Progressing CMM Levels 2 3 Presented to Omaha SPIN

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2. 2 Overview Seattle SEPG Emphasis Level 2 Focus Level 3 Focus Process Capability vs. Maturity Level Selling SPI Roles and Integration of SQA and SEPG Documenting Processes and Procedures

3. 3 Level 2 Focus Establishment of basic project management practices Processes and procedures on a project-by-project basis Improved estimating and consistency of project performance React to problems as they occur The main focus of Level 2 is to establish basic project management practices on a project by project basis. Projects could do things completely different. Establishment of these basic project management practices should provide for increased accuracy of project estimates, increased consistency or repeatability of results among projects, and will allow management visibility of projects at milestone points, so that actions can be taken to correct problems or put the project back on track when those problems are discovered.The main focus of Level 2 is to establish basic project management practices on a project by project basis. Projects could do things completely different. Establishment of these basic project management practices should provide for increased accuracy of project estimates, increased consistency or repeatability of results among projects, and will allow management visibility of projects at milestone points, so that actions can be taken to correct problems or put the project back on track when those problems are discovered.

4. 4 Level 3 Focus Organizational process focus Coordinated and integrated activities Proactive preparation for risks The focus of level 3 on the other hand is to develop standard organizational processes and procedures with tailoring guideline, so that the organizational standard is the starting point for tailored processes used by each project. This focus allows management to have a greater visibility into the actual practices being used so both managers and engineers understand their roles and responsibilities within the process and how their activities interact. This allows project groups to work together, perhaps as an integrated product team. Because there is greater visibility into processes being used, problems or risks can be anticipated and prevented, or their impacts minimized; rather than waiting until they are obvious to take corrective action.The focus of level 3 on the other hand is to develop standard organizational processes and procedures with tailoring guideline, so that the organizational standard is the starting point for tailored processes used by each project. This focus allows management to have a greater visibility into the actual practices being used so both managers and engineers understand their roles and responsibilities within the process and how their activities interact. This allows project groups to work together, perhaps as an integrated product team. Because there is greater visibility into processes being used, problems or risks can be anticipated and prevented, or their impacts minimized; rather than waiting until they are obvious to take corrective action.

5. 5 Process Capability vs. Maturity Level Schedule and cost targets are typically overrun by Level 1 organizations. Plans based on past performance are more realistic in Level 2 organizations. The target has moved out to a more realistic value, much better represents the mean of the actual results, and there is less variation in results. With well defined processes, performance improves in Level 3 organizations. The target value is improved, represents the mean of the actual results, and is achieved much more consistently with a much lower variation.Schedule and cost targets are typically overrun by Level 1 organizations. Plans based on past performance are more realistic in Level 2 organizations. The target has moved out to a more realistic value, much better represents the mean of the actual results, and there is less variation in results. With well defined processes, performance improves in Level 3 organizations. The target value is improved, represents the mean of the actual results, and is achieved much more consistently with a much lower variation.

6. 6 Selling Process Improvement Marketing process that involves: Identifying the product and the customer Understanding what motivates the customer to act Communicating effectively Checking that the message was received and understood To be successful process change and process improvement must have the support of both management and development staff. Proven marketing concepts must be used to gain this support and sell these target groups on process improvement. The items outlined here must be considered and taken into account when planning the marketing campaign that must be specifically tailored for the proper target group using the proper message, benefits, delivery medium, delivery frequency, feedback mechanisms, and revision methods. To be successful process change and process improvement must have the support of both management and development staff. Proven marketing concepts must be used to gain this support and sell these target groups on process improvement. The items outlined here must be considered and taken into account when planning the marketing campaign that must be specifically tailored for the proper target group using the proper message, benefits, delivery medium, delivery frequency, feedback mechanisms, and revision methods.

7. 7 Role of SQA More than process police Role of SEPG Concerns Credibility Isolation Training and mentoring Promoting value Integrating SQA and SEPG Roles & Integration of SQA & SEPG Traditional organization: Separate SQA & SEPG groups SQA-auditing group. SEPG-visionary group. Separate goals. SQA Tasks: SQA Plan, review project plan, audit, report, track issues, escalate issues. SEPG Tasks: Document new processes, roll-out processes, improve processes & manage changes, coordinate assessments SQA Concerns: Workload fluctuation, low morale, high turnover, credibility SEPG Concerns: Workload fluctuation, isolation, project team education, communication Merged SQA and SEPG: Benefits: Workload leveling, SQA pipeline to projects, increased job satisfaction, increased credibility, increased value of mentoring Obstacles: focus on SEPG work, task overload, limited SQA/SEPG knowledge, conflict of interest. Solutions: higher priority for SQA work, time management, management checks, status reporting, education, external SEPG auditor SQA Tips: Mentoring: SQA task, new vs. experienced PM, positive working relationship Auditing: constant communication, no surprises, improved PM, improved quality, create spirit of cooperation Traditional organization: Separate SQA & SEPG groups SQA-auditing group. SEPG-visionary group. Separate goals. SQA Tasks: SQA Plan, review project plan, audit, report, track issues, escalate issues. SEPG Tasks: Document new processes, roll-out processes, improve processes & manage changes, coordinate assessments SQA Concerns: Workload fluctuation, low morale, high turnover, credibility SEPG Concerns: Workload fluctuation, isolation, project team education, communication Merged SQA and SEPG: Benefits: Workload leveling, SQA pipeline to projects, increased job satisfaction, increased credibility, increased value of mentoring Obstacles: focus on SEPG work, task overload, limited SQA/SEPG knowledge, conflict of interest. Solutions: higher priority for SQA work, time management, management checks, status reporting, education, external SEPG auditor SQA Tips: Mentoring: SQA task, new vs. experienced PM, positive working relationship Auditing: constant communication, no surprises, improved PM, improved quality, create spirit of cooperation

8. 8 Documenting Processes & Procedures To be effective processes must be understood and used. Long verbose process and procedures documents usually end up on the shelf gathering dust. No one is going to open them and use them, just because they are intimidating. Process and procedure documentation must be short, easy to understand, and simple to use, and should be as unobtrusive as possible. PAL: central location easily accessible with different levels of detail available if required. EPG: Web-based with links to differing levels of detail and all required forms, etc.To be effective processes must be understood and used. Long verbose process and procedures documents usually end up on the shelf gathering dust. No one is going to open them and use them, just because they are intimidating. Process and procedure documentation must be short, easy to understand, and simple to use, and should be as unobtrusive as possible. PAL: central location easily accessible with different levels of detail available if required. EPG: Web-based with links to differing levels of detail and all required forms, etc.

9. 9 Summary