III Conferência CMMI Portugal, Presentation 3: Lessons learned about multiple model appraisals...
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Transcript of III Conferência CMMI Portugal, Presentation 3: Lessons learned about multiple model appraisals...
Portugal
Lessons learned about multiple model appraisals (CMMI for Services and CMMI for Development)
How to get costs reduction
Ramiro CarballoSCAMPI Lead AppraiserCaelum, Information & Quality Technology
Lisbon, 2013-10-18
Iñigo GarroSCAMPI Lead Appraiser
Caelum, Information & Quality Technology
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Lessons learned about multiple model appraisals How to get costs reduction
Abstract
Most of the companies that had an appraisal experience using CMMI-DEV as reference model in the past, considered out of the scope an important part of the company, related with servicedelivery. During a multiple model (or multi-model) appraisal, consultancy services, software maintenance or IT management areas can be included in the same organizational scope as software development areas, reducing the effort and cost of multiple appraisals.
SCAMPI appraisal:
An examination of one or more processes by a
trained team of professionals using an appraisal
reference model as the basis for determining, at a
minimum, strengths and weaknesses, using the
SCAMPI MDD.
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Lessons learned about multiple model appraisals How to get costs reduction
Agenda
– CMMI DEV vs. CMMI SVC– How to define the organizational scope– How to select appropriate objective evidence– Practices interpretation from services point of view– Appraisal participants– Appraisal team members– The evidence database– Quantifying savings
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.CMMI DEV vs. CMMI SVC
The constellations CMMI for Development and CMMI for Services have a common set of 17 process areas. The 5 engineering process areas are exclusive from development activities, so they are only included in CMMI-DEV.
In the same way, typical services process areas are focused on continuity (SCON), capacity and availability (CAM), incidents (IRP), transition (SST), strategy (STSM), delivery (SD) and development (SSD).
Constellation:
A collection of CMMI components that are used
to construct models, training materials, and
appraisal related documents for an area of interest
(e.g., acquisition, development, services).
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.Identifying services
It is easy to identify which company activities could be improved applying the benefits of these process areas, because most of the companies implement some kind of services model as part of their business model.
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.Organizational Scope
It is important to identify which services should be included inthe organizational scope of a multiple model appraisal, because they should be representative of the organizational improvement.
The information about selected services is detailed in the public record of the CMMI Institute, and, usually, marketing departments are very interested in increasing the visibility of the principal services the company offers to its customers.
Organizational Scope:
The set of projects or
services that provides
objective evidence of
practices implementation. Organizational Unit:
A piece of the
organization where the
appraisal results can be
generalized.
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.Effort related with the number of selected services
One consideration about this services selection is that each kind of service is usually considered a subgroup. So, one or more basic units of each kind of service will be sampled, and the appraisal effort will increase as the number of samples does.
Consultancy services, software maintenance or testing services are usually included inside the organizational scope, together with the software development projects, reducing the effort of multiple SCAMPI appraisals.
Subgroup:
A set of similar projects
or services
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.Appropriate Objective evidence
Objective evidence must be provided for each sampled basic unit, considering that they have been collected to provide evidence on the instantiation of a service practice or a development practice.
Each objective evidence must be analyzed according to the meaning of the model practice we are evaluating.
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.How to discover the services point of view
It is a failure when, after passing a CMMI DEV appraisal, someone comments: now, we are going to implement CMMI SVC maturity level 2, because, it is only one more process area (SD, service delivery), and we have all others fully implemented, recently.
The right interpretation is that SD is the unique new process area that is only applicable to services basic units.
But the rest of maturity level 2 process areas must be objectively evidenced for services basic units and also for development basic units. Twice !
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.Discovering basic units that are service and projec t at the same time
Some synergies of service management and project management could help the organization to identify a set of projects that are directly related with a set of services, trying to reduce the number of artifacts in the appraisal.
But the use of these artifacts must be evaluated twice: from the services perspective and from the development one.
Basic Unit:
A Project or a Service
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.Multi-purpose appraisal participants
Using the same point of view, the selection of the appraisal participants should consider the role of each person in each basic unit, from the service and the development perspective.
For example, a project management activity can solve a capacity requirement, a project monitoring activity can solve an incident management issue, and a risk management activity can be considered part of a service continuity plan.
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.Practices Interpretation issues
Depending on the experience of the process team, the appraisal team could discuss some practices interpretation issues during the appraisal: how to estimate software versus how to estimate services, differences between software configuration management and service configuration management, and the relationship with a CMDB (Configuration Management DataBase), and others...
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.Experience of appraisal team members
Because of that, it is required that the appraisal team members have enough training and experience in development and in services, so they can evaluate the correct implementation of both kind of practices in the appropriate environment.
