1. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-1 Understanding the CMMI

2. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-2 Topic Outline Scope and purpose of the CMMI Activities that support the purpose of a given process area How Quality Management (QM) relates to CMMI QM goals Behavior exhibited by a high- maturity organization What the Software Engineering Institute (SEI) expects Friends Romans Lend Me Your Ears

3. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-3 CMMI: A Process Maturity Model Project and Organization Project Execute Process MeasureControlDefine Improve

4. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-4 Process Areas Six Engineering process areas 2 – Requirements Management (REQM) 3 – Requirements Development (RD) 3 – Technical Solution (TS) 3 – Product Integration (PI) 3 – Verification (VER) 3 – Validation (VAL) Staged Maturity Level

5. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-5 Process Areas (cont.) Six Project Management process areas Basic 2 – Project Planning (PP) 2 – Project Monitoring and Control (PMC) 2 – Supplier Agreement Management (SAM) Advanced 3 – Integrated Project Management (IPM) 3 – Risk Management (RSKM) 4 – Quantitative Project Management (QPM) Staged Maturity Level

6. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-6 Process Areas (cont.) Five Support process areas Basic 2 – Configuration Management (CM) 2 – Process and Product Quality Assurance (PPQA) 2 – Measurement and Analysis (MA) Advanced 3 – Decision Analysis and Resolution (DAR) 5 – Causal Analysis and Resolution (CAR) Staged Maturity Level

7. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-7 Staged Maturity Level Process Areas (cont.) Five Process Management process areas Basic 3 – Organizational Process Focus (OPF) 3 – Organizational Process Definition (OPD) 3 – Organizational Training (OT) Advanced 4 – Organizational Process Performance (OPP) 5 – Organizational Innovation and Deployment (OID)

8. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.1 Measurement and Analysis Purpose To develop and sustain a measurement capability that is used to support management information needs. – CMMI V1.2

9. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.1 SG 1: Align Measurement and Analysis Activities Measurement objectives and activities are aligned with identified information needs and objectives. SG 2: Provide Measurement Results Measurement results that address identified information needs and objectives are provided. – CMMI V1.2 MA Specific Goals

10. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.1 MA Goal Overview PA: Measurement and Analysis (MA) Procedures; Tools MA SG 1: Align Measurement and Analysis Activities MA SG 2: Provide Measurement Results Measurement repository OPD Delivered reports PMC Business information needs RDPPPMC

11. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.1 MA Goal 1 Detail PA: Measurement and Analysis (MA) MA SG 2: Provide Measurement Results MA SG 1: Align Measurement and Analysis Activities Measurement objectives Procedures; Tools Establish Measurement Objectives 1.1 Specify Measures 1.2 Specify Data Collection and Storage Procedures 1.3 Measurement specifications Business information needs QPM Specify Analysis Procedures 1.4

12. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.1 MA Goal 2 Detail PA: Measurement and Analysis (MA) MA SG 2: Provide Measurement Results MA SG 1: Align Measurement and Analysis Activities Indicators Analyze Measurement Data 2.2 Collect Measurement Data 2.1 Measurement repository Measures Delivered reports Communicate Results 2.4 Procedures; Tools CM Store Data and Results 2.3

13. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-13 Fundamental Premise Quality of products is largely determined by the quality of the processes used to develop the products

14. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-14 Quality and Performance Objectives Achieving objectives depends on successfully establishing an infrastructure that enables and encourages all people in an organization to propose potential improvements Improvement proposals are systematically gathered and addressed Pilots are conducted to evaluate significant changes Best practices and lessons learned are collected and shared

15. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-15 Quantitative Management Adapts and applies proven process and QM principles to software-intensive systems Defines, manages, and controls quality of software processes and work products, so that – Processes perform as expected – Products conform to customer, project, and organizational requirements Depends on collection and analysis of appropriate measures Relies on coordination of analysis results across the organization to maximize knowledge Supplements traditional project management measurements Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.

16. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-16 Quantitative Management Process Organizational Assets Goals Models Historical Problems Historical Process Performance Quality and Performance Planning Product Quality Measures Quality Management QM Plan Process Control Process Performance Measures QM Plan Project Management Project Plan Project Assets Customer Needs Performance Rqmts Resources Measurement Definitions QM Plan Project Organization Owner Feedback for future planning Indication for Quality Correction Indication for Process Adjustment Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.

17. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-17 Quantitative Management Elements Quality and performance planning – Process performance requirements – Product quality requirements Quality management – Predicting achieved quality – Projecting outcomes Measurement – Measuring achieved performance Process control – Predicting process performance – Investigating unusual variation Project management – Taking corrective actions Organizational analysis – Developing models – Analyzing trends Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.

18. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-18 Terms and Definitions Quality – Economical conformance to requirements* – Meet needs of customer and user Process – Logical organization of people, materials, energy, equipment, and procedures into work activities designed to produce a specified end result ** – Many dimensions: Level, scope, type Process level – Organization: One or more standard process models with supporting assets (e.g., process element descriptions) – Project: Result of tailoring the organization’s process to achieve the goals of a specific project * Source: Crosby, Philip B. Quality is Free. New York: McGraw-Hill, 1980. ** Source: Pall, Gabriel. Quality Process Management, 1987.

19. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-19 Historical Transition From people control – Minimum time, effort, and procedures for every task can be defined – Time and motion studies are used to ensure optimization – Process outcomes are deterministic Failure is due to worker inattention To process control – All processes, including engineering processes, have variation – Performance can be improved by understanding and managing variation – Process outcomes are probabilistic Failure is due to process issues Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.

20. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-20 Characteristics of QM Focuses on the techniques that provide business value Integrates well-understood quality planning and process and QM techniques (e.g., Six Sigma) Supported by a systematic program of guidebooks, training, and workshops Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.

21. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-21 Quantitative Project Management Purpose To quantitatively manage the project’s defined process to achieve the project’s established quality and process- performance objectives. – CMMI V1.2

22. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-22 SG 1: Quantitatively Manage the Project The project is quantitatively managed using quality and process-performance objectives. SG 2: Statistically Manage Subprocess Performance The performance of selected subprocesses within the project’s defined process is statistically managed. – CMMI V1.2 QPM Specific Goals

23. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-23 QPM Goal Overview PA: Quantitative Project Management (QPM) Subprocess performance Remedial actions QPM SG 1: Quantitatively Manage the Project PMC QPM SG 2: Statistically Manage Subprocess Performance Performance baselines OPP Selected subprocesses Organizational process performance objectives OPP Process performance models OPP Measurement repository OPD

24. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-24 QPM Goal 1 Detail PA: Quantitative Project Management (QPM) QPM SG 1: Quantitatively Manage the Project QPM SG 2: Statistically Manage Subprocess Performance Predictions of performance Subprocess performance Project performance objectives Remedial actions Defined process project * QPM SG 1 SP 1.3: Select the Subprocesses that Will Be Statistically Managed Organizational process performance objectives MA Establish the Project’s Objectives 1.1 SAM IPM Compose the Defined Process 1.2 RSKMMA Manage Project Performance 1.4 RSKM Selected subprocesses Select processes for SPC * 1.3 Process performance models

25. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-25 QPM Goal 2 Detail PA: Quantitative Project Management (QPM) QPM SG 2: Statistically Manage Subprocess Performance Measurement repository QPM SG 1: Quantitatively Manage the Project Selected subprocesses Measures & techniques Subprocess performance * QPM SG 2 SP 2.2: Apply Statistical Methods to Understand Variation ** QPM SG 2 SP 2.3: Monitor Performance of the Selected Subprocesses MA Select Measures and Analytic Techniques 2.1 OPD MA Understand process variation * 2.2 PMC Remedial actions process Process capability measures Statistical management data Monitor process performance ** 2.1 MA Record Statistical Management Data 2.4 Statistical control data Performance baselines

26. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-26 Organizational Process Performance Purpose To establish and maintain a quantitative understanding of the performance of the organization’s set of standard processes in support of quality and process-performance objectives, and to provide the process performance data, baselines, and models to quantitatively manage the organization’s projects. – CMMI V1.2 SG 1: Establish Performance Baselines and Models Baselines and models that characterize the expected process performance of the organization’s set of standard processes are established and maintained. – CMMI V1.2

27. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-27 OPP Goal Overview PA: Organizational Process Performance (OPP) Organizational process performance objectives QPM Organizational process objectives OPF Standard processes OPD OPP SG 1: Establish Performance Baselines and Models Process performance models OIDQPM

28. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-28 OPP Goal 1 Detail PA: Organizational Process Performance (OPP) OPP SG 1: Establish Performance Baselines and Models Selected subprocesses from organization’s standard processes Process performance models Organizational process performance objectives Organization’s standard measures Establish quantitative objectives * 1.1 Establish Process Performance Models 1.5 * OPP SG 1 SP 1.3-1: Establish Quality and Process-Performance Objectives Organizational process objectives Organization’s standard processes Organizational process performance baselines MA Establish Process Performance Baselines 1.4 MA Establish Process Performance Measures 1.2 DAR Select Processes 1.1

29. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-29 Performance Measurement Common measures are used to capture the actual performance of processes and products in individual projects Measurements are analyzed to establish a distribution and range of results Results characterize the expected performance of the process when used on any individual project in the organization

30. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-30 Organizational Process Performance Measures, data, and analytic techniques for processes and products enable you to Determine whether the processes are consistent, stable, and predictable Identify processes that perform within consistent bounds and across process implementation teams Establish criteria for identifying whether a process or process element should be statistically managed Identify processes that show unusual, sporadic, or unpredictable behavior Identify any aspects of the processes that can be improved in the organization's set of standard processes Identify best practices

31. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-31 Intent of CMMI Level 4 Organizational and customer needs are quantified A quantitative understanding of the product and process exists – Process capability: range of expected results – Process performance: actual results achieved Statistical methods are applied Special causes of process variation are eliminated to stabilize process performance Product quality is measured throughout the lifecycle and compared to expected results

32. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-32 So What Does Level 4 Mean? Process Selected process elements are quantitatively understood and stabilized Sources of individual problems are understood and eliminated People Strong sense of teamwork exists within each project Measurement Data definition and collection are standardized across the organization Data are used to understand the process quantitatively and stabilize it Technology New technologies are evaluated on a quantitative basis Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.

33. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-33 Cultural Change Is Required Organization is different when operating at Level 4 Level 4 is process and product measurement (builds on Levels 2 and 3, project measurement) Measuring and analyzing change behavior – Management by numbers, not by “fire fighting” – Drive out fear Use measurement to monitor and change process, not to threaten people* Organizational changes need to be managed Address changes with change management techniques Management requires new skills and experimental approach * Source: Deming, W. Edwards. Out of the crisis: quality, productivity and competitive position. Cambridge: Cambridge University Press, 1982.

34. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-34 Why Are Levels 4 and 5 Difficult? Organization must set quantitative business goals – Levels 2 and 3 focused on generalized improvement – Levels 4 and 5 results are maximized by goal-driven improvements Requires a paradigm shift – Levels 2 and 3 achieved through conformance – Levels 4 and 5 require initiative and creativity Change in management focus – Levels 2 and 3 focus on project measurement – Level 4 introduces process and product measurement – Levels 4 and 5 seek to understand organizational performance New skills are required – Levels 2 and 3 document existing skills – Levels 4 and 5 require new measurement and statistical skills Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.

35. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-35 What Are the Differences in Behavior? At Levels 2 and 3... Management reacts – Conducts comparative rather than internal analysis – Manages to specifications – Does not understand process capability Measurement program – Data available for decision makers – Data analyzed at project level – Data quality often still a concern At Levels 4 and 5… Management anticipates – Predicts results of critical processes – Manages process variation and product quality – Evaluates outcomes relative to capability Measurement program – Data used for decision making – Data analyzed at organizational and project levels Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.

36. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-36 QM Resulting Capability Process is predictable because the process is measured and operates within known limits – Capability can be computed QM allows for predictive trends in process and quality within quantitative bounds and allows for corrective action when limits are exceeded Products are created with predictably high quality Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.

37. Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean Thinking, Six Sigma  and CMMI  Approach for Process Improvement Version 2.17-37 Topic Summary CMMI is a process maturity model incorporating quantitative and process management concepts Level 4 is more than measurement program enhancement – Selected process and product measurement data is used quantitatively to manage the project – Statistical methods must be used Organization needs to understand and nurture behavioral and cultural changes while providing required infrastructure and skills