cmmi_accelerating cmmi adoption
DESCRIPTION
6 SigmaTRANSCRIPT
-
Sponsored by the U.S. Department of Defense 2004 by Carnegie Mellon University
Version 1.0 page 1
Pittsburgh, PA 15213-3890
CarnegieMellonSoftware Engineering Institute
Accelerating CMMI AdoptionUsing Six SigmaJeannine M. SiviyEileen C. Forrester
-
2004 by Carnegie Mellon University Version 1.0 page 2
CarnegieMellonSoftware Engineering Institute
Trademarks and Service Marks Capability Maturity Model, Capability Maturity Modeling,
Carnegie Mellon, CERT, CERT Coordination Center,CMM, and CMMI are registered in the U.S. Patent andTrademark Office by Carnegie Mellon University.
SM Architecture Tradeoff Analysis Method; ATAM;CMMIntegration; CURE; IDEAL; Interim Profile; OCTAVE;Operationally Critical Threat, Asset, and VulnerabilityEvaluation; Personal Software Process; PSP; SCAMPI;SCAMPI Lead Assessor; SCAMPI Lead Appraiser; SCE;SEI; SEPG; Team Software Process; and TSP areservice marks of Carnegie Mellon University.
-
2004 by Carnegie Mellon University Version 1.0 page 3
CarnegieMellonSoftware Engineering Institute
ObjectiveShare findings from a project that explores a non-traditional but relevant view of Six Sigma.
-
2004 by Carnegie Mellon University Version 1.0 page 4
CarnegieMellonSoftware Engineering Institute
OutlineScope of research project
Findings
Path forward
Panel discussion
-
2004 by Carnegie Mellon University Version 1.0 page 5
CarnegieMellonSoftware Engineering Institute
Software & IT Best Practices andSix Sigma: Recent HistoryMany papers and presentations comparing CMM(I) & Six Sigma What are the differences and the similarities? How do they compare at the PA, goal, and practice level of
CMMI? How do they compare at the philosophy, framework, toolkit,
and metric level of Six Sigma? How can Six Sigma training be tailored for software?
Some papers extending to ISO, TSP, Balanced Scorecard,Measurement & Analysis practices
Technical depth and reports of field experience have increasedwith time
Venues have included SEPG Conferences, STC Conferences,Crosstalk, and ASQs Software Quality Professional
-
2004 by Carnegie Mellon University Version 1.0 page 6
CarnegieMellonSoftware Engineering Institute
Frequently Asked QuestionsHow do I leverage Six Sigma with the SPI initiatives alreadyunderway in my organization?
Should I pick Six Sigma or CMMI? How do I convince mymanagement that its not an either/or decision?
What evidence is there that Six Sigma works in software andsystems engineering?
How do I train software engineers when Six Sigma training isgeared for manufacturing?
What are examples of Six Sigma projects in software? IT?
Isnt Six Sigma only about advanced statistics?
What is a software opportunity? How do I calculate sigma?
-
2004 by Carnegie Mellon University Version 1.0 page 7
CarnegieMellonSoftware Engineering Institute
Our ObservationsCurrent Reality A small number of organizations are excelling in their
combined usage of SEI technologies and Six Sigma tospeed the realization of bottom-line benefits.
The DoD is not getting the benefit of this.
Desired Future Reality Defense contractors, DoD organizations, and
commercial organizations achieve bottom-line impactfaster and more effectively by joining SEI technologiesand Six Sigma.
The DoD uses Six Sigmas strategic aspects to selectbest technology solutions to achieve its mission.
-
2004 by Carnegie Mellon University Version 1.0 page 8
CarnegieMellonSoftware Engineering Institute
Six Sigma as Transition EnablerThe SEI is conducting a research project to explore thefeasibility of Six Sigma as a transition enabler for softwareand systems engineering best practices.
Hypothesis Six Sigma, used in combination with other software,
systems, and IT improvement practices, results in- better selections of improvement practices and
projects- accelerated implementation of selected improvements- more effective implementation- more valid measurements of results and success from
use of the technology
Achieving Process Improvement Better, Faster, Cheaper.
-
2004 by Carnegie Mellon University Version 1.0 page 9
CarnegieMellonSoftware Engineering Institute
What is Transition?Technology transition is the process of creating or maturinga technology, introducing it to its intended adopters, andfacilitating its acceptance and use, where technology is Any tool, technique, physical equipment or method of
doing or making, by which human capability isextended.
The means or capacity to perform a particular activity.
