CMMI Conference Denver, Colorado 2004...Laws of Engineering Systems Thinking Systems Thinking is a...

The Look and Feel of aThe Look and Feel of aSuccessful CMMISuccessful CMMIImplementationImplementation

CMMI ConferenceCMMI ConferenceDenver, ColoradoDenver, Colorado

20042004

LNF Successful CMMI Imp- 2Version NDIA CMMI Conf-2004 v2.4© 2004 Kasse Initiatives, LLC

WelcomeWelcome

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SEI Trademarks andSEI Trademarks andService MarksService Marks

�SM CMM Integration SCAMPI are servicemarks of Carnegie Mellon University

�® Capability Maturity Model, CapabilityMaturity Modeling, CMM, and CMMI areregistered in the U.S. Patent & TrademarkOffice


AgendaAgenda

�Engineering Systems Think�Business Results�Roles and Responsibilities�Project Management�Risk Management�Quality Management�Supplier Management�Recursive Nature of Requirements Engineering�Alternative Solutions

�Components to Products


AgendaAgenda -- 22

� Improving Processes At The Organizational Level

�The Knowledge and Skills Base

� Integrated Teams

�Reducing Variation

�Establishing a Measurement Program

� Improving Beyond Stability

�Repeatable, Effective, and Long Lasting

�Process Improvement Means Change

�Constagedeous Approach to Process Improvement

�Summary


EngineeringEngineeringSystems ThinkSystems Think


Laws of EngineeringLaws of EngineeringSystems ThinkingSystems Thinking

�Systems Thinking is a discipline for seeing thewhole

�In all of the project’s phases/stages, and alongthe system’s life, the systems engineer has totake into account:�The customer’s organization vision, goals, and tasks�The customer’s requirements and preferences�The problem to be solved by the system and the

customer’s needs�The whole has to be seen as well as the

interaction between the system’s elements�Iterative or recursive thinking must replace the

traditional linear thinking


Laws of EngineeringLaws of EngineeringSystems ThinkingSystems Thinking -- 22

�The solution is not always an engineering one– remember to always take into account�Business and economic costs�Reuse or utilization of products and infrastructure

already developed�Organizational, managerial, political, and personal

considerations�The end user must be considered as a major

part of the system�At each stage the human element must be

considered


Business ResultsBusiness Results


Support for the Organization’sSupport for the Organization’sBusiness ObjectivesBusiness Objectives


BusinessBusinessObjectivesObjectives

�For a focus on Process Improvement to besuccessful, it must be tied to the organization’sbusiness objectives for example:�Improve predictability of development cycle length,

delivery time and costs

�Find and fix each problem once

�Reduce system errors that are discovered bycustomers

�Increased control of suppliers

�Increase quality of products

�Always work with the correct version of a module orlife-cycle work product


Support for SeniorSupport for SeniorManagement’s VisionManagement’s Vision


VisionVision

�Where does senior management think theorganization will be in the next year, and in thenext two to five years?

�What products will be in the mainstream?�Who will the competitors be?�Will there be collaborators or strategic alliance

partners?�What technology changes are expected and/or

will be required to support the vision?


VisionVision -- 22

�What does the organizational structure have tobe to support this vision?

�Who will the organization’s suppliers be?�What must the organizational culture be to

support this vision?�How will a Process Improvement Initiative

support this vision?


Support for ProjectSupport for ProjectLeaders toLeaders to

Manage and ControlManage and ControlBetterBetter


Process Improvement:Process Improvement:What Value to ProjectWhat Value to ProjectLeaders?Leaders?

�What measurable value will the qualitymanagement initiative bring to the projectleaders who bear the line responsibility forproduct delivery?�More accurate schedules?�Higher productivity of developers?�Better quality products?�Traceable requirements?�Controlled configuration items?�Reviews focused on critical components?�Better control of suppliers?�Reduction in potential risks?


PEOPLEPEOPLE

PROCESSPROCESS TECHNOLOGYTECHNOLOGY

Carnegie Mellon UniversitySoftware Engineering Institute

Process in PerspectiveProcess in Perspective


Process

People

Technology

ArchitectureOrganization(Enterprise)

QualityProducts and

Services

CUSTOMER

Business ProcessBusiness ProcessPerspectivePerspective

BusinessObjectives


Roles andRoles andResponsibilitiesResponsibilities


Senior ManagementSenior ManagementMust Lead the ChargeMust Lead the Charge

�Since there are inherent costs to implementingprocess, Senior Management mustdemonstrate their belief in it through theircommunications, daily decision making, andfinancial commitment.

�Senior Management’s resolve must not waiverwhen deadlines beg for shortcuts to get theproduct out the door


Senior ManagementSenior Management

�Establish Policies – behavior expectationsetting documents

�Allocate or reallocate resources�Establish Authority and Responsibility�Authorize Training�Approve Organizational Commitments�Have Senior Management Oversight into the

processes used on projects and resultingproduct quality

�Provide Visible Management Support


Middle ManagersMiddle Managers

�Provide the corporate bridge between theprograms and projects and the seniormanagement team

�Exercise risk management decision makingbased on data

�Guide the process improvement steeringcommittee

�Serve as a “process owner”�The Middle Manager as “Process Owner” must

participate in the periodic Senior ManagementOversight Meeting and report the progress on hisprocess focus area.


