Specialization in: coaching, training, mentoring, organizational assessments for all aspects of software development, and consulting on strategies & implementations of process improvement engagements. Expertise in all leading methodologies such as IBM Rational Unified Process (RUP), OpenUP, EnterpriseUP, and Agile approaches such as XP, Scrum, and DSDM.
Over 15 years of experience in guiding companies toward improving the implementation of new process solutions and technology, providing services as an agile coach, process mentor, and trainer. Organizational change management leader, working hand and hand with organizations in developing a strategy for implementing an improved process and the resulting organizational culture changes. Focus is the company’s Return on investment (ROI) and helps manage how much effective change a given organization can adopt at any given point.
Coached, mentored, and trained thousands of practitioners on all aspects of software development, conducted dozens of Conference presentations, authored many publications, sat on advisory boards, and chaired User Groups. Author of “Implementing the IBM Rational Unified Process and Solutions – A Guide to Improving Your Software Development Capability and Maturity, IBM Press 2007”. This is the book on how to implement & adopt RUP and make it agile, that was written at the request of the IBM Rational brand, and is based on more than a decade of real life practical experiences implementing, mentoring, and coaching on software development process engagements.
Invited by the IBM Rational brand in 2003 to become a member of the Methods Client Advisory Group (CAG), providing input and direction to the development of RUP and other IBM methods. The group consists of 20 selected individuals representing expertise from around the world. Program Director of the largest Rational User Group in the country, Co-Discussion Facilitator of the Rational RUP Discussion forum for IBM’s developerWorks, and a recurring member (1 of 4) of the Process and Portfolio Management Panel of Experts IBM Rational Software Development Conferences for consecutive years. Frequent speaker at industry conferences on topics related to software development best practices, effective coaching & mentoring, and organizational change management. Joshua has posted 7 posts at DZone. View Full User Profile
Leaders of process improvement initiatives need vision (note not
the vision artifact from the unified process).
lot of the clients that I engage with are often in need of help to turn
around an initiative that has not yielded the expected return on
investment. Ok, that is a soft way of saying that usually once things
have gone awry for a while, they need a turnaround team to fix the
current state and bring focus and a strategy that will yield results.
Results derived from process initiatives in software
development don’t provide returns overnight for larger organizations.
These types of initiatives, with populations of software development
professionals that will be impacted range from 1,000 to many thousands
take time, and can span from 12 – 60 months. Just like any other
initiative that has such a long timeline, the leader must have a vision
that they are driving to. Ok, let me state that again, the leader MUST
have a vision, and be committed to making and supporting decisions that
will bring that vision to fruition within an achievable timeline.
of the sports that I enjoy following is Formula 1 racing. F1 is at the
top of the food chain in motorsports, they have the biggest budgets
(some in excess of $600 million a year and over 1,000 team members) just
to race 2 cars in a single season. Just like any other sport, there
are the teams that are the front runners with a real chance to be the
season’s champions and there are those that are the back markers, the
teams in the last places on the results board. One team, that as long
as I have been a fan of F1 has always been at the low end of the
results, consistently coming in last and second to last place. The team
was purchased, and the new team leader in an interview discussed the
vision he had for the team which included hiring very well respected
people in the industry, incremental improvements, and instilling the
team with a new philosophy. The timeline to reach this vision was a few
years, and every year, up through this one, they did indeed improve.
This year they were real contenders for the championship title, and
lost by a very slim margin. This was a team that just a few years ago
would have had a good race if one of their 2 cars came in 3rd from last.
Now they regularly win races and are one of the most competitive teams
in the series. All it took was vision.
recently worked with a client that had a lot of the ingredients for real
success, the success that can be discussed based on measurable results
that are meaningful to the organization. However, where this was an
initiative with a lot of promise and on an upward trend to finally see
returns on the significant investments they had and would still need to
make, the leader of this initiative, who recently took over lacked any
vision. There has been a very visible degradation to the process
implementation team, the project teams that are adopting as well as
those who have already adopted. Absent from the list of roles who have
taken notice is executive management. There is no doubt they will be
taking notice in the very near term, but to date there has been very
good “filtering” upward and the ride on the wave of earlier momentum is
still paying dividends, albeit that is coming to an end.
cost of this degradation will be material, in my experience as well as
intimate knowledge of the environment; it will take hard work and
financial commitment to get the work back on course. Lack of vision is
very costly indeed.