Transcript Agenda - Software Engineering

Analytical Services, Inc.
…And
Then
Some
Your Advantage. And Then Some.
CMMI Pilot Program Review
For
Mr. Bill Craig
&
Mrs. Jackie Langhout
Analytical Services, Inc.
689 Discovery Drive
Suite 300
Huntsville, Alabama 35806
Voice: (256) 890-0083
Fax: (256) 890-0242
e-mail: [email protected]
www.asi-hsv.com
5 February 2004
Agenda
…And
Then
Some
• Introduction of Team Members
• ASI Overview
• CMMI Pilot Project Highlights
• Benefits from Pilot
• Benefits from CMMI Implementation
• Path Forward for ASI – Pilot and Beyond
• SED Feedback and Plans
5 February 2004
…And
Then
Some
Company Overview
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Management and Technical Services Company
Incorporated in 1992, 8(a) Status 1995-2004
Hispanic, Woman-Owned, Small Disadvantaged Business
ISO 9001:2000 Registered
Top Secret Facility
257
325
279
23.8
200
Revenue Growth
1995 – 2003
($M)
7.3
Employee Growth
1995 - 2003
18.0
13.8
115
80
8.0
65
4.7
0.7
95
1.1
2.2
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5 February 2004
Company Philosophy
…And
Then
Some
“Customer satisfaction is only
the beginning of our business
relationships. The difference
between average and top-notch
is in three words…
and then some.
The points of our three-pronged
logo represent our customers,
employees and community. We
are poised to face the
future…and then some.”
5 February 2004
National Presence
• Headquarters – Huntsville,
Alabama
• 3 Offices: Montgomery, AL,
Vicksburg, MS, & Shalimar, FL
• Employee Presence at
Locations Across
Southeastern United States &
Puerto Rico
Gunter AFB, AL
Maxwell AFB, AL
Redstone Arsenal, AL
Little Rock, AR
Denver, CO
Washington, DC
Ft. Benning, GA
Moody AFB, GA
Ft. Campbell, KY
Ft. Bragg, NC
Omaha, NE
Ft. Monmouth, NJ
Columbus, OH
Lewisville, TX
Ft. Eustis, VA
Eau Galle, WI
Puerto Rico
…And
Then
Some
Corporate headquarters
Field office locations
Employee presence
5 February 2004
…And
Then
Some
Core Expertise
Management and Technical Services
Information
Technology
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Computer Facilities
Network Management
Data Communications
HW/SW Integration
Information Security
Web Services
Help Desk Operations
Multimedia Support
Custom Application
Development
• Enterprise IT Policy &
Planning
Engineering and
Scientific Analysis
• Environmental
Sciences
• Environmental Eng.
• Modeling & Simulation
• Test
Planning/Execution
• Data
Collection/Reduction
• Expert Analysis
• Technology
Assessment
• Software Engineering
• SW IV&V
• Research &
Development
• Product Development
• Technical Writing
Professional and
Organizational
Development
Systems Engineering/
Program Management
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Requirements Analysis
Cost Analysis
Schedule Analysis
Risk Assessment
Conference
Management
Roadmap Development
Program
Documentation
IPPD/IPT
Establishment
Manpower Planning
Earned Value Analysis
Logistics Support
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Facilitation
Strategic Planning
Training
Needs Analysis
Courseware Design
Automation Training
Web Design & Content
Management
Strategic
Communications
Market Research &
Analysis
Creative/Technical
Writing
Document Control
Business Process
Reengineering
Change Management
5 February 2004
Customer Base
…And
Then
Some
U.S. Army
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Aviation and Missile Command (AMCOM)
Communications - Electronics Command (CECOM)
U.S. Total Army Personnel Command (PERSCOM)
PEO Air, Space and Missile Defense (PEO ASMD)
PEO Combat Support and Combat Service Support
(PEO CS & CSS)
Corps of Engineers, Engineering Research and Development
Center (ERDC)
PEO Simulation, Training, and Instrumentation (PEO STRI)
PEO Tactical Missiles
PEO Enterprise Information Systems (PEO EIS)
U.S. Air Force
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AF HQ Initiatives Office & Battle Labs
Air Combat Command (ACC)
Standard Systems Group (SSG)
Air Armament Center (AAC)