Project ManagerProject Manager

�Today’s Project Manager is expected to be:�Better educated�Open, friendly, and people-oriented�A better listener�Quality conscious�Receptive to new ideas�More participative�A Facilitator�Skilled at group process and group dynamics�Encouraging to others to participate in plans and decisions�Skilled on how to coach, inspire, and motivate the project team�Able to span boundaries�Able to provide and apply integrative management techniques

to unique, complex organizational ventures characterized byinterdependent efforts, a variety of specialists, over multiplesites, multiple languages and multiple cultures


Development OrganizationDevelopment Organization

Senior Management

Middle Management

Project Management

Project Members

Non-Project StaffProcess Liaisons

Process Improvement InfrastructureProcess Improvement Infrastructure

Senior ManagementAdvisory Board

Steering Committee

SEPG

• • •WorkGroup

1

WorkGroup

n

Process Group:Process Group:Sample ImprovementSample ImprovementInfrastructureInfrastructure


Developers SEPG

Provides visibility into the effectivenessand efficiency of the processes beingused and the resulting product quality

Provides feedback to the individualprojects on the efficiency and effectivenessof the processes that they are followingso they can be improved at the project level

Provides feedback to the SEPG on theorganizational processes they have facilitatedin developing so they can be improved atthe organizational level

SQASQA -- Agent forAgent forProcessProcessImprovementImprovement

Management

SQA


CM Roles andCM Roles andResponsibilitiesResponsibilities

�Configuration Management Group� Configuration Management Manager� Configuration Management Engineer� Configuration Management System Manager� Test Library Manager� Release Library Manager

�Project Manager�Project Team�Project CM Specialist�Configuration Control Board

� Organizational Level� Project Level


Integration &Integration &Systems TestingSystems Testing

� Integration ensures the product components match theinterface descriptions and “fit together”� Interfaces are tested to ensure that Systems Testing can be

conducted against a complete system or subsystem

�Systems Testing is the first time at which the entiresystem can be tested against the SystemsSpecification

�Systems Testing measures and determines what thesystems capabilities are

�Systems test plan covers types of testing to beperformed, test strategies, test coverage approaches,methods and approach for tracing requirements to testcases, and reliability metrics


Measurement TeamMeasurement Team

�Most organizations have at least one person who hasan interest in and an ability to understand metrics andmeasurements

�Few organizations have a designated MeasurementGroup

�While it may not seem worthwhile for an organization toform a separate Measurement Group, having ameasurement expert or two supporting theorganization’s metrics needs is quite valuable


Systems EngineeringSystems Engineering

�Systems Engineering provides a “cradle to grave”view of the evolving system

�Systems engineers help to define the totaltechnical and managerial effort required totransform the set of customer needs, expectations,and constraints into a life-cycle balanced solution.


Project ManagementProject Management


Project ManagementProject Management

�Project Management is a set of tools, techniques andknowledge that, when applied, helps produce betterresults for a project

�Project Management provides a process that can helpanswer basic questions:�What are you going to produce?�What is it the customer wants and needs?�Who is going to do the work?�How long will it take?�How much will it cost?�What might go wrong?�How can you avoid potential problems?


Project ManagementProject Management -- 22

�Project Management functions include:�Define scope of project�Work Breakdown Structure�Estimation�Risk Management�Stakeholder Involvement�Commitment Process�Planning including integrating all support plans that

affect the project�Supplier Management�Monitoring and Control


Relationships among theRelationships among thePlanning ProcessesPlanning Processes

Initiation Planning

SCOPEActivity Definition

TIME

ActivitySequencing

TIMESchedule

Development

TIME

Scope Definition

SCOPE

Resource Planning

COST Activity DurationEstimating

TIME

Cost Estimating

COST

Risk ManagementPlanningRISK

Cost Budgeting

COST

Project PlanDevelopment

COST

Facilitating ProcessesQuality

Quality Planning

Human Resources

OrganizationalPlanning

Human ResourcesStaff Acquisition

ProcurementProcurement

Planning

ProcurementSolicitationPlanning

CommunicationsCommunications

Planning

RiskRisk Identification

RiskQualitative Risk

Analysis

RiskQuantitative Risk

Analysis

RiskRisk Response

Planning

Core Processes

FromControllingProcesses

FromInitiatingProcesses

FromExecutingProcesses


Risk ManagementRisk Management


Risk ManagementRisk ManagementCycleCycle

Risk Identification

Risk Monitoring

Risk Reductionand

Contingency Planning

Risk Assessmentand

Prioritization


Elements of RiskElements of RiskManagementManagement

Risk Control

Risk Management

Risk Assessment

Risk Identification

Risk Analysis

Risk Prioritization

Risk ManagementPlanning

Risk Mitigation

Risk Monitoring


Establishing RiskEstablishing RiskThresholdsThresholds

RiskMonitoring

Risk ExposureThreshold

Problem

Current StateTracking

MitigationContingency

PlanRisk

Man

agem

ent S

trat

egy

•Miti

gatio

n Te

chni

ques

•Peo

ple

Ass

igne

d•C

ontin

genc

y Pl

anni

ng Risk ExposureThreshold

ProjectStart


Quality ManagementQuality Management


Quality ManagementQuality Management

�Quality Management consists of:�Setting Quality Goals that support business

objectives

�Establishing and enforcing a Quality Policy

�Planning for quality�Developing Processes

�Establishing the use of Standards and Procedures�Conducting Objective Evaluations Audits with

respect to product quality�Conducting Objective Evaluations Audits with

respect to process quality


Quality ManagementQuality Management -- 22

�Performing multiple levels of Testing�Conducting Peer Reviews throughout the product

lifecycle

�Designing in Quality Factors (e.g.,maintainability,reliability)

�Providing visibility into the process and productquality for management (Reporting)

�Getting non-compliance issues resolved before theproduct is delivered to the customer

�Configuration Management�Measurement


Quality ManagementQuality Management -- 33

�These quality functions may be performed by:�Project Leaders and project staff�Quality Manager or Quality Representative�Organizational level QA Group�Systems Engineering�Independent Test�Documentation�Customer

�and others……….


