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The Road to CMMI Level 3- Making IPPD Work for You

Sandra Hudson - General Dynamics United Kingdom LimitedSteve Fletcher - Process Advisory Services

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Delivering Capability AcrossLand, Sea, Air and Joint Domains

BS EN ISO 9001:2000

AS/EN 9100 Rev B

SAE AS 9104

BS EN ISO 14001:2004

OHSAS:18001:1999

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Presentation Roadmap

Business Planning Process

A Company Structure that supports CMMI

Appraisal Preparation

Class A Appraisal

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Business Planning Process

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Annual Planning Cycle

Functional Plansdefine departmentobjectives andbudgets forimprovementactivities

Strategy & plansare communicatedto the wholeorganisation

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Functional Plans

The summary sheet shows Headcount &Budget for each department

Functional Organization: name of function*Key Objectives and Deliverables of the Function

Aim for 4 to 6 top level itemsBudget includes cost of indirects, direct staff on indirectprojects and all associated material and T&L

HeadcountDirect

& Indirect

2005 2006 2007

Budget

2005 2006 2007

2004Headcount

Direct &Indirect

2004Budget

1. Engineering Management

2. Engineering Services

3. Process Improvement

4. Engineering Capability

5. Support Capability

6. Capital (not included in sub total)

7. Non Capital IT (not included in sub total)

Sub Totals

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Annual Objectives

Objectivesare definedthat link tothe strategy

Budget &Headcount isbroken downagainst eachObjective

Functional Organization:Name of functionKey Enablers/Areas of Concern*Key Enablers, Improvement Areas for toplevel items

Initiatives* Headcount Budget

1.1 Numbered initiatives to addresskey enablers/areas of concern

Equivalentheadcount

£xxx.yyk

1.21.31.4

1. Engineering ManagementZero to five key enablers to the toplevel item

1.52.12.22.32.4

2. Engineering ServicesZero to five key enablers to the toplevel item

2.53.13.23.33.4

3. Process ImprovementZero to five key enablers to the toplevel item

3.54.14.24.34.4

4. Engineering CapabilityZero to five key enablers to the toplevel item

4.55.15.25.35.4

5. Supportability CapabilityZero to five key enablers to the toplevel item

5.5

Totals

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Actions to Support Objectives

Actions to enableachievement of theobjectives are set

Action owners areassigned

Substantial objectivesrequire a ProcessInitiative Plan that definesSponsor, stakeholders,tasks, roll-out,communication, risks &cost-benefit analysis

Actions* ActionOwner

Initiatives* Tactical items to achieve key enablers above.Should be numbered in line with initiatives above. Actions shouldbe monitored and reviewed and form part of the continuousimprovement plan for Mission Systems1. Engineering Management

1.1.11.2.11.2.21.3.1

2. Engineering Services2.1.12.1.2

3. Process Improvement3.1.13.2.13.3.13.4.13.4.23.5.1

4. Engineering Capability4.1.14.2.14.3.14.4.14.4.2

5. Support Capability5.1.15.1.25.2.15.3.1

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Objectives & Actions Monitoring

Actions &objectives aremonitoredmonthly by headsof department

A cross referenceis made to theEFQM Model

GENERAL DYNAMICS UNITED KINGDOM LTD - MISSION SYSTEMS2005

EFQMSection Owner Jul Aug Sept Oct Nov Dec

Prev Currentsumif sumif

4 DB a a 4 44 DB g g 5 5

5 DB g g 5 55 DB g g 5 5

5 DB g g 5 55 DB g g 5 55 DB g g 5 55 DB g g 5 55 DB a g 4 5

3 DB g g 5 55 DB g g 5 55 DB g g 5 5

5 DB g g 5 55 DB g g 5 53 DB g g 5 53 DB g g 5 5

4.9 4.9g g

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Eachdepartment’s‘Traffic Light’status iscollated andmonitoredmonthly atBusinessReviews

CIP Organisation Roll-upCONTINUOUS IMPROVEMENT PLAN 2005GENERAL DYNAMICS UNITED KINGDOM LTD - MISSION SYSTEMS

2005Function Jun Jul Aug Sept Oct Nov Dec

Engineering and Support g gLead Engineer Prog. g gTechnology Planning g aSHEQ g gFacilities g aHuman Resources g gFinance g aProgrammes a gIT a aProcurement g gManufacturing g gCMMI g gBusiness Development a aCommercial g gProg Management g g

4.8 4.7Total g g

Green = 5 Amber = 4 Red to Amber = 2 Red = 0

Average > 4.5 Average > 3.0 Average <= 3.0

= Green = Amber = Red

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Balanced Scorecard used atExecutive Level

