1. Road Map to CMM Implementation
NetSol’s Experience
Muhammad Furqan Khan
Manager Quality Engineering
NetSol Technologies (Pvt.) Ltd.

3. Contents Process, Capability & Maturity Road Map to CMM
Understand Need & Value of CMM
Initiate Software Process Improvement
Plan Process Improvement Activities
Build Infrastructure for Process Improvement
Build Process Assets & Rollout
Prepare Organization for Appraisals
Common Mistakes
Critical Success Factors
SPI Progress at NetSol

4. What is a Process?
Software process - a set of activities, methods, practices, and transformations that people use to develop and maintain software and the associated products (SEI-CMM)
"The Actual Process is what you do, with all its omission, mistakes, and oversights. The Official Process is what books say you are supposed to do"
Watts Humphrey
Many software companies fall face down while trying to force the Official Process - so much so that the Official Process lies buried in company archives. And the Actual Process is in no comparison with the Official Process
So there are two challenges that a software development firm faces. First, to come up with reliable, efficient and pragmatic Official processes. Second, to make these processes a part of the company's culture i.e. to make the Official process the same as the Actual Process.

5. Process in Organizational Context
Standards
The “operational definition” or
“acceptance criteria” for final &
interim products
Policy
The “laws” or “regulations” that
govern or constrain operation
Tools
Automated support needed to
implement the procedures
Training
Knowledge/skills required to
Use a procedure
Processes
Describe “what happens” within the
organization to build products that conforms
to the constraints
Procedures
Describe “how to” or step-by-step instructions
to implement process
Constrain the process
are implemented by
are supported by

6. Process Capability & Maturity
the range of expected results that can be achieved by following a software process
means of predicting the most likely outcomes to be expected from the next software project
Maturity
extent to which a specific process is explicitly defined, managed, measured, controlled, and effective
Maturity
a potential for growth in capability
indicates both the richness of an organization's software process and the consistency with which it is applied in projects throughout the organization
the software process is well understood
through documentation and training
continually being monitored and improved
capability of a mature software process is known
productivity and quality resulting can be improved over time through consistent gains in the discipline achieved by using its software process

7. Software Capability Maturity Model®
Continuously Improving Process
Optimizing
(5)
Unpredictable
Disciplined
Consistent
Predictable
Continuously
improving
Predictable Process
Managed
(4)
Standard Consistent Process
Defined
(3)
Disciplined Process
Repeatable
(2)
Initial
(1)

8. Software Capability Maturity Model®
Optimizing (5)
Process Change Management
Technology Change Management
Defect Prevention
Managed (4)
Software Quality Management
Quantitative Process Management
Defined (3)
Peer Reviews
Inter-group Coordination
Software Product Engineering
Integrated Software Management
Training Program
Organization Process Management
Organization Process Focus
Repeatable (2)
Software Configuration Management
Software Quality Assurance
Software Subcontract Management
Software Project Tracking & Oversight
Software Project Planning
Requirements Management
Initial (1)

9. Software Capability Maturity Model®
Maturity Levels
Process
Capability
Indicate
Key Process Areas
Contain
Goals
Achieve
Common Features
Organized by
Implementation or
Institutionalization
Address
Key Practices
Contain
Infrastructure or
Activities
Describe

11. Road Map To CMM Understand Need & Value of CMM
Initiate Software Process Improvement
Plan Process Improvement Activities
Build Infrastructure for Process Improvement
Build Process Assets & Rollout
Prepare Organization for Appraisals

12. Value of CMM® Two Fundamental Question
Why do software process improvement?
What is the impact on bottom line?
Will this give us competitive advantage?
Will the CMM help my organization improve?
What about other approaches?
Project Management Processes: A Problem
“Project management issue emerge as the main reasons for runaway projects.” (KPMG)
“The most software productivity and quality improvements today are management … driven.” (SRI International)

13. Value of CMM® The Bottom line
Software process improvement should be done to help the business-not for its own sake
Improvement means different things to different organizations
What are your business goals?
How do you measure progress?
Improvement is a long term, strategic effort
CMM addresses management processes
CMM-based SPI has been broadly adopted

14. Value of CMM® Possible Impacts Include
Significant improvements in performance
quality
productivity
cycle time
predictability
Increasing
Visibility into organization performance?
Predictability of results?
Staff morale?
Product performance?
Ability to manage complexity?
Visibility of business value?
How do you know whether these attributes are increasing or not?
What measurements are currently in place in your organization?

