A nalytical S ervices, I nc. 689 Discovery Drive Suite 300 Huntsville, Alabama 35806

5 February 2004

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AAnalytical nalytical SServices, ervices, IInc.nc.689 Discovery DriveSuite 300Huntsville, Alabama 35806Voice: (256) 890-0083Fax: (256) 890-0242e-mail: [email protected]

CMMI Pilot Program Review For

Mr. Bill Craig &

Mrs. Jackie Langhout

CMMI Pilot Program Review For

Mr. Bill Craig &

Mrs. Jackie Langhout

Analytical Services, Inc.Your Advantage. And Then Some.Your Advantage. And Then Some.

5 February 2004

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Agenda

• Introduction of Team Members

• ASI Overview

• CMMI Pilot Project Highlights

• Benefits from Pilot

• Benefits from CMMI Implementation

• Path Forward for ASI – Pilot and Beyond

• SED Feedback and Plans

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• Management and Technical Services Company• Incorporated in 1992, 8(a) Status 1995-2004• Hispanic, Woman-Owned, Small Disadvantaged Business• ISO 9001:2000 Registered• Top Secret Facility

95 96 97 98 99 00 01 02 03

Revenue Growth 1995 – 2003

($M)

Employee Growth 1995 - 2003

95 96 97 98 99 00 01 02 030.7 1.1 2.2

4.7

7.38.0

13.8

200

115

12 16 26

65

80

18.0

23.8

257

325325

Company Overview

279

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“Customer satisfaction is only the beginning of our business relationships. The difference

between average and top-notch is in three words…

and then some.

The points of our three-pronged logo represent our customers, employees and community. We are poised to face the future…

and then some.”

Company Philosophy

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• Headquarters – Huntsville, Alabama

• 3 Offices: Montgomery, AL, Vicksburg, MS, & Shalimar, FL

• Employee Presence at Locations Across Southeastern United States & Puerto Rico

Gunter AFB, ALMaxwell AFB, ALRedstone Arsenal, ALLittle Rock, ARDenver, COWashington, DCFt. Benning, GAMoody AFB, GAFt. Campbell, KYFt. Bragg, NCOmaha, NEFt. Monmouth, NJColumbus, OHLewisville, TXFt. Eustis, VAEau Galle, WIPuerto Rico

Gunter AFB, ALMaxwell AFB, ALRedstone Arsenal, ALLittle Rock, ARDenver, COWashington, DCFt. Benning, GAMoody AFB, GAFt. Campbell, KYFt. Bragg, NCOmaha, NEFt. Monmouth, NJColumbus, OHLewisville, TXFt. Eustis, VAEau Galle, WIPuerto Rico

Corporate headquartersField office locationsEmployee presence

National Presence

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Professional and Organizational Development

Professional and Organizational Development

• Facilitation• Strategic Planning• Training• Needs Analysis• Courseware Design• Automation Training• Web Design & Content

Management • Strategic

Communications• Market Research &

Analysis• Creative/Technical

Writing• Document Control• Business Process

Reengineering• Change Management

Engineering andScientific Analysis

Engineering andScientific Analysis

• Environmental Sciences

• Environmental Eng.• Modeling & Simulation• Test

Planning/Execution• Data

Collection/Reduction• Expert Analysis• Technology

Assessment• Software Engineering• SW IV&V• Research &

Development• Product Development• Technical Writing

Systems Engineering/ Program ManagementSystems Engineering/ Program Management

• Requirements Analysis• Cost Analysis• Schedule Analysis• Risk Assessment• Conference

Management• Roadmap Development• Program

Documentation• IPPD/IPT

Establishment• Manpower Planning• Earned Value Analysis• Logistics Support

Information TechnologyInformation Technology

• Computer Facilities• Network Management• Data Communications• HW/SW Integration• Information Security• Web Services• Help Desk Operations• Multimedia Support• Custom Application

Development• Enterprise IT Policy &

Planning

Core Expertise

Management and Technical Services

Suzanne Garcia

would be nice to highlight which service areas are covered by the CMMI pilot....

