Process Improvement and CMMI® - Developing …...Emerging Dynamics of Bringing Systems and Software...

© 2008 Carnegie Mellon University

Dr. Kenneth E. NidifferDirector of Strategic Plans for Government [email protected]

Process Improvement and CMMI®- Developing Complex Systems-

Using CCMI® to Achieve Effective Systems and Software Engineering Integration

8th Annual CMMI Technology Conference and User GroupNovember 17-20, 2008 Hyatt Regency Tech CenterDenver, ColoradoTheme: Investigation, Measures, and Lessons Leaned About the Relationship Between CMMI ® Process Capability and Project or Program Performance.

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Developing Complex Systems – Using CMMI to Achieve Effective Systems and Software Engineering IntegrationDr. Kenneth E. Nidiffer © 2008 Carnegie Mellon University

The Software Engineering Institute - Improving the Practice of Engineering: Create, Apply and Amplify

Federally Funded Research and Development Center

Created in 1984

Sponsored by the U.S. Department of Defense

Locations in Pittsburgh, PA; Washington, DC; Frankfurt, Germany

Operated by Carnegie Mellon University

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Developing Complex Systems – Using CMMI to Achieve Effective Systems and Software Engineering IntegrationDr. Kenneth E. Nidiffer © 2008 Carnegie Mellon University

Overview

• Integration Trends– Development– Mission– Technology– Engineering – Risk

• CMMI Benefits• Ten Future Trends• Wrap-up

Development Complexity

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Developing Complex Systems – Using CMMI to Achieve Effective Systems and Software Engineering IntegrationDr. Kenneth E. Nidiffer© 2008 Carnegie Mellon University

Need for Space, Air, Ground, Water, Underwater Software-Intensive Systems to be Integrated

• Several million SLOC programs; “Hybrid”systems combining legacy re-use, COTS, new development

• Multi-contractor teams using different processes; dispersed engineering, development & operational locations

• New technologies create opportunities/challenges; products change/evolve, corporations mutate

• Business/operational needs change - often faster than full system capability can be implemented

• Skillset Shortfalls; Cost and schedule constraints

• Demands for increased integration,interoperability, system of system capabilities

• Enterprise perspectives/requirements;sustainment concerns

Development Complexity of Software-Intensive Systems

is Increasing

Development Complexity of Software-Intensive Systems

is Increasing

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Less a Matter of HittingLess a Matter of Hitting

a Windowa Window

And More a Matter ofAnd More a Matter of

The Right Window The Right Window -- Right Right NowNow

Need for Mission Integration

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Software Engineering Trends That Impact Systems Engineering

Traditional

• Standalone systems

• Mostly source code

• Requirements-driven

• Control over evolution

• Focus on software

• Stable requirements

• Premium on cost

• Staffing workable

Future

• Everything connected-maybe

• Mostly COTS components

• Requirements are emergent

• No control over COTS evolution

• Focus on systems and software

• Rapid change

• Premium on value, speed, quality

• Scarcity of critical talent

Emerging Dynamics of Bringing Systems and Software Engineering in Continued Partnership

Emerging Dynamics of Bringing Systems and Software Engineering in Continued Partnership

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The Acceleration of Innovation in the 21st Century: - Facilitating Our Ability to Integrate

The Amount of New Technological Innovation is Doubling Every Two Years

- Requires More Upfront SE/SW Engineering to Leverage Trends

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Facilitating Integration: Augustine’s Law - Growth of Software is an Order of Magnitude Every 10 Years

F-4A1000LOC

1960’s

F-16C300KLOC

1980’s

F-221.7MLOC

1990’s

F-35>6M LOC

2000+

F-15A50,000LOC

1970’s

In The Beginning

http://home.tiscali.nl/~lbroers/picswar1/f22_1.jpg

http://home.tiscali.nl/~lbroers/picswar1/f4.jpg




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Facilitating Integration: Given Augustine’s Law Holds

2080?

