1. Implementing the CMM Level 2 Creating Level 2 Structures Creating Level 2 Processes Creating a Level 2 Training Program Creating Level 2 Policies Subcontract Management

2. Creating Level 2 Structures The Structure of an organization gives Momentum to its activities. The right Structure – designed for adequacy and efficiency – can move a group well on the way toward predictability in output. -- Don Payne Senior Analyst, Lockheed-Martin Corp

3. What Kind of Structure Is Required? “A group is a collection of departments, managers, and individuals who have responsibility for a set of tasks or activities. A group could vary from a single individual assigned part-time, to several part-time individuals assigned from different departments, to several individuals dedicated full-time. Considerations when implementing a group include assigned tasks or activities, the size of the project, the organizational structure, and the organizational culture.” (Paulk et al, 1994) Watts’ “Managing the Software Process”

4. What Minimum Resources Are Required? People Funding Facilities Facilities Tools The CMM supports the idea of committed process improvement with Recommendations that call for the organization’s supporting each Project with adequate funding, people, facilities, and tools.

5. Supporting the Implementation of Level 2 Structure Presence on the project’s organizational chart Presence on operational/personnel charts Job descriptions Funding and budget allocation Staff assignment form

6. Evidence of Program Compliance KEY PROCESS AREA ARTIFACTS Requirement Management Staff assignment form, general organizational chart, Job description, budget allocation/capital account Project Planning Staff assignment form, general organizational chart, Job description, budget allocation/capital account Project Tracking And oversight Staff assignment form, general organizational chart, Job description, budget allocation/capital account Configuration Management Staff assignment form, general organizational chart, Job description, budget allocation/capital account Software Quality Assurance Staff assignment form, general organizational chart, Job description, budget allocation/capital account

7. Creating Level 2 Processes The heart of systems improvement lies in the activities that are conducted by way of published processes and procedures. There are key to staying on the improvement track and to knowing where you stand from project. It’s the practice of the methods that count and the practice is in the process. -- Seane Devenshire, Process Consultant

8. Look at Your Existing Processes Process Don’ts Your processes don’t have to be extensive. Your processes don’t have to be perfect Process Dos Your processes have to be documented. Your processes have to be followed.

9. What Processes Are Useful at Level 2 Requirement Management A process to bring documented requirements into the SEG and then manage them over the course of the project. Project planning Processes to create the project’s SDP and also to have it reviewed and approved. Estimating A series of processes that guide how members of the SEG estimate project planning variables: component size, work effort and costs, required resources, and schedule. Project Tracking A process used to govern the tracking and oversight responsibilities of software project management. It is the central process of Level 2. Configuration Management A process for the management of project work products, using some form of library management system to formally version control the practices. These products might include output such as source code, project plans, and change requests, among other things. Change Control A process to help govern how the Configuration Control Board manages, assesses, and approves requested project changes. Software Quality Assurance A process for the SQA analyst to use when monitoring and auditing project activities from a compliance standpoint. Executive reviewA process or procedure used by management to review the processes and policies in each of the CMM Level 2 KPAs periodically.

10. Build SEPG Staring From Level 2 The Software Engineering Process Group – SEPG is not required at Level 2. SEPG is a “law maker” in a software organization. If your goals is CMM Level 5, build the SEPG starting from Level 2

11. SEPG Mission Provide expertise on the current methodology Initiate, track, screen, install and evaluate new methods and technology to improve the software capability of the organization Move the current process to Level 5

12. Functions of SEPG Initiate and maintain the process improvement effort Consult with Project Manager about the Company Process Assess the organization’s current software process Develop and maintain the process database

13. SEPG Priorities Level 2 Does the SEPG have a plan for its work, a tracking system, and means to retain and control its work products? Level 3 Have the SEPG professionals established a basic framework for their own work, including standards, procedures, and a review program? Level 4 Does the SEPG measure the productivity and quality of its own work? Level 5 Do they regularly assess their own activities for improvement opportunities and incorporate them in their working process?

