asking for failure. Successful CEOs will know exactly how shifts at the working level will affect quality and how that will, in turn, affect profit.

A brief conversation with one of Kohler’s Quality Engineers on the exhibit floor confirmed for me that quality wasn’t a marketing catch-phrase.

Also at ASQ’s conference, I delivered a 30 minute talk on CMMI and Agile from the perspective of shifting how people implement quality assurance as a means of broadening the concept of “disciplined processes”. It was very well received. One thoughtful question asked afterwards was about Agile methods in government contracting spaces for very large government contractors… that one, unfortunately is still an issue I’ve yet to fully flesh out… the complications of the way the government writes contracts as well as a host of other attributes makes Agile in the Government Space a tricky matter.
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