Transcript CMMI: An Executive Overview

TRIALS & TRIBULATIONS
ON THE ROAD TO
CMMI
Process Focus Management
Roselyn Whitney
Principal
9956 North River Rd.
Algonac, MI 48001
810.704.8030
AGENDA
• TRIAL
– What is CMMI?
– CMMI Representations & Measuring Levels
SM
• TRIBUTLATIONS:
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–
–
–
Why do I want to use it?
Transition & Improvement Approaches
Return on Investment Issues
Executive Responsibilities
• Closing Q&A
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CMMI is a Registered Service Mark of Carnegie Mellon University
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WHAT IS CMMI?
CONCEPTS AND STRUCTURES
OF THE CMMI
• Background
SM
•
•
•
•
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Source Models
Information Classification
Terms
Process Area Groupings
Staged & Continuous
Representations
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BACKGROUND
• Three groups:
– Steering Group
– Product Development Team
• Later evolved to the CMMI Product Team
– Stakeholder group
• Group Composition
– Industry
– Government
– SEI (Steward)
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CMMI DESCRIPTION
• A process framework that addresses
multiple disciplines (systems, software,
and integrated product development).
Like other process frameworks, the
CMMI is useful to organizations to
identify opportunities for process
improvement. The CMMI is also used for
industry benchmarking and rating.
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SOURCE MODELS
• Software CMM V2.0 Draft C
• EIA 731 (Systems Engineering)
– SE CMM
• IPD CMM V0.9
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NEW:
PROCESS AREA GROUPINGS
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Project Management
Process Management
Engineering
Support
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PROJECT MANAGEMENT
CATEGORY
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Project Planning (ML2)
Project Monitoring and Control (ML2)
Supplier Agreement Management (ML2)
Integrated Project Management (ML3)
Risk Management (ML3)
Integrated Teaming (ML3)
Quantitative Project Management (ML4)
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PROCESS MANAGEMENT
PROCESSES
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•
•
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Organizational
Organizational
Organizational
Organizational
(ML3)
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Process Focus (ML3)
Process Definition (ML3)
Training (ML3)
Process Performance
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ENGINEERING PROCESSES
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Requirements Development (ML3)
Requirements Management (ML2)
Technical Solution (ML3)
Product Integration (ML3)
Verification (ML3)
Validation (ML3)
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SUPPORT PROCESSES
• Configuration Management (ML2)
• Process & Product Quality
Assurance (ML2)
• Measurement & Analysis (ML2)
• Organizational Environment for
Integration (ML3)
• Decision Analysis & Resolution
(ML3)
• Causal Analysis & Resolution (ML5)
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STAGED &CONTINUOUS
REPRESENTATIONS
• Two architectural structures
– Staged
– Continuous
• Exact same practices – some formatting
differences
• Preference may be based on process
improvement goals or frame of
reference
– What’s the problem you need to solve?
• A hybrid solution to a difficult problem
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STAGED REPRESENTATION
• Pre-defined roadmap for
organizational improvement
• Defines Maturity Levels
• Each Maturity Level has a set of
process areas (like the SW/CMM)
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STAGED
REPRESENTATION
MATURITY LEVEL FOCUS
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OPTIMIZING
QUANTITATIVELY
MANAGED
4
3
DEFINED
2
MANAGED
INITIAL
1
Focus on process improvement
Process is measured & controlled
Process is characterized for the
ORGANIZATION & is proactive
Process is characterized for PROJECTS & is
often reactive
Process is unpredictable, poorly controlled & reactive
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CONTINIOUS REPRESENTATION
An organization’s capability profile
may be represented by a set of
points in two dimensions
• The PROCESS dimension
“What do you do”
• The CAPABILITY dimension
“How Well” do you do it
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CONTINIOUS REPRESENTATION
CAPABILITY LEVEL FOCUS
Process
Area 1
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Process
Area 2
Process
Area 3
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CMMI STAGED FOCUS:
PROCESS AREAS
SM
• Maturity Level 2
– Requirements Management
– Project Planning
– Project Monitoring & Control
– Supplier Agreement Management
– Measurement & Analysis
– Process & Product Quality Assurance
– Configuration Management
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RM: What’s the Dif?
• Bi-Directional Traceability
• Expectation to operate in parallel with
new PA Requirements Development
• NEW: Identification & involvement of
stakeholders – evolved from “all
affected groups”
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Project Planning: What’s the Dif?
