Introducing OSSCube
• Global Solutions Provider• Consulting, Development, Integration, Support
• Develop Integrated Enterprise Business Solutions• Open Source• CMMI Level 3 accredited• Continuous Delivery for fast, predictable projects
• Flexible Delivery Model• Support Projects or Staff Augmentation• Scale up or down as required
OSSCube Practice Areas
• PHP - Only Zend Center of Excellence• CRM - SugarCRM• Marketing Automation – Act-On• Content Management System – Drupal• Product Information Management - Pimcore• Enterprise Mobile and Web applications• E-Commerce – Magento• BPM and Workflow – BonitaSoft and ProcessMaker• Enterprise Architecture and Consulting• BI and Data Integration – Pentaho and Talend• Big Data – Hadoop, Cloudera, Spark• Database – MySQL, MariaDB• Cloud based large computing capacity - AWS
• Today’s session is an experience sharing session
• Provide insights on– How we planned– What were key success factors– What were the learnings
• Major Sections :
– Different phases of Implementation
• Initiation• Planning• Execution• Appraisal Planning• Final Appraisal
– We will be discussing the “Take Away” of the experience
• Session would not cover – CMMI Model details– Process Area and explanation around that6
What will we cover in next 1 hour
8
Initiation
Planning
Execution
Appraisal Planning
Final Appraisal
Phases of CMMI Dev L3 Implementation
9
Initiation
First you need to answer Why CMMI ??
• What is the Business need ?
• Is it required for marketing and bidding purpose only ?
• Or we really want to see a Cultural Change ?
Establish Internal Commitment
• Senior management need to establish internal commitment
• Clarify what is required by each one of them and what are we trying to achieve
10
Initiation …Contd .
External Consultancy
• Partnering with CMMI Partner institute would help
• KPMG was hired as Consulting and Appraisal partner
• KPMG was involved in GAP Analysis , Process Reviews, Implementation Reviews, ATM trainings , planning the SCAMPI.
Formation of SEPG Team
• This is the core Team responsible for planning and executing the Process implementation
• Responsible for process definition , Implementation, Trainings, Audits
• In our case the group had 3 members (1 Senior members, 2 Quality Professionals)
11
Initiation …Contd ..
Gap Analysis
• GAP Analysis was conducted by the KPMG consultants
• It was a 3 day workshop
• Project Managers , QCs were interviewed
• KPMG submitted a GAP Analysis Report
• Teams were interviewed and below were the major findings :
– Have a Quality Management System in place , where all the processes related software delivery would be documented
– Periodic check on Project teams on how they have implemented , that means have periodic Audit process in place
– Also, the need of training and process facilitation to project teams was realized– The roles and responsibilities across the organization needs to be updated.– Organization structure was updated
12
TIPS
Acknowledge the GAPs, this would lead to improvement ultimately
Stakeholder Commitment is a must
14
Planning
CMMI Implementation Road Map
• After the GAP analysis , the first step was to create the Schedule
• Some the Major milestones around which planning needs to be done:
– Building a Quality Management System – Process Reviews at multiple levels – Rolling out processes– Setting up of Audit Function– Initiate Training programs – Implementation Reviews– ATM Selection– Trainings for ATMs– Final Appraisal Planning
Decide on timelines– Initial plan was to target CMMI appraisal in 10 months– But in our case we could complete it in 15 months
15
High Level Schedule…Activities Start Date End Date RemarksCMMI Overview Training for key stakeholders 15th Jan ’13 16th Jan’13 Conducted by KPMGGap Analysis 1st Feb’13 3rd Feb’13 3 Day workshopSEPG formation 1st Jan’13 Independent ActivityProcess Definition /QMS Creation 15th Feb’13 30th May’13 Ongoing activity, but base
processes target was to be completed by 30th May
Process Training by role in Organization 15th Mar’13 Ongoing Process Implementation in Projects & Audits 15th Mar’13 31st Sept’13 All the major
implementation were done
Implementation Reviews (5) 1st Aug’13 28th Feb’14 IRs by KPMG consultantUpdate Process Definitions 13th Sept’13 Freeze QMS atleast 2
months prior to SCAMPI. Avoid any major changes
Special Trainings (PM, Audit & Metrics) 5th Sept’13 OngoingATM Selection 26th Feb’14 Introduction to CMMI Dev (Official training) 10th Feb 12th Feb Documents Collection for final appraisal Readiness Review & Method training 8th Apr’14 9th Apr’14 SCAMPI A Appraisal 19th May’14 28th May’14
17
Execution
Building a Quality Management System
Process writing was to be done from the scratch Collaborative approach for Process definition Plan for Process Definition and Reviews Standard Template was followed for Process writing Write in a language which practitioners can understand, remember it is for their use Swim lane flow diagram for each process and RACI matrix for each activity Processes were available online, hence easy to share and maintaining versions Multiple rounds of reviews :
Review by Program Managers Review by COO Review by KPMG
18
Execution … Contd.