Are maturation, introduction, adoption, implementation,dissemination, rollout, deployment, or fielding part of yourprocess improvement effort?
Each indicates transition activities.
[Forrester], [Schon], [Gruber]
-
2004 by Carnegie Mellon University Version 1.0 page 10
CarnegieMellonSoftware Engineering Institute
Research ScopePrimary priorities CMMI adoption IT operations and security best practices
- Information Technology Infrastructure Library (ITIL)- Control Objectives for Information and Related Technology
(COBIT)
Secondary priority architecture best practices and Design for Six Sigma
Primary audiences Software Engineering Process Groups (or equivalent) Black Belt and Green Belt Practitioners
We also considered the relevance of this project for technologydevelopers.
-
2004 by Carnegie Mellon University Version 1.0 page 11
CarnegieMellonSoftware Engineering Institute
A Technology Adoption ViewSEI (or other institution)
EstablishBusinessDrivers
SelectTechnology
Implement Measureimpact
Organization, SEPG
Implement/Integrate tech.
Project Team
Execute project life cycle phases, steps
Measureresults
developtechnology
trans. tech-nology
LevelRating,
BizResults
ProjResults,
trans.dev.
-
2004 by Carnegie Mellon University Version 1.0 page 12
CarnegieMellonSoftware Engineering Institute
Project Scope X Adoption View
developCMMI
transitioncodifyIT best tech
transition developSix Sigma
transition
SEI, other institutions
developATAM
transition
SelectTechnology
Implement Solution Measureimpact
Organization, SEPG, Six Sigma Practitioners
LevelRating,
BizResults
transitiondevelop
-
2004 by Carnegie Mellon University Version 1.0 page 13
CarnegieMellonSoftware Engineering Institute
Our ApproachResearch Method: Grounded Theory
Data Collection Case study interviews Surveys Literature
Data Evaluation Qualitative evaluation of text Conducted by Jeannine and Eileen (no non-SEI parties) Findings verification via research participant feedback
Feasibility Criterion Minimally, a hypothesis required one credible example
of its application to be deemed feasible.
-
2004 by Carnegie Mellon University Version 1.0 page 14
CarnegieMellonSoftware Engineering Institute
Collaborators and ContributorsCollaborators for Research Direction Lynn Penn, Lockheed Martin IS&S Bob Stoddard, Motorola Dave Hallowell, Six Sigma Advantage Gary Gack, Six Sigma Advantage John Vu, Boeing Lynn Carter, CMU West Gene Kim, ITPI Kevin Behr, ITPI SEI colleagues: Julia Allen, Mike Phillips, Gian Wemyss
Other contributors ISSSP isixsigma.com Case study and survey participants (many anonymous)
-
2004 by Carnegie Mellon University Version 1.0 page 15
CarnegieMellonSoftware Engineering Institute
OutlineScope of research project
Findings
Path forward
Panel discussion
-
2004 by Carnegie Mellon University Version 1.0 page 16
CarnegieMellonSoftware Engineering Institute
Data Breadth and DepthResults are based on the project data set, including informationfrom 11 case study interviews 8 partial case study interviews survey responses from more than 80 respondents,
representing at least 62 organizations and 42 companies several pilots that are underway to try new ideas
Because of the proprietary nature of our data and the non-disclosure agreements in place, the results in this public briefingare intentionally at a high level.
Additional detailed reports and briefings are planned, pendingproject participant approvals.
-
2004 by Carnegie Mellon University Version 1.0 page 17
CarnegieMellonSoftware Engineering Institute
Context of FindingsParticipating organizations spanned Low-to-high maturity Nearly all commercial sectors Medium-to-large in size Organic, contracted, co-sourced software engineering,
and IT IT development, deployment, and operations
Small organizations and DoD organizations use of SixSigma in this context has neither been refuted norsupported by project evidence.
-
2004 by Carnegie Mellon University Version 1.0 page 18
CarnegieMellonSoftware Engineering Institute
Context of FindingsWhile our focus was on CMMI, ITIL, and COBIT, wegathered information on other technologies in play. The list included People CMM and other maturity
models, ATAM, TSP, ISO Standards, EIA Standards
The Six Sigma adoption decision was frequently made at the enterprise level, with
software, systems, and IT organizations following suit. was driven by senior managements previous
experience and/or a burning business platform.
Six Sigma deployment was consistently comprehensive.
-
2004 by Carnegie Mellon University Version 1.0 page 19
CarnegieMellonSoftware Engineering Institute
Primary FindingsSix Sigma is feasible as an enabler of the adoption ofsoftware, systems, and IT improvement models andpractices (a.k.a. improvement technologies).