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U.S. Air Force

U.S. Army• Aviation and Missile Command (AMCOM)• Communications - Electronics Command (CECOM)• U.S. Total Army Personnel Command (PERSCOM)• PEO Air, Space and Missile Defense (PEO ASMD)• PEO Combat Support and Combat Service Support

(PEO CS & CSS)• Corps of Engineers, Engineering Research and Development

Center (ERDC)• PEO Simulation, Training, and Instrumentation (PEO STRI)• PEO Tactical Missiles• PEO Enterprise Information Systems (PEO EIS)

• AF HQ Initiatives Office & Battle Labs• Air Combat Command (ACC)• Standard Systems Group (SSG)• Air Armament Center (AAC)

Office of the Secretary of Defense (OSD)

• Marshall Space Flight Center (MSFC)

Defense Finance and Accounting Service (DFAS)

National Aeronautics Space Administration (NASA)

Defense Information Systems Agency (DISA)

Missile Defense Agency (MDA)• Ground-based Midcourse Defense (GMD) Program

Customer Base

Suzanne Garcia

again, would be nice to highlight which ones are involved in the pilots

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ASI Business Base O2K Technical - SCRS

• Actual O2K Revenue through 2003: $ 6,791,399• Funded O2K Revenue for 2004/5: $ 4,246,943• Total ASI-O2K SCRS Revenues: $11,038,342• Current customers supported through SED:

– PM TMDE (PEO CS&CSS) – Engineering, Logistics, Programmatic, Software, Computer Based Training Products, Conference Support

– US Army TMDE Activity (AMCOM) – Tech pubs, Computer Based Training, Customized Software Development

– PM Close Combat Weapons Systems (PEO TM) – Customized Software Development

– SAMD (AMCOM) – Customized Software Development and Maintenance

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State of ASI Quality Management System

Achieved ISO 9001-2000 Registration in April 2003 – Audit by NQA, with follow up audit in October 2003

NQA Surveillance Audit to be conducted in 1 April 2004 First annual QMS documentation review underway Improvements and updates to QMS processes completed Quality commitment from employees Moving from “ISO” to Quality Management System mentality Exploring QMS improvement tools through CMMI pilot

program

The QMS is considered our way of doing business, not an ISO issue.

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Reactive vs. Proactive Approach

Typically after the initial rush of a QMS certification, enthusiasm and activity diminishes only to regain momentum around scheduled audits. This is a reactive QMS.

Continuous commitment by upper level management to the QMS is a proactive approach. This is the ASI approach.

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ASI’s Proactive Approach

• Commitment and responsiveness from top-level management sets the standard

• Following through on commitments and actions

• Recognizing those within the company that actively support and work to improve

the QMS

• Enhancing/expanding the QMS as business grows

• Investing in system improvements

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ASI CMMI PILOTStatus Briefing

© 2003 by Carnegie Mellon University 5 February 2004

Activities To Date (1 of 6)

CMMI Overview Tutorial that covered Process Areas of Maturity Levels 2 & 3 and focused upon the typical business impacts related to the area

Business Analysis to capture high impact/high need Process Areas for ASI

Had simple “thumbs-up” voting technique to determine level of impact/need

Also polled participates for the level of impact (H M L)The high impact areas were obvious and it was easy to select the

Process Areas to focus on for the pilot

CMMI Overview Tutorial that covered Process Areas of Maturity Levels 2 & 3 and focused upon the typical business impacts related to the area

Business Analysis to capture high impact/high need Process Areas for ASI

Had simple “thumbs-up” voting technique to determine level of impact/need

Also polled participates for the level of impact (H M L)The high impact areas were obvious and it was easy to select the

Process Areas to focus on for the pilot

Gap Analysis Session

Action PlanImplementation

Close InteractionBetween ASI

And Consultants

Site KickoffMeeting



3 Process Areas were selected by the joint SED/SEI/ASI team :Project PlanningRequirements ManagementMeasurement & Analysis

• Decided to “informally” work on Organizational Process Focus

3 Process Areas were selected by the joint SED/SEI/ASI team :Project PlanningRequirements ManagementMeasurement & Analysis

• Decided to “informally” work on Organizational Process Focus


Action Plan Implementation


And Consultants

Site KickoffMeeting



Workshop to analyze the process areas selected - the concepts/methods used for the SCAMPI B/C development project were adapted for ASI:

Current ASI practices documented and mapped to relevant CMMI model components

Interpretation of model intent for ASI made and gaps documented

Developed Action Plan for ASI Team to address gaps found

Workshop to analyze the process areas selected - the concepts/methods used for the SCAMPI B/C development project were adapted for ASI:

Current ASI practices documented and mapped to relevant CMMI model components

Interpretation of model intent for ASI made and gaps documented

Developed Action Plan for ASI Team to address gaps found

Site Kickoff Meeting


And Consultants


Action Plan Implementation



ASI Team Members are in various stages of implementing their Action Plan

ASI Team Members developed Project-Specific Process DescriptionsProject PlanningRequirements ManagementMeasurement and Analysis

ASI Quality Facilitator evaluating impact at the organizational level and relationship to QSM

ASI Team Members are in various stages of implementing their Action Plan

ASI Team Members developed Project-Specific Process DescriptionsProject PlanningRequirements ManagementMeasurement and Analysis

ASI Quality Facilitator evaluating impact at the organizational level and relationship to QSM



And Consultants




Gap AnalysisSession


Monthly Face-to-Face sessions to status progress and get help/guidance from Consultants

Tutorial on writing process guidance documentationTutorial on business-oriented metrics Tutorial on Process Capturing TechniquesTutorial on CMMI Institutionalization Concepts Feedback on Action Plans and Process Descriptions

Monthly Face-to-Face sessions to status progress and get help/guidance from Consultants

Tutorial on writing process guidance documentationTutorial on business-oriented metrics Tutorial on Process Capturing TechniquesTutorial on CMMI Institutionalization Concepts Feedback on Action Plans and Process Descriptions




And Consultants


Activities to Date (6 of 6)

Weekly teleconferences to keep the project progressing Review Action Items Provide feedback on recently reviewed material Provide guidance on any issues/problems encountered

Weekly teleconferences to keep the project progressing Review Action Items Provide feedback on recently reviewed material Provide guidance on any issues/problems encountered





And Consultants


Planned Activities (1 of 4)

Baseline Process Descriptions (PP, RM, M&A) Execute processes in Pilot Projects Collect Metrics Gather lessons learned (including benefits) and process

improvements Update processes to reflect process improvements Evaluate processes for standardization at the Organizational Level

Baseline Process Descriptions (PP, RM, M&A) Execute processes in Pilot Projects Collect Metrics Gather lessons learned (including benefits) and process

improvements Update processes to reflect process improvements Evaluate processes for standardization at the Organizational Level

Execute NewProcesses

AppraisePilot

Projects

ShareLessonsLearned

PublishPilot Results

Suzanne Garcia

"brief SED" doesn't show up until "publishe results", and then isn't elaborated -- is there a reason?



Prepare for AppraisalDefine Scope (Requirements Management, Project Planning,

Measurement and Analysis, and Organizational Process Focus are candidate process areas)

Have regular preparation sessions with Lead AppraiserGather objective evidence to support appraisal activitiesSet expectations

Conduct AppraisalASI to provide one person for the Appraisal TeamTeam Training and Readiness Review (tentative: 04/27-04/30)Appraisal (tentative: 05/24-05/27)

Prepare for AppraisalDefine Scope (Requirements Management, Project Planning,

Measurement and Analysis, and Organizational Process Focus are candidate process areas)

Have regular preparation sessions with Lead AppraiserGather objective evidence to support appraisal activitiesSet expectations

Conduct AppraisalASI to provide one person for the Appraisal TeamTeam Training and Readiness Review (tentative: 04/27-04/30)Appraisal (tentative: 05/24-05/27)


AppraisePilot

Projects

ShareLessonsLearned




ASI invited to present at SE2 Conference Half-day tutorial – March 29

• Sharing materials and activities conducted with ASI and Cirrus with interested members of HSV small business community

• No ASI-specific information will be provided without ASI permission• Opportunity for ASI to share what it deems appropriate

CMMI Panel – March 31• Provide Small Business Perspective for CMMI Implementation• Share Lessons Learned

Possible Interviews with Huntsville Times for pre-conference articles

ASI invited to present at SE2 Conference Half-day tutorial – March 29

• Sharing materials and activities conducted with ASI and Cirrus with interested members of HSV small business community

• No ASI-specific information will be provided without ASI permission• Opportunity for ASI to share what it deems appropriate

CMMI Panel – March 31• Provide Small Business Perspective for CMMI Implementation• Share Lessons Learned