14. SEPG Personnel Expertise or knowledge in the current process Experience advocating new process techniques and tools Experience in several projects with different roles Knowledge of the software development environment Source: Software Engineering Institute 90-TR-24

15. Process Improvement Approach DOCHECK PLANACT Determine Effectiveness Implement System Change Define the Problem State Improvement Objectives Evaluate Collect Date Identify Possible Causes Of Problem Establish Baselines Test Changes Source: Software Engineering Institute 90-TR-24

16. Process Improvement Cycle Perform the process Set expectations Propose changes Analyze the Variance between Expectation And practice Plan the integration Assess the Current practice Implement The improvements

17. Process Improvement Cycle Set expectations Assess the current practice Analyze the variance between expectation and practice Propose changes that will reduce the variance and thereby improve process Plan the integration of the improvements into the existing process and update the process definition Implement the improvements Perform the process as it is now defined Start all over again Source: Software Engineering Institute 90-TR-24

18. Process Improvement Proposal (PIP) Support and encourage the use of PIPs Evaluate PIPs Ensure timely feedback to authors Ensure timely implementation of PIPs

19. Process Database: Definition Repository for data gathered on the software process and resulting products Used for: >> improving estimating accuracy >> analyzing productivity >> assessing product quality

20. Process Database: Purpose To indicate trends and long-term effects To experiment with definitions in order to arrive at a meaningful set To indicate trouble spots that are evident using defined measures To support a basis for estimates Not a way to point fingers at people or projects Source: Software Engineering Institute 90-TR-24

21. Process Database: Information Stored Size, cost and schedule data Product metrics Process metrics Source: Managing Software Process

22. Process Database: Reason Understanding: Data may be gathered as a part of a study to learn about a particular item or process Evaluation: The data may be used to determine if a process, product, or activity meets acceptance criteria Control: The data may be used to set limits and goals for activities Prediction: The data may be used to develop rate and trend parameters for project planning Source: Software Engineering Institute 90-TR-24

23. Technology Insertion A function of the SEPG is to recommend tools for tasks that are used often enough to be automated Handles installation, user assistance and interface with the tool supplier Provides or arranges for training before the tools and methods are installed for general use Source: Managing Software Process

24. Technology Insertion Process Obtain the technology Create in-house experts Draft guidelines for using the technology Tailor the training to the needs of project members Prepare the technology for use Provide the training Begin using technology Provide ongoing support Source: Software Engineering Institute 90-TR-24

25. Process/Project Consultation Provide assistance with current projects’ problems Decide what data to gather Help tailor the standard process to the project process Assist in the preparation of quality plans Serve as inspection moderators Advise on the priority areas for technology insertion Source: Managing Software Process

26. Education and Training Act as a focal point for process education >> Project Management Methods >> Software Design Methods >> Quality Management >> Design and Code Inspection Source: Software Engineering Institute 90-TR-24

27. Process Status and Assessment Goals for process improvement A comparison of actual process state to prior plans The status of the process improvement actions Identified problems and recommended corrective actions Recommended responsibilities for handling these actions Determine schedules for self-assessment Run self-assessment Provide feedback

28. Benefits of SEPG Improved (more disciplined) software process Increased visibility of the software process The SEPG is going to help you: >> Project consultation >> Project Process Customization >> Process Database >> Project/Process Data Analysis >> Process Improvement >> Standards/Guidelines Developments

29. Evidence of Program Compliance Key Process Area Artifacts Requirement Management Staff assignment form, RM analysis report, requirements documents, requirements measurements Project Planning Staff assignment form, statement of work, SDP creation process, SDP template, SDP, estimate review form, SDP review and approval form Project Tracking And Oversight SDP review procedure, commitment review procedure, status review procedure, project tracking process, PM staff assignment form, orientation notice, orientation meeting minutes, status meeting minutes, project tracking measurements, final project review minutes Configuration Management Staff assignment form, SCM plan development procedure, SCM plan template, change request form, library audits report, SCM process, SCM plan, SCM plan review form, Software baseline procedure, baseline audit procedure, Baseline audit report, SCM measurements Software Quality Assurance Staff assignment form, SQA plan development procedure, SQA plan template, SQA plan review form, SQA plan, SQA process, SQA audit report, SQA measurements Executive Review Process Meeting minutes review with project management, meeting minutes review with SQA, meeting minutes review with SCM, meeting minutes review with RM

