agile cmmi summary
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Thales Research and Technology UK
I T & S A e r o s p a c e D e f e n c e
CMMI : St George or the Dragon?
Trevor Rudge, Thales Research and Technology, UK
CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University
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Contents
Overview
Why Thales is a CMMI Early Adopter
Deployment in Thales
Pitfalls and Risks
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Contents
Overview
Why Thales is a CMMI Early Adopter
Deployment in Thales
Pitfalls and Risks
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Key Points to Improve Performance
Major determinants of product cost,schedule, and quality
PEOPLE
PROCESS TECHNOLOGY
SW Products
People
Practices
Technology
Process
Process holds the elements together
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Capability Maturity Model (CMM*) :
"A Capability Maturity Model (CMM) contains the
essential elements of effective processes forone or more disciplines.
It also describes an evolutionary improvement
path from an ad hoc, immature process to a
disciplined, mature process with improvedquality and effectiveness"
What Is a Capability Maturity Model ?
(R) CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.
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CMMI -Based Improvement Could Help
Improve how people work so they can make better use of tools
and technology.
Use a reference model which is based on practices already
found to be successful.
Use a reference model developed by other industry members
and which is internationally recognised
CMMI models meet this requirement.
CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University
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Proliferation of CMMs ==> CMMI
SOFTWARE ENGINEERINGSOFTWARE ENGINEERINGSw-CMMSw-CMM v2.0v2.0
SYSTEMS ENGINEERINGSYSTEMS ENGINEERING
SE-CMM & SECAMSE-CMM & SECAM
CMMICMMI forfor
SE/SW/IPPD*/SS*SE/SW/IPPD*/SS*
(v1.1)(v1.1)
reducing of :
- redundancies
- additional complexity
- costs & times
- discrepancies
Sw- ASw- ACQUISITIONCQUISITION
CMMCMM
IPPD*IPPD*
* IPPD : Integrated Product and Process Development
SS : Supplier Sourcing
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Overview of CMMIProcess Areas
Project Management
QPM: QuantitativeProject Management
IPM: Integrated ProjectManagement
RSKM: RiskManagement
IT*: IntegratedTeaming
ISM**: IntegratedSupplier ManagementPP: Project Planning
PMC: ProjectMonitoring and Control
SAM: SupplierAgreement
Management
Engineering
RD: RequirementsDevelopment
TS: TechnicalSolution
PI: ProductIntegration
VER: Verification
VAL: ValidationREQM: RequirementsManagement
Support
CAR: Causal Analysisand Resolution
DAR: Decision Analysisand Resolution
OEI*: OrganizationalEnvironment for
Integration
MA: Measurement andAnalysis
PPQA: Process &Product Quality
Assurance
CM: ConfigurationManagement
Process Management
OID: OrganizationalInnovation
&DeploymentOPP: OrganizationalProcess Performance
OPF: OrganizationalProcess Focus
OPD: OrganizationalProcess Definition
OT: OrganizationalTraining
Level
5 Optimizing
4 Quantitati-velyManaged
3 Defined
2 Managed
1 Initial
CMMI Options: * with Integrated Product & Process Development (IPPD)
** with Supplier Sourcing (SS)
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The CMMIProject
U.S. Army, Navy, Air Force
Federal Aviation Administration
National Security Agency
Software Engineering Institute ADP, Inc.
AT&T Labs
BAE
Boeing
Computer Sciences Corporation
Motorola
Northrop Grumman
Pacific Bell
Q-Labs
Raytheon
Rockwell Collins
Sverdrup Corporation
THALES
TRW
Sponsored by the DOD and the National Defense
Industrial Association (NDIA)
1998 to 2000 Collaborative endeavour
Industry (Defense, Aerospace & Commercial)
Government
Software Engineering Institute (SEI) Carnegie Mellon
University EER Systems
Ericsson Canada
Ernst and Young
General Dynamics Harris Corporation
Honeywell
KPMG
Litton
Lockheed Martin
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Some CMMIEarly Adopters
The Boeing Company Computer Sciences Corporation
(CSC)
Defense Group
Concurrent Technologies
Corporation (CTC)
National Security Division
General Dynamics Land Systems
Goddard Space Flight Center NASA
Harris Corporation Lockheed Martin
Motorola, Inc.
Northrop GrummanInformation Technology Sector
Integrated Systems Sector -
Airborne Early Warning/Electronic
Warfare Systems
Raytheon Company
TRW
United Space Alliance
U.S. Army TACOM-ARDEC
Software Enterprise
THALES
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Contents
Overview
Why Thales is a CMMI Early Adopter
Deployment in Thales
Pitfalls and Risks
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In synergy with ISO 9000, Tickit, EFQM, ...
Level 3
92 0294 96 98 2000
Level 2
Level 4
SE - CMM
Hw - CMM
Sw - CMM
Transition
to CMMI
THALES Process Improvement Roadmap
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What is a Low Maturity Organization?
