Going to Market - Advanced Level Partnership Resources (1.5MB
Going from Level 3 to Level 5: Lessons Learned...Going from Level 3 to Level 5: Lessons Learned CMMI...
Transcript of Going from Level 3 to Level 5: Lessons Learned...Going from Level 3 to Level 5: Lessons Learned CMMI...
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Going from Level 3 to Level 5: Going from Level 3 to Level 5: Lessons LearnedLessons Learned
CMMI® Technology Conference November 12-15, 2007
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AgendaAgenda» AVISTA’s Journey» Lessons Learned
» Planning» Measurement» Process Implementation» Training
» Other Tips» Summary» Q & A
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AVISTAAVISTA’’s Journeys JourneyRecent Process Improvement HistoryRecent Process Improvement History
20032004
20052006
20072008
????ISO 9001:2000
CMMI Level 3
Started on Level 5
CMMI Level 5
Planned:AS 9100
Started on Level 3
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AVISTAAVISTA’’s Journeys Journey» Safety-Critical Software Engineering Services Provider;
Specialization in:» DO-178B» FDA 510(k)
» CMMI Timeline» Started Level 3 Planning in Spring 2003» Achieved Level 3 in Spring 2005» Started Level 5 Planning in Spring 2005» Achieved Level 5 Assessment in July 2007
» Selected Multiple Full Lifecycle Projects Supplemented with Projects Performing Only Specific Lifecycle Activities
» Created New Review, Problem Reporting, and Tracking Tools
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Lessons LearnedLessons Learned» Planning
» Manage Effort Like a Real Project Because It Is!» Be Innovative » Manage Risks
» Measurement» Create an Organized Approach to Metrics Definition» Involve Representatives from All Functional Roles» Generate and Review New Tool Requirements
» Process Implementation» Careful Process Definition and Preparation for Major Change
» Training» Define Training Requirements, Training Plan, and Timeline
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TimelineTimeline
9%
10%
5%
22%
14%
40%
XSCAMPI A (Achieved
Level 5)
XReadiness Review
Optimization
Project Mapping
XGap Analysis
Organizational Mapping
Tool Implementation
XInformal Gap Analysis
Metrics Definition
XInformal Gap Analysis
Process Def./Implementation
XAchieved Level 3
February 05
March 05
April 05
May 05
June 05July 05A
ugust 05S
eptember 05
October 05
Novem
ber 05
Decem
ber 05January 06
February 06
March 06
April 06
June 07
July 06
August 06
Septem
ber 06O
ctober 06N
ovember 06
Decem
ber 06January 07February 07M
arch 07A
pril 07
July 07
June 06
May 07
May 06
% of S
chedule
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Planning Planning –– Manage it Like a ProjectManage it Like a Project» Perform Occasional Gap Analyses
» Plan Thoroughly» Define Scope» Coordinate/Communicate with Stakeholders» Determine Schedule and Budget» Manage Risks» Report Status
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Planning (cont.) Planning (cont.) » Be Innovative
» Carefully Select Projects for Appraisal» Risk Mitigation: Select a minimum two full-lifecycle
projects with evidence of all lifecycle activities» AVISTA’s Projects: 3 full-lifecycle projects and 2
projects performing only specific lifecycle activities
» Real World Issue: Two projects selected for appraisal were put on hold
» Communicate, Communicate, Communicate» Expand/Reorganize Engineering Process Group
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Planning (cont.)Planning (cont.)
Level 5 Engineering Process GroupLevel 5 Engineering Process Group
EPGEPGTraining TeamTraining Team
EPG EPG Baseline/ModelBaseline/ModelAnalysis TeamAnalysis Team
EPGEPGTechnology/Innovation Technology/Innovation
TeamTeam
EPG EPG CAR/PAR CAR/PAR
Analysis TeamAnalysis Team
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MeasurementMeasurement» Critical Shift From Proactive to Predictive Management
» Metrics Identification and Definition is One of the Most Challenging Aspects of the Process:
» Create an organized approach» Invest the time» Define details carefully » Be prepared for turmoil» Be prepared to redefine metrics
» Review Tool Requirements» In-house resources, off-the-shelf, homegrown
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Measurement (cont.)Measurement (cont.)» Real World Issue: New review and problem
reporting tools needed to consistently and accurately measure defects
» Real World Issue: Limit the scope when rolling out new tools, immature tools will negatively impact acceptance
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Process ImplementationProcess ImplementationNew Process Definition» Root Cause Analysis Guideline» Statistical Techniques Guideline » Baseline and Models Management Work Instruction » Pilot and Deployment Work Instruction » Project Status Tracking and Reporting Work Instruction» Quality and Process Performance Goals» Quantitative Project Management (QPM) Plan
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Process Implementation (cont.)Process Implementation (cont.)Enhanced the Following Processes and Documents:
» Data Analysis Process
» Change Request and Data Item Review Process
» Project Measures Definitions
» Corrective Action, Preventive Action, and Process Improvement Processes
» Technical Proposal/Basis of Estimate/Project Plan
» Project Management Review Process
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TrainingTrainingEstablish a Solid Training System Early
» Real World Issue: Don’t train employees too far in advance of when they will utilize the training
» Conduct Evaluations and Monitor Effectiveness» Establish a Tracking System (who, what and when)» Capture Training for New Employees/Future
Reference» Update Training/Materials as Process Changes
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Other Appraisal TipsOther Appraisal Tips» Select the Right Lead Appraiser for Your Company» Carefully Select Projects for the Appraisal» Ensure Appraisal Team Members are Dedicated
Resources» Set Project Priorities and Enforce Them » Secure Executive Sponsorship » Select Appraisal Team with Necessary Skills
» Communications» Statistics» Detail-oriented» Compatible personalities» Knowledge of the process
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SummarySummary» Manage Effort Like a Full Project; Plan Well» Define Measures in Detail» Consider the Timeline» Be Prepared for Schedule Changes—Delays are
Common» Establish a Training System Early; Don’t Train
Too Early» Confer Regularly with Your Lead Appraiser
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Questions?Questions?
Contact Info:Scott Derby
Programs ManagerAVISTA IncorporatedPhone (608)348-8815
Fax (608)348-8819Email [email protected]
www.avistainc.com