The Practical Application of CMMI and Working at a Level 5 Corporation

Agenda
                     

History of CMMI Intro What is CMMI? CMMI Appraisals Maturity Levels How Does Industry Use CMMI? CMMI Frustrations CMMI Regarded Incorrectly From CMM to CMMI CMMI Frustrations CMMI consist of Working at a Level 5 Corporation Champions Committee What is the Purpose What are the Roles Meeting Schedules Rotating Representative Training Process Suggestion Process Entrance/Exit Criteria Roadmap to Process Improvement Current State Key Terms Audit Tips

History of CMMI
   

Developed from 1987 until 1997 CMMCMM-1991 CMMI-1999CMMI-1999-2002 Used in aerospace, banking, computer hardware, software, automobile and telecommunications Model contains the essential elements but supports tailoring

CMMI
   

Capability Maturity Model Integration Definition: a software engineering and organizational development process improvement approach that provides organizations with the essential elements for effective process improvement. It can be used to guide process improvement across a project, a division, or an entire organization. CMMI helps integrate traditionally separate organizational functions, set process improvement goals and priorities, provide guidance for quality processes and provide a point of reference for appraising current processes.

What is CMMI?
The primary goal of CMMI is to Improve processes for better products as per CMMIs mantra rather than merely providing certifications to organizations so that they can attract more business.

CMMI is


An evolutionary improvement process methodology From ad hoc, immature processes to disciplined, mature processes The highest level of mature processes involving measured results and appraisals Evidence for every practice for every project

CMMI Appraisals


The formal method from determining whether a organization has achieved a maturity level is by way of a SCAMPI (Standard CMMI Appraisal Method for Process Improvement)
 

1-2 week of evidence reviews and interviews Appraisal Team Members (ATM) may consist of 6-10 trained 6appraisers led by a SEI-authorized Lead Appraiser who will SEIconduct the appraisal and log entries within the Method Description Document (MDD) Determine if the CMMI interviewees are following the defined methodology collectively The defined methodology requires evidence of every practice for every project Following the SCAMPI, the SEI-authorized Lead Appraiser SEIwill produce an Appraisal Disclosure Statement (ADS) based on the MDD results

Maturity Levels


   

Level 0 Ad hoc, informal, inconsistent Level 1 Performed Level 2 Managed Level 3 Defined Level 4 Quantitatively Managed Level 5 - Optimizing

Maturity Levels


The more mature your organization is, the more challenging the work you could successfully perform
  

Tight schedules Tight budgets Risks

To achieve a maturity level, you must satisfy the expected process areas at that level

How Does Industry Use CMMI?



Companies use the model to identify process improvements

 

The model suggests practices that a mature organization should use Companies use the model to set organizational improvement goals (i.e. Achieve CMMI Level 3 in 2012)

Customers use the model to assess contractor capability

 

May ask an organization about its rating May conduct their own appraisal

CMMI Frustrations
   

Another Initiative More Red Tape Not Enough Time As It Is We have been doing things this way for years No one ever ask the people doing the work what the real issues and problems are

CMMI Regarded Incorrectly



Organizations seek to obtain maturity levels merely to obtain more business Employees simply go through the motions of the processes to appease upper management Organizations attempt to adopt CMMI without a clear understanding or the overall concept of processes and its benefits

From CMM to CMMI



New standard published in 1999



Encompasses software engineering, systems engineering, integrated product/ process development and acquisition (add-on to Engineering (addprocesses)

Adopting the CMMI means your organizational and project practices are consistent with the Industrys best practices for SysE, SoftE, Services, PM, QA & CM

CMMI consist of


A model of best practices that cover the product lifecycle The I was added to emphasize that the model fully integrates software engineering, systems engineering, hardware and design engineering (in the past they were separately identified as CMMI-SE (software), CMMICMMICMMI-SE (system), CMMI-DEV CMMI-

CMMI


Helps identify the Process areas, goals, work products and an overall template for defining processes Helps define a path for adopting process improvement Helps define benchmarking and measurement techniques