• Heavier emphasis on having a detailed
WBS
• Focus on necessary Knowledge & Skills
– a project training plan is required
• Data Management or the planning &
maintaining of project data items &
their contents
• Estimation focus on size & complexity –
effort, cost & schedule are determined
based on size & complexity
• Commitment process explicitly defined
PROCESS in
FOCUSSP
MANAGEMENT
3.3
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Project Planning: What’s the Dif?
Con’t
• Stakeholder interaction:
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List of all relevant stakeholders
Rationale for stakeholder involvement
Expected roles & responsibilities
Relationships between stakeholders
Relative importance of stakeholder to
project success by phase
– Resources needed to ensure relevant
stakeholder interaction
– Schedule for phasing of stakeholder
interaction
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Project Monitoring & Control –
The Dif
• Monitoring Commitments elevated
to specific practice level (SP 1.2)
• Monitoring Risks and Stakeholder
Involvement is more strongly
emphasized
• Monitoring Stakeholder
Involvement is explicitly identified
in Generic Practice 2.6-Identify
and Involve Relevant Stakeholders
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SAM: The Dif
• Replaces the initial ideas found in
Subcontract Management
• Incorporates original intent of SSM
as well as SA-CMM
– Contractors
– Subcontractors
– Sister Divisions
– Other Projects in Business Unit
– OTS Products
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MEASUREMENT
& ANALYSIS: NEW
• Builds on ME Common Feature
• Sets up the organization to evolve its
measurement program from basic
project management measures to those
based on the organization’s set of
standard processes to statistical control
of selected sub-processes based on the
business needs
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PROCESS & PRODUCT QUALITY
ASSURANCE: The Dif
• Replaces Quality Assurance KPA
• Stresses objective evaluation of
products as well as processes
• Emphasis of established evaluation
criteria: What, How Often, How,
Who
• Moves conformance of product to
requirements to Verification PA
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CONFIGURATION MANAGEMENT:
The Dif
• The idea of “Software Library” has been
replaced by more encompassing
“Configuration Management System”
• A system includes:
– The storage media
– Procedures
– Tools for accessing configuration system
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MATURITY LEVEL 3
PROCESS AREAS
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Requirements Development - NEW
Technical Solution - NEW
Product Integration - NEW
Verification - NEW
Validation - NEW
Organizational Process Focus
Organizational Process Definition
Organizational Training
Integrated Project Management - + IPPD
Risk Management - NEW
Decision Analysis & Resolution - NEW
Integrated Teaming - IPPD
Organizational Environment for Integration - IPPD
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MATURITY LEVEL 4
PROCESS AREAS
• Organizational Process Performance
• Quantitative Project Management
MATURITY LEVEL 5
PROCESS AREAS
• Organizational Innovation & Deployment
• Causal Analysis & Resolution
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CMMI REPRESENTATIONS &
MEASURING LEVELS
• Two classifications of levels
– Maturity
– Process Capability
• Maturity = Staged Representation
• Process Capability = Process
Capability
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CMMI REPRESENTATIONS &
MEASURING LEVELS
• “Equivalent Staging”
– Ensures coverage
– Eliminates conflict or gaming of ratings
• Rating Rules are established for both
representations
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ASSESSMENTS
Now three classifications of assessments
• Class A
– Rigorous & in-depth investigation
– Only class type able to provide ratings
– SCAMPI (Standard CMMI Assessment Method for
Process Improvement)
• Class B
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Frequently initial or first time assessment
Can be incremental
“Self Assessment”
Cannot provide ratings
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ASSESSMENTS
• Class C
– Quick Look
– Usually incremental
– Cannot be used for rating
(like Class B)
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MATURITY LEVEL RATINGS
• All process areas within the desired
maturity level are included. PAs may be
excluded if there is sufficient evidence
to show Not Applicable (i.e. Supplier
Agreement Management)
• Goals must be rated as “Satisfied” in
order for a PA to be rated “Satisfied”
• All PAs must be rated “Satisfied” in
order for Maturity Level rating to be
achieved
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PROCESS CAPABILITY RATINGS
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6 Levels: 0-5 per Process Area
0 Incomplete
1 Performed
2 Managed
3 Defined
4 Quantitatively Managed
5 Optimizing
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PROCESS CAPABILITY RATINGS
All SPs & GPs 2.1-5.2
5
Optimizing
4
All SPs & GPs 2.1-4.2
Quantitatively
Managed
All SPs & GPs 2.1-3.1
3
Defined
All Specific Practices &
Generic Practices 2.1-2.10
are performed satisfactory
2
Managed
All Specific Practices
ending in –1 are performed
satisfactory
Some or none of Specific
Practices are performed
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Performed
0
Incomplete
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WHY DO I WANT TO USE THIS?
