TRIALS & TRIBULATIONSON THE ROAD TO

CMMI

Process Focus ManagementRoselyn Whitney

Principal9956 North River Rd.

Algonac, MI 48001810.704.8030

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AGENDA

• TRIAL– What is CMMI?– CMMISM Representations & Measuring

Levels

• TRIBUTLATIONS:– Why do I want to use it?– Transition & Improvement Approaches– Return on Investment Issues– Executive Responsibilities

• Closing Q&ACMMI is a Registered Service Mark of Carnegie Mellon University

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WHAT IS CMMI?CONCEPTS AND STRUCTURES

OF THE CMMISM• Background• Source Models• Information Classification• Terms• Process Area Groupings• Staged & Continuous

Representations

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BACKGROUND

• Three groups:– Steering Group– Product Development Team

•Later evolved to the CMMI Product Team

– Stakeholder group• Group Composition

– Industry– Government– SEI (Steward)

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CMMI DESCRIPTION

• A process framework that addresses multiple disciplines (systems, software, and integrated product development). Like other process frameworks, the CMMI is useful to organizations to identify opportunities for process improvement. The CMMI is also used for industry benchmarking and rating.

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SOURCE MODELS

• Software CMM V2.0 Draft C• EIA 731 (Systems Engineering)

– SE CMM

• IPD CMM V0.9

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NEW:PROCESS AREA GROUPINGS

• Project Management• Process Management• Engineering• Support

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PROJECT MANAGEMENT CATEGORY

• Project Planning (ML2)• Project Monitoring and Control (ML2)• Supplier Agreement Management (ML2)• Integrated Project Management (ML3)• Risk Management (ML3)• Integrated Teaming (ML3)• Quantitative Project Management (ML4)

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PROCESS MANAGEMENT PROCESSES

• Organizational Process Focus (ML3)• Organizational Process Definition

(ML3)• Organizational Training (ML3)• Organizational Process

Performance (ML3)

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ENGINEERING PROCESSES

• Requirements Development (ML3)• Requirements Management (ML2)• Technical Solution (ML3)• Product Integration (ML3)• Verification (ML3)• Validation (ML3)

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SUPPORT PROCESSES

• Configuration Management (ML2)• Process & Product Quality

Assurance (ML2)• Measurement & Analysis (ML2)• Organizational Environment for

Integration (ML3)• Decision Analysis & Resolution

(ML3)• Causal Analysis & Resolution

(ML5)

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STAGED &CONTINUOUS REPRESENTATIONS

• Two architectural structures– Staged– Continuous

• Exact same practices – some formatting differences

• Preference may be based on process improvement goals or frame of reference– What’s the problem you need to solve?

• A hybrid solution to a difficult problem

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STAGED REPRESENTATION

• Pre-defined roadmap for organizational improvement

• Defines Maturity Levels• Each Maturity Level has a set

of process areas (like the SW/CMM)

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STAGED REPRESENTATION

MATURITY LEVEL FOCUS

INITIAL

QUANTITATIVELYMANAGED

DEFINED

MANAGED

OPTIMIZING

1 Process is unpredictable, poorly controlled & reactive

2

3

4

5

Process is characterized for PROJECTS & is often reactive

Process is characterized for the ORGANIZATION & is proactive

Process is measured & controlled

Focus on process improvement

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CONTINIOUS REPRESENTATION

An organization’s capability profile may be represented by a set of points in two dimensions

• The PROCESS dimension“What do you do”

• The CAPABILITY dimension“How Well” do you do it

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CONTINIOUS REPRESENTATION

CAPABILITY LEVEL FOCUSC

AP

AB

ILIT

Y“H

ow

We

ll”

ProcessArea 1

ProcessArea 2

ProcessArea 3

PROCESS“What you do”

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CMMISM STAGED FOCUS:PROCESS AREAS

• Maturity Level 2– Requirements Management– Project Planning– Project Monitoring & Control– Supplier Agreement Management– Measurement & Analysis– Process & Product Quality

Assurance– Configuration Management

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RM: What’s the Dif?

