implementing the cmm level 3 focusing on organizational process improvement organization process...

Implementing the CMM Level 3Implementing the CMM Level 3

• Focusing on Organizational Process Improvement

• Organization Process Definition• Creating Level 3 Structures• Creating Level 3 Processes• Creating a Level 3 Training Program• Creating Level 3 Policies

Focusing on Organizational Focusing on Organizational Process ImprovementProcess Improvement

At Level 3, the entire organization becomes focusedon process improvement. It’s an important step up the maturity scale. At this point your teams have developed a set of proven processes and practicesthat have been shown to work over time and across

a wide variety of projects. The challenge now is to gather these into a single program and then to implement it across the organization, with the idea of measurement and improvement still in mind. -- Alan Waklin, Micronetix Corporation

SE: Process ImprovementSE: Process Improvement

• Understanding existing processes• Introducing process changes to achieve

organisational objectives which are usually focused on quality improvement, cost reduction and schedule acceleration

• Most process improvement work so far has focused on defect reduction. This reflects the increasing attention paid by industry to quality

• However, other process attributes can be the focus of improvement

SE: Process AttributesSE: Process Attributes

SE: Process Improvement StagesSE: Process Improvement Stages

• Process analysis– Model and analyse (quantitatively if possible)

existing processes• Improvement identification

– Identify quality, cost or schedule bottlenecks• Process change introduction

– Modify the process to remove identified bottlenecks

• Process change training– Train staff involved in new process proposals

• Change tuning– Evolve and improve process improvements

SE: The Process Improvement SE: The Process Improvement ProcessProcess

Processmodel

Process changeplan

Trainingplan

Feedback onimprovements

Revised processmodel

Analyseprocess

Identifyimprovements

Tuneprocess changes

Introduceprocess change

Trainengineers

The Right Structure for a Focus on The Right Structure for a Focus on Process at Level 3Process at Level 3

SoftwareEngineering

Process Group(SEPG)

SPIPlanSPI

PlanSPIPlan

ActivityActivity

ActivityActivity

ActivityFeedback

Software Process Improvement PlanSoftware Process Improvement Plan

• Creating the SPI plan is a core effort for Level 3 shops

• CMM is not really a software process improvement program. It is a framework on which you can build your own SPI program.

• CMM gives you the infrastructure and direction to instantiate SPI activities.

Template for Building Your SPI Plan ITemplate for Building Your SPI Plan I• Introduction

>> Statement of the organization’s commitment to SPI

>> Statement of the executive sponsorship of the SPI plan• Description of the general goals of this SPI plan• Description of the goals of the SPI plan as related to overall company

objectives• Description of the role of the SEPG within the organization• Listing of SEPG membership with contact information• Approved use of the SPI plan• Scope of SPI activities• Functional areas affected by SPI and the plan• Protocol for evaluations

>> Choose evaluators

>> Create evaluation forms and guidelines

>> Announce evaluations

>> Conduct evaluations to identify strengths and weaknesses

Template for Building Your SPI Plan IITemplate for Building Your SPI Plan II

>> Document results

>> Create evaluation report

>> Distribute evaluation report

>> Review recommended improvement actions • Coordinate improvement action integration• Coordinate deployment of the revised (new) process assets• Coordinate project adoption of revised material• Coordinate training in the new changes• Schedule of planned evaluations• Definition of measurements to gauge SPI/EPG progress• Management of the SPI plan

Evidence of Organization Process Evidence of Organization Process Focus Activity Focus Activity

KEY PROCESS AREA EXAMPLE ARTIFACTS

Structure Organization chart with SEPG, appointment/assignment forms, job description

Processes SPI plan development process, SPI plan template

Training For each course:For each Course: Training scope sheet, training invitation, training course materials, student hand-out material, completion certificate

Policy Policy statement, early draft of statement

Organization Process DefinitionOrganization Process Definition

The entry for Level 3 is a degree of maturity markedby an already present focus on process improvement. The move to Level 3 – the organization’s adoption of A common set of software development processes and practices – is almost always accompanied by aDepth of experience that provides a benchmark for What works well. At level 3, that knowledge is Formally defined. -- Booch Kasadian, Process Development Enterprises

Kick-off KPAs for CMM Level 3Kick-off KPAs for CMM Level 3

• Organization Process Focus (OPF)

• Organization Process Definition (OPD)

Five Assets Comprised By Five Assets Comprised By SSPSSSPS

• The documented processes and practices that you elected to institutionalize across the organization

• The descriptions of the software development life cycles you have elected to allow for use on your project.

