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Painless Transition From SW-
CMM Level 2 to CMMI Level 3Ruth BerggrenEDSEIT, Enterprise Processes and Solutions
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Agenda
• Transition Scenario
• Transition Strategies
• Tactical Plan & Timeline• Lessons Learned
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Transition Scenario
Business Environment
Internal Systems Maintenance ofglobal corporation. Uses off-shoresupplier.
Last Assessment CBA-IPI Maturity Level 2, December
2001Process Improvement Environment
• SEPG established. Deploys processassets, provides coaching andmentoring
• Projects use a tailored version of anEDS standard process set.
• Avid sponsor
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Transition Issues and Resolution -1
Issue Resolution Next milestone Level 3.Sponsor does not wantto move the date.
• Standard process set will supportCMMI practices with 2002 2Qand 3Q releases.
• Address weaknesses identified inSW-CMM CBA-IPI using CMMI.
Move to Level 3 greaterin CMMI
• Map existing processes andpractices to CMMI
• Conduct a series of MentoredSelf Assessments using theContinuous Representation tolearn the model and identifymajor gaps.
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Transition Issues and Resolution -2
Issue Resolution Whatmodel/representationto use?
• Use a combined approach ofSE/SW: Continuous to growcapability in weak areas identified
in assessments; Staged for longterm milestones.
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Transition Strategies
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Transition Strategies (Categories)
• Manage Change
• Introduce New Technology
• Identify and Address Gaps
• Monitor Progress
• Reassess
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Manage Change - 1
• Generate awareness at all levels of the organization – CMMI Training for the SEPG
– Presentation to Leadership
• Benefits and necessity to map benefits tobusiness goals
• Major differences between SW-CMM and CMMI
• Business drivers for CMMI
• EDS support
– SEPG communicates to the organization throughmeetings, newsletters, website.
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Manage Change - 2
• Transition decision – Early adopter
– Business benefits realized from SW-CMM
implementation – Client performance and CMMI objectives
– 2003 Milestones
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Mapping Processes to CMMI
Local and
Org StdProcesses
Organizational Process Focus
SG1: Identify strengths and weaknesses
SP1.1 Establish and maintain a description of process needs
PII Type Direct Artifacts Indirect Artifacts Affirmations
Process Imp
Plan Meeting Minutes
Assmt results
Assessment PA Charts
SG1 Identify strengths and weaknesses
Finding:
SP1.1 Establish and maintain the description of process needs
Org
Org
Org PI plan
Process needs identified in assessments Far3
FI S
Organizational Process Focus
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Introduce New Technology (CMMI)
• Map processes and practices to CMMI
– Completed Practice Implementation Indicator Documents(PIIDs) i.e., CMMI-based document reference sheets.
– Conducted a series of 3 EDS Mentored Self
Assessments• Primary objective is to learn
• Small core team is trained in the model and to performanalysis
• Lead Assessor plans and conducts the assessment
• Implementation data is collected via document reviewand group input (project managers, developers andsupport functions and middle managers)
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Introduce New Technology (CMMI) -2
• Scope of Each Mentored Self Assessment (MSA):
MSA CMMI SCOPE
1 • Level 3 Process Management PAs• Measurement and Analysis
• Process and Product Quality Assurance• Supplier Agreement Management
2 • Project Management Process Areas(primary focus on Level 3)
3 • Engineering Process Areas• Configuration Management• Decision Analysis and Resolution
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Realign Process ImprovementObjectives to Business Goals
• Strategy added later
• Primarily driven by solutions to gaps in
Measurement and Analysis – A lot of data collected
– Measurement objectives not clear, and alwaysaligned to business goals
– Used SEI Goal-Driven Software Measurement
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Monitor Progress
• Analysis of process measurement data
• QA audit results
• Process Action Team status reports
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Reassess
• EDS Mini-Assessment targeted in April 2003.Scope: Level 2 and Level 3 PAs of SE/SWCMMI, (Staged Representation)
• SCAMPI in 3Q
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EDS Mini-Assessment
• Based on ARC Class B requirements• Organization maintains PIIDs. Assessment team uses to perform
document review and develop data gathering strategy
• Assessment team comprised or internal and external teammembers. Inexperienced team members receive model and
method training
• Process: – Initial data gathered in Pre-onsite using PIIDs. – Determine Onsite data gathering strategies (discovery vs.
validation) – Gather data in interviews and document reviews – Analyze data – Prepare and present findings
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Timeline
Dec2001
Aug2002
Sept2002
Feb2002
April2003
June2003?
too close together!
Jan2002
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Tactical Plan
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Tactical Plan -1
• Provide CMMI training to the SEPG
• Meet with Leadership to
– Identify benefits of transitioning to CMMI
– Obtain decision to transition• Complete action planning to address weaknesses
from CBA-IPI using CMMI Level 2 Process Areas
• Deploy improvements
• Conduct first MSA (Process Management)
• Complete action planning (facilitated session) toaddress weaknesses in Process Management
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Tactical Plan -2
• Conduct 2nd MSA (Project Management)
• Conduct 3rd MSA (Engineering)
• Complete action planning for Project Management and
Engineering weaknesses.• Realign process improvement objectives and
measurement objectives to business goals
• Deploy local process improvements and next releaseof standard process set.
• Monitor progress (QA audits, measurement data)
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Tactical Plan -3
• Conduct EDS Mini-Assessment (CMMI Level 2 andLevel 3)
• Complete action planning
• Deploy improvements
• Monitor progress (QA audits, measurement data)
• Conduct SCAMPI (CMMI Level 2 and Level 3)
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Progress from January 2002 to May 2003
Level 2
RM
PP
PMC
SAM
M&A
PPQA
CM
2003
2002
NI PI LI FI
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Progress from January 2002 to May 2003
Level 3
2003
2002
RD
TS
PI
Ver
Val
IPM
RskM
OPF
OPD
OT
DAR
NI PI LI FI
Fullimplementationimpaired mostlybyinstitutionalizationand recentimprovement roll-
outs
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Lessons Learned
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Lessons Learned
Strategy Lessons Learned
Manage Change Identify and evaluate risks to thetransition due to other initiatives andimperatives when setting milestones
Introduction of New Technology
• Conducting a series of MSAs ismore manageable
• Using a core team of individualsrepresenting the functions involvedin each assessment enabled more
in-depth learning than using onlyassessors outside the organization
• Schedule MSAs to allow more timefor planning improvements
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Lessons Learned
Strategy Lessons Learned Identify and Address Gaps
• Use of core team and otherappropriate individuals in eachaction planning session was
valuable in analyzing theassessment results, identifyingsolutions to the gaps, and prioritizingimprovements
Realign with Business Goals
• Be prepared to plan for this strategy
if measurement objectives andprocess improvement initiatives donot currently align with businessgoals.
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Summary Points
• Learn about the model first
• Involve leadership in linking transition decision tobusiness objectives
• Involve as much of the organization as you can in thetransition
– Communicate the change, and why it is importantto the organization
– Involve them in
• Assessments• Learning opportunities
• Action Planning
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References
• Managing Technological Change, SEI course
• IDEALsm: A User’s Guide for Software Process
Improvement, Bob McFeeley, CMU/SEI-96-HB-001• Goal-Driven Software Measurement – A
Guidebook, Park, Goethert, Florac, CMU/SEI-96-HB002
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Ruth Berggren
EIT Enterprise Processes and Solutions(972) 797-2717