1. © Telelogic AB 1 Helping CMMI Adoption and Return on Investment With Integrated Lifecycle Solutions Dominic TAVASSOLI Director of Product Marketing

2. © Telelogic AB 2 Development process challenges Producing more quality software with less –Maintain quality level and number of simultaneous projects –Limited resources Increasing Complexity –Embedded software everywhere (cars, phones…) –e-Business, Intranet… –Reliability, performance… Team structure is also complex –Distributed team on the same project Geography, time zones, language, culture… –Offshore development –Need foolproof Communication & Collaboration

3. © Telelogic AB 3 What's a process? A process is a set of practices performed to achieve a given purpose –May include tools, methods, materials, and/or people. “The quality of a product is largely determined by the quality of the process that is used to develop and maintain it.” –Underlying premise of process improvement Process improvement… –To make the most of your human resources "Work smarter, not more" –Optimize software tool usage Tools should support a process

4. © Telelogic AB What is a CMM? Software Engineering Institute's Capability Maturity Model –How do you evaluate a software company? –Origin back in 1983, first version 1991, v1.2 in 2006 A reference model of mature practices All work is viewed as "processes" Each level consists of key process areas e.g. CM at level 2 –Incremental process improvement –List of steps to ensure you build & master your processes “All models are wrong, but some are useful.” -George Box http://www.sei.cmu.edu/cmmi/products/models.html Capability Maturity Model®, CMM®, CMM Integration, and CMMI are service marks and registered trademarks of Carnegie Mellon University

5. © Telelogic AB 5 Demonstrated success 0 % -140% Without Historical DataWith Historical Data Variance between + 20% to - 145%Variance between - 20% to + 20% (CMM levels 1 & 2)(CMM level 3) Actual project effort vs. predicted (Based on 120 projects at Boeing Information Systems) Ref.: John D. Vu. “Software Process Improvement Journey:From Level 1 to Level 5.” 7th SEPG Conference, San Jose, March 1997. Improved planning, predictability +140%

6. © Telelogic AB 6 CMMI Performance results - 2005 Improvements measured and reported by CMMI-assessed organizations: Productivity: 67% Quality: 50% Schedule: 37% Cost: 20% Customer Satisfaction: 14% Mean Return on Investment measured = 4.8 : 1 –Varies from 2:1 to 27.7:1! © 2006 by Carnegie Mellon University

7. © Telelogic AB What's the CMMI ? The SW-CMM model (Software CMM) was a victim of it's own success –Creation of many derived models (Systems engineering, human resources…) –Hard to know which to implement CMMI was introduced in 2000 (I as in "integrated") –Integrating the better elements of all models –Feedback from over 20 years usage & + 5000 organizations –Two representations of the model Formal assessments and certification –Not military-specific! –Of the 878 organizations assessed in 2005 by the SEI, 64% were Commercial/In-House

8. © Telelogic AB 8 Staged ML 1 ML2 ML3 ML4 ML5...for an established set of process areas across an organization Continuous...for a single process area or a set of process areas PA Process Area Capability 0 1 2 3 4 5 PA Two CMMI models ML: Maturity levels

9. © Telelogic AB 9 Maturity levels Unpredictable process, little control, reactive Process per project, often reactive Organization standard process, consistent and proactive Process driven and measured, predictable Continual process improvement Optimizing Quantitatively Managed Defined Initial Managed 1 2 3 4 5 "If you master your process, you'll reduce risk and improve productivity"

10. © Telelogic AB 10 Process Areas by Maturity Level Organizational Innovation and Deployment Causal Analysis and Resolution 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed Continuous process improvement Quantitative management Process standardization Basic project management Organizational Process Performance Quantitative Project Management Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Risk Management Decision Analysis and Resolution Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management 1 Initial Process AreasLevel Focus