• The set of tailoring guidelines that helps your people fine-tune the SSPS to the unique needs of a specific project.

• The establishment of a common measurement database used as a repository for all project-level process and practice measurements.

• A centralized process library that is used to manage and version control the contents of the SSPS.

A Structure to Support OPDA Structure to Support OPDA Structure to Support OPDA Structure to Support OPD

Organization’sStandardSoftware

Process Set

Organization’sStandardSoftware

Process Set

DefinedSoftware

Process Set forProject ABC

DefinedSoftware

Process Set forProject ABC

DefinedSoftware

Process Set forProject XYZ

DefinedSoftware

Process Set forProject XYZ

DefinedSoftware

Process Set forProject 123

DefinedSoftware

Process Set forProject 123

Evidence of Program ComplianceEvidence of Program Compliance

KEY PROCESS AREA EXAMPLE ARTIFACTS

Structure (Same as Process Focus with …), SSPS repository, measurement database

Processes Defining SSPS, defining life cycle, defining tailoring guidelines

Training For each course:For each Course: Training scope sheet, training invitation, training course materials, student hand-out material, completion certificate

Policy Policy statement, early draft of statement

Creating Level 3 StructuresCreating Level 3 Structures

The Structure that put into place at Level 3 are there,ultimately, to help you communicate. There is organizational need to share a common body of knowledge with the workforce. There are also specific communication needs within each project –sharing information on process, status, and the riskseach group needs to be aware of. -- Dan Payne, Senior Analyst, Lockheed-Martin Corp

New Structures in Level 3New Structures in Level 3

Umbrella Commitment for Resources, funding,

Tools, and Facilities

Level 3Process

ManagementAnd Software

ProcessImprovement

Activities

Level 3Process

ManagementAnd Software

ProcessImprovement

Activities

SRMFunction

SQAFunction

SCMFunction

SPPFunction

SPTOFunction

SEPGSEPG

TrainingTrainingGroupGroup


KEY PROCESS AREA

ARTIFACTS

Training

Program

Staff assignment form, general organizational chart,

Job description, budget allocation/capital account

Integrated Software

Management



Software Product

Engineering



Intergroup

Coordination



Peer Review Staff assignment form, general organizational chart,


Creating Level 3 ProcessesCreating Level 3 Processes

Effective process management at Level 3 requires the extension of what you have built at Level 2. At Level 2 you set the pillars in place for process improvement. At Level 3 you strengthen them, and the foundation for process improvement settles intoplace.

-- Ransom Day, Public Health Software Systems

Level 3 Mostly Just Extends Level Level 3 Mostly Just Extends Level 2 on Processes2 on Processes

For CMM Level 2, you’ll set up processes for RM, SPP, SQA, CM,

and vendor management. Each of these areas can be seen as existing

in may ways apart from each other. Each addresses a specific

functional area along the development chain. But at Level 3 things

change. The CMM introduces only one more independent KPA,

Training Program. The others-Organization Process Focus,

Organization Process Definition, Integrated Software Management,

Software Product Engineering, Intergroup Coordination, and Peer

Review – all serve to expand the Level 2 processes, to deepen their

reach within the organization, to crystallize tracking elements down

to finer detail.

Comparison Of L3 And L2Comparison Of L3 And L2

Level 2• Project-wide

• Repeatable• SDP is focused mainly on the m

anagement of broad issues and work products.

• SDP is just SDP• Review process

Level 3• Organization-wide

• Defined, institutionalized, standard

• SDP is focused on making up Software Product Engineering

effort

• SDP includes SDP, SQAP, SCMP, Intergroup coordination LAN, PRP

• Peer Review extends L2’s review process

Peer Review ProcessPeer Review Process

MANAGEMENT PRODUCTS TECHNICAL PRODUCTS

SPI plan System designs

Project contract Integration test plans

Software development plan Acceptance test plans

SQA plan User documentation

SCM plan Technical documentation

Training plan Requirements specifications

Intergroup Coordination plan

Subcontractor Management plan

A Peer Review Plan TemplateA Peer Review Plan Template

• Work products for review

• Peer review dates

• Peer review participants

• SQA quality control points

• Metrics collection

A Peer Review ProcessA Peer Review Process• Draft Ready Date Arrives• Draft Author Assigns Review Moderator and Recorder• Draft Confirmed to Be Ready for Review• Meeting Facilities Prepared• Material Distributed and Meeting Announced• Review Period• Review Meeting Occurs• Meeting Notes Distributed• Revisions Made as Requested• Revised Document Redistributed• Product Submitted for Signature/Approval• Product Baselined• Process Metrics Collected