Quality ManagementQuality ManagementComponentsComponents

PLANNINGFOR

QUALITY

AUDITINGFOR

COMPLIANCE

SETTINGQUALITYGOALS

DESIGNING INQUALITYFACTORS

REVIEWS

STANDARDS,POLICIES, ANDPROCEDURES

QUALITYREPORTING

PRODUCT

DEVELOPMENT

PROCESS

TESTING

QUALITYPOLICY

QUALITYASSURANCE

CONFIGURATIONMANAGEMENT


The CM FunctionsThe CM Functions

�Identification�Baselining�Change Control

�Organizational Change Control Board�Developmental Change Control Board

�Status Accounting�Configuration Auditing�Configuration Management System�Interface Control�Supplier Control


Supplier ManagementSupplier Management


Supplier ManagementSupplier ManagementOverviewOverview

Project

SisterDivisions

Other Projectsin Business

Unit

Off-the-ShelfProducts

Subcontractors

Contractors(Resource Hiring)

OutsourcingReuseComponents


Treating the SupplierTreating the SupplierAs A Project MemberAs A Project Member

Project

�

�

�

��

�

��

�

�

�

�

Supplier� �

��

�

Project Member

Supplier Member


RequirementsRequirementsEngineeringEngineering


RequirementsRequirementsDevelopmentDevelopment


Customer, Product, andCustomer, Product, andProduct ComponentProduct ComponentRequirementsRequirements

CustomerRequirements

Definition ofFunctionality

Product andProductComponentRequirementsCustomer

End User

Co-workers &Management

Stakeholders

Marketing

RegulatoryAgencies

IndependentTest

QualityAssurance

OperationalConcept &Scenarios

DerivedRequirements


Customer, Product, andCustomer, Product, andProduct ComponentProduct ComponentRequirementsRequirements -- 22

Processes

H/W, S/W,Mechanical,

Electrical,Engineering

Prod

uct

Requ

ireme

nts

Alloc

ated t

o

Func

tions

Product andProductComponentRequirements

Services

People

Customer

End User

Co-workers &Management

Stakeholders

Marketing

RegulatoryAgencies

IndependentTest

QualityAssurance


Operational ConceptsOperational Conceptsand Scenariosand Scenarios

�Scenarios and Operational Concepts aredeveloped, analyzed, and reviewed to refineexisting requirements and discover newrequirements, needs, and constraints�Scenarios are normally sequences of events that

might occur in the use of the product

�Operational concepts depend on both the designsolution space and the scenarios

� define the interaction of the product, the end userand the environment

� define the operational, maintenance, support, anddisposal needs


Product and ProductProduct and ProductComponentComponentRequirementsRequirements

�Customer requirements are analyzed inconjunction with the development of theoperational concept to derive a more detailedand precise set of requirements called“product and product componentrequirements”


Spiral Model of theSpiral Model of theProduct RequirementsProduct RequirementsEngineering ProcessEngineering Process

START

Requirements elicitation

Requirements validationRequirements documentation

Requirements analysisand negotiation

Agreedrequirements

Draft Requirementsdocument

Requirementsdocument and

validation report

Informal statement ofrequirementsDecision point:accept document

or re-enter spiral

Gerald Kotonya and Ian Sommerville,Requirements Engineering, John Wiley and Sons, 1998


RequirementsRequirementsManagementManagement


RD

RM

TS

The Requirements Management andThe Requirements Management andRequirements Development PartnershipRequirements Development Partnership


Impact Analysis forImpact Analysis forRequirements ChangeRequirements ChangeRequestsRequests

� Impact Analysis is made based on the requirementschange request:�Development Schedule�Release Schedule�Changes required to this system�Staffing�Components�Development and Target equipment�Risks�SCOPE�Costs�Changes required to other systems or interfaces within the

project�Other existing products or product lines


AlternativeAlternativeSolutionsSolutions


Develop DetailedDevelop DetailedAlternative SolutionsAlternative Solutionsand Selection Criteriaand Selection Criteria

�Problem: Alternative solutions need to be identifiedand analyzed to enable the selection of a life-cyclebalanced solution in terms of the quadruple constraintof cost, schedule, technical performance and quality

QUALITY

PERFORMANCE

COST

SCHEDULE


Develop DetailedDevelop DetailedAlternative SolutionsAlternative Solutionsand Selection Criteriaand Selection Criteria -- 22

�Solution: This may be accomplished through theallocation of the requirements to:�Software�Hardware�Electronics�Mechanics�Hydraulics�Manufacturing Processes�Services�People

� It may be accomplished through:� In house development�Purchase of Commercial-Off-The-Shelf products�Use of Suppliers�Use of Re-use components


Develop the ProductDevelop the Productor Product Componentor Product ComponentDesignDesign

�Product or product component designs mustprovide the appropriate life-cycle content for:�Implementation�Modification�Reprocurement�Maintenance�Sustainment�Installation

�Design documentation provides a referencepoint to support the mutual understanding ofthe design by relevant stakeholders


ArchitectingArchitecting


The TraditionalThe TraditionalApproachApproach

O

P

T

I

O

N

S

time

DESI

GN


Evolutionary ApproachEvolutionary Approach

time

SOLUTIONS

PROBLEM

SOLUTIONS THAT LEAD TO DESIGNS


Quality FactorsQuality Factors


User oriented view ofan aspect of product

quality

Product orientedcharacteristics or

indicatequality attributes

Quantitative measuresof characteristics

FACTOR

CRITERIONCRITERIONCRITERION

METRIC METRICMETRIC

Product QualityProduct QualityMetricsMetrics

�Product Quality is described through a number offactors (reliability, maintainability)

�Each factor has several attributes that describe it calledcriteria

�Each criterion has associated with it several metricswhich taken together quantify the criterion


Quality FactorsQuality Factors

�Correctness�Efficiency�Expandability�Flexibility�Integrity�Interoperability�Maintainability�Manageability

�Portability�Reliability�Reusability�Safety�Survivability�Usability�Verifiability


From Components toFrom Components toProductsProducts


Integration StrategyIntegration Strategy

�The basis for effective product integration is anintegration strategy

�Establishing the product integration strategyincludes the following:� Integration sequence�Work to be done�Responsibilities for each activity�Resources required�Schedule to be met�Procedures to be followed�Tools required�Product Integration Environment�Personnel skills


Ensure InterfaceEnsure InterfaceCompatibilityCompatibility

Pro

duct

Com

pone

nt

Env

ironm

ent

Pro

duct

Com

pone

nt

Interface toEnvironment

Interface toProduct

Component


VerificationVerification

�Verification includes verification of the productand intermediate work products against allselected requirements, including customer,product, and product component requirements