Missile Defense Agency (MDA)
• Ground-based Midcourse Defense (GMD) Program
Defense Information Systems Agency (DISA)
Defense Finance and Accounting Service (DFAS)
Office of the Secretary of Defense (OSD)
National Aeronautics Space Administration (NASA)
• Marshall Space Flight Center (MSFC)
5 February 2004
ASI Business Base
O2K Technical - SCRS
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…And
Then
Some
Actual O2K Revenue through 2003: $ 6,791,399
Funded O2K Revenue for 2004/5:
$ 4,246,943
Total ASI-O2K SCRS Revenues:
$11,038,342
Current customers supported through SED:
– PM TMDE (PEO CS&CSS) – Engineering, Logistics,
Programmatic, Software, Computer Based Training
Products, Conference Support
– US Army TMDE Activity (AMCOM) – Tech pubs,
Computer Based Training, Customized Software
Development
– PM Close Combat Weapons Systems (PEO TM) –
Customized Software Development
– SAMD (AMCOM) – Customized Software Development
and Maintenance
5 February 2004
State of ASI
Quality Management System
…And
Then
Some
 Achieved ISO 9001-2000 Registration in April 2003 –
Audit by NQA, with follow up audit in October 2003
 NQA Surveillance Audit to be conducted in 1 April 2004
 First annual QMS documentation review underway
 Improvements and updates to QMS processes
completed
 Quality commitment from employees
 Moving from “ISO” to Quality Management System
mentality
 Exploring QMS improvement tools through CMMI pilot
program
The QMS is considered our way of doing business,
not an ISO issue.
5 February 2004
Reactive vs. Proactive Approach
…And
Then
Some
Typically after the initial rush of a QMS certification,
enthusiasm and activity diminishes only to regain
momentum around scheduled audits. This is a reactive
QMS.
Continuous commitment by upper
level management to the QMS is a
proactive approach. This is the ASI
approach.
5 February 2004
…And
Then
Some
ASI’s Proactive Approach
• Commitment and responsiveness from top-level
management sets the standard
• Following through on commitments and actions
• Recognizing those within the company that actively
support and work to improve the QMS
• Enhancing/expanding the QMS as business grows
• Investing in system improvements
5 February 2004
…And
Then
Some
ASI CMMI PILOT
Status Briefing
5 February 2004
Activities To Date (1 of 6)
Site Kickoff
Meeting
Gap Analysis
Session
Action Plan
Implementation
Close Interaction
Between ASI
And Consultants
 CMMI Overview Tutorial that covered Process Areas of Maturity Levels
2 & 3 and focused upon the typical business impacts related to the
area
 Business Analysis to capture high impact/high need Process Areas for
ASI
Had simple “thumbs-up” voting technique to determine level of
impact/need
Also polled participates for the level of impact (H M L)
The high impact areas were obvious and it was easy to select the
Process Areas to focus on for the pilot
© 2003 by Carnegie Mellon University
5 February 2004
Activities To Date (2 of 6)
Site Kickoff
Meeting
Gap Analysis
Session
Action Plan
Implementation
Close Interaction
Between ASI
And Consultants
 3 Process Areas were selected by the joint SED/SEI/ASI team :
Project Planning
Requirements Management
Measurement & Analysis
• Decided to “informally” work on Organizational Process Focus
© 2003 by Carnegie Mellon University
5 February 2004
Activities To Date (3 of 6)
Site Kickoff
Meeting
Gap Analysis
Session
Action Plan
Implementation
Close Interaction
Between ASI
And Consultants
 Workshop to analyze the process areas selected - the
concepts/methods used for the SCAMPI B/C development project
were adapted for ASI:
Current ASI practices documented and mapped to relevant
CMMI model components
Interpretation of model intent for ASI made and gaps
documented
Developed Action Plan for ASI Team to address gaps found
© 2003 by Carnegie Mellon University
5 February 2004
Activities To Date (4 of 6)
Site Kickoff
Meeting
Gap Analysis
Session
Action Plan
Implementation
Close Interaction
Between ASI
And Consultants
 ASI Team Members are in various stages of implementing their Action
