Strategies forSuccessfullyImplementing CMMIand Six Sigma
Mike Sturgeon and Louise MuddNovember 2002
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Topics
• Background• Six Sigma and CMMI• Process Hierarchy• Process Management Responsibilities• Summary
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• A leading globalintegrator of complexsystems– Based on information
technology and systemsengineering expertise
– Integrated solutions:architecture, developmentand sustainment
• Many customers andmarkets in transformation
• Six Sigma and CMMI –cornerstones of ourtransformation
Ohio MARCS
IntercontinentalBallistic MissileProgram
Treasury CommunicationsSystem
TRW Systems
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Business Drivers
• Competitive advantage through lower costs and lower risks– Ability to predictably deliver on time and within schedule– Increased customer satisfaction and associated growth
• Better business management through management by data– Quantitatively understand performance and quality drivers– More strategic and less tactical
• Enterprise approach to process improvement– Ability to capitalize on knowledge from all across the
organization– Common infrastructure for all improvement initiatives– Common policies, processes, and training
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ICBM’s Form Backbone of U.S. Strategic Deterrence
Wing IMalmstrom, MT
200 MM III
Wing IMalmstrom, MT
200 MM III
Wing VFE Warren, WY
150 MM III50 PK
Wing VFE Warren, WY
150 MM III50 PK
Wing IIIMinot, ND150 MM III
Wing IIIMinot, ND150 MM III
Peacekeeper• To be
eliminatedunder START II
Minuteman• Continued
operationalneed through2020
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System Engineering and Technical Assistance ICBM Prime
The ICBM Program Is a Team Effort
1950’s•Atlas 1st Launch (1957)•Thor 1st Launch (1957)•Titan 1st Launch (1959)
1950’s•Atlas 1st Launch (1957)•Thor 1st Launch (1957)•Titan 1st Launch (1959)
1960’s•MM I 1st Launch (1961)•MM II 1st Launch (1964)•MM III 1st Launch (1968)
1960’s•MM I 1st Launch (1961)•MM II 1st Launch (1964)•MM III 1st Launch (1968)
1970’s•PK Go-Ahead (1972)
1970’s•PK Go-Ahead (1972)
1980’s•PK 1st Launch (1983)
•SICBM Go-Ahead (1983)•PKRG Go-Ahead (1986)
•SICBM 1st Launch (1989)
1980’s•PK 1st Launch (1983)
•SICBM Go-Ahead (1983)•PKRG Go-Ahead (1986)
•SICBM 1st Launch (1989)
1990’s•REACT
•GRP•PRP
•ICBM Prime Award (1997)
1990’s•REACT
•GRP•PRP
•ICBM Prime Award (1997)
2000+•MMP•PSRE•ECS
•Field Upgrades
2000+•MMP•PSRE•ECS
•Field Upgrades
TRWProgram Management,Systems Engineering andIntegration
BoeingGuidance Systems,Ground Systems,Systems Support
Lockheed MartinGround Systems,RS/RV, PK IFSS
Thiokol/CSDJoint Venture Propulsion
AerojetGeneral DynamicsLogiconNorthropAllied SignalC.S. Draper LabsHoneywellLittonRaytheonARCVeridianM-L TechnologiesDav-LearSAICPrimeTech
Associate Contractors
Integration AcrossPrograms
Integration AcrossPrograms Accountability for
System PerformanceAccountability for
System Performance Efficiency ThroughConsolidation
Efficiency ThroughConsolidation
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“Program” (Contract) is a Set of RelatedPrograms/Projects
SustainingEngineering -
Reactive
WeaponSystem
Assessment -Proactive Identify
Problemand OutlineMitigation
Air ForceDecision
to “fix” or“not fix”Problembecause
additionalresourcesrequired
NewProgram
Deploy “fix”
Systems Engineering Services
Product Development
Do Not “fix”
“fix”
CMMI InitiativeStandardize processes
Projects demonstrate processesProjects do not develop new processes
CMMI InitiativeStandardize processes
Projects demonstrate processesProjects do not develop new processes
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Six Sigma and CMMI
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BusinessMeasures
Voice of theCustomer
ChangeManagement
Six Sigma
ISO 9001 CMMI
Methods& Tools
DMAICDFSS
ProcessManagement
TRW Systems’ Integrated Approach to Process Improvement
• ISO 9001 provides the quality management discipline for all project and functional areas• Six Sigma provides a comprehensive framework for ensuring process improvements
support corporate goals• CMMI ensures the use of industry best practices in software and systems engineering
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What is Six Sigma?
