1. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège1 QSpin Quality & SPI Network Arcelor Systems - Liège Process Improvement - CMM L2 Lessons learned Rébecca Casier & Bernard Dupuis

2. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège2 Agenda Background and Scope SPI Program Improvement Status Success Factors and Weaknesses

3. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège3 Agenda Background and Scope –Presentation –Project and maintenance –Technical environnements SPI Program Improvement Status Success Factors and Weaknesses

4. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège4 Background and scope Presentation Evolution : DSI  SSII DSI Cockerill Sambre – Usinor SI - Tixis Systems Belgium - Arcelor Systems – Région Centre - Site de Liège Entity of Arcelor Systems An Internal services company of Arcelor Group Local and group improvement projects 2002 : Go 4 IT : improvement pilot projects for the processes of software development and maintenance, based on the CMM 2004 : SMQ & P+ (Macroscope Methodology) deployment on all sites of Arcelor Systems 2005 : CMMI level 3 Diagnostic

5. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège5 Background and scope Presentation Arcelor Systems - Région Centre - Site de Liège Standard reference for initiation & process definition  SW-CMM level 2 for project (since 2001)  CMM IT Services level 2 for application maintenance (TMA) (since 2004)

6. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège6 Background and scope Project and maintenance Arcelor Systems - Région Centre - Site de Liège ~ 60 projects & 30 engagements in maintenance per year ~ 100 people Average sw development project size : 160 md

7. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège7 Background and scope Technical Environments Arcelor Systems - Région Centre - Site de Liège Back Office GPAO, SCM Mainframe : Cobol, Cool:Gen Client/Server : C++ Web development

8. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège8 Agenda Background and Scope SPI Program –Objectives –Approach –Investment –Organization –Measurement –Quality Assurance –KPA deployment Improvement Status Success Factors and Weaknesses

9. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège9 SPI Program Objectives Increase Performance in terms of Budget, Time and Quality By (since QSpin collaboration)  2004 : CMM level 2  2005 : P+ Convergence  2006 : CMMI level 2&3 ???

10. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège10 SPI Program Approach KPA CMM L2 selection : RM, SPP, SPTO, SQA, “SCM” (SSM no applicable) Focus on sw projects Unique framework establishment (OPD-OPF Level 3) Process Group setup (OPD-OPF Level 3) Deployment on pilot projects (>120md, starting) Implementation for all projects (after 3 months) 2003 & 2004 : CMM L2 assessment 2005 : CMMI SE-SW L2&3 diagnostic

11. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège11 SPI Program Investment Incremental investment Duration 2001 - 2003 : CMM principles introduction, Basic procedures 2003 - 2004 : framework processes initialization and definition 2004 - 2005 : practices implementation and deployment

12. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège12 SPI Program Investment Actors Quality Officers KPA owner Senior Management implication Process Engineer Correspond to market average = 5%

13. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège13 SPI Program Organization SPI Directeur Responsables de Domaine Méthode et Process Local (Ingénieur Process) SEPG Méthode et Process Local Responsables KPA (Ingénieur Process)

14. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège14 SPI Program Measurement PI Indicators -Deployment -# practices/project -# projects/(practices deployed) -# (practices approved)/project by QA -KPA performance -Milestone variance -Requirement stability -Global performance -Time & Budget

15. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège15 SPI Program Measurement QA Indicators -Deployment : -QA in project portfolio -QA coverage on global project’s budget -Performance -% QA charges -Non-conformity : closed vs open ratio

16. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège16 SPI Program Quality Assurance Activities

17. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège17 SPI Program Quality Assurance - NC Follow-up

18. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège18 SPI Program Quality Assurance Tool

19. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège19 SPI Program KPA Deployment Support (Intranet)

20. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège20 Agenda Background and scope SPI Program Improvement Status Success Factors and Weaknesses

21. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège21 Improvement Status Common practices acquired : –SW documentation –Project Plans –better requirement management and project control –testing process –metrics, size estimation (by object) –document reviews –risk management Less dependent on resource competencies Mentality Changes Framework & Library

22. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège22 Agenda Background and Scope SPI Program Improvement Status Success Factors and Weaknesses

23. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège23 Success Factors and Weaknesses Strengths Dedicated permanent QA team facilitates process institutionalization SPI & SEPG implementation (framework evolution, CCB, improvement management) Permanent coaching reducing the resistance to change Top Management decision and implication Use of a common langage and a common way to do things Improvement realizations verified by independent assessment

24. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège24 Success Factors and Weaknesses Improvement Opportunities Need for more adapted resources training Better ROI metrics More adherence of the mid-management to the PI Effort on PI communication to the rest of the company Investigation in better change management (HR) Correct understanding of the “non-conformity” concept Customers implication in the SPI Program

25. Quality & SPI Network QSpin 20/10/2005With agreement of A.S. Liège25 Questions ?