CMMI


CMMI helps organizations improve quality by optimizing the people, the tools and the methods through consistent processes
rocedures and methods defining the relationship of tasks
B A C D

eople ith skills, training, and motivation

PROCESS

Tools and equipment

Ecosystem


[Scientific Ecosystem Definition] A community of organisms together with their physical environment, viewed as a system of interacting and interdependent relationships and including such processes as the flow of energy through trophic levels and the cycling of chemical elements and compounds through living and nonliving components of the system. [Software Development Ecosystem Definition] A community of professionals together with their technical environment, viewed as a system of interacting and interdependent relationships and including processes as the flow of positive and negative energy through the development life cycle.

Working at a Level 5 Corporation

I. Corporate Quality Policy System  Tier 1 Corporate Manual (Provides the goals of the company)  Tier 2 Quality Method of Operations (Provides the goals of all the organizations within the company)  Tier 3 Local Procedures (How the organizations are going to go about the goals)

Champions Committee


To oversee the applying of the defined CMMI process area best practices; Tailoring and implement it within the MISO organization. To look for gaps in the current processes and filling the gaps in order to meet CMMI Level audit standards

What is the purpose



Defining the Charter:  Maintain Policy/Process Bible & Repository  Review and Approve request for New Policies  Responsible for Roll out of New Policies  Coordinate and support CMMI Representatives  Coordinate communication and ongoing training  Conduct Mock Appraisals and Audit  Identify the Global Impact of Policy changes among process areas

What are the roles



Steering Management Team

Project Manager  Auditor  Document, Repository and Training Coordinator


Rotating Representatives


Quarterly Selection

Meeting Schedules


Weekly Steering Meetings

   

Training and Portal Issues Audit Issues Initiatives Global Issues

  

Visit Process Area Team Meetings Weekly Weekly Meeting with all Representatives Weekly Status Meeting With Project Mgr

Rotating Representative Training



Prerequisite: Mandatory CMMI 101 Test CMMI 101 Class offered once a month Kick off first CMMI 101Meeting

Process Suggestion Process

 

   

Submit to the Champion Committee Accepted & Scheduled by the Champion Committee Scheduled for Pilot Pilot Complete Pilot Assessment Champion Committee approve for Institutionalization

Steering Committee

Steering Committee

Project Manager

CMMI Advisors & Appraiser

Training, Documentation & Communications

Process Definition Committee

CMMI Champions Committee PDC

Business Analyst

Development

Quality Assurance

Architecture

Project Management

Help Desk

Entrance/Exit Criteria
Entrance/Exit Criteria for SDLC Phases (Phases consist Owners, Steps, Quality Records, Controlled Documents Templates, & Tools)

Entrance/Exit Criteria
Define the Project Project
(Owners: Proposal Mgr, Steps: Evaluate the opportunity, Create the proposal, Review for technical quality and for business & financial risk, Deliver approved proposal to customer Quality Records: Documentation of successful reviews, Controlled Documents: none Templates: Corporate proposal template, Tools: Rapid Applications Deployment Proposal Handbook) Handbook)  Entrance: A viable business opportunity  Exit: Completed proposal

Entrance/Exit Criteria
Requirements  Entrance: Solution Architecture Document (draft)  Exit: Completed requirements for each feature set in the solution architecture

Entrance/Exit Criteria
Design  Entrance: Solution Architecture, Feature Set Detail Design; or Product Recommendation Document  Exit: Defined API and Interface Requirements

Entrance/Exit Criteria
Development (Coding) (Coding)  Entrance: Completed solution environment, Feature Set Detailed Design Document  Exit: Software delivered to test

Entrance/Exit Criteria
Test  Entrance: STOP, STTS, Solution installed in solution environment  Exit: Ship Sign-off Checklist, SignTest metrics (final week only)

Entrance/Exit Criteria
Training/Maintenance  Entrance: Solution delivered to the customer, Learning Support Plan  Exit: Change request for process (if applicable), Completed Learning Support Package

