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March 6-9, 2006 Diane Mizukami (Williams) Diane.Mizukami@ngc Northrop Grumman

Designing Your Tailoring Approach to Help Achieve Higher Levels of Maturity. SEPG Conference 2006. March 6-9, 2006 Diane Mizukami (Williams) Diane.Mizukami@ngc.com Northrop Grumman. Agenda. What is Tailoring A Typical Organization A Mature Organization Designing Your Tailoring Approach

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March 6-9, 2006 Diane Mizukami (Williams) Diane.Mizukami@ngc Northrop Grumman

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  1. Designing Your Tailoring Approach to Help Achieve Higher Levels of Maturity SEPG Conference 2006 March 6-9, 2006 Diane Mizukami (Williams) Diane.Mizukami@ngc.com Northrop Grumman

  2. Agenda • What is Tailoring • A Typical Organization • A Mature Organization • Designing Your Tailoring Approach • Analyzing Tailoring Metrics • Making Improvements

  3. Project Project What is Tailoring? Organization Adapt the organization's standard processes to meet the project’s objectives to arrive at the project’s defined process. Like a family tree, all defined processes must be derived from the same trunk.

  4. Where is Tailoring in the CMMI? GP 2.1 GP 2.2 GP 3.2 Policies Collect Information Planning GP 2.3 GP 3.1 GP 3.1 Defined Process Resources Make A Note GP 2.10 GP 2.4 Higher-Level Review GenericPractice 3.1 Responsibility GP 2.9 GP 2.5 Training Evaluate GP 2.8 GP 2.6 GP 2.7 Configuration Management Monitor and Control Stakeholders

  5. Tailoring Guidelines GP 3.1 Establish a Defined Process

  6. Storyboard of a Typical Organization 2 1 Create Standard Processes Post Standard Processes Develop policies and standard processes in Word Provide Word files to projects Project Managers 3 4 Go Into Hibernation Update Years Later Update policies and standard processes years later Wait for the next process initiative

  7. Storyboard of a Mature Organization 2 1 Create Standard Processes Post Standard Processes Develop policies and standard processes in a tool Provide the tool to projects Project Managers 3 4 Let the Tool Gather Metrics Improve Standard Processes Walk away knowing the tool will automatically gather metrics 5 Use the metrics, to improve the policies and standard processes regularly CMMI Level

  8. Storyboard of a Typical OrganizationTrying to Become More Mature 2 1 Collect Defined Processes Figure Out What Was Tailored Collect Word files from projects Analyze red revision bars in every Word file Project Managers 3 4 Waste Resources Improve Standard Processes Waste an enormous amount of money and time 5 Use the error-prone method to improve the policies and standard processes regularly CMMI Level

  9. 6 Steps to a Mature Tailoring Approach Define Goals-Questions-Measures Define Tool Requirements Define Tailoring Options Design Tailoring Tool Analyze Metrics Improve the Standard Processes

  10. Define Goals-Questions-Measures Goals Measures Questions • Hours • Number of waivers, deviations, etc. for policies • Number of additions, deletions, etc. for standard processes • Categorize above by project type, project size, etc. • Continually improve the policies • Continually improve the standard processes • Create an efficient tailoring process • Which policies are being waived? • Which processes are being tailored frequently? • How long is it taking projects to tailor? • Is a particular process troublesome for projects?

  11. Define Tool Requirements How will the tool handle updates to the standard processes? Should the tool generate the defined process? Will the same tool also be used by the organization? Should the tool also be used for audits? Should the tool display by CMMI levels? Should we use Excel, Access, Oracle, Web?

  12. Define Tailoring Options Policies Standard Processes Compliant Waiver Deviation N/A Applicable Modify Delete Add N/A Include detailed definitions of the tailoring options in your Tailoring Guidelines.

  13. Design Tailoring Tool Use any tool that can collect metrics

  14. Analyze Hours by Project Type Variation analyzed through Six Sigma projects O&M project average time is higher Hours Hours Service project variation is large Project Type Project Type Hours for Tailoring the Standard Processes Hours for Defining Compliance to Policies Actions: Improve tailoring guidance and training to reduce variation, especially for service and Operations and Maintenance (O&M) projects.Publicize good examples.

  15. Analyze Policy Compliance Project Compliance with Policies Test for Equal Variance (F-Test) 921 Project Planning 922 Project Monitoring and Control Project compliance varies more since some projects do not have suppliers 923 Supplier Agreement Management 924 Risk Management 925 Quantitative Project Management Project compliance varies the most on the policy unique to Mission Systems 926 Project Review Authority Project Compliance Variance Actions: Improved the list of metrics in 926 Project Review Authority.

  16. Analyze Standard Process Additions Project Planning Why higher? Requirements Why higher? Standard Process Manual (SPM) Actions: Identified potential improvements to the standard processes.

  17. Analyze Hours by Project Size Large This data also helps projects estimate the effort for tailoring -- helps managers recognize when they need assistance. Large The standard processes are a better fit; therefore, tailoring is easier. Medium Projects are struggling more with tailoring Small Projects gave up. Medium No of Projects Small Hours Data from 68 projects

  18. Improve the Standard Processes A process step in the Integration (934) standard process was being tailored frequently. After investigating, it was discovered the process step was not what is normally done on projects, i.e., it wasn’t “standard” practice. The process step was deleted. A stretch of process steps in the Risk Management (924) standard process was being tailored frequently. After investigating, it was discovered the process steps were way too detailed and not really “standard” practice. As a result, the standard process was changed to have projects define the details in their project plans.

  19. Lessons Learned Tailoring guidelines and criteria are critical. Provide very specific instructions. Never assume projects tailored correctly per the tailoring guidelines and criteria. Top 3 Lessons Learned Consider using the same tool as a policy compliance and process auditing tool.

  20. Summary High maturity organizations use quantitative management to improve their process assets Post and Snooze Choice 1 Post then Suffer to Improve Choice 2 Post and Improve 5 Choice 3 CMMI Level

  21. Contact Information • Diane Mizukami (Williams) • Diane.Mizukami@ngc.com • 310-921-1939 • www.NorthropGrumman.com

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