Possible Interviews with Huntsville Times for pre-conference articles


AppraisePilot

Projects

ShareLessonsLearned




An Interpretive Guide for Using CMMI in Small BusinessesFocusing on general lessons learned/recommendations gathered during implementation of the various processes at ASI/CirrusMaterials used (i.e., tutorials, pilot processes) to be included as jumpstart for other small businesses

Case Study: ASIPublished jointly among ASI, SED, SEIAll three organizations agree on content

Case Study: CirrusSame conditions as for Cirrus case study

An Interpretive Guide for Using CMMI in Small BusinessesFocusing on general lessons learned/recommendations gathered during implementation of the various processes at ASI/CirrusMaterials used (i.e., tutorials, pilot processes) to be included as jumpstart for other small businesses

Case Study: ASIPublished jointly among ASI, SED, SEIAll three organizations agree on content

Case Study: CirrusSame conditions as for Cirrus case study


AppraisePilot

Projects

BriefSED

ShareLessonsLearned


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Benefits from Pilot

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Benefits from Participation in Pilot Project

• Training on CMMI/Process Improvement – 4 trained in 3 day course, approximately 6 more trained during pilot project meetings.

• Gained insight into different approaches to process improvement

• Learned several new techniques for analyzing and developing processes.

• Access to expertise of SEI/Carnegie Mellon & Consultants• New interest in improving processes in QMS• ASI has gained understanding of what it takes to implement

CMMI Process Areas and how to effectively approach implementation

• ASI will get more visibility in the community as a company that pursues and invests in quality

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• The pilot project has widened the ASI Team’s thoughts toward process design and improvement

• ASI Team Members will now have insight, skills, and initiative to develop new ideas into new practices, with confidence

• The fear of change has been released from those involved• There seems to be a renewed sense of interest and

understanding towards process automation• CMMI has provided a best practice model to develop

process and procedures needed in ASI QMS. Pilot project has provided some confidence that we are doing the right things.

Benefits from Participation in Pilot Project (Continued)

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• “Bottoms-up” encouraged by CMMI structure has made it easier to develop a difficult procedure. Expect expansion to other programs to work well.

• The Pilot provided the ASI Team with tools an techniques that will make implementation of improvements more cost-effective

• ASI staff has gained understanding of how a bottom-up approach can be used to improve processes in the QMS

• ASI has started to use best practices to respond to new requirements (Subcontractor Agreement Management is an example)

• ASI will gain CMMI appraisal experience and be counted as one of the few that have gone through an “official” appraisal


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• Identifying the gaps in all three process areas has helped in Identifying the gaps in all three process areas has helped in

current project taskscurrent project tasks• The SED/SEI Team added significant value to all the activities : The SED/SEI Team added significant value to all the activities :

Overview Training, Business Analysis, Gap Analysis, Action Plan Overview Training, Business Analysis, Gap Analysis, Action Plan

DefinitionDefinition• Most Challenging so far: Addressing our issues of diverse Most Challenging so far: Addressing our issues of diverse

organization with the technical solution, project planning and organization with the technical solution, project planning and

execution processesexecution processes•The SEI/SED team provided at least an order of magnitude The SEI/SED team provided at least an order of magnitude

reduction in time to do the activitiesreduction in time to do the activities


Sponsored by the U.S. Department of Defense© 2003 by Carnegie Mellon University

Pittsburgh, PA 15213-3890

5 February 2004

Benefits from CMMI Implementation


Realized and Expected Benefits to ASI (1 of 7)

• CMMI Implementation has significantly improved ability to communicate status of the project

• Use of CMMI-recommended practices has reduced “lottery-sensitivity” on the project

- Much of what was only in project manager’s head is now accessible to other team members

• CMMI Implementation has positively affected the way project is organized

• Requirements Management Process Description developed during the pilot works for this project and should tailor easily to other “service” projects

• Will fully execute and document entire process with recently received major requirements changes

• “There is no turning back now. I am hooked!” – Patty P, project manager

Patty…

Suzanne Garcia

probably want to use the project name for this briefing (focus on the customer getting the benefit) rather than the project leader name....