Plan
 ASI Team Members developed Project-Specific Process Descriptions
Project Planning
Requirements Management
Measurement and Analysis
 ASI Quality Facilitator evaluating impact at the organizational level and
relationship to QSM
© 2003 by Carnegie Mellon University
5 February 2004
Activities To Date (5 of 6)
Site Kickoff
Meeting
Gap Analysis
Session
Action Plan
Implementation
Close Interaction
Between ASI
And Consultants
Monthly Face-to-Face sessions to status progress and get
help/guidance from Consultants
Tutorial on writing process guidance documentation
Tutorial on business-oriented metrics
Tutorial on Process Capturing Techniques
Tutorial on CMMI Institutionalization Concepts
 Feedback on Action Plans and Process Descriptions
© 2003 by Carnegie Mellon University
5 February 2004
Activities to Date (6 of 6)
Site Kickoff
Meeting
Gap Analysis
Session
Action Plan
Implementation
Close Interaction
Between ASI
And Consultants
Weekly teleconferences to keep the project progressing
 Review Action Items
 Provide feedback on recently reviewed material
 Provide guidance on any issues/problems encountered
© 2003 by Carnegie Mellon University
5 February 2004
Planned Activities (1 of 4)
Execute New
Processes
Appraise
Pilot
Projects
Share
Lessons
Learned
Publish
Pilot Results
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Baseline Process Descriptions (PP, RM, M&A)
Execute processes in Pilot Projects
Collect Metrics
Gather lessons learned (including benefits) and process
improvements
 Update processes to reflect process improvements
 Evaluate processes for standardization at the Organizational Level
© 2003 by Carnegie Mellon University
5 February 2004
Planned Activities (2 of 4)
Execute New
Processes
Appraise
Pilot
Projects
Share
Lessons
Learned
Publish
Pilot Results
 Prepare for Appraisal
Define Scope (Requirements Management, Project Planning,
Measurement and Analysis, and Organizational Process Focus are
candidate process areas)
Have regular preparation sessions with Lead Appraiser
Gather objective evidence to support appraisal activities
Set expectations
 Conduct Appraisal
ASI to provide one person for the Appraisal Team
Team Training and Readiness Review (tentative: 04/27-04/30)
Appraisal (tentative: 05/24-05/27)
© 2003 by Carnegie Mellon University
5 February 2004
Planned Activities (3 of 4)
Execute New
Processes
Appraise
Pilot
Projects
Share
Lessons
Learned
Publish
Pilot Results
 ASI invited to present at SE2 Conference
 Half-day tutorial – March 29
• Sharing materials and activities conducted with ASI and Cirrus with
interested members of HSV small business community
• No ASI-specific information will be provided without ASI permission
• Opportunity for ASI to share what it deems appropriate
 CMMI Panel – March 31
• Provide Small Business Perspective for CMMI Implementation
• Share Lessons Learned
 Possible Interviews with Huntsville Times for pre-conference articles
© 2003 by Carnegie Mellon University
5 February 2004
Planned Activities (4 of 4)
Execute New
Processes
Appraise
Pilot
Projects
Brief
SED
Share
Lessons
Learned
Publish
Pilot Results
 An Interpretive Guide for Using CMMI in Small Businesses
Focusing on general lessons learned/recommendations gathered during
implementation of the various processes at ASI/Cirrus
Materials used (i.e., tutorials, pilot processes) to be included as jumpstart
for other small businesses
 Case Study: ASI
Published jointly among ASI, SED, SEI
All three organizations agree on content
 Case Study: Cirrus
Same conditions as for Cirrus case study
© 2003 by Carnegie Mellon University
5 February 2004
…And
Then
Some
Benefits from Pilot
5 February 2004
Benefits from Participation
in Pilot Project
…And
Then
Some
• Training on CMMI/Process Improvement – 4 trained in 3 day
course, approximately 6 more trained during pilot project
meetings.
• Gained insight into different approaches to process
improvement
• Learned several new techniques for analyzing and developing
processes.