Appraisal Team Members Experience:
Constraints: Individual team members, each of
whom have at least two years of
experience performing the type of
work addressed in each appraisal
reference model included. This
means each team member has field
experience with each included model.
• An average of at least
six years of field
experience excluding
the experience of the
appraisal team leader,
relating to the content of
each of the reference
models. This ensures
that team members with
relatively limited
experience are
balanced by others who
have a greater level of
experience.
.
• An aggregate of 25
years of field
experience relating to
the content of each of
the reference models
excluding the
experience of the
appraisal team leader.
This ensures that the
team as a whole has a
substantial experience
base to support their
judgments
The team (as a group)
must have a total of at
least ten years of
management
experience, and at least
one team member must
have at least six years
of experience as a
manager – excluding
the appraisal team
leader.
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.Sharing the PIID with both models
The CMMI Institute provides a structured spreadsheet that is the usual way to implement the evidence database, named PIID. (Practice Implementation Indicator Description)
Each page contains the set of evidence of an individual process area. The appraisal team can use the same page for both process areas with the same name in both models.
Configuration Management
Status Key Practice / Notes Source of OE Document (s) Comments
OR
GE
stadisticas
Artifact
Affirm
ation
Information Needed
Rating (FI, LI, PI,
NI, NY)
SG1 Baselines of identified work products are establish ed.
SP1.1Identify configuration items, components, and relat ed work products to be placed under configuration management. FIAppraisal Considerations: - Be sure to consider configuration items representative of all disciplines and processes within the assessment scope and context. In a sense, this SP specifies the constraints under which the remaining SPs should be considered and assessed- See model for definition and description of configuration item and its work product componentsArtifact Examples: - Identified configuration items- Configuration management lifecycle for controlled items (e.g., owner, point at which placed under control, degree of control, change approval.)- Configuration management plan
1 Elementos bajo gestión de la configuración del proyecto: Plan de Proyecto, apartado datos y configuración. Items con sus respectivas lineas bases Plan de Proyecto x x
2 SCRUM SCRUM x X
PIID: http://cmmiinstitute.com/assets/SVC_PIIDs_20110608.xlsx
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.Work vs. Project
The same criterion can be used for WMC (Work Monitoring and Control) versus PMC (Project Monitoring and Control) and WP (Work Planning) versus PP (Project Planning), but special consideration must be taken for this last case, because WP has one more specific practice that PP.
WP SG1 : Establish Estimates
SP 1.1 Establish the Service Strategy
SP 1.2 Estimate the Scope of the Work
SP 1.3 Establish Estimates of Work
Product and Task Attributes
SP 1.4 Define Lifecycle Phases
SP 1.5 Estimate Effort and Cost
Service Strategy :The strategy
includes consideration of the following
factors at an appropriate level of
abstraction: The objectives and
constraints for the service. Possible
approaches to meeting those
objectives and constraints. The
resources (e.g., skills, environment,
tools, new technologies) that will be
needed. Risks associated with these
factors and how they are addressed
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.Summarizing Process Areas (ML3 example)
So, the evidence database will manage 25 process areas, where 13 are specific for services or development, and 12 are common for both models, but they have to be evaluated from both points of view.
SAM (optional)
CMMI for Development
CMM for Services
SSD (addition)
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.Quantifying costs reduction
Some numbers about experiences: Saved effort if your organization goes to a multiple model SCAMPI instead of two separated single model appraisals.
SAVED EFFORT AT MULTIPLE MODEL CMMI SCAMPI CLASS A
Saving Multiple Model Single Model 1 Single Model 242,86% DEV SVC ML2 DEV ML2 SVC ML234,62% DEV SVC ML3 DEV ML3 SVC ML335,00% DEV ML3 SVC ML2 DEV ML3 SVC ML2
INCREASED EFFORT FROM SINGLE TO MULTIPLE MODEL SCAMPI
Incr. Multiple Model Single Model 114,29% DEV SVC ML2 DEV ML230,77% DEV SVC ML3 DEV ML37,69% DEV ML3 SVC ML2 DEV ML3
Additional effort if your organization decides to include CMMI SVC in the next CMMI DEV SCAMPI
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.Ramiro Carballo GutiérrezCertified SCAMPI v.1.3 Lead Appraiser( ID# 1201018-03 )CMMI for DevelopmentCMMI for [email protected]óv.: 639078817 www.linkedin.com/in/ramirocarballo
Iñigo GarroCertified SCAMPI v.1.3 Lead Appraiser( ID# 0300301-01 )CMMI for [email protected]
Caelum Information & Quality Technologies, S. L.Párroco Eusebio Cuenca 50.28045 Madridwww.caelum.eswww.CalidaddelSoftware.comTlf.: 918312029