TRIALS & TRIBULATIONS ON THE ROAD TO CMMI Process Focus Management Roselyn Whitney Principal 9956 North River Rd. Algonac, MI

PROCESS FOCUS MANAGEMENT (+) AGENDA TRIAL – What is CMMI? –CMMI SM Representations & Measuring Levels TRIBUTLATIONS: –Why do I want to use it? –Transition & Improvement Approaches –Return on Investment Issues –Executive Responsibilities Closing Q&A CMMI is a Registered Service Mark of Carnegie Mellon University

PROCESS FOCUS MANAGEMENT (+) WHAT IS CMMI? CONCEPTS AND STRUCTURES OF THE CMMI SM Background Source Models Information Classification Terms Process Area Groupings Staged & Continuous Representations

PROCESS FOCUS MANAGEMENT (+) BACKGROUND Three groups: –Steering Group –Product Development Team Later evolved to the CMMI Product Team –Stakeholder group Group Composition –Industry –Government –SEI (Steward)

PROCESS FOCUS MANAGEMENT (+) 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.

PROCESS FOCUS MANAGEMENT (+) SOURCE MODELS Software CMM V2.0 Draft C EIA 731 (Systems Engineering) –SE CMM IPD CMM V0.9

PROCESS FOCUS MANAGEMENT (+) NEW: PROCESS AREA GROUPINGS Project Management Process Management Engineering Support

PROCESS FOCUS MANAGEMENT (+) PROJECT MANAGEMENT CATEGORY 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)

PROCESS FOCUS MANAGEMENT (+) PROCESS MANAGEMENT PROCESSES Organizational Process Focus (ML3) Organizational Process Definition (ML3) Organizational Training (ML3) Organizational Process Performance (ML3)

PROCESS FOCUS MANAGEMENT (+) ENGINEERING PROCESSES Requirements Development (ML3) Requirements Management (ML2) Technical Solution (ML3) Product Integration (ML3) Verification (ML3) Validation (ML3)

PROCESS FOCUS MANAGEMENT (+) 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)

PROCESS FOCUS MANAGEMENT (+) 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

PROCESS FOCUS MANAGEMENT (+) STAGED REPRESENTATION Pre-defined roadmap for organizational improvement Defines Maturity Levels Each Maturity Level has a set of process areas (like the SW/CMM)

PROCESS FOCUS MANAGEMENT (+) STAGED REPRESENTATION MATURITY LEVEL FOCUS INITIAL QUANTITATIVELY MANAGED DEFINED MANAGED OPTIMIZING 1 Process is unpredictable, poorly controlled & reactive Process is characterized for PROJECTS & is often reactive Process is characterized for the ORGANIZATION & is proactive Process is measured & controlled Focus on process improvement

PROCESS FOCUS MANAGEMENT (+) 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

PROCESS FOCUS MANAGEMENT (+) CONTINIOUS REPRESENTATION CAPABILITY LEVEL FOCUS CAPABILITY “How Well” Process Area 1 Process Area 2 Process Area 3 PROCESS “What you do”

PROCESS FOCUS MANAGEMENT (+) CMMI SM STAGED FOCUS: PROCESS AREAS Maturity Level 2 –Requirements Management –Project Planning –Project Monitoring & Control –Supplier Agreement Management –Measurement & Analysis –Process & Product Quality Assurance –Configuration Management

PROCESS FOCUS MANAGEMENT (+) 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”

PROCESS FOCUS MANAGEMENT (+) 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 in SP 3.3

PROCESS FOCUS MANAGEMENT (+) Project Planning: What’s the Dif? Con’t Stakeholder interaction: –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

PROCESS FOCUS MANAGEMENT (+) 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

PROCESS FOCUS MANAGEMENT (+) 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

PROCESS FOCUS MANAGEMENT (+) 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

PROCESS FOCUS MANAGEMENT (+) 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

PROCESS FOCUS MANAGEMENT (+) 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

PROCESS FOCUS MANAGEMENT (+) MATURITY LEVEL 3 PROCESS AREAS 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

PROCESS FOCUS MANAGEMENT (+) MATURITY LEVEL 4 PROCESS AREAS Organizational Process Performance Quantitative Project Management MATURITY LEVEL 5 PROCESS AREAS Organizational Innovation & Deployment Causal Analysis & Resolution