Highly dependent on current practitioners
Improvised by practitioners and management
Not rigorously followed
Results difficult to predict
Low visibility into progress and quality
Compromise of product functionality and qualityto meet schedule
Use of new technology is risky
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What is a High Maturity Organization
A disciplined approach for development andmanagement
Defined and continuously improving
Supported by management and others
Well controlled
Supported by measurement
Basis for disciplined use of technology Institutionalized
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Some Typical Problems
Specifications
requirements not always identified
requirements not always verifiable
Allocation to components incomplete
Requirements traceability informal
Poor integration of disciplines
Lessons are not learned from the past The systems engineers are permanently reinventing the
wheel
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Some Typical Problems
Specifications
requirements not always identified
requirements not always verifiable
Allocation to components incomplete
Requirements traceability informal
Poor integration of disciplines
Lessons are not learned from the past The systems engineers are permanently reinventing the
wheel
Look whatIve already
Invented
Well See
Well See
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CMMI : the Managers Vision
Maturity Level Characteristics BusinessviewOptimising Continuous and
measurableprocessimprovement is away of lifeQuantita-
tivelyManaged
4
Business-orientedprocessmanagement, theperformance of
the process ispredictableDefined The processes
defined at theorganisation levelare tailored to theproject. Performanceis more predictable
Managed Projectmanagement ismore disciplined.
Past successescan be expectedon similarprojectsInitial Performance isdifficult to predict.Practices may notbe effective, relyon individuals
5
3
2
1
Time / CostProba
bility
Time / CostP
robability
Time / CostProbability
Time / CostProbability
Time / CostProbability
Target
Target
Targe
t
Target
Target
ES
ES
E S
E S
ES
Management visibility
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Average CostVariance -reduced by 20%
On average lateto acceptance -divided by 24
Number ofdefects duringCustomeracceptance -divided by 20
Cost of customeracceptance -reduced by 60%
96 Level 3
-30
-20
-10
+10
+20
+30
+40
+50
+60
+70 % Cost deviation
10
20
30
40
50
60
% Project Distribution
94 Level 2
Between CMM level 1 andCMM level 3
10 software projects for eachplot
Results measured by a THALES Unit
for Software impact on cost deviation
92 Level 1
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Respect of Cost and Schedule
Commitments
Practices EfficiencyImprovement
Satisfaction of business and
quality objectives
Engineering community sharing
common references & practices
facilitates : People mobility Career management Company workforce
management
On ORGANISATIONS
Change of culture Inter-personnel
relationships improvement Confidence &
Responsibility atmosphere
GLOBALLY
On PROJECTS
Impact of Process Improvement
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Contents
Overview
Why Thales is a CMMI Early Adopter
Deployment in Thales
Pitfalls and Risks
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CMMI Assessments in Thales
6 SCAMPI Appraisals in Thales Units from October
2001 to June 2003 From Level 2 to Level 4
Approx. 70 assessments using CMM and CMMI in
Thales Units in 2003, of all types (launch, mini,
official,) A pool of 89 corporate assessors from Thales Units,
trained in CMMI and/or CMM and the assessment
method
Assessment needs are managed by Thales Research& Technology via a corporate database and using a
defined process
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Elements for Cost/Benefit (SW experience)
Cost of PI primarily attributed to : Cost of Engineering Process Group (coord. of actions)
Cost of WG to define/optimize practices Cost of assessments Cost of training/deployment of practices
Benefits :
Primarily on the ability to meet schedule Better requirements elicitation Better Software management Higher defect detection and lower verification effort
Non measurable benefits : improved morale of the developers improved customer satisfaction (fewer post release problems in
the SW)
ROI : 6 to 1
Reference: Data & Analysis Center for Software /DOD -http://www.dacs.dtic.mil/techs/roispi2
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Average cost and ROI (Thales source)
For software:
1.5% of software development effort for SEPG team 1.5% of software development effort for dissemination Key figures : aprox. 30 units; teams from 50 to 300 engineers
Measured ROI between 3 (minimum) and 6 (maximum) period from 1992 to 1997
Investment in multi-discipline Process Improvement with CMMI: 2%-3% of development effort in population affected to move
from one level to another
Factors affecting cost: Number of disciplines, number of sites, size of population, rangeof different types of project
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Contents
Overview
Why Thales is a CMMI Early Adopter
Deployment in Thales
Pitfalls and Risks
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A customer Sponsorship of the Top Management
ObjectiveClear identification of business objective and
improvement scope
Responsibilities A project leader and people involved
Activities
Definition / improvement of practices
Deployment
Training
Budget / schedule Estimation / Tracking of cost and delay
Milestones Tracking of the actionsRegular mini-assessments
Final Acceptance Official assessment
ProductChange of culture and practices on projects and
in the organization
An improvement initiative must be
managed as a project
Management of the improvement initiative
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Other Risks and Pitfalls
Common-sense failure:
Compliance-based process definition
Lack of focus on business benefit/improvement of
performance
Standard processes defined based on practices
which already do not work and which are nottailorable to all business needs
Change Management
Buy-in, communication not addressed
Practitioners not involved
Changing business-critical processes is risky
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Some Ways Process Improvement Can Get Stuck
Shared
Objectives
Skilled
People
Maturity
Rewarded
Resources
Provided
PI Managed
as a ProjectChange
Skilled
People
Maturity
Rewarded
Resources
Provided
PI Managed
as a ProjectLack of Clear
Decisions
Shared
Objectives
Maturity
Rewarded
Resources
Provided
PI Managed
as a Project
Common
Mistakes
repeated
Shared
Objectives
Skilled
People
Resources
Provided
PI Managed
as a Project
Change
Depends
on Individuals
Shared
Objectives
Skilled
People
Maturity
Rewarded
PI Managed
as a Project Lack ofProgress
Shared
Objectives
Skilled
People
Maturity
RewardedResources
Provided
Uncoordinated
Actions
S
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Summary
The CMMI model is well established and has a
credible origin Thales has been long time advocator of the model
A culture of Process Improvement is well established
within the organisation
Process Improvement needs to be managed and co-
ordinated in order to succeed
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Thank You for your attention
Trevor RudgeThales Research and Technology