From Context to Improvement: The Role of Initial Diagnosing in Process Change

Understanding an organization’s current context is essential for any successful process improvement project. Analyzing and aligning with existing processes is critical before introducing new frameworks, models, or software solutions. This insight became especially clear to me over 15 years ago when I had the opportunity to lead efforts to improve software development processes within major Mexican institutions, including the Tax Administration Service (SAT) and the Instituto Mexicano de Seguro Social (IMSS), Mexico's public healthcare system.

Our team’s objective was to implement the Capability Maturity Model Integration for Development (CMMI-DEV), focusing on reaching Maturity Level 3. Achieving this level required establishing robust project management practices across key areas, emphasizing creating standardized and defined processes throughout the organization. This approach moves institutions away from ad hoc practices and into structured, repeatable frameworks that support consistent project delivery and quality. We analyze and design a complete framework to meet these institutions' unique requirements, incorporating methodologies like PMP and PMO from the PMI Institute and the Rational Unified Process (RUP) to facilitate effective change management.

The IDEAL SM model guided us in this effort, particularly its Initiating and Diagnosing phases, which provided a foundation for our project. In the Initiating phase, we secured organizational commitment and defined project goals through open communication with stakeholders. The Diagnosing phase then allowed us to "Set Context" by examining the existing processes, creating a shared understanding across all participants. This strategic alignment laid a strong foundation for subsequent phases of structured change, ultimately leading to a successful SCAMPI type A appraisal and Maturity Level 3 certification.

In any process improvement initiative, success hinges on starting with a clear identification of business goals and objectives. By assessing the current processes and organizational environment, teams can better understand an institution's culture, workflows, and readiness for change. This preparation aligns with the IDEAL model's emphasis on ‘Setting Context,’ ensuring that improvement efforts align with strategic priorities.

This experience taught me that process improvements should focus not merely on introducing new ideas but on enhancing existing practices through a shared understanding. This principle remains invaluable in my work today, reminding me that effective change begins with listening, analysis, and alignment with the organization’s current context.