Need for increased functionality will be a forcing function to bring the fields of software and systems engineering closer together

Need for increased functionality will be a forcing function to bring the fields of software and systems engineering closer together

F-50 - 4.7B Lines of Code

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Facilitating Integration: Moore's Law - The Number of Transistors That Can be Placed on an Integrated Circuit is Doubling Approximately Every Two Years

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Facilitating Integration: Increased Technological Rate of Adoption

10010090908080707060605050404030302020101011 110110

ElectricityElectricity(1873)(1873) TelephoneTelephone

(1876)(1876)

AutomobileAutomobile(1886)(1886)

TelevisionTelevision(1926)(1926) RadioRadio

(1905)(1905)VCRVCR

(1952)(1952)

MicrowaveMicrowave(1953)(1953)

Cell PhoneCell Phone(1983) (1983)

PCPC(1975) (1975)

Source: Rich Kaplan, Microsoft

InternetInternet(1975)(1975)

9090

8080

7070

6060

5050

4040

3030

2020

1010

00

100100

Percentage of Ow

nershipPercentage of O

wnership

No. of Years Since InventionNo. of Years Since Invention

Source: Rich Kaplan, Microsoft

Automobile = 56 years

Telephone = 36 years

Television = 26 years

Cell phone = 14 years

http://images.google.com/imgres?imgurl=www.crystalcitysportspub.com/TELEVISION.jpg&imgrefurl=http://www.crystalcitysportspub.com/&h=588&w=484&prev=/images%3Fq%3DTelevision%26start%3D20%26num%3D20%26sa%3DN

http://images.google.com/imgres?imgurl=www.catholicweb.com/imagegallery/General_clipart_lrg/Cell%2520Phone.gif&imgrefurl=http://home.catholicweb.com/maryqueenschool/index.cfm/NewsItem%3FID%3D9357%26From%3DHome&h=277&w=240&prev=/images%3Fq%3Dcell%2Bphone%26start%3D20%26num%3D20%26sa%3DN

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Management Integration: Life of a Program Manager in a System of Systems Operation…

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Relationship Between Integration Complexity and Acquisition Success Improving and More Improvements are on the Way But …..Software is Growing in Complexity

• 80% of some weapon system functionality is dependent upon software

• Consequences of software failure can be catastrophic

Software Acquisition is Difficult• 46% are over-budget (byan average of 47%) or late(by an average of 72%)

• “Successful projects” have68% of specified features

Software is Pervasive • IT Systems, C4ISR, Weapons, etc

Standish Group CHAOS Report

16%27%26%28%34%

29%35%

31%40%

28%23%15%

19%

53%33%

46%49%51%53%

46%18%

0% 20% 40% 60% 80% 100%

1994199619982000200220042006

On-time On budget Cancelled Late and Over budg

0

20

40

60

80

100

1960 1964 1970 1975 1982 1990 2000

Perc

ent F

unct

ions

Per

form

ed

in S

oftw

are B-2

F-22

F-4F-16

F-15F-111

A-7

On-going Changes to the AcquisitionProcess Targeted at Correcting this Issue

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Integration Challenges: Some Drivers That Increase the Risk of Engineering Software-Intensive Systems

Enterprise

StrategicTeaming

“Layers &Stacks”

Plug & PlayProprietaryArchitectures and Standards

“Boxes” Integration Challenge

DominantPrime Program Execution

Platform Customer Emphasis

Objectives/CapabilitiesRequirements

Acquisition Model

Need Exists to Address Both Sides, and Do So with Compressed Delivery Schedules via Improvements in Systems/Software Engineering

Need Exists to Address Both Sides, and Do So with Compressed Delivery Schedules via Improvements in Systems/Software Engineering

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CMMI ® Product Integration (PI)

Purpose

Assemble the product from the product components, ensure that the product, as integrated, functions properly, and deliver the product.