INTEGRATING PROCESS
IMPROVEMENT
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COMMON SENSE &
INTEGRATION
The world has changed:
• Engineering environment is increasingly
complex
• The way engineering is performed has
changed. i.e., cross discipline teams,
concurrent engineering, multi-national
standards, etc.
• Previous “CMM” type models all
approached from different disciplines –
overhead and confusion is very costly
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BENEFITS OF INTEGRATED
PROCESS IMPROVEMENT
• Cost Benefits
• Clarity of Focus
• Process Integration & Lean
Organizations
• Flexibility and Extension into new
disciplines
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THE FRAMEWORK QUAGMIRE
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Copyright: 1999 SPC
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INTEGRATED PROCESS
IMPROVEMENT PRINCIPLES
• Maintain Executive Support
– Strong consistent support is crucial
• Pick Your Targets Carefully
– Don’t underestimate the effort
needed: Process improvement is hard
work.
• Leverage “Good” Practices
– Use what is available and “Steal with
Pride”
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BUILDING AN INTEGRATED
“INFRASTRUCTURE”
• Establish roles & responsibilities for the
individuals who will be leading, training,
and performing these P/I activities
• Establish a growing steering group
• Establish/keep a sense of equity
throughout the effort
• Recognize that training will probably be
the most expensive & important
segment of the infrastructure
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INTEGRATING LEGACY
PROCESSES & INITIATIVES
• Easier for organizations with successful
improvement programs in place
– Infrastructure in place
– Management/Leadership on board
– Existing success stories
• Identifying benefits to your
organization of integrating process and
process improvement is critical
• Collaborative approach & good
marketing skills are required.
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TRANSITION &
IMPLEMENTATION APPROACHES
It is not necessary to change.
Survival is not mandatory.
W. Edwards Deming
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TRANSITION &
IMPLEMENTATION APPROACHES
• Define your scope
• Where are you?
• Where do you want to go?
– What is it that you want to happen?
• Make a plan
• Incorporate “Managing Change”
concepts within the plan
• Implement the plan
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IMPLEMENTATION ISSUES
• Targets set without supporting data
used in decisions
• Too narrow or too broad of scoping
• Not sufficient emphasis placed on the
difficulty of making change happen
• Not sufficiently identifying the “delta”
• Clash of “experts”
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RETURN ON INVESTMENT
• Results from early implementers
show:
– Better predictability
– Improved communications
– Improved teamwork
– Increased quality
– Greater consistency
– Cost reductions
– Clarity of roles, responsibilities &
processes
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RETURN ON INVESTMENT
• Published ROI actuals are slow in
surfacing
• Expected similar savings as found
with SW-CMM
• Implementation pilots all report
positive impact
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EXECUTIVE RESPONSIBILITIES
FOR IMPLEMENTATION
Taken from the “Pearls of Wisdom”
from early implementers
• Sponsorship from senior management is
critical to successful process improvement
• Management is responsible to not get
sidetracked by rating numbers and to keep
everyone focused on the real business goals of
P/I
• An infrastructure of executive sponsors,
corporate P/I group, process action teams &
working groups assures on-going commitment
& coordination of efforts
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EXECUTIVE RESPONSIBILITIES
FOR IMPLEMENTATION
And a few from that old standard
list:
• Actual Demonstrated Sponsorship
– you cannot delegate
• Budget
• Resources
• Time
• Realistic Goals
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CLOSING Q & A
The complexity of practice has
always dwarfed the simplicity of
theory.
Robert Britcher (The Limits of Software, 1999)
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CONTACT INFORMATION
Roselyn Whitney
Principal
SEI Visiting Scientist
Process Focus Management
9956 North River Rd.
Algonac, MI 48001
(+) 1.810.794.8030
Fax (=) 1.810.794-8053
Web: processfm.com
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REFERENCES
•
Ahern, D., Clouse, A., Turner, A., (Not yet released) CMMI
sm
AND INTEGRATED PROCESS IMPROVEMENT A USER’S GUIDE,
Addison Wesley
•
CMMI for Systems Engineering/Software
Engineering/Integrated Product and Process Development,
V1.02, Continuous and Staged Representations
•
ARC, V1.0 Assessment Requirements for CMMI , Version 1.0,
CMU/SEI-2000-TR-011, August 2000
•
SCAMPI Standard CMMI Assessment Method for Process
Improvement: Method Description Version 1.0, CMU/SE2000-TR-2000-009
sm
sm
sm,
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