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CMMI SM Transition at Motorola GSG. Daniel Henry, GSG-Canada Larry McCarthy, GSG-PQE Sanjay Chitnis, GSG-India CMMI Technology Conference Hyatt Regency Tech Center Denver, Colorado November 17-20, 2003. SM - CMMI is a service mark of Carnegie Mellon University. The Person.

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Cmmi sm transition at motorola gsg

CMMISM Transition at Motorola GSG

Daniel Henry, GSG-Canada

Larry McCarthy, GSG-PQE

Sanjay Chitnis, GSG-India

CMMI Technology Conference

Hyatt Regency Tech Center

Denver, Colorado

November 17-20, 2003

SM - CMMI is a service mark of Carnegie Mellon University


Cmmi sm transition at motorola gsg

The Person

The Work Team

The Home

The Auto

Wireless

Broadband

Internet

Motorola’s Strategic Focus


Cmmi sm transition at motorola gsg

Motorola’s Business

other

products

broadband

communication

personal

communications

Other Markets

Japan

integrated

electronic

systems

Latin America

United

States

6%

3%

1%

7%

commercial

government

Industrial

solutions

8%

7%

11%

Asia-Pacific

38%

45%

13%

14%

45%

14%

16%

17%

global telecom

solutions

China

semiconductor

products

Europe

  • Motorola is a global leader in providing integrated

  • communications and embedded electronic solutions.

    • $26.679 billion in revenue*

    • $3.754 billion in r&d expenditures*

    • 97,000 employees*

    • 808 patents issued

Source: Motorola 2002 Annual Report


Cmmi sm transition at motorola gsg

Benefits of Achieving Higher Maturity

Quality

Cost of Poor Quality

60

100

0

0

1

2

3

4

5

1

2

3

4

5

Cycle Time

Productivity

4

100

3

2

1

0

0

1

2

3

4

5

1

2

3

4

5

Source: Presidential Task Force – 2002 Data

Productivity

Quality

Cycle

Time


Cmmi sm transition at motorola gsg

Motorola’s Process Strategy

  • Use process framework(s) based on models of maturity and capability

    • Motorola Quality System Review (QSR) 1985-2002

    • SEI Maturity Models (SW-CMM, SE-CMM, CMMI) 1988-present

  • Leverage high maturity in software

    • QSR Subsystem 10 and Motorola Software Assessments

    • “SEI” Assessments (SPA, CBA IPI, SCAMPI)

  • Improve with Six Sigma methods and tools

    • Six Sigma (first wave)

    • Digital Six Sigma (2003)

  • Extend engineering-related success

    • Malcolm Baldrige Performance Excellence Awards


Cmmi sm transition at motorola gsg

Global Software Group (GSG)

VISION:

Be the premier provider of innovative software products and services to Motorola’s businesses and customers worldwide.


Cmmi sm transition at motorola gsg

GSG Locations

w

MONTREAL

ST. PETERSBURG

w

w

w

LIVINGSTON

w

KRAKOW

BEIJING

SCHAUMBURG

w

w

w

TURIN

TOKYO

w

w

w

CHENGDU

NANJING

FT. LAUDERDALE

HYDERABAD

w

w

BANGALORE

w

KUALA LUMPUR

w

SINGAPORE

w

CORDOBA

w

PERTH

w

w

VALPARASIO

w

SYDNEY

ADELAIDE


Cmmi sm transition at motorola gsg

GSG Competencies

Software Talent

World-wide

Locations

Proven Expertise

In Software

Development

GSG

Core Competencies

Network

Infrastructure

Software

Software

Products

Solutions

and

Application

Software

Embedded

Software

SEI CMM/CMMI

Software Quality

Focus

Motorola

Products and

Systems Expertise


Cmmi sm transition at motorola gsg

GSG’s Proven Performance

Quality:

Relative Defects After Release

Decreased Cost of Poor Quality:

Relative % of Development Effort

100

60

50

80

40

60

30

40

20

20

10

0

0

1

2

3

4

5

1

2

3

4

5

SEI CMM Process Maturity Levels

SEI CMM Process Maturity Levels

GSG

Reduced Cycle Time:

Relative Cycle Time

Increased Productivity:

Relative Productivity (X)

100

4

80

3

60

2

40

1

20

0

0

1

2

3

4

5

1

2

3

4

5

SEI CMM Process Maturity Levels

SEI CMM Process Maturity Levels

Source: Presidential Task Force – 2002 Data


Gsg india overview
GSG India Overview

  • Opened in 1991

  • 1000 engineers

  • Provides custom software, software products and system solutions for Motorola Businesses and their customers worldwide

  • Assessment history:

    • SW-CMM Level 5 in 1993

    • CMMI Level 5 in May 2003 using CMMI SE/SW/IPPD/SS


Project domains businesses
Project Domains (Businesses)

INFRASTRUCTURE BUSINESS

MULTIMEDIA & EMBEDDED BUSINESS

  • CDMA1X, UMTS, GSM, Cable Infrastructure system software

  • Network Management.

  • Infrastructure Tools

  • System Integration

  • Verification & Validation

  • Multimedia solutions

  • DSP libraries & applications

  • DSP Audio solutions

  • Network processor applications

  • EDA Tools

  • Broadband protocols

BUSINESSES

SUBSCRIBER BUSINESS

SYSTEM ENGINEERING

  • Wireless Applications

  • Wireless Protocols: GSM, GPRS, CDMA, UMTS

  • User Interface

  • Internet Access

  • Test suites & tools

  • System Integration

  • Performance modeling

  • Consultancy


Transition strategy
Transition Strategy

  • Business Goals on Scorecard drives improvement

    • CMMI-SE/SW/IPPD/SS continuous representation selected

    • Target Profile and Metrics program to suit business needs

  • Direct involvement of ~50% of the organization

    • Extensive Training for the whole organization

  • Reuse from outside sources wherever possible

  • Automation to support deployment

  • Use of an SEI transition partner

    • Training

    • Clarifications on interpretation of the model

  • Incremental transition using sequenced appraisals

    • Class C -> Class B -> Class B -> Class A


Appraisal sequence
Appraisal Sequence

Appraisal

Type

Class C

Class B

Class B

Class A

SCAMPI

Duration

Nov 01~Feb 02

June 12-21, 2002

March 17-21, 2003

May 6~15, 2003

Objective

Gap Analysis for

Identify Practice

Readiness Check

Benchmark;

process assets

Level Gaps

To establish a

baseline

Relative:

Low

Medium

Medium

High

Cost/Duration

Confidence

Accuracy

Rating?

No

No

No

Yes

Reference: Appraisal Requirements for CMMI (ARC)


Cmmi sm transition at motorola gsg

Target Profile

Profile validated by SCAMPI A

Target Capability Level

Appraised Capability Level

5

4

Target Capability Level

3

2

1

0

Validation

Verification

Project Planning

Risk Management

Technical Solution

Integrated Teaming

Product Integration

Organizational Training

Configuration Management

Requirements Development

Requirements Management

Measurement and Analysis

Integrated Project Management

Organizational Process Focus

Integrated Supplier Management

Causal Analysis and Resolution

Quantitative Project Management

Supplier Agreement Management

Project Monitoring and Control

Organizational Process Definition

Decision Analysis and Resolution

Organizational Process Performance

Process and Product Quality Assurance

Organizational Innovation and Deployment

Organizational Environment for Integration

Process Areas


Cmmi transition effort
CMMI Transition Effort

Effort Distribution of 2578 Staff days (~85 man months)

Management

Appraisals

9%

19%

Definition

Automation

23%

10%

Deployment

9%

Training

30%


Performance results
Performance Results*

ACTUAL

GOAL

Customer Satisfaction (scale of 10)

8.5

8.8

Post release Defect (sigma level)

6

5.8

In-process Fault (Faults/KAELOC)

0.6

0.72

Cost of Poor Quality (% of Effort)

8%

6.4%

Cycle Time Reduction (X Factor)

1.6X

1.62X

Productivity (X Factor)

1.5X

1.17X

On Time Delivery (% of Projects)