11. © Telelogic AB 11 CMMI Process Areas Engineering –Requirements Management –Requirements Development –Technical Solution –Product Integration –Verification –Validation Support –Configuration Management –Process and Product Quality Assurance –Measurement and Analysis –Causal Analysis and Resolution –Decision Analysis and Resolution Project Management –Project Planning –Project Monitoring and Control –Supplier Agreement Management –Integrated Project Management –Risk Management –Quantitative Project Management Process Management –Organizational Process Focus –Organizational Process Definition –Organizational Training –Organizational Process Performance –Organizational Innovation and Deployment

12. © Telelogic AB 12 Requirements Management Purpose: –Manage the requirements of the project’s product and product components and identify inconsistencies between those requirements and the project’s plans and work products. Key practices: –Obtain an Understanding of Requirements –Obtain Commitment to Requirements –Manage Requirements Changes –Maintain Bidirectional Traceability of Requirements –Identify Inconsistencies between Project Work and Requirements

13. © Telelogic AB 13 Capturing requirements in a central repository Capabilities: Intuitive system for capturing business and system requirements Automatic traceability of requirements throughout the project Process for managing changes to requirements and making impact analysis History and baselines to control scope creep Benefits: Confidence that all requirements are fulfilled Confidence that every effort fulfils a requirement Simplified maintenance of final system Focused development resources

14. © Telelogic AB 14 Requirements Development Purpose: –Produce and analyze customer, product, and product-component requirements. Key practices: –Develop Customer Requirements –Develop Product Requirements –Analyze and Validate Requirements

15. © Telelogic AB 15 Requirements Development Develop Customer Requirements Product Requirements Develop Product Requirements Analyze and Validate Requirements Validated Requirements

16. © Telelogic AB 16 End-to-end visual traceability User ReqtsTechnical ReqtsTest CasesDesign

17. © Telelogic AB 17 Developing Customer Requirements Organizations need a critical layer of customer need capturing, prioritization, decision-making, and release planning capabilities Market Conditions Competitive Information Technology Drivers Cost vs. Value Features

18. © Telelogic AB 18 Requirements Analysis Visual requirements modeling –Simple and powerful way to communicate with customers and end users. –Helps clarify requirements –Scenarios and use-cases Increases communication and collaboration across all stakeholders –Consistency & navigation Traceability to technical solution ‘A picture is worth a thousand words’

19. © Telelogic AB 19 What if… the requirements change? Reduce the manual effort of managing an evolving set of requirements Reduce confusion Ensure nothing is missed Manage project confidently Suspect links to be checked

20. © Telelogic AB 20 Technical Solution Purpose: –Design, develop, and implement solutions to requirements. –Solutions, designs and implementations encompass products, product components, and product related life-cycle processes either singly or in combinations as appropriate. Key practices: –Select Product-Component Solutions –Develop the Design –Implement the Product Design

21. © Telelogic AB 21 One Common Visual Language – UML / SysML RequirementsSpecificationDesign & implement

22. © Telelogic AB 22 Modeling the technical solution with UML & SysML High-speed visual systems and software engineering Based on industry-standard visual language Simulation to verify functionality Automatic generation of final applications Benefits : Improved productivity by solving problems at a higher level Better quality by automating manual and error-prone activities Improved communication and simplified project management Protection of investments by using standardized languages Encourage re-use

23. © Telelogic AB 23 Requirements-driven development Drive development from requirements Complete traceability from needs to product –Communication & visibility –Clear priorities –Impact analysis Better project control –Avoid unnecessary or inadequate development –Confidence in cost & schedule –Building "on-demand" configurations

24. © Telelogic AB 24 Verification versus Validation Verification –Ensure that selected work products meet their specified requirements. –Did you build the product right? –That is, did you meet the requirements specification? Validation –Demonstrate that a product or product component fulfills its intended use when placed in its intended environment –Did you build the right product? –That is, did you meet the operational need?