A Process Improvement MethodologyLike BPR, TQM, ISO 9000, CMM, etc.
Has Three Major Elements
Decision Making withEmpirical Data1
Voice of the Customer
BusinessCases
23
CulturalCulturalTransformationTransformation
Sigma
123456
DPMO
680,000298,000
67,0006,000
4003.4
Linked toLinked toBusinessBusinessStrategyStrategy
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History of Six Sigma
1950 1960 1970 1980 1990 2000
W. Edwards Demingintroduces qualitymanagement to Japanesemanufacturing
Motorola startsSix Sigma program
1983
1979
Six SigmaA best-in-class change strategy foraccelerating improvements in processes,products, and services
GEAlliedSignal
1997+Philip Crosby introducesconcept of zero defects
IBMFord adopts qualitymanagement Lockheed Martin
SonyPolaroidJP MorganJ&JRaytheonTRW
1995
Joseph JuranpublishesManagerialBreakthrough
3rd WaveEngineering/
Software
1st Wave Manufacturing
2nd WaveService/Transactional
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How Six Sigma Compliments CMMI
For an individual process:– CMM/CMMI identifies what activities are expected (industry best-
practice)– Six Sigma identifies how activities might be improved (more
efficient, more effective, …)
Example – Project Planning in CMMI
SG 1 Establish EstimatesSP 1.1 Estimate the Scope of the ProjectSP 1.2 Establish Estimates of Project AttributesSP 1.3 Define Project Life CycleSP 1.4 Determine Estimates of Effort and Cost
SG 2 Develop a Project PlanSP 2.1 Establish the Budget and ScheduleSP 2.2 Identify Project RisksSP 2.3 Plan for Data ManagementSP 2.4 Plan for Project ResourcesSP 2.5 Plan for Needed Knowledge and SkillsSP 2.6 Plan Stakeholder InvolvementSP 2.7 Establish the Project Plan
SG 3 Obtain Commitment to the PlanSP 3.1 Review Subordinate PlansSP 3.2 Reconcile Work and Resource LevelsSP 3.3 Obtain Plan Commitment
Could fully meet CMMI goalsand practices, but still writepoor plans
Six Sigma can be used to makeplanning process more efficientand yield better plans
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How CMMI Compliments Six Sigma
For the organizational infrastructure:– Six Sigma identifies what activities are used for improvement
(DMAIC, DFSS)– CMM/CMMI identifies how those activities might be
implemented(Process Groups, Training Offices)
Example – Organizational Process Focus in CMMI
SG 1 Determine Process Improvement OpportunitiesSP 1.1 Establish Organizational Process NeedsSP 1.2 Assess the Organization’s ProcessesSP 1.3 Identify the Organization's Process
ImprovementsSG 2 Plan and Implement Process ImprovementActivities
SP 2.1 Establish Process Action PlansSP 2.2 Implement Process Action PlansSP 2.3 Deploy Process and Related Process
AssetsSP 2.4 Incorporate Process-Related Experiences
into the Organization’s Process AssetsGG 3 Institutionalize a Defined Process
Six Sigma doesn’t assessoverall organizational capability
CMMI provides an approach tosetting up the infrastructure
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Process Hierarchy
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CMMI Process Area Relationships
Process ManagementOrganizational Process Focus
Organizational Process DefinitionOrganizational Training
Organizational Process PerformanceOrganizational Innovation and Deployment
Project ManagementProject Planning
Project Monitoring and ControlSupplier Agreement ManagementIntegrated Project Management
Risk ManagementQuantitative Project Management
EngineeringRequirements DevelopmentRequirements Management
Technical SolutionProduct Integration
VerificationValidation
SupportConfiguration Management
Process and Product Quality AssuranceMeasurement and Analysis
Decision Analysis and ResolutionCausal Analysis and Resolution
analyze
empower analyze
employmeasure & assist
standardize processes
Organizational responsibility
(TRW Systems and IPIC)
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Process Life-Cycle
Project Plans
CMMI
Project Results
OrganizationalTraining & Tools
Industry/GovernmentStandards
ISO
Customer
Specific
OrganizationalPolicies & Processes
ProcessImprovement
Metrics Database
OrganizationalPerformance
ProjectPerformance
Project Schedules & Budgets
Contract
Our approachsupports
continual processimprovement
Our approachsupports
continual processimprovement
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Highlights of Our Approach
Quantitatively Measured • Metrics Manual• Measurement repository
Enterprise-Wide Institutionalization • Policy & Requirements Manual• Standard Process Manual• Training
PRM
SPM Projects MM
Six Sigma Teams• DMAIC/DFSS• Tools & methods
CMMI Assessments• Self-Assessment Tool• Internal/external formal
assessments
CMMI/Six Sigma Synergy • Project Reviews/Summits• Integrated strategies
Six Sigma projects:• Fill CMMI gaps• Improve CMMI processes• Applies Six Sigma methods
and tools to Levels 4 and 5
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IPIC Process Requirements Hierarchy
TRW Systems Policies
CMMI
ISO 2000
TRW Systems Processesand Tailoring Guidance
IPIC IMP
IPIC Contract
IPIC Process Set• Policy Compliance Report• Tailored System’s Processes• Program Management Plan• Configuration Management Plan• Assessment Plan• Others – HR, Security, F&B, Contracts, etc.