15. Value of CMM®
Cost performance by maturity level

16. Value of CMM®

17. Initiate Process Improvement
Prerequisites
Identify business drivers
Gain senior management support
Ensure there are no hidden agenda
Make it clear you are improving Processes not People
Set realistic expectation
Ensure readiness & willingness to improve
Principles
Improvement direction must start at the top
Fix the process not the people
Everyone must be involved in the improvement process
Effective improvement requires knowledge of current practices
Improvement is continuous
Improvement requires investment
Use external help to reduce risk
Areas to Focus
People & culture
People need a reason to change
Communication
change without communication is driving without roads
Management Commitment
Support, resource availability, time allocation
Planning
Tools & Processes
Need for Continuous Improvement
Because of changing environment
Customer
Technology
People

18. Initiate Process Improvement
Principles
Improvement direction must start at the top
Fix the process not the people
Everyone must be involved in the improvement process
Effective improvement requires knowledge of current practices
Improvement is continuous
Improvement requires investment
Use external help to reduce risk

19. Initiate Process Improvement
Areas to Address
People & culture
People need a reason to change
Communication
change without communication is driving without roads
Management Commitment
Support, resource availability, time allocation
Planning
Tools & Processes
Need for Continuous Process Improvement
Because of changing environment
Customer
Technology
People

20. Planning Process Improvement
Understanding of the Problem
Resource Availability
Credibility of Plan
Direction
Focus
Measures
A documented diagnosis and recommendations
Fundamental Plans
Business plans
Organizational improvement plan

21. Build Infrastructure Management Steering Group (MSG)
Dedicated Quality Engineering Function
CMM Implementation Group (CIG) (or SEPG)
Process Action Teams (PATs)
Project Coordinators
Improvement Assets
Improvement Culture

23. Build Process Assets Key Modes of Process Representation Process Model
A detailed, formalized representation
Often in graphical notation
Primary users: process engineers
Primary use:process engineering
Process Guide
A structured, work-flow oriented process reference
Primary users: process participants
Primary use: enactment support

24. Build Process Assets Notation/Language examples Process Models
ETVX
IDEF0
Statemate®
Flowcharts
DFDs
Activity Networks
Process Guides
Structured Text
Templates/Forms
Decision Trees/Tables
Checklists

25. Build Process Assets Principal Entity Classes
Activities what happens & how it is done
Artifacts what things are used & produced
Agents who (or what) does it

26. Build Process Assets Principal Entity Classes Entity Description
Attributes for each entity
Name, purpose, description, skills, etc.
Entity Aspects
Relationships
Within entity class
Among entity classes
Behavior

27. NetSol’s Standard Software Process
SQA Plan
SQA Reporting
SQA Audit
SQA Reviews
Independent inspection of work products
Software Quality Assurance Activities
Controlled by
Configuration Management Activities
Management Activities
Software development Activities
Business Modeling
SCM Plan
Define PDSP
RS Development
Baselining
Planning
Integrated with
FS & Design
Change Management
Monitor/Control
Coding
Testing
Closure
Status Reporting
Deployment
SCM Audit
Supported and guided by
& Org. Structure, Roles Responsibilities
Organizational Policies
Process Asset Database
Training
Peer Reviews
Other periodic
& event driven
Reviews

28. NSSP Mapping to CMM Processes
ISM
SPP
SPTO
Integrated with
Management Activities
Define PDSP
Planning
Monitor/Control
Closure
Controlled by
Configuration Management Activities
SCM Plan
Baselining
Change Management
Status Reporting
SCM Audit
Software development Activities
Business Modeling
RS Development
FS & Design
Coding
Testing
Deployment
Independent inspection of work products
Software Quality Assurance Activities
SQA Plan
SQA Reporting
SQA Audit
SQA Reviews RM
SPE
SQA IC
Supported and guided by
& Org. Structure, Roles Responsibilities
Organizational Policies
Process Asset Database
Training
Peer Reviews
Other periodic
& event driven
Reviews
OPF
OPD TP PR