30. Creating Level 2 Training Program The issue of training is important because it prepares the team to conduct its activities according to the established procedures and processes, and it provides the background to judge the effectiveness of these methods. -- Mackie May, Quality Assurance Consultant

31. Types of Training Supported at L2 STRUCTURAL TRAINING APPLICATION DOMAIN ORIENTATION Direct Process TrainingBusiness/operations orientation Indirect Process Training Technical orientation Tool training Role training

32. Common Categories of L2 Training Direct Process Training Indirect Process Training Orientation Tool Training Role Training The Reach of Training

33. Evidence of Program Compliance Key Process Area Artifacts Requirement Management Training scope sheet, training invitation, training course material, student hard-out material, completion certificate Project Planning Training scope sheet, training invitation, training course material, student hard-out material, completion certificate Project Tracking And Oversight Training scope sheet, training invitation, training course material, student hard-out material, completion certificate Configuration Management Training scope sheet, training invitation, training course material, student hard-out material, completion certificate Software Quality Assurance Training scope sheet, training invitation, training course material, student hard-out material, completion certificate Executive Review Process Training scope sheet, training invitation, training course material, student hard-out material, completion certificate

34. Creating Level 2 Policies Policies show a high level commitment to process and improvement. It is important that the Executive position be clearly and concisely stated so that a common understanding and common boundaries are widespread within the group. -- Mindy Gilbert, West Conklin Computer Association

35. What Policies Are Recommended? KEY PROCESS AREA POLICIES Requirement Management A policy directing the conditions and use of requirements within a project Project Planning A policy governing how project planning materials are developed and approved and how formal commitments are made concerning the project. Project Tracking A policy directing the manner in which project resources and commitments are kept consistent with project progress. Configuration Management A policy describing the use and availability of CM resources and tools for each project. Software Quality Assurance A policy governing the oversight and reporting duties particular to the SQA mission.

36. Why Does The CMM Like to See Formal Policies In Place? Policies are the equivalent of laws in an organization, because a policy is an official announcement declaring a formal adoption of and commitment to a program or a position within the corporate environment. The use of polices also shows executive positioning. Because policies are created from the highest offices in a company/division/group, they reflect executive management’s on-the-record stand regarding broad strategic missions within the organization. Policies also serve as a functional step toward a condition the CMM strives for I term “commonality”. Policies also serve as the foundation for continuous quality improvement (CQI). Level 2 is all about CQI: trying, reviewing, improving, trying again. And the process holds true for the policies, too.

37. The Seven Habits of Highly Effective Policy Managers Identify the Owners Think it Through Write the Policy Review the Policy Approve the Policy Publish the Policy Maintain the Policy

38. Evidence of Program Compliance KEY PROCESS AREA ARTIFACTS Requirement Management The policy, any policy drafts or notes, distribution avenue, assessment or change notes or memos Project Planning The policy, any policy drafts or notes, distribution avenue, assessment or change notes or memos Project Tracking And oversight The policy, any policy drafts or notes, distribution avenue, assessment or change notes or memos Configuration Management The policy, any policy drafts or notes, distribution avenue, assessment or change notes or memos Software Quality Assurance The policy, any policy drafts or notes, distribution avenue, assessment or change notes or memos

39. Subcontract Management Managing quality is not simply an interteam discipline. The process extends past the walls of your business and touches on those you work with, those supply you with product, and those who end up with your product in their hands. -- West Wicker, Quality Test Associates, Inc

40. Evidence of Subcontract Management Compliance KEY PROCESS AREA ARTIFACTS Structure Organizational chart with SubMan role, appointment/assignment forms, capital budget, job descriptions Processes Vendor selection process, contract development process, work plan development process, work plan template, vendor SDP review and approval procedure, SQA review procedure, acceptance verification procedure. Training For each Course: Training scope sheet, training invitation, training course materials, student hand-out material, completion certificate Policy Policy statement, early draft of statement