Transcript CMMI Implementation at Korestone Technologies, LLC
CMMI Implementation at Korestone Technologies, LLC
2121—Applied CMMI in Small or Extremely Small Organizations: A Case Study of Successful Techniques and Lessons Learned SEPG North America 2011 Dr. Richard Bechtold, Abridge Technology Mr. Joseph E. Chow, Korestone Technologies
Outline
About Korestone Technologies CMMI Implementation SCAMPI Preparation Lessons Learned FAQ/Your Questions SEPG North America 2011 CMMI Implementation at Korestone • 2
Korestone Technologies, LLC
Founded in 2007 Three founders worked together since 1994 Many other employees worked together before 12 employees at SCAMPI (October 2010) Several projects for the USPS Most employees matrix across all projects SEPG North America 2011 CMMI Implementation at Korestone • 3
Employee profile
Name
Joe John Chiming Suri Ting Lan-Fan Jenny Steve Thara Eugene Jeremy Bina
Job
CEO PM PM Bus. Dev.
SW Dev.
SW Dev.
SW Dev.
SW Dev.
SW Dev.
SW Dev.
Analyst Test
Process
Project
Eng
Support
Other
3 SCAMPIs 3 SCAMPIs 3 SCAMPIs 2 SCAMPIs 3 SCAMPIs 3 SCAMPIs 3 SCAMPIs 1 SCAMPI 3 SCAMPIs 1 SCAMPI
CMMI Role
PM, Sponsor PM, Eng PM, Eng, CM SESG SEPG SCAMPI team, QA Eng Eng Eng Eng Eng SCAMPI team, Eng, OT Req., Docs, MA Test, CM, QA SEPG North America 2011 CMMI Implementation at Korestone • 4
Implementation timeline
June 2009
1 m.
Assess current processes 6 months Use, refine processes Develop policies, processes, tools, templates 12 months PI core committee SEPG and SESG Establish repository structure Project plans Project functional groups Training Train SCAMPI team Complete process duration: 17 months SCAMPI preparation PIID
October 2010
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Implementation
Review current processes Four-member “PI core committee” Some processes from previous projects, contracts Research additional resources, review CMMI materials SEPG North America 2011 CMMI Implementation at Korestone • 6
Implementation
Develop policies (GP 2.1) PI core committee Boilerplate, one policy per process area Develop processes Form SEPG (seven members) and SESG (four) Draft, review, rewrite and edit Combine like process areas PMC+PP+IPM TS+PI REQM+RD VAL+VER Hint: Develop documentation style early SEPG North America 2011 CMMI Implementation at Korestone • 7
Implementation order
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2.
3.
OPF has to be in place for management commitment and structure of system CM/change management structure is crucial Processes that generate measurements PP, PMC, REQM, RD, VER, VAL, PPQA, RSKM, DAR Largest ROI Peer review (VER) applied to design, RD, code Change management (CM, REQM) as applied to defects, CRs, requirements SEPG North America 2011 CMMI Implementation at Korestone • 8
Implementation
Develop tools and templates for each process If tool already in use, write process around tool
Tool
Tortoise SVN Trac Project PowerPoint Visio Word Excel Eclipse Line Counter
Source
Open source Open source Office Office Office Office Office Open source Purchase
Description
Version control tool, document and code repository Defect and CR reporting and tracking Project scheduling Training materials, presentations, reports Diagrams
Templates
: Project plans, minutes, SDLC documents, reports
Templates
: MA spreadsheet, measurements, peer review form, DAR Development CM reporting SEPG North America 2011 CMMI Implementation at Korestone • 9
Apply processes to projects
Use templates to create plans Use tools and templates to create work products Follow processes and revise through SEPG Implement PIR procedures immediately after processes are introduced SEPG North America 2011 CMMI Implementation at Korestone • 10
Implementation on projects
Organization Project Processes Business Process System (BPS) Tools, Guides, and Templates
Tailoring
Project Practices and Procedures Plans
PMP [IPM, PMP, PP, RSKM, DAR] SDP [RD, REQM, TS, VAL, VER] MAP [MA] CMP [CM, PI] QAP [PPQA]
Forms, Tools Work Products
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Artifacts with the most bang
1.
2.
3.
4.
Project plans GP 2.2, 2.3, 2.4, 2.7, 3.1
Meeting minutes GP 2.7, 2.8, 2.10, 3.2
MA spreadsheet and memo GP 2.8, 2.9, 2.10, 3.2
P1 document (project organizing document) GP 2.3, 2.4, 2.7
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Costs
SCAMPI costs (A, B, and C) ~ $40,000 Overhead/staff costs ~ 2,000 hours Tool costs ~ 200 hours Training lunch costs (very important) ~ $ 1,500 SEPG North America 2011 CMMI Implementation at Korestone • 13
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Keys to success
...not including actual software development skills
Top leadership commitment and staff buy-in Pair strengths of staff with relevant CMMI tasks SCAMPI experience/PI directing Useful tool development—Excel, open source, templates—to improve the process Good writing skills Implement processes early and start slowly Consistent training SEPG North America 2011 CMMI Implementation at Korestone • 14
SCAMPI preparation
Must develop processes with an eye toward artifacts Develop processes with SPs and GPs in mind.
Write a process that makes sense for your company.
Doing the process should automatically result in quality products
and
useable artifacts .
If you write a plan according to the process, you should be planning the work
and
creating a record .
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Begin artifact collection
Start early to find the holes Korestone used a Practice Implementation Indicator Description ( PIID ) derived from an SEI spreadsheet Available for free download at www.Korestone.com
See next slides...
Spreadsheet: Defines practices and acceptable evidence per SEI Insert links to documents in repository SEPG North America 2011 CMMI Implementation at Korestone • 16
The Korestone PIID
Use the PIID to: Collect evidence Monitor compliance Make a SCAMPI run smoothly Room for three projects + organization evidence Designed for Level 3 efforts Excel spreadsheet, no VBA or macros www.Korestone.com
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PIID sample
Implementation rating Link to SEI’s process information and list of acceptable evidence Link to description of your implementation Link to open the artifact
www.Korestone.com
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PIID features
Select a project and compare GP evidence across process areas.
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PIID reports
www.Korestone.com
Ratings report shows compliance by practice and by project Evidence report uses color to indicate number of artifacts collected SEPG North America 2011 CMMI Implementation at Korestone • 20
Training and interview practice
Culture of doing the processes is the best training.
Review process training in shorter sessions Practice interviews against PIID, practices Advantages for small organizations: Fewer people to train People doing the same job on multiple projects means no disagreement across organization SEPG North America 2011 CMMI Implementation at Korestone • 21
Lessons learned
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Commitment to CMMI has to start at the top Don’t stop between projects or assessments Measurement bias—Don’t do things just so you have something to measure.
Customer involvement can be great; customer indifference is OK too Consolidate artifacts SEPG North America 2011 CMMI Implementation at Korestone • 22
FAQ
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Where do I find the funds to support implementation of the CMMI? Where do I find the personnel? What is the minimum required for successful—and compliant—performance? How do I implement and ensure objective quality assurance activities? SEPG North America 2011 CMMI Implementation at Korestone • 23
FAQ
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Who does the actual work of improving processes? Which areas are most likely to yield the earliest and best return on investment? What typically delays the implementation of compliance, and how can I prevent excessive delays? SEPG North America 2011 CMMI Implementation at Korestone • 24
Contact information
Richard Bechtold President, Abridge Technology SEI CLA#0600749-02 703.729.6085
www.abridge-tech.com
Joseph E. Chow President and CEO, Korestone Technologies 240.429.0533
www.korestone.com
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