• Documentation created as a result of using CMMI:• Fills in missing gaps in ISO documentation• Is a natural follow onto ISO and meets ISO goals for continual

improvement• Communicates program roles to all stakeholders• Provides (for the first time!) step-by-step instructions for new

employees (especially PMs and TLs)• Provides “bragging rights” in proposals and presentations• Supports greater (and needed!) degree of granularity in

organizational performance measurement• Helps to identify trouble spots (and strengths) in organizational

practices• Provides a consistent approach for implementing ASI processes

and procedures

Larry…



• Experience gathered in communication of practices has proven to be of great benefit in clarifying expectations among team members

• Through CMMI Implementation, the ASI Team has gained knowledge of existing ASI systems and practices that were not previously clear

• After the pilot is complete, ASI will have the knowledge and experience necessary to implement process improvement more efficiently

• Software project is ahead of schedule because of using project planning and Requirements management process areas.

• Significantly reduced training time for new employee – gave her processes to read before getting together to answer questions

• “I see a future that includes many benefits currently unrealized”—Jim Hendrix, technical lead?

Jimi…



• CMMI specifically addresses customer related processes, many of which are very relevant to the services we provide.

• Integrated view of processes, through CMMI Process Area interactions, has significantly improved our ability to define more effective processes.

• “CMMI has helped me envision a path to “take the company to the next level” “—Jack Conway, VP of ????- Develop consistent, lasting capabilities that support our business

objectives and go beyond having good people - Increase competitive advantage through specific capabilities,

documented as ASI processes, that provide solutions for customers - Move away from being totally people dependent to a capability-

based organization with proven processes that deliver desired results to customers.

Jack…



• The CMMI can be easily incorporated into ASI’s QMS

• The bottom-up approach encouraged by the CMMI, coupled with ASI’s QMS, will connect those parts of the system which can benefit from specific process improvements

• Incorporating CMMI practices into ASI’s QMS will give direction to our improvement goals and, in turn, increase customer satisfaction

• “CMMI will strengthen ASI’s QMS and support company objectives as we grow” – Beth Smith, QMS Manager

• If we incorporate strategic planning (both at he project and corporate levels) and measurable goals while streamlining our processes to suit our particular activities, our QMS would benefit

Beth…



Irma…

• Very pleased with the progress on implementing CMMI

• Appreciate the hard work and the progress from the teams

• Most excited about the value you have found in the process.

• “Buy in” of those involved

• Appreciate the investment of SED in small business development

• Probably would not have been able to afford CMMI implementation without expertise assistance provided by the pilot



• ASI can use CMMI implementation as risk avoidance for ISO audit findings looking for evidence of continual improvement

• CMMI is providing a common point of reference for working towards standardizing management approaches across different tasks

• Use of CMMI-referenced process descriptions has already started to reduce training effort for new staff

• CMMI usage has added insight to development of a standard work authorization process

• CMMI focus on measurement has added insight into risks related to staffing variances

• ASI will achieve higher visibility of relationship of processes to revenue, through quarterly reviews

Your SEI/SED team see the following as key realized or expected benefits …

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Path Forward for ASI – Pilot and Beyond

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Path Ahead

• Continuous improvement of QMS

• Streamlined processes to facilitate QMS efficiency

• Intranet consistency and stabilization to promote effective communication of QMS information

• Response mechanisms in place to improve PCAR (Problem/Corrective Action Records?) process

• Automated notification to QMS documentation changes

• Integrate offsite locations into the QMS by end-of-year via structured training schedule

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Path Ahead

• Integrate current CMMI implementation into QMS

– CMMI Maturity Level appraisal may not be planned for the immediate future; however, the practices will be integrated into our existing QMS

– The areas of Project Planning, Requirements Management, and Measurement and Analysis clearly support our QMS

– These areas will be integrated as an extension of our current QMS through Work Instructions and/or an additional COP

– CMMI will not take the place of or compete with ISO 9000-2001, rather will enhance our QMS

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Path Ahead

• Continue implementing CMMI?? process areas

• Appraisal of additional CMMI?? process areas

• Attain Maturity??? levels of CMMI Implementation

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Concerns

• Concerns of CMMI Implementation???:– Affordability—particularly appraisals– Schedule to attain goals– Customer motivation– Customer requirements

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Feedback

Mr. Craig will provide feedback on

Pilot Project implementation and future plans for

Small Business CMMI Project.

Documents

A nalytical S ervices, I nc. 689 Discovery Drive Suite 300 Huntsville, Alabama 35806