25. © Telelogic AB 25 Aligning Requirements and Tests

26. © Telelogic AB 26 Configuration Management Purpose: –Establish and maintain the integrity of work products using configuration identification, configuration control, configuration status accounting, and configuration audits. Key practices –Establish Baselines –Track and Control Changes –Establish Integrity

27. © Telelogic AB 27 Going beyond basic CM: reaching the ROI Capabilities: CM is also your development team process backbone for coordinating changes, versions and configurations Enterprise-wide support for distributed teams Automation of manual and mundane activities Benefits: Increased quality of applications Higher confidence in schedules and costs Increased efficiency of development resources Better synchronization of distributed teams *Source: Yphise Report 2003

28. © Telelogic AB 28 Building traceability automatically Developers indicates the context of the changes they are about to make, automating Just select in the To-Do list Development activities are automatically related to customer needs, latest decisions and priorities. Implementation Requests Tasks Objects Implementation

29. © Telelogic AB 29 Round-trip traceability Confirm planned features and bug fixes were implemented. Determine partially implemented changes, or changes assigned but not included. Invaluable to all team members Deliver stable, documented releases frequently & efficiently

30. © Telelogic AB 30 Purpose: –Provide staff and management with objective insight into processes and associated work products. Key practices: –Objectively Evaluate Processes and Work Products –Provide Objective Insight Process and Product Quality Assurance

31. © Telelogic AB 31 Objective Quality assessment Automated Quality Assessment while reducing key resource usage: –Automated Coding Rule Checking –Code Audit, Quality Evaluations –Graphical Code Views –Structure-based Testing –Test Coverage Analysis

32. © Telelogic AB 32 Purpose: –Identify causes of defects and other problems and take action to prevent them from occurring in the future Key practices: –Determine Causes of Defects –Address Causes of Defects Casual Analysis and Resolution

33. © Telelogic AB 33 Enterprise Change Management Repeatable, documented, reliable process Workflow and Process Automation Cross Platform Support Reporting and Querying Change Metrics and Graphics Generation of Project Performance Web Based for Ease of Use and Enterprise-wide Adoption Requirements Change Defect/Test Tracking Issue Change Control Software Configuration & Build Management Activity/Task Management

34. © Telelogic AB 34 Integrated Defect Management Process Development Change Request Process ReconsiderRework Task(s) Create Objects Implementation QA Defect Process AcquireSynchronization

35. © Telelogic AB 35 ECM: Change Control Board List of changes to be reviewed Review and decisions

36. © Telelogic AB 36 Measurement and Analysis Purpose: –Develop and sustain a measurement capability that is used to support management information needs. Key practices: –Align Measurement and Analysis Activities –Provide Measurement Results

37. © Telelogic AB 37 Navigate Quickly to Trouble Areas Measurement & analysis to help with compliance and assessment Quickly drill through information to find projects that require attention Filter projects by status to list just the ones under-performing

38. © Telelogic AB 38 Project Monitoring and Control Purpose: –Provide understanding into the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan. Key practices: –Monitor Project Against Plan –Manage Corrective Action to Closure

39. © Telelogic AB 39 Manage By Exception Quickly spot troubled areas, assess and correct issues during the project lifecycle Automatically evaluate collected/analyzed data against all rules and targets Color-coded status and alert emails

40. © Telelogic AB 40 Monitor Project Against Plan Project plans based on requirements –Ensure all project goals (requirements) are planned and resourced –Enable assessment of the impact of requested changes on the plan –Enable assessment of the impact of schedule or resource changes on the requirements Requirements Project Plan

41. © Telelogic AB 41 CMMI Process Areas Engineering –Requirements Management –Requirements Development –Technical Solution –Product Integration –Verification –Validation Support –Configuration Management –Process and Product Quality Assurance –Measurement and Analysis –Causal Analysis and Resolution –Decision Analysis and Resolution Project Management –Project Planning –Project Monitoring and Control –Supplier Agreement Management –Integrated Project Management –Risk Management –Quantitative Project Management Process Management –Organizational Process Focus –Organizational Process Definition –Organizational Training –Organizational Process Performance –Organizational Innovation and Deployment

42. © Telelogic AB 42 Organizational Training Purpose: –Develop the skills and knowledge of people so they can perform their roles effectively and efficiently. Key practices: –Establish an Organizational Training Capability –Provide Necessary Training