Training Program ProcessesTraining Program Processes

• Preparing a syllabus for each training course you are offering

• Preparing a training plan for each project being initiated in your shop

A Training Course Syllabus TemplateA Training Course Syllabus Template

1. Course Number2. Course Title and Subtitle3. Course Description4. Textbook and Required Materials5. Learning Objectives6. Content Outline7. Course Length8. Audience; Enrollment Criteria9. Waiver Criteria10. Instructor/Sponsor11. Location/Classroom12. Cost Per Attendee13. Review Cycle14. Scheduling Point of Contact

A Training Plan TemplateA Training Plan Template

1. Course to be taught

2. Recommended participants

3. Rationale

4. Training duration and cost

5. Available training dates

6. Preparation tasks

7. Waiver option

Software Product Engineering Software Product Engineering ProcessesProcesses

• The SPE KPA of the CMM is a different kind of KPA. From it, the CMM begins to address direct intervention into the rote technical activities involved in software development.

• The idea of a software product engineering KPA lies pretty much in its name: improved technical performance through the administration of process measures.

Stages of Development Life CycleStages of Development Life Cycle

Traditional1. Requirements gathering

2. System analysis

3. System design

4. Coding

5. Unit testing

6. System testing

7. Integration testing

8. Documentation

9. Acceptance testing

10. Maintenance

CMM Focus1. Requirements management

2. Software design

3. Coding

4. Unit testing

5. Integration testing

6. Acceptance testing

7. Documentation

8. Control of development tools and the manner in which defect data (metrics) is gathered and managed.

Extending Software Development Extending Software Development PlanningPlanning

SDP at Level 2• Statement of work• Introduction/overview• Life cycle adopted• Standards and procedures• A list of the work procedures to b

e developed• Scope projections• Schedule• Measurements to be made• Facilities and support tools availa

ble• Risks and assumptions• Any related appendixes

L3 Extending SDP• Identify major engineering milest

ones• Budget and schedule resources• Assess risks• Create a SQA plan• Create a SCM plan• Create a IC plan• Conduct Peer Reviews• Add Integrated Software Manage

ment practices

Integrated Software Integrated Software Management ProcessesManagement Processes

• The ISM KPA is in place to help coordinate the use of the organization’s SSPS across the projects within the organization.

• The ISM KPA also guides how to tailor the SSPS to DSPS which is used to shape and control various elements of project progress and activity results.

Guidelines for Tailoring the SSPSGuidelines for Tailoring the SSPS

• Study and then define the tailoring steps• Document the guidelines for all to use• Establish the procedures to waive certain

SSPS steps• Peer review the guidelines for approval• Configuration manage the resulting guidelines

documents• Revise the guidelines over time as necessary

The Level 3 SD Plan IThe Level 3 SD Plan I

• Statement of work• Introduction/overview• Life cycle adopted• Standards and procedures• A list of the work products to be developed. The work products include >> The requirements

>> software design

>> system code

>> unit/system testing

>> integration testing

>> acceptance testing

>> project documentation

This includes both plan and activities. The work products also include

The Level 3 SD Plan IIThe Level 3 SD Plan II

>> size estimates

>> effort and cost estimates

>> critical resources required

>> critical path or dependencies

>> identified risks/assumptions

• Scope projections

• Schedule

• Measurements to be made

• Facilities and support tools available

• Risks and assumptions

• Any related appendixes

The Level 3 SD Plan IIIThe Level 3 SD Plan III

• SQA plan

• SCM plan

• IC plan

• Vendor management plan (if you’re contracting with outside services.)

• PR plan

• Training plan

• Risk management plan

• Any relevant appendixes

• The project’s Defined Software Process Set – DSPS (by way of reference)

Intergroup Coordination ProcessesIntergroup Coordination Processes

• Software development can involve many different groups.• Software development usually fares poorly in an isolationis

t environment.• Communication is vital for any project, not just within team

s but between teams.

• The effective and coordinated communication is so important to quality software development.