AF Manuals
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Working Level Architecture
IPIC Processes
AdministerIPIC
Contract
Monitor/Report/Correct
Acquire andExecute
New Work
SystemEngineering
SustainingEngineering
TRWUnique
Make it easy for theemployees
Make it easy for theemployees
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Process Management Responsibilities
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Enterprise Process Management Infrastructure
• We leverage our SixSigma efforts off oursuccessful CMMIinfrastructure
– Common ProcessManagement programoffice and reportingstructure
– Shared staff with skillsin both areas
– Information sharingfrom Enterprise toDivision to Project
TRW Systems• Process Management staff• TRW Systems Process Group• Office of Cost Estimation• Six Sigma Training Office• Dashboards
Divisions• Division Champions• Division Process Groups• Training Offices
(engineering, management)
Projects• Self-Assessment Tool• Corrective Action System
Six Sigma Projects• Startit! Data base• Best Practice Sharing
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Making it Stick
Design NewProducts andProcesses thatMeet CustomerNeeds
Improve Existing Processes so that Their Outputs Meet Customer Requirements
Control and Manage Cross-Functional Processes toMeet Business Goals
D - Each Project MustHave a Business Caseand Sponsor
M - “You can’tmanage what you don’tmeasure.”
A - “Solve theproblem, not thesymptoms.”
I - Push forInnovations,Breakthrough Thinking
C - Who IsAccountable for Makingthe Fix Stick?
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IPIC Process Roles and Responsibilities
Process Leader• Monitors Process Continually• Influences resources executing
the process• Trains process• Documents the process• Responsible for stakeholder
management of the process• Reports to process reviewer the
health of the process• Integrates with integrating
process leaders and functionalmanagers
• Responsible tomaintain/implement changes
Process Reviewer• Reviews status of the process as
deemed necessary with theprocess leader – generally 1 perweek to 1 per month
• Assists the process leader withstakeholder management
• Assists the process leader withendorsement of roles andresponsibilities within theprocess
• Understands interfaces betweenthis process and other processesand functions
• Maintains “vision” of the process
Highly Matrixed Organization –Typical “Process Owner” did not apply
Highly Matrixed Organization –Typical “Process Owner” did not apply
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Additional Process Roles and Responsibilities
Process Implementer• Executes the process• Examples –
– PM and PMT execute theAcquisition Strategy process
– Hiring Manger executes thestaffing process
– PM/PMTs execute the design anddevelopment process
– TO team executes the TOprocess
Process Auditor• Independently assess compliance to
the process and quality of theproduct
Upper Management Reviewer• Reviews process and product metrics
of selected processes (leader, reviewerand auditor may be asked questions)
• 1x per month to 1x per quarter
Supplier• Provides data or material into process
Customer• Receives data or material from process
Stakeholders• Determined by the process leader with
the process reviewer• Includes all the above and may extend
from supplier of suppliers to customerof customer
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Summary of Key Strategies
• Establish an enterprise approach– Process improvement– Process management
• Leverage initiatives to obtain goals– Six Sigma is a great set of tools to support CMMI implementation
• Don’t expect projects to be able to implement everything– Some things are better implemented at an organizational level
• Make it easy for the employees• Document process roles and responsibilities early• Process improvements are sustained by process management
– Six Sigma Control– CMMI Generic Practices
• Overall approach supports continual process improvement
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