43. © Telelogic AB 43 Reducing training costs and increasing adoption CM systems can now be automated for casual users Web interfaces can make adoption a lot easier for enterprise users Removes user errors of manual operations Greatly improves adoption and acceptance Minimal training and cost of implementation

44. © Telelogic AB 44 Process Management Organizational Process Focus –Plan and implement organizational process improvement based on a thorough understanding of the current strengths and weaknesses of the organization’s processes and process assets. Organizational Process Definition –Establish and maintain a usable set of organizational process assets. Organizational Process Performance –Establish and maintain a quantitative understanding of the performance of the organization’s set of standard processes Organizational Innovation and Deployment –Select and deploy incremental and innovative improvements that measurably improve the organization’s processes and technologies.

45. © Telelogic AB 45 Define and Validate Your Processes Business process models enable you visualize roles and tasks to coordinate the development team Validate and improve Traceability to descriptions Make available over the organization’s Intranet

46. © Telelogic AB 46 Develop and Deliver Processes Eclipse Process Framework (EPF) –Composer - Tool for authoring, configuring and publishing processes, guidelines, checklists and templates –OpenUP – an exemplary process that is suitable as-is for small co-located teams or can be extended using Composer

47. © Telelogic AB 47 Best practices for process improvement Today’s best practices help implement CMMI processes and achieve a return on investment –Requirement Driven Development –Enterprise Change Management –Complete integration with Requirements management, Testing, Project Management –Out-of-the-box, automated processes –Process modeling & simulation

48. © Telelogic AB 48 Trace Your Processes Back to the CMMI for Compliance Links to processes and process steps that implement these CMMI goals

49. © Telelogic AB 49 Application Lifecycle Management Metrics & Analysis Project Monitoring & Control Requirements Change Management Verification & Validation Configuration Management Quality Assessment Technical Solution

50. © Telelogic AB 50 System Architect Enterprise Architecture & Business Process Focal Point Product, Portfolio & Requirements Management DOORS Requirements & Test Management Synergy Configuration & Build Management TAU Visual Design, Implementation & Test Change Change Process & Workflow Telelogic Lifecycle Solutions Token-based licensing delivers access to the Telelogic suite Dashboard Metrics and monitoring Logiscope Quality Assurance Rhapsody & Statemate Embedded Systems & Software Development

51. © Telelogic AB 51 Achieving benefits with the CMMI Productivity –TATA Consultancy Services –Over 250% improvement in productivity over five quarters as the organization progressed toward and achieved CMMI maturity lvl 5 Cost –DB Systems GambH –Costs dropped 48 percent from a baseline prior to SW-CMM maturity level 2 as the organization moved toward CMMI maturity level 3 Schedule –General Motors –Percentage of milestones met improved from approximately 50% to approximately 85% following organization focus on CMMI http://www.sei.cmu.edu/cmmi/results

52. © Telelogic AB 52 Achieving benefits with the CMMI Quality –JPMorgan Chase –80% reduction in post release defects as the organization moved from SW-CMM lvl 1 to CMMI lvl 3 (40%, then 50%) Customer satisfaction –Lockheed Martin Management and Data Systems –Increased award fees by 55% between SW-CMM lvl 2 and CMMI lvl 5 Return on Investment –Raytheon Corporation –6:1 ROI in a CMMI maturity level 3 organization http://www.sei.cmu.edu/cmmi/results

53. © Telelogic AB 53 CMMI Adoption and ROI The CMMI is today’s most popular path to process improvement Integrated lifecycle solutions can facilitate deployment of best practices across the organization, helping organizations reach a faster ROI Telelogic has an integrated lifecycle solution portfolio combining both requirements driven development and actionable architecture that helps you implement best practices to reach CMMI levels, while achieving tangible benefits and a clear return on investment.

54. © Telelogic AB 54 Thank you! Q & A Dominic.Tavassoli@telelogic.com