Forecast/ %Status of Scorecard as at -- October 2005 Owner Budget Actual Achievement

Delivery performance 12 mth rolling %

on time deliveries

Customer owned equip. GH 95.0% 95.5% 100.0%Production Deliveries GH 91.0% 89.1% 97.9%Product Development IR 80.0% 78.3% 97.9%

% of forecast past dues cleared Past Dues IR 90.0% 88.2% 98%

Delivered Quality Escaping Defects (0-8 = Green, 9-15 = Amber, 16+ = Red) GH <9.0 7 100%

Programme status Key programme traffic lights -Development IR >4.5 4.1 91.7%

weighted averageSupport IR >4.5 5.0 100.0%

(G=5, Y=4, R-A=2, R=0)Production IR >4.5 5.0 100.0%Technology SK >4.5 4.4 97.8%

CIP Functional Plans - Key initiatives traffic light status ST >4.5 4.8 100.0%

CMMI Status DB >4.5 5.0 100.0%

Employee turnover Voluntary attrition rate Engineering BS <5.0% 5.2% 96.0%

Overall BS <8.0% 6.5% 100.0%

Productivity Drivers Absence days BS <5.1 6.2 82.3%

Strategic Goals Goal 1 SK >4.5 4.0 88.9%Goal 2 IR >4.5 4.7 100.0%Goal 3 SK >4.5 4.0 88.9%

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A Company Structure that SupportsCMMI

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Integrated Product Development Process

3 levels of flowchartplus task descriptors

Covers all disciplines

A framework forplanning & managingprojects

Common Language

Describes ‘what to do’

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Integrated Project Teams

Company structure/organisation changed when IPDPwas introduced

Strong emphasis on the project team Project Lead Engineer is the line manager for the

duration of the project Career development discussed at annual appraisal ‘Home’organisation is championed by the process

leads - training, best practice, attendance atconferences etc.

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Project Start-up

IPDP Tailoring

Team Workshop/Team Building

Team Values

Assumptions Brainstorm

Barriers & Solutions

Communications Strategy

Team Values

Offer help - don't wait to beasked

Treat people as you want to betreated

Keep commitments – If youcan’t, ensure someone elseknows

Be pro-active

Be honest and open

Be approachable

Be flexible

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Lessons Learnt in Transition fromCMM to CMMI

Having an Integrated Product Development Processestablished for 5 years gave us a head start whenCMMI came along

The company structure had to change tosuccessfully implement IPPD

When we were updating processes for CMM, weapplied the principles to all disciplines - so systems& hardware knew what was coming!

A multi-discipline process group was establishedwhen we started implementing CMM

The ‘Engineering’Process Group has influence overall processes within the company

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Appraisal Preparation

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Appraisal Scope

All model disciplines of CMMI Version 1.1 within theAppraisal scope:–Systems Engineering–Software Engineering–Integrated Process and Product Development–Supplier Sourcing

Engineering disciplines not cover by the model,included in the appraisal:–Hardware (Electronic) Engineering–Mechanical Engineering

Four projects that provided appropriate sampling ofthe Disciplines in scope.

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On Site Preparation

Preparation forClass A took 12months

A variety ofappraisal methodsused for differentpurposes

All events createda report formanagementstatus

Initial Gap analysis(ARC - Class B Appraisal)

PIID Workshop(ARC - Class C Appraisal)

Deployment check(Consultancy)

Institutionalisation check(ARC –Class B Appraisal)

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Planning & Monitoring

Class A, B and C appraisals planned and monitoredusing the Organisation Process Initiative Plans andmonitored via the Continuous Improvement Plan(CIP)

Focus on Practice Implementation Indicators (PIIDs)–Process deployment and institutionalisation

performed using PIIDs as reference–Monitoring of progress performed through a PIID

mapping spreadsheet–Status reported via the Engineering Functional

Plan and at monthly Business Reviews on thebalanced scorecard

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Monitoring PIID progress

0

50

100

150

200

250

300

350

400

Oct-04 Nov-04 Dec-04 Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05

Sp

ecif

ic&

Gen

eric

Pra

ctic

esC

om

ple

ted

Expected Progress

Project A

0

10

20

30

40

50

60

70

80

Oct -04 Nov-04 Dec-04 Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05

"Sp

ecif

ican

dG

ener

icp

ract

ices

com

ple

te

Expected Progress

OrganisationalProcess Areas

Each project reported PIID completion progressmonthly

This included the Process Improvement Group forthe Process Management Process Areas

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Preparation Lessons Learnt

PIIDs were prepared early in the appraisal lifecycle. PIIDs were used by the projects, appraisal teams and

management Project managers were responsible for populating the

PIIDs as the project progressed and created theartifacts.