PROCESS FOCUS MANAGEMENT (+) CMMI REPRESENTATIONS & MEASURING LEVELS Two classifications of levels –Maturity –Process Capability Maturity = Staged Representation Process Capability = Process Capability

PROCESS FOCUS MANAGEMENT (+) CMMI REPRESENTATIONS & MEASURING LEVELS “Equivalent Staging” –Ensures coverage –Eliminates conflict or gaming of ratings Rating Rules are established for both representations

PROCESS FOCUS MANAGEMENT (+) 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 –Frequently initial or first time assessment –Can be incremental –“Self Assessment” –Cannot provide ratings

PROCESS FOCUS MANAGEMENT (+) ASSESSMENTS Class C –Quick Look –Usually incremental –Cannot be used for rating (like Class B)

PROCESS FOCUS MANAGEMENT (+) 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

PROCESS FOCUS MANAGEMENT (+) PROCESS CAPABILITY RATINGS 6 Levels: 0-5 per Process Area 0 Incomplete 1 Performed 2 Managed 3 Defined 4 Quantitatively Managed 5 Optimizing

PROCESS FOCUS MANAGEMENT (+) PROCESS CAPABILITY RATINGS 0 Incomplete Some or none of Specific Practices are performed 1 Performed 2 Managed 3 Defined 4 Quantitatively Managed 5 Optimizing All Specific Practices ending in –1 are performed satisfactory All SPs & GPs All SPs & GPs All SPs & GPs All Specific Practices & Generic Practices are performed satisfactory

PROCESS FOCUS MANAGEMENT (+) WHY DO I WANT TO USE THIS? INTEGRATING PROCESS IMPROVEMENT

PROCESS FOCUS MANAGEMENT (+) 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

PROCESS FOCUS MANAGEMENT (+) BENEFITS OF INTEGRATED PROCESS IMPROVEMENT Cost Benefits Clarity of Focus Process Integration & Lean Organizations Flexibility and Extension into new disciplines

PROCESS FOCUS MANAGEMENT (+) THE FRAMEWORK QUAGMIRE Copyright: 1999 SPC

PROCESS FOCUS MANAGEMENT (+) 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”

PROCESS FOCUS MANAGEMENT (+) 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

PROCESS FOCUS MANAGEMENT (+) 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.

PROCESS FOCUS MANAGEMENT (+) TRANSITION & IMPLEMENTATION APPROACHES It is not necessary to change. Survival is not mandatory. W. Edwards Deming

PROCESS FOCUS MANAGEMENT (+) 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

PROCESS FOCUS MANAGEMENT (+) 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”

PROCESS FOCUS MANAGEMENT (+) 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

PROCESS FOCUS MANAGEMENT (+) RETURN ON INVESTMENT Published ROI actuals are slow in surfacing Expected similar savings as found with SW-CMM Implementation pilots all report positive impact

PROCESS FOCUS MANAGEMENT (+) 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

PROCESS FOCUS MANAGEMENT (+) EXECUTIVE RESPONSIBILITIES FOR IMPLEMENTATION And a few from that old standard list: Actual Demonstrated Sponsorship – you cannot delegate Budget Resources Time Realistic Goals

PROCESS FOCUS MANAGEMENT (+) CLOSING Q & A The complexity of practice has always dwarfed the simplicity of theory. Robert Britcher (The Limits of Software, 1999)

PROCESS FOCUS MANAGEMENT (+) CONTACT INFORMATION Roselyn Whitney Principal SEI Visiting Scientist Process Focus Management 9956 North River Rd. Algonac, MI (+) Fax (=) Web: processfm.com

PROCESS FOCUS MANAGEMENT (+) REFERENCES Ahern, D., Clouse, A., Turner, A., (Not yet released) CMMI sm AND INTEGRATED PROCESS IMPROVEMENT A USER’S GUIDE, Addison Wesley CMMI sm for Systems Engineering/Software Engineering/Integrated Product and Process Development, V1.02, Continuous and Staged Representations ARC, V1.0 Assessment Requirements for CMMI sm, Version 1.0, CMU/SEI-2000-TR-011, August 2000 SCAMPI sm, Standard CMMI Assessment Method for Process Improvement: Method Description Version 1.0, CMU/SE TR