Entrance/Exit Criteria
Implementation/Deployment  Entrance: Completed Ship SignSign-off Checklist, Release Content Letter, Completed Deployment Plan  Exit: Package Checklist, System delivered to customer, Release Record

Roadmap to Process Improvement

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

Kick Off Train (On-going) (OnAssess Current State Assess Maturity/Approach Assess Fit/Gap Prioritize Suggested New Processes Revise/Develop New Processes Pilot Processes Assess Pilot Institutionalize Key Lessons Learned Appraisal

Current State


  

Current Standard Operating Procedures Current Process Guides Interaction (Dress Rehearsal) Level 0 Assessment

Key Terms
 

 

Baseline A process to identify a common understanding & agreement, a base, from which subsequent work can proceed. After base lining, all changes must undergo Change Control. Change Control A process that provides an organized and formal method for processing change requests of documents that have been baselined. Controlled Document A document that has been baselined and has been brought under a Change Control. It typically is numbered and has undergone a Review, i.e., STTS, Project Plan, STOP, Learning Support Plan Jeopardy A project tracking tool to provide adequate visibility and alert management early so effective corrective actions can be taken when a project deviates significantly from project plans. Local Processes that describe how a project or set of projects will implement the specified criteria in the QMO. Key Learnings Session Facilitator Lead session to determine and evaluate processes that were effective or could be improved. The Key Learnings session may address costs & schedules, technical aspects, & the system integration process. STOP Stages Test Overall Plan. A document that is created by the tester in which stipulates the release testing information. (i.e. stakeholders, level of testing, software used, baseline dates )

Key Terms
 

  

STTS Staged Test Case Specifications. A document that is prepared against which the solution is tested. SCAMPI - Standard CMMI Appraisal Method for Process Improvement is the official SEI method to provide benchmark-quality ratings relative to benchmarkCMMI models. SCAMPI appraisals are used to identify strengths and weaknesses of current processes, reveal development/acquisition risks, and determine capability and maturity level ratings. EDA Efficient Defect Analyzer. To enable software product teams to improve engineering practices by discovering, investigating, explaining, and correcting unusual patterns of defects. (i.e. severity, trigger, domain, defect type, lifecycle) Release Content Letter Is written to tell the customer what is being delivered. It highlights database changes, performance impacts, and restrictions. QMO Quality Method of Operation. A process architecture that describes a standard software development methodology. Best described using terms such as processes, procedures, and protocols and guidelines. (The software development process) NonNon-Compliance A deviation from documented procedures. Organizational Chart An artifact that describes the management structure in place for a given project or collection of projects. Quality Record An artifact that demonstrates the project is following the standard development methodology, i.e., review tracking sheets, training record, Ship Sign-off Checklist. SignQuality System Reviews (QSR) Regular, on-going internal reviews onperformed to measure and analyze conformance to the Quality Management System. Traceability The process that ensures that user needs are uniquely identified and can be tracked from requirements through deployment.

Audit Tips
    

Auditors use the Corporate Quality Policy to begin many of the audit sessions. Avoid saying We dont do it that way or We dont follow the QMO because Suggest saying We have implemented the QMO by . Know what the policy is and what it means to you in your daily job. Remember that:
   

Processes, procedures, and protocols and guidelines best describe the QMO QMO defines the companys Software Development Process QMO defines the guidelines which direct your role in the development process. QMO is the companys Method of Operation

  

Know your local procedures and that the local procedures are the third tier of the Quality System. Make sure all project documentation & resources have on-line onversions that can be easily accessible.

Audit Tips
      

Know the difference between a Quality Record and a Controlled Document. Be able to explain your part in creating or completing a Quality Record. Do not have older versions or drafts of baselined documentation in your work area. Know the current version of documentation used in your job. In addition to your job, be able to speak about training records and training plans. The Product Library should be well organized and ready for inspection. Auditors will ask how things have changed as a result of:
  

Key Learnings Root Cause Analysis Completed actions from Action item Registers

Dates on multiple records must be in synch.