ValidationValidation

�Demonstrate that a product or productcomponent fulfills its intended use when placedin its intended environment

�Validate Maintenance, Training, and SupportServices�Demonstrate that the maintenance tools are

operating in the actual product

�Verify in the field that support of the product iseffective as specified by the customer (e.g., MeanTime to Repair)

�Demonstrate adequate training of the products andservices


Improving ProcessesImproving Processesat the Organizationalat the Organizational

LevelLevel


Development OrganizationDevelopment Organization

Senior Management

Middle Management

Project Management

Project Members

Non-Project StaffProcess Liaisons

Process Improvement InfrastructureProcess Improvement Infrastructure

Senior ManagementAdvisory Board

Steering Committee

SEPG

• • •WorkGroup

1

WorkGroup

n

Sample ImprovementSample ImprovementInfrastructureInfrastructure


MeasurementRepository

MeasurementRepository

ProcessAsset

Library

ProcessAsset

Library

Life-cycleModels

Life-cycleModels

TailoringGuidelinesTailoring

Guidelines

Organization’s StandardProcess Definition

ProcessArchitecture

ProcessElements

SupportEnvironment

SupportEnvironment

Organization’sOrganization’sProcess AssetsProcess Assets

OPD-SG1 EstablishOrganizational Process Assets


The Knowledge and SkillsThe Knowledge and SkillsBaseBase


Core CompetenciesCore Competencies

�What business is the organization in?�What are the core competencies required to

perform the organization’s business andremain competitive?

�What is the organizational workforceknowledge and skills base?

�What training, mentoring, and coaching doeseach person need in order to develop thenecessary skill set to do their everyday job andgain in the organization’s core competencies?

�What must recruiters do to find appropriatecandidates with either the necessaryknowledge and skills or the proven ability tolearn


OrganizationOrganization--LevelLevelTrainingTraining

�The organization’s strategic businessobjectives and improvement plans should beanalyzed to plan for current, intermediate, andfuture training needs in order for theorganization to remain competitive

OT-SG1 Establish anOrganizational TrainingCapability


OrganizationOrganization--LevelLevelTrainingTraining -- 22

�Determine which training needs will befocused on at the organizational level

�Analyze the project and support groups’needs to identify common training needs thatcan be most efficiently addressedorganization-wide

�Negotiate specific training needs with variousprojects and support groups

�“Economy of Scale” must always beconsidered when planning for organizationalvs. project-level training

OT-SG1 Establish anOrganizational TrainingCapability


Integrated TeamsIntegrated Teams


Integrated TeamingIntegrated Teaming

�Successful Integrated Teaming depends on:�Integrated Project Management which emphasizes

proactively integrate the concepts in the Project Planand all supporting plans

�Collaboration skills from Integrated Team membersto satisfy customer and business needs that wouldnot normally be achieved by normal project members

�Shared Vision�Organizational Environment for Integration�Team members who have strong interpersonal skills

and ability to work in a team environment and theability to complement the mix and knowledge andskills in the team


Shared Vision ContextShared Vision Context

IndividualIntegrated

TeamProject Organi-

zation


Reducing VariationReducing Variation


CMMI OverviewCMMI Overview

Process is unpredictable,poorly controlled, andreactive

Process is characterizedfor projects and is oftenreactive

Process is characterizedfor the organization andis proactive

Process is measuredand controlled

Focus is on quantitativecontinuous processimprovement

Level ProcessCharacteristics

Requirements ManagementProject Planning

Product and Process Quality Assurance

Configuration Management

Project Monitoring and ControlSupplier Agreement Management

Quantitative Project ManagementOrganizational Process Performance

Causal Analysis and ResolutionOrganizational Innovation and Deployment

Process Areas

Requirements DevelopmentTechnical SolutionProduct Integration

ValidationVerification

Organizational Process Focus

Integrated Project Management

Initial

Managed

Defined

QuantitativelyManaged

Optimizing

Measurement and Analysis

Organization Process DefinitionOrganizational Training

Risk ManagementDecision Analysis & Resolution

Integrated TeamingOrganizational EnvironmentFor IntegrationIntegrated Supplier Management


Variation AmongVariation AmongIndividualsIndividuals

�One of the traits of CMMI Maturity Level 1 isthat the process “belongs” to the people. Ifothers follow a process, it is normally due to thestrong personality of someone on the projectwho has experienced using processes inanother environment.

�From a variation point of view, a level oneorganization has great variation based on itsindividual employees following their ownprocess paths. This is why maturity level onecompanies depend so heavily on the heroics ofits people.


Project’s Processes toProject’s Processes toReduce VariationReduce Variation

�At CMMI Maturity Level 2, processes normallybelong to the project and are enforced by theProject Manager

�The processes, standards, guidelines,checklists, and templates are enforced for all ofthe project members to achieve moreuniformity in development and product quality

� Assuming that all projects follow some form ofprocess, the amount of variation that was seenin organizations of maturity level 1 is reducedeven if all of the projects followed a differentprocess


Organizational ProcessesOrganizational Processesto Reduce Variationto Reduce Variation

�At The Organizational Level, an organizationthat wishes to achieve CMMI Maturity Level 3needs to have its processes owned by theorganization for economy of scale to berealized and process measurement to makepractical sense

�These process definitions are tailored andincorporated into the project’s definedprocesses throughout the organization andthus variation in project development andproduct and service quality is again reduced.


Quantitative ProjectQuantitative ProjectManagementManagement

�Quantitative Management is tied to theorganization’s strategic goals for productquality, service quality, and processperformance

�When higher degrees of quality andperformance are demanded, the organizationand projects must determine if they have theability to improve the necessary processes tosatisfy the increased demands

� Achieving the necessary quality and processperformance objectives requires stabilizing theprocesses that contribute most to theachievement of the objectives and reducingprocess variation to support the quantitativemanagement objectives.