• Access to expertise of SEI/Carnegie Mellon & Consultants
• New interest in improving processes in QMS
• ASI has gained understanding of what it takes to implement
CMMI Process Areas and how to effectively approach
implementation
• ASI will get more visibility in the community as a company that
pursues and invests in quality
5 February 2004
Benefits from Participation
in Pilot Project (Continued)
…And
Then
Some
• The pilot project has widened the ASI Team’s thoughts
toward process design and improvement
• ASI Team Members will now have insight, skills, and initiative
to develop new ideas into new practices, with confidence
• The fear of change has been released from those involved
• There seems to be a renewed sense of interest and
understanding towards process automation
• CMMI has provided a best practice model to develop
process and procedures needed in ASI QMS. Pilot project
has provided some confidence that we are doing the right
things.
5 February 2004
Benefits from Participation
in Pilot Project (Continued)
…And
Then
Some
•
“Bottoms-up” encouraged by CMMI structure has
made it easier to develop a difficult procedure. Expect
expansion to other programs to work well.
•
The Pilot provided the ASI Team with tools an
techniques that will make implementation of
improvements more cost-effective
• ASI staff has gained understanding of how a bottom-up
approach can be used to improve processes in the QMS
• ASI has started to use best practices to respond to new
requirements (Subcontractor Agreement Management is an
example)
• ASI will gain CMMI appraisal experience and be counted as
one of the few that have gone through an “official” appraisal
5 February 2004
Benefits from Participation
in Pilot Project (Continued)
…And
Then
Some
• Identifying the gaps in all three process areas has helped in
current project tasks
• The SED/SEI Team added significant value to all the activities :
Overview Training, Business Analysis, Gap Analysis, Action Plan
Definition
• Most Challenging so far: Addressing our issues of diverse
organization with the technical solution, project planning and
execution processes
•The SEI/SED team provided at least an order of magnitude
reduction in time to do the activities
5 February 2004
Pittsburgh, PA 15213-3890
Benefits from CMMI
Implementation
Sponsored by the U.S. Department of Defense
© 2003 by Carnegie Mellon University
5 February 2004
Realized and Expected Benefits to ASI
(1 of 7)
Patty…
• CMMI Implementation has significantly improved ability to
communicate status of the project
• Use of CMMI-recommended practices has reduced “lottery-sensitivity”
on the project
- Much of what was only in project manager’s head is now
accessible to other team members
• CMMI Implementation has positively affected the way project is
organized
• Requirements Management Process Description developed during
the pilot works for this project and should tailor easily to other
“service” projects
• Will fully execute and document entire process with recently received
major requirements changes
• “There is no turning back now. I am hooked!” – Patty P, project
manager
© 2003 by Carnegie Mellon University
5 February 2004
Realized and Expected Benefits to ASI
(2 of 7)
Larry…
• Documentation created as a result of using CMMI:
• Fills in missing gaps in ISO documentation
• Is a natural follow onto ISO and meets ISO goals for continual
improvement
• Communicates program roles to all stakeholders
• Provides (for the first time!) step-by-step instructions for new
employees (especially PMs and TLs)
• Provides “bragging rights” in proposals and presentations
• Supports greater (and needed!) degree of granularity in
organizational performance measurement
• Helps to identify trouble spots (and strengths) in organizational
practices
• Provides a consistent approach for implementing ASI processes
and procedures
© 2003 by Carnegie Mellon University
5 February 2004
Realized and Expected Benefits to ASI
(3 of 7)
Jimi…
• Experience gathered in communication of practices has proven to be of
great benefit in clarifying expectations among team members
• Through CMMI Implementation, the ASI Team has gained knowledge of
existing ASI systems and practices that were not previously clear
• After the pilot is complete, ASI will have the knowledge and experience
necessary to implement process improvement more efficiently
• Software project is ahead of schedule because of using project
planning and Requirements management process areas.
• Significantly reduced training time for new employee – gave her
processes to read before getting together to answer questions
• “I see a future that includes many benefits currently unrealized”—Jim
Hendrix, technical lead?