• In fact, we might say that the CMM is all about coordination. The plans, processes, and practices employed to create a product are there as a way to coordinate activity in a predicable and trackable manner.

Is IC Different from Regular Project Is IC Different from Regular Project Status Meeting?Status Meeting?

No• In the sense that any exch

ange between groups can be seen as a status meeting of sorts, and the format that you’ll use for the exchanges will be probably be for all practical matters the same as for regular status meetings.

Yes• In the sense that these exc

hanges, the IC “events” will be individually planned in advance. They will be anticipated in the project plan and recognized as perhaps “formal” status meetings where specific items, not just project progress in general, need to be addressed.

A Template for IC PlanA Template for IC Plan

• The milestone• The participating groups• The agenda (Technical issues, Critical

Dependencies, and Overall status)• Event date• Event location (if available)• SQA review points• SCM review points• Coordination measurements


KEY PROCESS AREA ARTIFACTS

OPF See previous slides

OPD See previous slides

TP Training course syllabi, training plan template, training plan for project

ISM ISM activities as reflected in the project’s SDP and in the DSPS.

SPE SPE activities as reflected in the project’s SDP and in the DSPS.

IC IC plan template, IC plan for project

PR PR plan template, PR process, PR plan for project

Executive Review Process

Meeting minutes review with project management, meeting minutes review with SQA, meeting minutes review with SCM, meeting minutes review with RM

Creating Level 3 Training ProgramCreating Level 3 Training Program

Training is an important long-term success factor in organizations. Personnel management studies point out an interesting correlation – companies that invest in training show a lower level of turnover than companies that don’t. Training not only brings needed skills and knowledge to the workforce, but it in many other ways reinforces the workforce, imparting both asense of individual growth and a sense of common mission. -- Makie May, Quality Assurance Consultant

L3 Training Program StructureL3 Training Program Structure

Process &Practice

CompetencyTechnical

Proficiency

Job RoleTraining

ProjectOrientations

GeneralLeadershipAnd TeamTraining

CentralizedTrainingProgram


KEY PROCESS AREA ARTIFACTS

Training Program courses

Training scope sheet, training invitation, training course material, student hard-out material, completion certificate

ISM courses Training scope sheet, training invitation, training course material, student hard-out material, completion certificate

SPE courses Training scope sheet, training invitation, training course material, student hard-out material, completion certificate

IC courses Training scope sheet, training invitation, training course material, student hard-out material, completion certificate

PR courses Training scope sheet, training invitation, training course material, student hard-out material, completion certificate

Creating Level 3 PoliciesCreating Level 3 Policies

At level 3 the entire organized becomes focused on processimprovement. It’s an important step up the maturity scale. At this point your teams have developed a set of proven processes and practices that have been shown to work over time and across a wide variety of projects. The challenge now is to gather these into a single program andthen to implement it across the organization, with the ideaof measurement and improvement still in mind.

-- Peter Dillon, Staffing Resources Inc

Carrying Over Policies From L2Carrying Over Policies From L2

• A requirements management policy directing the conditions and use of requirements within a project

• A project planning policy governing how project planning materials are developed and approved and how formal commitments are made concerning the project.

• A project tracking policy directing the manner in which project resources and commitments are kept consistent with project progress.

• A subcontractor management policy on the use of overseeing subcontractor work

• A configuration management policy describing the use and availability of CM resources and tools for each project.

• A software quality assurance policy governing the oversight and reporting duties particular to the SQA mission.

Policies Required in Level 3Policies Required in Level 3

KEY PROCESS AREA

POLICIES

TP A policy enforcing the maintenance and support of an organization-wide training program designed to support the use of common practices and processes.

ISM A policy governing how project planning materials are tailored and developed to reflect the standards documented in the SSPS.

SPE A policy directing the manner in which project resources and commitments are kept consistent with project progress.

IC A policy describing the tools and standards used to promote communication and coordination between various groups working on disparate elements of a common project.

PR A policy governing the purpose and approach of peer reviews.


KEY PROCESS AREA

ARTIFACTS

Integrated Software

Management

The policy, any policy drafts or notes, distribution avenue, assessment or change notes or memos

Software Product

Engineering


Training Program The policy, any policy drafts or notes, distribution avenue, assessment or change notes or memos

Intergroup

Coordination


Peer Review The policy, any policy drafts or notes, distribution avenue, assessment or change notes or memos

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