Establishing aEstablishing aMeasurement ProgramMeasurement Program


Measurement andMeasurement andAnalysis OverviewAnalysis Overview

�A measurement initiative involves the following:�Specifying the objectives of measurement and

analysis such that they are aligned with establishedinformation needs and business objectives

�Defining the measures to be used, the datacollection process, the storage mechanisms, theanalysis processes, the reporting processes, andthe feedback processes

�Implementing the collection, storage, analysis, andpresentation of the data

�Providing objective results that can be used inmaking business judgments and taking appropriatecorrective actions


Basic MeasuresBasic Measures

�Project Management Measures�Size and complexity�Effort and Cost�Schedule�Computer Resources�Data Management�Knowledge and Skills�Stakeholder Involvement�Technical Performance�Commitments�Critical Dependencies�Quality


Effectiveness ofEffectiveness ofProcessesProcesses

�We must not only define and follow processesbut we must determine if the processes areworking for us the way we expected them to�How well are the processes working?

�Requirements Management ProcessesEffectiveness - Example�Number of change requests per month compared

with the original number of requirements for theproject� Critical change requests� Intermediate change requests� Nice to have change requests


More AdvancedMore AdvancedMeasuresMeasures

�Peer Review Effectiveness�Testing Effectiveness�Test Coverage


Quantitative ProjectQuantitative ProjectManagementManagement


QuantitativeQuantitativeManagement ConceptsManagement Concepts

�Quantitative Management is tied to the organization’sstrategic goals for product quality, service quality, andprocess performance

�When higher degrees of quality and performance aredemanded, the organization and projects mustdetermine if they have the ability to improve thenecessary processes to satisfy the increased demands

�Achieving the necessary quality and processperformance objectives requires stabilizing theprocesses or subprocesses that contribute most to theachievement of the objectives

�Assuming the technical requirements can be met, thenext decision is to determine if it is cost effective


Quality and ProcessQuality and ProcessPerformance ObjectivesPerformance Objectives

�Define and document measurable quality andprocess performance objectives for the project

�Examples of Quality Objectives�Mean time between failures�Critical resource utilization

�Examples of Process Performance Objectives�Percentage of defects removed by type of

verification activity�Defect escape rates�Number and density of defects (by severity) found

during the first year following product delivery�Rework time as a percentage of total project life-

cycle time


MeasuresMeasuresand Analyticand AnalyticTechniquesTechniques

LNF Successful CMMI Imp- 97Version NDIA CMMI Conf-2004 v2.4© 2004 Kasse Initiatives, LLCNumerical data taken

in time sequence

UpperControlLimit(UCL)

LowerControlLimit(LCL)

Upper andLower

Control Limitsrepresent the

natural variationIn the process

METRIC:PROCESS CONTROL CHART TYPE:

A point above or below thecontrol lines suggests that the

measurement has a specialpreventable or removable cause

Plotted points are eitherindividual measurements or the

means of small groups ofmeasurements

The chart is used for continuousand time control of the process

and prevention of causes

The chart is analyzed usingstandard Rules to define the

control status of the process

Datarelating to

the process

Center Line (CL)(Mean of data used toset up the chart)

Statistical Methods for Software QualityAdrian Burr – Mal Owen, 1996


Num

ber o

f Day

s

Product – Service Staff Hours

20

56

181614121086420

32 5452504846444240383634

HistogramsHistograms


Improving BeyondImproving BeyondStabilityStability


Insight IntoInsight IntoCausal Analysis andCausal Analysis andResolutionResolution

�Causal analysis and resolution is theprocess of improving quality andproductivity by preventing the introductionof defects into a product

�Based on an understanding of the definedprocess in use and how it is implemented, theroot causes of the defects and the futureimplications of the defects are determined


Cause and EffectCause and EffectDiagrams (Fishbone)Diagrams (Fishbone)

Req’mtsDefects

MissingRequirement

IncorrectRequirement

InfeasibleRequirement

VagueRequirement

CustomerRequirement Changed


Pareto ChartsPareto Charts

Percentage of Defects Detected During SystemTesting by Phase Where Defect Was Injected

50

2520

5

0

1020

30

4050

60

Req'mts Design Code Test


Scatter DiagramsScatter Diagrams


InterrelationshipsInterrelationshipsDiagraphDiagraph

What are the issuesrelatingto traffic jams?

AA-- AutoAccidents

In= 4 Out=1BB-- Road

ConstructionIn= 0 Out= 2

DD-- WeatherConditions

In=2 Out=3

FF-- MechanicalBreakdown

In= 0 Out=2

CC-- Rush HourTraffic

In= 6 Out= 1

EE-- CulturalEvents

In= 2 Out= 2


OrganizationalOrganizationalInnovation andInnovation andDeployment OverviewDeployment Overview

�The Organizational Innovation and Deploymentprocess area selects and deploys improvements thatcan enhance the organization’s ability to meet itsquality and process performance objectives

�Quality and process performance objectives that thisprocess area might address include:�Improved product quality�Increased productivity�Decreased cycle time�Greater customer and end user satisfaction�Shorter development or production time to change

functionality, add features or adapt to new technologies


Organizational InnovationOrganizational Innovationand Deploymentand DeploymentOverviewOverview -- 22

�Process performance is a measure of theactual process results achieved and ischaracterized by both process measures andproduct measures.

�Process measures include:�Effort�Cycle time�Defect removal efficiency

�Product measures include:�Reliability�Defect density�Response time


OrganizationalOrganizationalInnovation andInnovation andDeployment OverviewDeployment Overview -- 33

�Process and Quality performance objectivesthat will be deployed are selected fromproposals based on the following criteria:�A quantitative understanding of the organization’s

current quality and process performance�The organization’s quality and process-performance

objectives�The resources and funding available for that

deployment�Estimates of the improvement resulting from the

deployment�The expected benefits weighed against the cost and

impact to the organization


RepeatableRepeatableEffectiveEffective

andandLong LastingLong Lasting


InstitutionalizationInstitutionalization

�Institutionalization involves implementingpractices that�Ensure the process areas are effective,

repeatable and long lasting�Provide needed infrastructure support�Ensure processes are defined, documented,

understood�Enable organizational learning to improve the

processes


CLCL--2 Generic2 GenericPracticesPractices

�GP 2.1 Establish an Organizational Policy�Establish and maintain an organizational policy for planning

and performing the process� Policies exist for Project Planning� New Client Offers