PIIDs were checked and verified through appraisalevents.

All events included a report for management. Thisreport documented all model interpretation decisionsmade, for future use by appraisal team members

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Class A Appraisal

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On Site

The appraisal input wascreated in draft early inthe lifecycle (to identifycandidate teammembers, candidateprojects etc.)

Each mini teamconsisted of two people,one internal, oneexternal

All appraisal teammembers were presentat the readiness review

Appraisal Planning

Team Training combinedwith Readiness Review

Class A on-site

Follow-up

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Appraisal Schedule - Week 1Day 1 Day 2 Day 3 Day 4 Day 5

TIME 10-Oct 11-Oct 12-Oct 13-Oct 14-Oct TIME

08:00

Team Planning Team Planning Team Planning Team Planning Team Planning

09:00 Team Planning Review PIIDs Script Questions 09:00

Site Briefing Interview 4 Interview 7

10:00 FAR - Engineering A & B Managers C 10:00

Team Refresher Team C All

11:00 Training All - Interview 1 11:00

Project Overviews Senior Managers

12:00 Tool Demos - DOORS, eMatrix 12:00

Lunch Lunch Lunch Lunch Lunch

13:00 13:00

PASS Demo Team A - Review of All - Interview 2 Interview 5 Review PIIDs

14:00 IANS, Stellent confidential Org data FAR - Process Managers B 14:00

RisGen, AMS All

15:00 Resource Speadsheet Review PIIDs 15:00

Interview 3

16:00 Review PIIDs Managers A Team A - Interview 13 16:00

All FAR - QA Project D

17:00 17:00

Team Review Team Review Team Review Team Review Team Review

18:00 Allow for late finish Allow for late finish Allow for late finish Allow for late finish 18:00

19:00 19:00May have longer evenings depending on team performance.

Presentations Team Working time Breaks Interview

Boardroom CR 2 Breaks CR 10

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Day 6 Day 7 Day 8 Day 9 Day 10

TIME 17-Oct 18-Oct 19-Oct 20-Oct 21-Oct

08:00

Team Planning Team Planning Team Planning Team Planning Team Planning

09:00 Review Final Findings

Interview 11 Follow-up Present Preliminary

10:00 Interview 8 FAR - Project Co-ordinators Interviews Findings: Practitioners

FAR - Training & Metrics Team B with project staff Executive Session

11:00 Team A as required Present Preliminary

Findings: Managers Final Findings

12:00 PIIDs Review Completed Collect/Review additional Info. Presentation

Lunch Lunch Lunch Lunch Lunch

13:00

Interview 9 Interview 12 Mini team Characterisation OU Goal Team Debrief

14:00 FAR - Engineering C & D FAR - QA Characterisation Room clean up

Team C All & Ratings Lessons learnt

15:00 Wrap-up

Generate Preliminary

16:00 Interview 10 Interview 6 Findings Prepare Final Findings

Managers D FAR - CM

17:00 All Team A

Team Review Team Review Team Review Team Review

18:00 Allow for late finish Allow for late finish Allow for late finish Allow for late finish

19:00May have longer evenings depending on team performance.

Presentations Team Working time Breaks Interview Preliminary Findings

Boardroom CR 2 Breaks CR 10 Demo Room

Appraisal Schedule - Week 2

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Class A Lessons Learnt

External, objective Lead Appraiser (Martha Johnson)with extensive IPPD related experience led the ClassA Appraisal

Team members attended all appraisal sessions wherepossible

Planning of the Readiness review and On-Site wereexemplary

Team training conducted at Readiness review usingthe Class A appraisal document set, and full teampresent

Large well appointed team room

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General Strengths (from Final Findings)

Engineering Management Team is extensivelyinvolved and enables the organisation and projectsto function in a professional manner

Programme Managers are responsible andaccountable for the outcome of their projects

Effective balance between project leadership andthe discipline of following the process

Open culture for identifying and implementingchange within the organisation.

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Summary

Business Planning Process

A Company Structure that supports CMMI

Appraisal Preparation

Class A Appraisal

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Thank you!

What Questions do you have?

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About the Authors

Steve Fletcher (sjh_fletcher@yahoo.co.uk)–Authorised SCAMPI A, B and C Team leader–Authorised to teach the Introduction to CMMI,

CMMI Intermediate concepts and Instructor trainerclass

–SEI Visiting Scientist with SEI-EuropeSandra Hudson

–GD-UK Mission Systems Process Lead–CMMI Lead for GD-UK–Member of the GD Corporate Process Council–Member of INCOSE UK Advisory Board