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People First … Mission Always
Capability Maturity Model Capability Maturity Model Integration (CMMIIntegration (CMMI®®))
Millee SappMillee Sapp2 Dec 082 Dec 08
Warner Robins Air Logistics CenterWarner Robins Air Logistics Center
W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R
People First … Mission Always 2
What is the CMMI?What is the CMMI?
• Process improvement maturity model for the Process improvement maturity model for the development of products and servicesdevelopment of products and services
• Consists of best practices that address development Consists of best practices that address development and maintenance activities that cover the lifecycle and maintenance activities that cover the lifecycle from conception through delivery and maintenancefrom conception through delivery and maintenance
• Helps set process improvement goals and prioritiesHelps set process improvement goals and priorities
• Provides guidance for quality processesProvides guidance for quality processes
• Provides a point of reference for appraising current Provides a point of reference for appraising current processesprocesses
W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R
People First … Mission Always 3
SponsorsSponsors
• DoD (Office of the Undersecretary of Defense – DoD (Office of the Undersecretary of Defense – Acquisition, Technology, & Logistics)Acquisition, Technology, & Logistics)
• Industry (National Defense Industrial Organization – Industry (National Defense Industrial Organization – NDIA)NDIA)
• Software Engineering Institute (Steward of Model)Software Engineering Institute (Steward of Model)
W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R
People First … Mission Always 4
ContinuousContinuousRepresentationRepresentation
ProjectManagement
Process AreasCategory
Requirements ManagementRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidation
Engineering
Configuration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisDecision Analysis and Resolution Causal Analysis and Resolution
Support
Project PlanningProject Monitoring and ControlSupplier Agreement ManagementIntegrated Project Management +IPPDRisk ManagementQuantitative Project Management
Organizational Process FocusOrganizational Process Definition +IPPDOrganizational TrainingOrganizational Process PerformanceOrganizational Innovation and Deployment
ProcessManagement
Slide adapted from Intro to CMMI Course
W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R
People First … Mission Always 5
StagedStagedRepresentationRepresentation
Organizational Innovation and DeploymentCausal Analysis and Resolution
5 Optimizing
4 Quantitatively Managed
3 Defined
2 Managed
ContinuousProcess Improvement
QuantitativeManagement
ProcessStandardization
BasicProjectManagement
Organizational Process PerformanceQuantitative Project Management
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process Definition +IPPDOrganizational Training Integrated Project Management +IPPDRisk ManagementDecision Analysis and Resolution
Requirements Management Project PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management Risk
Rework1 Initial
Process AreasLevel Focus QualityProductivity
1 Initial
Slide adapted from Intro to CMMI Course
W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R
People First … Mission Always 6
SCAMPISCAMPIAppraisal MethodAppraisal Method
Organization/Projects
ProcessDeployment
Lessons Learned/Improvements
Appraisal Team
Findings,Recommendations
ActualPractice
Appraisal Requirements
TheProcess
OrganizationalProcess Suite
Slide adapted from Intro to CMMI Course
W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R
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Appraisal MethodAppraisal MethodClassesClasses
Requirements Class A Class B Class C
Types of Objective Evidence Gathered
Documents and interviews
Documents and interviews
Documents or interviews
Ratings Generated Goal ratings required
Not allowed Not allowed
Organizational Unit Coverage
Required Not required Not required
Minimum Team Size 4 2 1
Appraisal Team Leader Requirements
Lead Appraiser
Person trained and experienced
Person trained and experienced
Slide adapted from Intro to CMMI Course
W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R
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Costs May VaryCosts May Vary
The cost of CMMI adoption is highly variable depending on many factors, including organizational
• goals• size• culture• structure• processes
Regardless of the investment, organizations generally experience a respectable return on their investment.
Slide adapted from Intro to CMMI Course
W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R
People First … Mission Always 9
Benefit InformationBenefit Information
Information about CMMI benefits is available in the August 2006 Information about CMMI benefits is available in the August 2006 SEI technical report, SEI technical report, Performance Results of CMMI-Based Performance Results of CMMI-Based Process Improvement (CMU/SEI-2006-TR-004)Process Improvement (CMU/SEI-2006-TR-004)..
This report is based on public reports, interviews, This report is based on public reports, interviews, supplementary materials, and comprehensive literature supplementary materials, and comprehensive literature review.review.