• Bi-Directional Traceability• Expectation to operate in parallel

with new PA Requirements Development

• NEW: Identification & involvement of stakeholders – evolved from “all affected groups”

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Project Planning: What’s the Dif?• Heavier emphasis on having a detailed

WBS• Focus on necessary Knowledge & Skills

– a project training plan is required• Data Management or the planning &

maintaining of project data items & their contents

• Estimation focus on size & complexity – effort, cost & schedule are determined based on size & complexity

• Commitment process explicitly defined in SP 3.3

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Project Planning: What’s the Dif? Con’t

• Stakeholder interaction:– List of all relevant stakeholders– Rationale for stakeholder involvement– Expected roles & responsibilities– Relationships between stakeholders– Relative importance of stakeholder to

project success by phase– Resources needed to ensure relevant

stakeholder interaction– Schedule for phasing of stakeholder

interaction

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Project Monitoring & Control – The Dif

• Monitoring Commitments elevated to specific practice level (SP 1.2)

• Monitoring Risks and Stakeholder Involvement is more strongly emphasized

• Monitoring Stakeholder Involvement is explicitly identified in Generic Practice 2.6-Identify and Involve Relevant Stakeholders

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SAM: The Dif

• Replaces the initial ideas found in Subcontract Management

• Incorporates original intent of SSM as well as SA-CMM– Contractors– Subcontractors– Sister Divisions– Other Projects in Business Unit– OTS Products

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MEASUREMENT & ANALYSIS: NEW

• Builds on ME Common Feature• Sets up the organization to evolve its

measurement program from basic project management measures to those based on the organization’s set of standard processes to statistical control of selected sub-processes based on the business needs

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PROCESS & PRODUCT QUALITY ASSURANCE: The

Dif• Replaces Quality Assurance KPA• Stresses objective evaluation of

products as well as processes• Emphasis of established

evaluation criteria: What, How Often, How, Who

• Moves conformance of product to requirements to Verification PA

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CONFIGURATION MANAGEMENT: The Dif

• The idea of “Software Library” has been replaced by more encompassing “Configuration Management System”

• A system includes:– The storage media– Procedures– Tools for accessing configuration system

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MATURITY LEVEL 3 PROCESS AREAS

• Requirements Development - NEW• Technical Solution - NEW• Product Integration - NEW• Verification - NEW• Validation - NEW• Organizational Process Focus• Organizational Process Definition• Organizational Training• Integrated Project Management - + IPPD• Risk Management - NEW• Decision Analysis & Resolution - NEW• Integrated Teaming - IPPD• Organizational Environment for Integration - IPPD

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MATURITY LEVEL 4 PROCESS AREAS

• Organizational Process Performance• Quantitative Project Management

MATURITY LEVEL 5 PROCESS AREAS

• Organizational Innovation & Deployment• Causal Analysis & Resolution

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CMMI REPRESENTATIONS & MEASURING LEVELS

• Two classifications of levels– Maturity– Process Capability

• Maturity = Staged Representation• Process Capability = Process

Capability

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CMMI REPRESENTATIONS & MEASURING LEVELS

• “Equivalent Staging” – Ensures coverage– Eliminates conflict or gaming of ratings

• Rating Rules are established for both representations

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ASSESSMENTS

Now three classifications of assessments

• Class A– Rigorous & in-depth investigation– Only class type able to provide ratings

– SCAMPI (Standard CMMI Assessment Method for

Process Improvement)• Class B

– Frequently initial or first time assessment– Can be incremental– “Self Assessment”– Cannot provide ratings

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ASSESSMENTS

• Class C– Quick Look– Usually incremental– Cannot be used for rating

(like Class B)

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MATURITY LEVEL RATINGS

• All process areas within the desired maturity level are included. PAs may be excluded if there is sufficient evidence to show Not Applicable (i.e. Supplier Agreement Management)

• Goals must be rated as “Satisfied” in order for a PA to be rated “Satisfied”

• All PAs must be rated “Satisfied” in order for Maturity Level rating to be achieved

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PROCESS CAPABILITY RATINGS

• 6 Levels: 0-5 per Process Area• 0 Incomplete• 1 Performed• 2 Managed• 3 Defined• 4 Quantitatively Managed• 5 Optimizing

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PROCESS CAPABILITY RATINGS

0Incomplete

Some or none of Specific Practices are performed

1Performed

2Managed

3Defined

4Quantitatively

Managed

5Optimizing

All Specific Practices ending in –1 are performed satisfactory

All SPs & GPs 2.1-5.2

All SPs & GPs 2.1-3.1

All SPs & GPs 2.1-4.2

All Specific Practices & Generic Practices 2.1-2.10 are performed satisfactory

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WHY DO I WANT TO USE THIS? INTEGRATING PROCESS

IMPROVEMENT

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COMMON SENSE & INTEGRATION

The world has changed:• Engineering environment is

increasingly complex• The way engineering is performed has

changed. i.e., cross discipline teams, concurrent engineering, multi-national standards, etc.

