In February 2003, Innovation Dynamics Consulting and Insight Consulting Ltd released version 1 of the RPI method.

What is RPI?

What are some of the benefits of using RPI?

What are the method's key features?

How does RPI help resolve issues and problems common with many process improvement programs?

The features built into the RPI method are based on decades of successful techniques designed specifically to address many common problems with making successful change happen. These include the following.

• Focusing on behavioral change rather than on documentation

• Shortening the cycle time of the changes made

• Managing changes to improvement scope, requirements, constraints and resources in a disciplined fashion

• Aligning measurements collected to specific business goals or problems

When can RPI be used?

Will RPI work if we already have been doing process improvement for some time?

Absolutely! RPI can be used to enhance any organization’s software processes, whether they have already started an improvement program or not. Improvement activities that have already been performed are not lost or forgotten, because RPI's process modeling activities focus on identifying existing process documents (e.g., standards, procedures) already in use in the organization, as well as those developed but have not yet been deployed for pilot or general use.

Are there problems with switching to RPI from another strategy?

Not at all! The RPI methodology begins by capturing your state of process documents current being used before any changes to the process are identified or planned. Any work you have done so far will NOT be lost!

Is an initial assessment needed when using the RPI methodology?

No. Part of the RPI methodology includes conducting a "gap analysis." This step involves examining your current process (as documented in the descriptive process models) against the models and standards being used for improvement. These gaps are roughly equivalent to what is identified in a process assessment or appraisal.

Also, with the release of RPI Methodology Version 2, the Phase II description actually contains a ARC Class C compliant appraisal method. This means that by conducting the basic RPI methodology activities, you will be conducting periodic appraisals of the process!

And finally, the RPI Methodology has specific points in the process where conducting formal appraisals, such as the SEI's SCAMPI method, are the most appropriate and effective.

How does the methodology save time and money compared to traditional approaches?

First, RPI is a performance-based improvement method. This means that ALL improvement actions you identify (for change) relate specifically to the organization's prioritized business goals and problems.

Second, since there is no initial assessment or appraisal required, you can go straight into mapping your current practices and start improvement actions almost immediately. You don't have to wait weeks or months to plan, schedule and conduct a costly appraisal.

What is unique about the RPI method?

• RPI uses modern facilitation techniques to rapidly model existing practices with minimal manpower and effort, while maintaining high involvement and buy-in among stakeholders.

• RPI uses proven operational modeling notations as the basis for documenting and improving software processes.

• RPI modeling activities capture information about how standard and unique existing practices are across projects.

• RPI implements a managed process, fully satisfying the CMM for Software Organization Process Focus (OPF) key process area as the basis for improving software processes.

• RPI includes proven reference processes (a CMM-SW reference process that covers CMM for Software Levels 2 and 3 KPAs, and a CMMI reference process that covers CMMI Levels 2 and 3 PAs). These models are used to organize process information and quickly identify process weaknesses that relate to business goals and problems. Other reference processes will be developed starting in 2005.

• RPI can be used to improve any process that a reference model can be written for (e.g., ISO 9001, SPICE, Fagan-style inspections).

How is RPI similar to and different from other process improvement strategies/methodologies?

RPI attempts to capture the strengths of other process improvement methods while at the same time

• Focuses on deploying a highly iterative approach to change

• Implements a rapid PDCA (plan, do, check, act) cycle of improvement

If RPI is so good, why have I not heard of it before?

IDC has been conducted extensive pilot studies of RPI in various software organizations over the past six years. During this time, RPI has been successfully tested in a variety of situations and conditions, including small and large organizations, single and multi-site organizations, process (CMM-based) and performance-based software improvements, and with varying levels of existing process maturity.

IDC and Insight Consulting are now offering this method to public software companies because we feel it is sufficiently robust and sound that it can literally be used in nearly any software company or achieve nearly any specific business or process objectives.

Are there specific characteristics where the RPI method works best (e.g., small, software-only, embedded systems development)?

Not that we have discovered. The RPI Methodology is highly flexible and can be tailored to meet practically any specific need or characteristic. Yet, the Methodology is HIGHLY DETAILED in describing the activities and steps for how to conduct it.

Can RPI help when migrating from one model to the next e.g. CMM to CMMI staged? ISO 9000 to -2000?

We already have some experience in helping clients transition from CMM-SW to CMMI. These have been highly successful. The primary reason is that each implementation of a model is based on using its corresponding reference process (RP), which is a mapping of the practices into a process structure (rather than a process area structure such as the way practices are organized in the CMM-SW and CMMI). And this mapping is based on a common reference process architecture (RPA). Because current practices are similarly mapped into the same architecture, this means that transitioning to a new model means that you just switch to a new reference process when conducting further process gap analysis. (Of course there is more to it than this, but the common RPA eliminates many of the problems commonly encountered!)

How does the RPI method support implementing the CMMI Continuous Representation?

Actually, support for using the CMMI CR is where the RPI Methodology is strong. Because all practices within the CMMI are mapped into a single "flat" reference process, implementers of process change have "access" to all the details and are not restricted to considering (unless you specifically decide to restrict it!)

What is a reference process?

How do reference processes (RPs) relate to the RPI Methodology?

There are two critical points in the Methodology where the reference processes are used extensively.

1. During the Descriptive Modeling activity, the reference processes are used to guide and provide scope to the collection of actual current practice.
2. During the Gap Analysis activity, the reference processes provide a basis for identifying process-related gaps of current practices against the associated RP model or standard.

How is the RPI method conducted?

What are the steps involved?

There are a number of steps involved in successfully performing the RPI method. Over the next month, additional details will be posted on this website about how to explicitly conduct the method. For now, here is the basic sequence of steps involved in implementating RPI.

What materials are provided with a RPI license?

What does a RPI license cost?

How can I get support for using the RPI method?

Who do I contact if I have questions about the method or problems with its implementation?

What do your clients say about the RPI Methodology?

How can we use this method in our company?

There are two ways to use this methodology in your company. The first is to hire IDC to conduct all modeling sessions, and to work with site staff in how to effectively deploy, use, and assess revised processes. The second way is to acquire a corporate or site license to use the RPM methodology, and to have staff trained on how to use the methodology.

What is next with RPI?

RPI Alliance is currently deploying Version 2 of the Methodology. Throughout 2005, we will also be deploying enhancements to existing reference processes as well as developing new ones. And we will continue to add and make available to our clients supporting materials that will guide and simply current change efforts.