�GP 2.2 Plan the Process�Establish and maintain the requirements, objectives,

procedures and plan for performing the process

�GP 2.3 Provide Resources�Provide adequate resources for performing the planned

process, developing the work products, and providing theservices of the process


CLCL--2 Generic2 GenericPracticesPractices -- 22

�GP 2.4 Assign Responsibility�Assign responsibility and authority for performing the process,

developing the work products, and providing the services of theprocess

�GP 2.5 Train People�Train the people performing or supporting the planned process

as needed

�GP 2.6 Manage Configurations�Place designated work products of the process under

appropriate levels of configuration management

�GP 2.7 Identify and Involve Relevant Stakeholders� Identify and involve the relevant stakeholders as planned


CLCL--2 Generic2 GenericPracticesPractices -- 33

�GP 2.8 Monitor and Control and Measure the Process�Monitor and control the process against the plan and take

appropriate corrective action

�GP 2.9 Objectively Evaluate Adherence�Objectively evaluate adherence of the process, and the work

products and services of the process to the applicablerequirements, objectives, and standards, and address non-compliance

�GP 2.10 Review Status with Higher-LevelManagement�Review the activities, status, and results of the process with

higher-level management and resolve issues


CLCL--3 Generic3 GenericPracticesPractices

�GP 3.1 Establish Defined Process�Establish and maintain the description of the defined process

�GP 3.2 Collect Improvement Information�Collect work products, measures, measurement results, and

improvement information derived from planning and performingthe process to support the future use and improvement of theorganization’s processes and process assets


ProcessProcessImprovementImprovement

MeansMeansChange!Change!


Principles of ProcessPrinciples of ProcessChangeChange

�Major changes must be sponsored by SeniorManagement

�Focus on fixing the process, not assigning theblame

�Understand current process first�Change is continuous�Improvement requires investment�Retaining improvement requires periodic

reinforcement


Support

Legitimacy

[courtesy JMaher]

Building Support forBuilding Support forChangeChange


Support

Legitimacy

Building Support forBuilding Support forChangeChange -- 22


[Source: Morgan, 1986]

Inputs:Human,Financial,Technological,Material,Resources

Outputs:ProductsServices

Input-output flow of materials,energy, information

StrategicSubsystem

TechnologicalSubsystem

Human/CulturalSubsystem

StructuralSubsystem

SubsystemManagerial

OrganizationalSystem

Organizations asOrganizations asSystemsSystems


“Managing Technological Change”Carnegie Mellon UniversitySoftware Engineering Institute

Managing ComplexManaging ComplexChange RequirementsChange Requirements

RESOURCESSKILLS ACTIONPLANINCENTIVESVISION CHANGE

RESOURCESSKILLS ACTIONPLANINCENTIVES CONFUSION

RESOURCES ACTIONPLANINCENTIVESVISION ANXIETY

RESOURCESSKILLS ACTIONPLANVISION GRADUAL

CHANGE

SKILLS ACTIONPLANINCENTIVESVISIONFRUS-

TRATION

RESOURCESSKILLS INCENTIVESVISION FALSESTARTS


ProcessProcessImprovement ModelImprovement Model


Infrastructureand Plansfor Process

Improvement

Commitmentto

ProcessImprovement

Appraisalof the Engineering

Process

Implementationof Process

Improvements

1

2

3

4

Process ImprovementProcess ImprovementModel (PIM)Model (PIM)


ProgressCheck

Propose NextImprovement

Actions

Strategy for PIInitiative

EvaluationSponsorship

Visioning/Business

Objectives

Identification ofPI Staffing

ExpectationSetting

Investigationand Awareness

Training

InstitutionalizeNew/Revised

Processes

Refine PilotedProcesses as

Necessary

PlanImprovement

Process(Action Plan)

PrioritizeImprovement

Effort

Diagnostic

TrainImprovement

Staff

Assessment

Define & StaffSPI

Infrastructure

Define NewProcesses

ORReview/ReviseExisting

ProcessesEvaluatePiloted

Processes

Pilot New/Revised

ProcessesAdopt Newor Revised

Processes forProject Needs

Appraisal

Implementation


ConstagedeousConstagedeousApproach toApproach to

ProcessProcessImprovementImprovement


ConstagedeousConstagedeousApproachApproach

�Both the Staged Representation and theContinuous Representation not only can be butmust be used together to provide properguidance that results in effective processimprovement that supports an organization’sbusiness objectives


CMMI ModelCMMI ModelRepresentationsRepresentations

PA PA

Continuous

Cap

abili

ty0

12

34

5Process

PA

ML 1

Staged

ML2

ML3

ML4

ML5

Organization


SummarySummary

�The CMMI has evolved from contributions ofengineers, managers, and social psychologistsover the past 100 years

�The multiple views of the CMMI contribute tothe picture that process improvement mustconcern itself with people, technology,measurement, risk, and customer satisfaction ifan organization’s business objectives are to besupported with the CMMI-based processimprovement initiative


Tim KasseTim KasseKasse Initiatives LLCKasse Initiatives LLC

PMB 293PMB 2931900 Preston Road, Suite 2671900 Preston Road, Suite 267

Plano, Texas 75093Plano, Texas 75093U.S.A.U.S.A.

Tel: +1 972 987 7606Tel: +1 972 987 7606

E-mail: [email protected]

Web Site: www.kasseinitiatives.com

The Look and Feel of a Successfu...WelcomeSEI Trademarks and Service MarksSM CMM Integration SCAMPI are se...® Capability Maturity Model, Cap...