Source: SEI CMMI® Training Material

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Two Representations – Focus at Higher Maturity May Be Different Depending on Representation


(More PA Focused) (More Business Focused)

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Staged Representation: PAs by Maturity Level

Quality

Productivity


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Run Chart - Definitions

Upper Control Limit (ULC)

Lower Control Limit (CLC)

Time

Business Objective - Voice of Business

Voice of Customer

Voice of Process, Common Cause of Variation, Current Voice of

Business

Special Cause of Variation

Data

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Focus on Business Objectives

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CMMI® Provides a Framework for Software and Systems Engineering to Become More Integrated

SystemDesign

SystemAnalysis

Software (SW)Requirements

Analysis

ArchitecturalSW Design

SW SubsystemTesting

Code andUnit Test

Detailed SWDesign

SystemTesting

SystemIntegrated

Testing

SW SystemTesting

SW IntegrationTesting

SW Engineering SW Engineering

SW SystemsEngineering

SW Systems Engr.

Systems Engr.

SW Systems Engr.

Systems Engr.Systems

Engineering (SE)

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SystemLevel

SubsystemLevel

ComponentLevel

RequirementsDevelopment

Requirements

Architecture Definition

Analysis &Initial Design

Architectures

Designs


SubsystemRequirements



SubsystemArchitectures

SubsystemDesigns






SubsystemDesigns






SubsystemDesigns


ComponentRequirements



ComponentArchitectures

ComponentDesigns






ComponentDesigns






ComponentDesigns






ComponentDesigns

SystemLevel

SubsystemLevel

ComponentLevel


Requirements



Architectures

Designs


Requirements



Architectures

Designs






SubsystemDesigns






SubsystemDesigns






SubsystemDesigns






SubsystemDesigns






SubsystemDesigns






SubsystemDesigns






ComponentDesigns






ComponentDesigns






ComponentDesigns






ComponentDesigns






ComponentDesigns






ComponentDesigns






ComponentDesigns






ComponentDesigns

Prior to Product Integration – Left Side of Vee Chart

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Product Integration Goals

SG 1: Prepare for Product Integration

Preparation for product integration is conducted.

SG 2: Ensure Interface Compatibility

The product component interfaces, both internal and external, are compatible.

SG 3: Assemble Product Components and Deliver the Product

Verified product components are assembled and the integrated, verified, and validated product is delivered.


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Product Integration Goals

Prepare forProduct Integration

Ensure Interface

Compatibility

AssembliesSub-assemblies

Assemble Product Components

and Deliver the Product

TS

DAR


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Integration Management By BusinessObjectives

UserRequirements

Policy &Direction

SystemsIntegration

Management

ExistingConfiguration

ChangeManagement

Configuration

Control

Authority

IncrementalImplementation

Policy &StandardsCompliance

DoD

Service

Command

TECHNICAL

Mission

Function

Products

System

Traceability

OPERATIONAL

System A System B System N

EnterpriseManagers

Enterprise Perspective

Functional

Technical

FiscalRisk

Standards

CMRequirements

SYSTEM of SYSTEMS

ENTERPRISE. . .

SAIC PROPRIETARY

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Engineering Integration – Achievement of FlexibleBoundary-Crossing Acquisition Structure

2005 study confirmed*:• In advanced knowledge-based organizations, management’s desire for the flow of knowledge is greater than the desire to control boundaries • Unlike the matrix organization, there is less impact on the dynamics of formal power and control• Important to measure the system in terms of user performance

Ref: Jim Smith, (703) 908-8221,[email protected]

Programmatic

Constructive

Operational SystemOperation

SystemConstruction

ProgramManagement

SystemOperation

SystemConstruction

Program Management

“acquisition”

“Acquisition” Advanced Knowledge-Based Organizations (Big A)

From “Science and Technology to Support FORCEnet,” Raytheon TD-06-008. Used by permission.

* Using Communities of Practice to Drive Organizational Performance and Innovation, 2005, APQ study

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Northrop Grumman Unveils New Modeling and Simulation Research Center

New Aviation Ship Integration Center, a state-of-the-art research facility established in partnership with the U.S. Navy to conduct modeling, simulation, research, development and in-depth analysis for CVN 21-class aircraft carriers and other aviation-capable ships.