29. Prepare for Appraisal Why Assess? Goals for CBA-IPI Assessment Phases
Assessment Participants
Data Sources
Data Consolidation
Rating

30. Why Assess?
Business needs derive the requirements for process improvement and assessment
Business goals for process improvement are usually related to
reducing costs
improving quality
decreasing time to market
Fundamental assumption:
costs, quality, & schedule are largely determined by
the development process
An “Appraisal” is an expert or official valuation of something. A “CMM-based Appraisal” (CBA) is an appraisal that uses CMM as a basis for appraising software processes
SCE V3.0 is an appraisal method for organizations to evaluate their own or another organization’s processes using a reference model(s)
CBA-IPI V1.1 is an appraisal method for assessing internal processes relative to SW-CMM and initiate CMM based improvement activities
SW-CMM® Appraisals
Business needs drive the requirements for process improvement & assessment
Business goals for process improvement are usually related to:
Reducing costs
Improving quality
Decreasing time to market
Fundamental assumption: costs, quality, and schedule are largely determined by the development process
SW-CMM® Appraisals - Principles
Start with a process reference model
Use a formalized assessment process
Involve senior management as sponsors
Focus assessment on sponsor’s business goals
Observe strict confidentiality and non-attribution
Approach the assessment collaboratively
Focus on follow-up actions

31. Goals for CBA-IPI
Provide an accurate picture of existing software processes relative to reference model ; e.g. SW-CMM®
Provides a baseline of organization’s capability
Provides strengths & weaknesses relative to the CMM
Provides findings to guide planning future process improvement activities
Support, enable, and encourage an organization’s commitment to software process improvement

32. Assessment Phases Plan & Prepare Conduct Report Results
training, briefing, questionnaire, document review
Conduct
data collection, consolidation, rating
Report Results
draft findings, final findings, recommendations

33. Assessment Participants
Sponsor
business goals, commitment & support, scope definition
Lead Assessor
qualified, plan, organize & manage assessment
SEPG & Other Members
SEPG helps above two, librarian, site coordinator
Assessment Team Members
meet selection criteria, opinion leaders, being trained
Assessment Participants
follow schedule of participation

34. Data Sources Documents Instruments Interviews Presentations
organization, project, & implementation level
Instruments
maturity questionnaire
Interviews
project leaders, middle manager, functional area representatives
Presentations
participants presentation, draft finding presentation

35. Data Consolidation
Information that has been seen & heard is consolidated into observations that the team determines through consensus are:
accurate
corroborated by at least two independent sources
valid (consistent with each other)
Sufficient data must be collected for each key practice to cover the CMM scope, the organization scope, and the software life cycle

36. Rating
Rating is done for each goal for each key KPA within assessment scope. If all goals are satisfied, the KPA is “satisfied”
If one goal is unsatisfied, the KPA may be rated “partially satisfied” however, this is unsatisfied to maturity rating
If all KPAs within a maturity level are satisfied and all KPA satisfied within each maturity level below it, then a maturity level rating is “achieved”

37. Common Mistakes No Link Between Business & Improvement
The Level 3 Syndrome
Lack of Measurement
Lack of Change Agent
Communication Gaps
Enforcing Maturity by Contract
Maturity Arrogance

38. Critical Success Factors
Understand the Context First
Establish Senior Management Commitment
Quantify Business Goals
Identify Process Improvement Approach
Establish an Agreed Assessment & Training Schedule
Identify Gaps & Action Plan for Closure
Manage Expectation by Effective Communication
Track Progress & Issues Effectively
Measure Change
Plan for Internal Assessment Prior to External

39. Road Map to CMM Past: Present Future
First ISO 9001 Certification – Dec 1998
CMM Initiative – April 2000
CMM Level 2 Rating – Mar 2002
CMM Level 3 Pre-Assessment – Mar 2003
CMM Level 3 Rating – Jul 2003
Present
Level 4 Implementation – In-progress
Internal Assessment CMM Level 4 – Dec 2003 (Planned)
Future
CMM Level 4 Assessment – Planned
CMM Level 5 Assessment – Planned

41. Thank You