95%

95%

Process Maturity (% of Projects at L5)

90%

92%

Cost of Quality (goal set in Q4)

35%

42%

* Results include use of practices from CMM/CMMI


Gsg canada overview
GSG Canada Overview

  • Opened in 1999

  • ~ 176 engineers

  • Provides customer software and services for Motorola businesses and their customers worldwide

  • Assessment history:

    • SW-CMM Level 3 in October 2000 (Motorola Software Assessment)

    • SW-CMM Level 5 in December 2001(CBA-IPI)

    • SCAMPI C (SEI SCAMPI method pilot) in July 2003



Transition strategy1
Transition Strategy

  • Identified GAPS in current process (Q2, 2003)

  • Performed pilot SEI SCAMPI C (Q3, 2003)

    • Focus on Engineering Process Areas

    • Identify target capability level goals

  • Identify assets to re-use (potential of 23+ % effort savings on total transition effort through re-use)

    • Assets from GSG Centers such as GSG-India

    • Results from Digital Six Sigma Projects

  • Improve process capability levels for RM, RD, TS, VER, PI, DAR, RSKM

  • Plan/perform additional SCAMPIs

    • SCAMPI B to complete capability baseline (Q4, 2003)

    • Follow-on SCAMPI B in Q2-Q3, 2004


Target profile
Target Profile

5

4

3

CAPABILITY LEVEL

2

1

0

OPF

OPD

OT

OEI

OPP

OID

PP

PMC

SAM

IPM

RM

IT

QPM

REQM

RD

TS

PI

VER

VAL

CM

PPQA

MA

DAR

CAR

0

0

0

1

0

0

1

3

0

1

0

CURRENT

3

3

3

3

3

3

3

3

3

1

3

1

1

3

4

1

3

3

3

1

3

TARGET

PROCESS AREA


Transition effort estimated
Transition Effort - Estimated

Estimated Effort to Reach Target Capability Levels (TCL)

Hours TCL

REQM 48 3

Requirements Development 250 1

Technical Solution 350 1

PI 164 3

Verification 40 4

DAR 175 1

RSKM 53 3

Total staff hours 1080 …..excluding training


Other gsg cmmi activities
Other GSG CMMI Activities

  • GSG Malaysia

    • Organization

      • Opened in 1999

      • ~ 150 engineers

      • SW-CMM L5 in October 2001

    • Strategy used for transition

      • Gap analysis (Nov 2002)

      • Reuse process assets from GSG-India

      • Use SEI Transition Partner for appraisals

    • Status / Results

      • 20-70% reuse from Motorola India assets

      • ~20 staff months of transition effort over 15 months

      • CMMI L5 (SW) in October 2003


Overall lessons learned strengths
Overall Lessons Learned (strengths)

  • Finding less CMMI gaps than expected within a practicing high maturity (SW-CMM) operation

  • Reuse of validated assets and learning can significantly reduce time and effort to transition (at high level of maturity)

  • Use of graduated and integrated appraisals accelerates smooth transition & deployment

  • Motorola GSG is capturing the cost of transition better than prior costs to implement SW-CMM


Lessons learned opportunities
Lessons learned (opportunities)

  • Plan more time/effort to educate organizations on CMMI to reduce “competition” with current models

  • Plan time/effort to “unwind” quantitative benefits of high maturity CMMI vs. SW-CMM for ROI

  • High maturity organizations will (should) transition to new process technology (like CMMI) when ready

  • Core or common process requires enterprise and organization-level investment


What s next
What’s next?

  • Continue to use experience and assets from early adoptors to reduce the time/effort to transition remaining organizations

  • Extend pilots in non-software engineering disciplines and organizations (Motorola objective)

  • Continue to document and measure transition costs and returns

  • Define and use tighter links between CMMI and Digital Six Sigma


Questions contact information
Questions & Contact Information

?

Sanjay Chitnis, GSG India

Sanjay.Chitnis@motorola.com

Daniel Henry, GSG Canada danielhenry@motorola.com

Larry McCarthy, Motorola CMMI Working Group

L.Mccarthy@motorola.com