© 2003 by Carnegie Mellon University
5 February 2004
Realized and Expected Benefits to ASI
(4 of 7)
Jack…
• CMMI specifically addresses customer related processes, many of
which are very relevant to the services we provide.
• Integrated view of processes, through CMMI Process Area interactions,
has significantly improved our ability to define more effective processes.
• “CMMI has helped me envision a path to “take the company to the next
level” “—Jack Conway, VP of ????
- Develop consistent, lasting capabilities that support our business
objectives and go beyond having good people
- Increase competitive advantage through specific capabilities,
documented as ASI processes, that provide solutions for customers
- Move away from being totally people dependent to a capabilitybased organization with proven processes that deliver desired
results to customers.
© 2003 by Carnegie Mellon University
5 February 2004
Realized and Expected Benefits to ASI
(5 of 7)
Beth…
• The CMMI can be easily incorporated into ASI’s QMS
• The bottom-up approach encouraged by the CMMI, coupled with ASI’s
QMS, will connect those parts of the system which can benefit from
specific process improvements
• Incorporating CMMI practices into ASI’s QMS will give direction to our
improvement goals and, in turn, increase customer satisfaction
• “CMMI will strengthen ASI’s QMS and support company objectives as
we grow” – Beth Smith, QMS Manager
• If we incorporate strategic planning (both at he project and corporate
levels) and measurable goals while streamlining our processes to suit
our particular activities, our QMS would benefit
© 2003 by Carnegie Mellon University
5 February 2004
Realized and Expected Benefits to ASI
(6 of 7)
Irma…
• Very pleased with the progress on implementing CMMI
• Appreciate the hard work and the progress from the teams
• Most excited about the value you have found in the process.
• “Buy in” of those involved
• Appreciate the investment of SED in small business
development
• Probably would not have been able to afford CMMI
implementation without expertise assistance provided by the
pilot
© 2003 by Carnegie Mellon University
5 February 2004
Realized and Expected Benefits to ASI
(7 of 7)
Your SEI/SED team see the following as key realized or expected
benefits …
• ASI can use CMMI implementation as risk avoidance for ISO audit
findings looking for evidence of continual improvement
• CMMI is providing a common point of reference for working towards
standardizing management approaches across different tasks
• Use of CMMI-referenced process descriptions has already started to
reduce training effort for new staff
• CMMI usage has added insight to development of a standard work
authorization process
• CMMI focus on measurement has added insight into risks related to
staffing variances
• ASI will achieve higher visibility of relationship of processes to revenue,
through quarterly reviews
© 2003 by Carnegie Mellon University
5 February 2004
…And
Then
Some
Path Forward for ASI – Pilot and Beyond
5 February 2004
…And
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Some
Path Ahead
• Continuous improvement of QMS
• Streamlined processes to facilitate QMS efficiency
• Intranet consistency and stabilization to promote effective
communication of QMS information
• Response mechanisms in place to improve PCAR
(Problem/Corrective Action Records?) process
• Automated notification to QMS documentation changes
• Integrate offsite locations into the QMS by end-of-year via
structured training schedule
5 February 2004
…And
Then
Some
Path Ahead
• Integrate current CMMI implementation into QMS
– CMMI Maturity Level appraisal may not be planned for the
immediate future; however, the practices will be integrated
into our existing QMS
– The areas of Project Planning, Requirements Management,
and Measurement and Analysis clearly support our QMS
– These areas will be integrated as an extension of our current
QMS through Work Instructions and/or an additional COP
– CMMI will not take the place of or compete with ISO 90002001, rather will enhance our QMS
5 February 2004
Path Ahead
…And
Then
Some
• Continue implementing CMMI??
process areas
• Appraisal of additional CMMI?? process
areas
• Attain Maturity??? levels of CMMI
Implementation
5 February 2004
…And
Then
Some
Concerns
• Concerns of CMMI Implementation???:
– Affordability—particularly appraisals
– Schedule to attain goals
– Customer motivation
– Customer requirements
5 February 2004
Feedback
…And
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Some
Mr. Craig will provide feedback on
Pilot Project implementation and future plans for
Small Business CMMI Project.
5 February 2004