AgendaEngineering Systems ThinkBusiness ResultsRoles and ResponsibilitiesProject ManagementRisk ManagementQuality ManagementSupplier ManagementRecursive Nature of Requirements...Alternative SolutionsComponents to Products

Agenda - 2Improving Processes At The Organ...The Knowledge and Skills BaseIntegrated TeamsReducing VariationEstablishing a Measurement Progr...Improving Beyond StabilityRepeatable, Effective, and Long ...Process Improvement Means ChangeConstagedeous Approach to Proces...Summary

Engineering Systems ThinkLaws of Engineering Systems Thin...Systems Thinking is a discipline...In all of the project’s phases/s...The customer’s organization visi...The customer’s requirements and ...The problem to be solved by the ...The whole has to be seen as well...Iterative or recursive thinking ...

Laws of Engineering Systems Thin...The solution is not always an en...Business and economic costsReuse or utilization of products...Organizational, managerial, poli...The end user must be considered ...At each stage the human element ...

Business ResultsSupport for the Organization’s �...Business �ObjectivesFor a focus on Process Improveme...Improve predictability of develo...Find and fix each problem onceReduce system errors that are di...Increased control of suppliersIncrease quality of productsAlways work with the correct ver...

Support for Senior Management’s ...VisionWhere does senior management thi...What products will be in the mai...Who will the competitors be?Will there be collaborators or s...What technology changes are expe...

Vision - 2What does the organizational str...Who will the organization’s supp...What must the organizational cul...How will a Process Improvement I...

Support for Project Leaders to�...Process Improvement: �What Value...What measurable value will the q...More accurate schedules?Higher productivity of developer...Better quality products?Traceable requirements?Controlled configuration items?Reviews focused on critical comp...Better control of suppliers?Reduction in potential risks?

Process in PerspectiveBusiness Process PerspectiveRoles and ResponsibilitiesSenior Management Must Lead the ...Since there are inherent costs t...Senior Management’s resolve must...

Senior ManagementEstablish Policies – behavior ex...Allocate or reallocate resourcesEstablish Authority and Responsi...Authorize TrainingApprove Organizational Commitmen...Have Senior Management Oversight...Provide Visible Management Suppo...

Middle ManagersProvide the corporate bridge bet...Exercise risk management decisio...Guide the process improvement st...Serve as a “process owner”The Middle Manager as “Process O...

Project ManagerToday’s Project Manager is expec...Better educatedOpen, friendly, and people-orien...A better listenerQuality consciousReceptive to new ideasMore participativeA FacilitatorSkilled at group process and gro...Encouraging to others to partici...Skilled on how to coach, inspire...Able to span boundariesAble to provide and apply integr...

Process Group:�Sample Improvemen...SQA - Agent for �Process �Improv...CM Roles and ResponsibilitiesConfiguration Management GroupConfiguration Management ManagerConfiguration Management Enginee...Configuration Management System ...Test Library ManagerRelease Library ManagerProject ManagerProject TeamProject CM SpecialistConfiguration Control BoardOrganizational LevelProject Level

Integration & �Systems TestingIntegration ensures the product ...Interfaces are tested to ensure ...Systems Testing is the first tim...Systems Testing measures and det...Systems test plan covers types o...

Measurement TeamMost organizations have at least...Few organizations have a designa...While it may not seem worthwhile...

Systems EngineeringSystems Engineering provides a “...Systems engineers help to define...

Project ManagementProject ManagementProject Management is a set of t...Project Management provides a pr...What are you going to produce?What is it the customer wants an...Who is going to do the work?How long will it take?How much will it cost?What might go wrong?How can you avoid potential prob...

Project Management - 2Project Management functions inc...Define scope of projectWork Breakdown StructureEstimationRisk ManagementStakeholder InvolvementCommitment ProcessPlanning including integrating a...Supplier ManagementMonitoring and Control

Relationships among the Planning...Risk ManagementRisk Management CycleElements of Risk ManagementEstablishing Risk ThresholdsRisk Management Strategy Mitigation TechniquesPeople AssignedContingency Planning

Quality ManagementQuality ManagementQuality Management consists of:Setting Quality Goals that suppo...Establishing and enforcing a Qua...Planning for qualityDeveloping ProcessesEstablishing the use of Standard...Conducting Objective Evaluations...Conducting Objective Evaluations...

Quality Management - 2Performing multiple levels of Te...Conducting Peer Reviews througho...Designing in Quality Factors (e....Providing visibility into the pr...Getting non-compliance issues re...Configuration ManagementMeasurement

Quality Management - 3These quality functions may be p...Project Leaders and project staf...Quality Manager or Quality Repre...Organizational level QA GroupSystems EngineeringIndependent TestDocumentationCustomerand others……….

Quality Management ComponentsThe CM FunctionsIdentificationBaseliningChange ControlOrganizational Change Control Bo...Developmental Change Control Boa...Status AccountingConfiguration AuditingConfiguration Management SystemInterface ControlSupplier Control

Supplier ManagementSupplier Management OverviewTreating the Supplier As A Proje...Requirements EngineeringRequirements DevelopmentCustomer, Product, and Product C...Customer, Product, and Product C...Operational Concepts and Scenari...Scenarios and Operational Concep...Scenarios are normally sequences...Operational concepts depend on b...define the interaction of the pr...define the operational, maintena...

Product and Product Component Re...Customer requirements are analyz...

Spiral Model of the Product Requ...Requirements�ManagementThe Requirements Management and ...Impact Analysis for Requirements...Impact Analysis is made based on...Development ScheduleRelease ScheduleChanges required to this systemStaffingComponentsDevelopment and Target equipmentRisksSCOPECostsChanges required to other system...Other existing products or produ...

Alternative SolutionsDevelop Detailed Alternative Sol...Problem: Alternative solutions n...

Develop Detailed Alternative Sol...Solution: This may be accomplish...SoftwareHardwareElectronicsMechanicsHydraulicsManufacturing ProcessesServicesPeopleIt may be accomplished through:In house developmentPurchase of Commercial-Off-The-S...Use of SuppliersUse of Re-use components

Develop the Product or Product C...Product or product component des...ImplementationModificationReprocurementMaintenanceSustainmentInstallationDesign documentation provides a ...

ArchitectingThe Traditional ApproachEvolutionary ApproachQuality FactorsProduct Quality MetricsProduct Quality is described thr...Each factor has several attribut...Each criterion has associated wi...