• Previous “CMM” type models all approached from different disciplines – overhead and confusion is very costly

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BENEFITS OF INTEGRATED PROCESS IMPROVEMENT

• Cost Benefits• Clarity of Focus• Process Integration & Lean

Organizations• Flexibility and Extension into

new disciplines

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THE FRAMEWORK QUAGMIRE

Copyright: 1999 SPC

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INTEGRATED PROCESS IMPROVEMENT PRINCIPLES

• Maintain Executive Support– Strong consistent support is

crucial

• Pick Your Targets Carefully– Don’t underestimate the effort

needed: Process improvement is hard work.

• Leverage “Good” Practices– Use what is available and “Steal

with Pride”

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BUILDING AN INTEGRATED “INFRASTRUCTURE”

• Establish roles & responsibilities for the individuals who will be leading, training, and performing these P/I activities

• Establish a growing steering group• Establish/keep a sense of equity

throughout the effort• Recognize that training will probably

be the most expensive & important segment of the infrastructure

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INTEGRATING LEGACY PROCESSES & INITIATIVES

• Easier for organizations with successful improvement programs in place– Infrastructure in place– Management/Leadership on board– Existing success stories

• Identifying benefits to your organization of integrating process and process improvement is critical

• Collaborative approach & good marketing skills are required.

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TRANSITION & IMPLEMENTATION

APPROACHES

It is not necessary to change. Survival is not mandatory.

W. Edwards Deming

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TRANSITION & IMPLEMENTATION

APPROACHES• Define your scope• Where are you?• Where do you want to go?

– What is it that you want to happen?

• Make a plan• Incorporate “Managing Change” concepts

within the plan• Implement the plan

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IMPLEMENTATION ISSUES

• Targets set without supporting data used in decisions

• Too narrow or too broad of scoping• Not sufficient emphasis placed on

the difficulty of making change happen

• Not sufficiently identifying the “delta”

• Clash of “experts”

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RETURN ON INVESTMENT

• Results from early implementers show:– Better predictability– Improved communications– Improved teamwork– Increased quality– Greater consistency– Cost reductions– Clarity of roles, responsibilities &

processes

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RETURN ON INVESTMENT

• Published ROI actuals are slow in surfacing

• Expected similar savings as found with SW-CMM

• Implementation pilots all report positive impact

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EXECUTIVE RESPONSIBILITIES FOR IMPLEMENTATION

Taken from the “Pearls of Wisdom” from early implementers

• Sponsorship from senior management is critical to successful process improvement

• Management is responsible to not get sidetracked by rating numbers and to keep everyone focused on the real business goals of P/I

• An infrastructure of executive sponsors, corporate P/I group, process action teams & working groups assures on-going commitment & coordination of efforts

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EXECUTIVE RESPONSIBILITIES FOR IMPLEMENTATION

And a few from that old standard list:

• Actual Demonstrated Sponsorship – you cannot delegate

• Budget• Resources• Time• Realistic Goals

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CLOSING Q & A

The complexity of practice has always dwarfed the simplicity of theory.

Robert Britcher (The Limits of Software, 1999)

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CONTACT INFORMATION

Roselyn WhitneyPrincipalSEI Visiting Scientist

Process Focus Management9956 North River Rd.Algonac, MI 48001(+) 1.810.794.8030Fax (=) 1.810.794-8053

Web: processfm.com

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REFERENCES

• Ahern, D., Clouse, A., Turner, A., (Not yet released) CMMIsm AND INTEGRATED PROCESS IMPROVEMENT A USER’S GUIDE, Addison Wesley

• CMMIsm for Systems Engineering/Software Engineering/Integrated Product and Process Development, V1.02, Continuous and Staged Representations

• ARC, V1.0 Assessment Requirements for CMMIsm, Version 1.0, CMU/SEI-2000-TR-011, August 2000

• SCAMPIsm, Standard CMMI Assessment Method for Process Improvement: Method Description Version 1.0, CMU/SE-2000-TR-2000-009