OSD (AT&L) Policy – Prototyping and Competition, 2007

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Higher-Maturity Approaches to Process ImprovementAre Important and Synergistic Trends

Data-Driven (e.g., Six Sigma, Lean)

Determine what your processes can do (Voice of Process)

• Statistical Process Control

Clarify what your customer wants (Voice of Customer)

• Critical to Quality (CTQs)

Identify and prioritize improvement opportunities

• Causal analysis of data

Determine where your customers/competitors are going (Voice of Business)

• Design for Six Sigma

Model-Driven (e.g., CMM, CMMI)

Determine the industry best practice• Benchmarking, models

Compare your current practices to the model

• Appraisal, education

Identify and prioritize improvement opportunities

• Implementation• Institutionalization

Look for ways to optimize the processes

Quantitatively Managed

Optimizing

CMMI and Six Sigma,Siviy, et al, 2007, Addison Wesley

http://images.google.com/imgres?imgurl=http://www.processimprovement.com/gifs/levels.gif&imgrefurl=http://www.processimprovement.com/resources/cmms.htm&h=144&w=179&sz=5&tbnid=LncThuVrrAQJ:&tbnh=76&tbnw=95&hl=en&start=9&prev=/images%3Fq%3DCMM%26svnum%3D10%26hl%3Den%26lr%3D%26rls%3DGGLD,GGLD:2005-08,GGLD:en

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Systems and Software Engineering: Ten Trends

• Greater integration demands on systems and software engineers will stimulate growth in the field – nationally and internationally

• Industry/Gov’t will increasingly focus on attracting, training and retaining systems and software engineering talent – short and long run – with emphasis on providing a more integrated work environment (7 by 24, any shore)

• Increased reliance on systems and software engineering processes and technologies to effectively manage integration issues

• The laws of Augustine’s and Moore will continue to hold and will continue to be a forcing function to facilitate the need for integration

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Systems and Software Engineering: Ten Trends• Improvements risk-reduction collaboration mechanisms will be significant

enablers for increases in systems and software engineering communication and “decision velocity”

• Systems and software engineers will continually find way to innovative to reduce integration issues

• Increased importance of modeling and simulation

• Increased business focus for system and software engineering integration

• Shift of systems and software engineering focus from the platform to integrated networks and ground systems

• Use of CMMI-Dev will continue to be important!

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Recommended Readings

Buckman, Robert H. Building a Knowledge-Driven Organization. McGraw-Hill, New York, NY, 2004.

Chrissis, M. , Konrad, M., and Shrum, S, CMMI® for Development, Version 1.2, Guidelines for Process Integration and Product Improvement, Fifth Printing, 2007, Addison Wesley

GAO Report: 08-467SP, Defense Acquisitions – Assessment of Selected Weapon Systems, March 2008Chesbrough, Henry William. Open Innovation: The New Imperative for Creating and Profiting from Technology.

Harvard Business School Publishing Corporation, Boston, MA 2003.

Drucker, Peter. Managing in the Next Society. Truman Talley Books, New York, NY, 2003.

Friedman, Thomas L. “The World Is Flat”, Farrar, Straus and Giroux, 2005Gates, William H. III “Business @ The Speed of Thought – Using a Digital Nervous System”, Time Warner Books,

1999Kurstedt, Harold and Pamela, Systems and Software Engineering Interfaces, Dealing with the Bumpy Roads,

Nidiffer, Kenneth E. and Doland, Diana “Evolving Distributed Project Management”, special issue IEEE Software, Sept/Oct 2005

Northrop, Linda. Ultra-Large-Scale Systems – The Software Challenge of the Future, Software Engineering Institute, June 2006

Rouse, William B. et al, Understanding R&D Value Creation with Organizational Simulation, Tennenbaum Institute, H. Milton Stewart School of Industrial & Systems Engineering, Georgia Institute of Technology, Atlanta, GA 30332-0205, Oct 2006

Wladawsky-Berger, Irving. “The Future of IT in an On-Demand World.” IBM Server Group, Keynote address at OSBC 2005. Archived at http://www.itconversations.com/shows/detail495.html

http://www.itconversations.com/shows/detail495.html

Process Improvement and CMMI® - Developing …...Emerging Dynamics of Bringing Systems and Software...

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