Quality FactorsCorrectnessEfficiencyExpandabilityFlexibilityIntegrityInteroperabilityMaintainabilityManageabilityPortabilityReliabilityReusabilitySafetySurvivabilityUsabilityVerifiability

From Components to ProductsIntegration StrategyThe basis for effective product ...Establishing the product integra...Integration sequenceWork to be doneResponsibilities for each activi...Resources requiredSchedule to be metProcedures to be followedTools requiredProduct Integration EnvironmentPersonnel skills

Ensure Interface CompatibilityVerificationVerification includes verificati...

ValidationDemonstrate that a product or pr...Validate Maintenance, Training, ...Demonstrate that the maintenance...Verify in the field that support...Demonstrate adequate training of...

Improving Processes at the Organ...Sample Improvement Infrastructur...Organization’s Process AssetsThe Knowledge and Skills BaseCore CompetenciesWhat business is the organizatio...What are the core competencies r...What is the organizational workf...What training, mentoring, and co...What must recruiters do to find ...

Organization-Level TrainingThe organization’s strategic bus...

Organization-Level Training - 2Determine which training needs w...Analyze the project and support ...Negotiate specific training need...“Economy of Scale” must always b...

Integrated TeamsIntegrated TeamingSuccessful Integrated Teaming de...Integrated Project Management wh...Collaboration skills from Integr...Shared VisionOrganizational Environment for I...Team members who have strong int...

Shared Vision ContextReducing VariationCMMI OverviewVariation Among IndividualsOne of the traits of CMMI Maturi...From a variation point of view, ...

Project’s Processes to Reduce Va...At CMMI Maturity Level 2, proces...The processes, standards, guidel... Assuming that all projects foll...

Organizational Processes to Redu...At The Organizational Level, an ...These process definitions are ta...

Quantitative Project ManagementQuantitative Management is tied ...When higher degrees of quality a... Achieving the necessary quality...

Establishing a Measurement Progr...Measurement and Analysis Overvie...A measurement initiative involve...Specifying the objectives of mea...Defining the measures to be used...Implementing the collection, sto...Providing objective results that...

Basic MeasuresProject Management MeasuresSize and complexityEffort and CostScheduleComputer ResourcesData ManagementKnowledge and SkillsStakeholder InvolvementTechnical PerformanceCommitmentsCritical DependenciesQuality

Effectiveness of ProcessesWe must not only define and foll...How well are the processes worki...Requirements Management Processe...Number of change requests per mo...Critical change requestsIntermediate change requestsNice to have change requests

More Advanced MeasuresPeer Review EffectivenessTesting EffectivenessTest Coverage

Quantitative Project ManagementQuantitative Management ConceptsQuantitative Management is tied ...When higher degrees of quality a...Achieving the necessary quality ...Assuming the technical requireme...

Quality and Process Performance ...Define and document measurable q...Examples of Quality ObjectivesMean time between failuresCritical resource utilizationExamples of Process Performance ...Percentage of defects removed by...Defect escape ratesNumber and density of defects (b...Rework time as a percentage of t...

Measures �and Analytic Technique...Slide 97HistogramsImproving Beyond StabilityInsight Into�Causal Analysis and...Causal analysis and resolution i...Based on an understanding of the...

Cause and Effect Diagrams (Fishb...Pareto ChartsScatter DiagramsInterrelationships�DiagraphOrganizational Innovation and De...The Organizational Innovation an...Quality and process performance ...Improved product qualityIncreased productivityDecreased cycle timeGreater customer and end user sa...Shorter development or productio...

Organizational Innovation and De...Process performance is a measure...Process measures include:EffortCycle timeDefect removal efficiencyProduct measures include:ReliabilityDefect densityResponse time

Organizational �Innovation and D...Process and Quality performance ...A quantitative understanding of ...The organization’s quality and p...The resources and funding availa...Estimates of the improvement res...The expected benefits weighed ag...

Repeatable� Effective �and �Long...InstitutionalizationInstitutionalization involves im...Ensure the process areas are eff...Provide needed infrastructure su...Ensure processes are defined, do...Enable organizational learning t...

CL-2 Generic �PracticesGP 2.1 Establish an Organization...Establish and maintain an organi...Policies exist for Project Plann...New Client OffersGP 2.2 Plan the ProcessEstablish and maintain the requi...GP 2.3 Provide ResourcesProvide adequate resources for p...

CL-2 Generic �Practices - 2GP 2.4 Assign ResponsibilityAssign responsibility and author...GP 2.5 Train PeopleTrain the people performing or s...GP 2.6 Manage ConfigurationsPlace designated work products o...GP 2.7 Identify and Involve Rele...Identify and involve the relevan...

CL-2 Generic �Practices - 3GP 2.8 Monitor and Control and M...Monitor and control the process ...GP 2.9 Objectively Evaluate Adhe...Objectively evaluate adherence o...GP 2.10 Review Status with Highe...Review the activities, status, a...

CL-3 Generic �PracticesGP 3.1 Establish Defined ProcessEstablish and maintain the descr...GP 3.2 Collect Improvement Infor...Collect work products, measures,...

�Process Improvement �Means�Chan...Principles of Process ChangeMajor changes must be sponsored ...Focus on fixing the process, not...Understand current process firstChange is continuousImprovement requires investmentRetaining improvement requires p...

Building Support for ChangeBuilding Support for Change - 2Organizations as SystemsManaging Complex Change Requirem...Process Improvement ModelProcess Improvement Model (PIM)Slide 122Constagedeous Approach to Proces...Constagedeous ApproachBoth the Staged Representation a...

CMMI Model RepresentationsSummaryThe CMMI has evolved from contri...The multiple views of the CMMI c...

Tim Kasse�Kasse Initiatives LLC�...

CMMI Conference Denver, Colorado 2004...Laws of Engineering Systems Thinking Systems Thinking is a...

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Transcript of CMMI Conference Denver, Colorado 2004...Laws of Engineering Systems Thinking Systems Thinking is a...