It is available on the SEI Web site at It is available on the SEI Web site at http://www.sei.cmu.edu/publications/documents/06.reports/06tr004.html..
For more information, see the CMMI Performance Results Web For more information, see the CMMI Performance Results Web site atsite at http://www.sei.cmu.edu/cmmi/results.html..
Slide adapted from Intro to CMMI Course
W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R
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Performance MeasuresPerformance Measures
Performance Category Median Improvement
Cost 34%
Schedule 50%
Productivity 61%
Quality 48%
Customer Satisfaction 14%
Return on Investment 4:1
The performance results in the following table are The performance results in the following table are from 30 different organizations that achieved from 30 different organizations that achieved percentage change in one or more of the six percentage change in one or more of the six categories of performance measures below.categories of performance measures below.
Slide adapted from Intro to CMMI Course
W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R
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Process ImprovementProcess ImprovementBackgroundBackground
1989 1995 2000 2001 2002 2003 200419971996
Began work with Software
Engineering Institute
Avionics Organization Appraised at
CMM-SW Level 3
EW and F-15 Organizations Appraised at
CMM-SW Level 2
Consolidated Software
Organizations
Software Engineering
Division Appraised at
CMM-SW Level 3
Participated in WR-ALC Pilot of
CMMI
Transitioned to CMMI
Rolled Out Revised Software
Engineering Process
Software Engineering
Division Appraised at
CMMI-SW ML 5Performed
SCAMPI Class B Appraisals
Performed SCAMPI Class B
Appraisals
2007
Enhanced Measurement
Processes
2006
W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R
People First … Mission Always 12
Process ImprovementProcess ImprovementInfrastructureInfrastructure
Software Software Engineering Engineering
Process GroupProcess Group(SEPG)(SEPG)
Software Software Engineering Engineering
Process GroupProcess Group(SEPG)(SEPG)
SquadronSquadronBB
SquadronSquadronBB
SquadronSquadronDD
SquadronSquadronDD
SquadronSquadronAA
SquadronSquadronAA SquadronSquadron
CC
SquadronSquadronCC
SquadronSquadronEE
SquadronSquadronEE
Test Program Set (TPS) Development and
TPS Maintenance & Modification Domains
Quality Quality MetricsMetricsGroupGroup(QMG)(QMG)
Quality Quality MetricsMetricsGroupGroup(QMG)(QMG)
Technology Technology Integration Integration
GroupGroup(TIG)(TIG)
Technology Technology Integration Integration
GroupGroup(TIG)(TIG)
Measurement Measurement WorkingWorkingGroupGroup(MWG)(MWG)
Measurement Measurement WorkingWorkingGroupGroup(MWG)(MWG)
Software SteeringSoftware SteeringTeamTeam(SST)(SST)
Software SteeringSoftware SteeringTeamTeam(SST)(SST)
Operational Flight Program Domain
W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R
People First … Mission Always 13
Process ImprovementProcess ImprovementInfrastructureInfrastructure
Project’s Defined SoftwareProcess (PDSP) and Project Plans
BusinessGoals
OrganizationalPolicies
Organization’s StandardSoftware Process (OSSP)
Squadron Level Processes
SST
SST
SEPG/QMG
Domain WGs/Squadron Process POCs
Project Teams
ORGANIZATIONAL
DOCUMENTS
W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R
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Sample of ResultsSample of Resultsat WR-ALCat WR-ALC
Project A Block Cycle ChangeProject A Block Cycle Change• Reduced flight tests by 50%Reduced flight tests by 50%• Delivered block cycle 27% under cost and on scheduleDelivered block cycle 27% under cost and on schedule• Delivered 50% more change requests than plannedDelivered 50% more change requests than planned• No defects detectedNo defects detected
Project B Block Cycle ChangeProject B Block Cycle Change• Reduced flight tests by 50%Reduced flight tests by 50%• No defects detectedNo defects detected
TPS DevelopmentTPS Development• 25% decrease in effort25% decrease in effort
W A R N E R R O B I N S A I R L O G I S T I C S C E N T E R
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Words of Advice –Words of Advice – Implementer’s PerspectiveImplementer’s Perspective
• Build business case for implementing Build business case for implementing improvement programimprovement program
• Ensure solid measurement program is in placeEnsure solid measurement program is in place
• Investment is requiredInvestment is required
• Patience and perseverance are essentialPatience and perseverance are essential
• ““High maturity is not for sissies!”High maturity is not for sissies!”
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