Process Roll Out Started after few processes were finalized Process roll out in phases Plan for process roll out Before rolling out any process trainings were conducted Implementation plan was communicated in the beginning of month to Project Teams
Setting up of Audit Function After two month of Project kick off , Audit function started Monthly audits were conducted Face to Face Audits helped us understand the issues faced by the project teams We also got a chance to strengthen our processes Form for Improvement suggestion
19
Execution …. Contd..
Organizational Level Trainings QMS awareness was required Started training with PMS, TLs Initially the frequency of training was twice a month Apart from QMS other process trainings like CM, Metrics, Root Cause analysis and
Technical trainings for Tools Like JIRA, Confluence, GIT etc were also conducted Make the trainings interactive Count on how many members were yet to be trained
Metrics Collection Design your metrics program in accordance to the Business Priority Metrics should be calculated along with the project teams Always use a tool for data collection.
20
Execution ….Contd…
Set Up Process Database Needed so that practitioners can refer it for future It’s a Knowledge database, where previous project’s data would be stored– Risk Database,– DAR Database– Metrics Database– Best Practices Database– Improvement Suggestion Database– Closure reports etc
Maintaining QMS SEPG should lay a plan for how QMS would be maintained Changes to processes can be triggered through
Org Level changes like tools , new lifecycle, roles and responsibility Improvement suggestion, External and Internal audit findings etc
How the change would be communicated back to organization
21
TIPS
Use of tools will help you save lot of time
Writing processes in collaboration with Delivery teams would make their Buy-In
relatively easier.
23
Appraisal Planning
Lead Appraiser identification
• KPMG helped us identifying LA• Cap on LA doing appraisals in a Year• Ensure his/her availability• Type of Projects, Org Structure etc. before Appraisal planning
ATM Selection
• Selection should be done well in advance• Availability for complete appraisal process might be an issues• Have a backup ready• ATMs needs to undergo two trainings :
• Official Introduction to CMMI• Appraisal Method Training
24
Appraisal Planning.. Contd.
Project Selection & FAR Group
• Projects would be selected based on the scope of project • Projects would be selected by LA• FAR groups would be formed
Mapping Document and PIIDs
• Mapping Document should be created around 2 months in advance• PIIDs were created along with project teams• Provide links to supporting artifacts
25
TIPS
PIIDs should have the evidences easily accessible to Appraisal team , this will help in cutting down queries
and effort during the appraisal
Create the Mapping document with utmost detail , this would help in creating PIIDs
later.
27
Final Appraisal
Site Coordinator Responsibility
• Logistics arrangement• Communication to be done effectively • Ensure availability of desired members as per schedule
Appraisal period
• Appraisal plan would be shared by LA• Would last for around 8 Days
• 2 Days Process Reviews.• 4 days FAR group interviews• 2 Day Report preparation and Final ratings
28
Final Appraisal….Contd..
Interviews for FAR groups• Plan would be shared by LA well in advance
Evidence Collection• Interviews and Document reviews• Interviews would be around the activity for which they are responsible• Awareness about org level process
Draft Finding and Final Rating
• Draft Findings would be presented to FAR groups• Final ratings would decided by Appraisal Team
29
Final Appraisal…Contd..
Document Submission to SEI
• LA would submit the Final ratings in CMMI Appraisal Systems• Results would be published on PARS Site• Mail will be sent to Sponsor for Final confirmation
31
Take Away…
Internal Commitment is a must
Senior Management should communicate the intent to the organization very clearly
Use of Tools would help for sure …. A Major success factor
Set a Deadline ….. A realistic one
Processes are for your organization…. Don’t copy CMMI PAs
Awareness and Trainings ….. Start early
Audits should not just be fault finding mechanism
Plan for Final appraisal well in advance …. Atleast 3 months
Practitioners should have answer to "why we are following this process" Otherwise they would be most likely doing things right but not the right things.
Thank You!
We love to connect with you.
Twitter (@OSSCubeIndia) Facebook (www.facebook.com/osscubeindia) LinkedIn (www.linkedin.com/company/osscube) Google+ (plus.google.com/u/0/+OSSCubeIndia/posts )