The CMMI community is more advanced in their joint useof CMMI & Six Sigma than originally presumed.
We have 23 significant (and interrelated) findings.A selection are included on the following slides.
-
2004 by Carnegie Mellon University Version 1.0 page 20
CarnegieMellonSoftware Engineering Institute
General Findings 1Six Sigma helps integrate multiple improvementapproaches to create a seamless, single solution.
Rollouts of process improvement by Six Sigma adoptersare mission-focused as well as flexible and adaptive tochanging organizational and technical situations.
Six Sigma is frequently used as a mechanism to helpsustain (and sometimes improve) performance in themidst of reorganizations and organizational acquisitions.
Six Sigma adopters have a high comfort level with avariety of measurement and analysis methods.
-
2004 by Carnegie Mellon University Version 1.0 page 21
CarnegieMellonSoftware Engineering Institute
General Findings 2Six Sigma can accelerate the transition of CMMI. Moving from CMMI ML 3 to 5 in 9 months, or from SW-
CMM Level 1 to Level 5 in 3 years (the typical movetaking 12-18 months per level)
Underlying reasons are strategic and tactical
When Six Sigma is used in an enabling, accelerating, orintegrating capacity for improvement technologies,adopters report quantitative performance benefits, usingmeasures they know are meaningful for their organizationsand clients. For instance, ROI of 3:1 and higher, reduced security risk, and better
cost containment[Hayes 95]
-
2004 by Carnegie Mellon University Version 1.0 page 22
CarnegieMellonSoftware Engineering Institute
CMMI-Specific FindingsSix Sigma is effectively used at all maturity levels.
Participants assert that the frameworks and toolkits of SixSigma exemplify what CMMI high maturity requires.
Case study organizations do not explicitly use Six Sigmato drive decisions about CMMI representation, domain,variant, and process-area implementation order; however,participants agree that this is possible and practical.
CMMI-based organizational assets enable Six Sigmaproject-based learnings to be shared across the softwareand systems organizations, and thereby, enable a moreeffective institutionalization of Six Sigma.
-
2004 by Carnegie Mellon University Version 1.0 page 23
CarnegieMellonSoftware Engineering Institute
IT-Specific FindingsHigh IT performers (development, deployment, andoperations) are realizing the same benefits of integratedprocess solutions and measurable results. However, they are using the technologies and practices
specific to their domain (ITIL, COBIT, sometimesCMMI).
CMMI-specific findings apply to IT organizations who havechosen to use CMMI.
-
2004 by Carnegie Mellon University Version 1.0 page 24
CarnegieMellonSoftware Engineering Institute
Architecture-Specific FindingsMultiple organizations are pursuing the joint use of SixSigma, CMMI, and ATAM, focusing on the strongconnections among DFSS, ATAM, and the engineeringprocess areas of CMMI.
Many survey respondents are in organizations currentlyimplementing both CMMI and Six Sigma DMAIC andmany are in organizations progressing or DFSS. Of those implementing DFSS, the majority are at least
progressing with CMMI (but some are not using CMMIat all) and none are using ATAM.
There is much untapped potential here!
-
2004 by Carnegie Mellon University Version 1.0 page 25
CarnegieMellonSoftware Engineering Institute
Remaining HypothesesThere are 33 remaining significant inferences andhypotheses.
They have been reviewed by case study participants.
Most of the reviewers believe that most (but not all) of thehypotheses are true; however, we do not yet have caseevidence.
-
2004 by Carnegie Mellon University Version 1.0 page 26
CarnegieMellonSoftware Engineering Institute
Why Does It Work for Transition?We observe that Six Sigma supports more effective transition because it
- requires alignment with business drivers- garners effective sponsorship- supports excellent and rational decision making- aids robust implementation or change management- offers credible measures of results for investment
The latter is particularly crucial for convincing majorityadopters to transition, and is often the sticking point infailed transitions (popularly labeled after Moore asfailing to cross the chasm).
[Moore]
-
2004 by Carnegie Mellon University Version 1.0 page 27
CarnegieMellonSoftware Engineering Institute
OutlineScope of research project
Findings
Path forward
Panel discussion
-
2004 by Carnegie Mellon University Version 1.0 page 28
CarnegieMellonSoftware Engineering Institute
Concluding This ProjectThe initial report on this project is available on the SEI website.
Additional publications are planned, including detailed reports how SEI and other technologies add value to Six Sigma only
adopters organizations briefings at future conferences internal SEI briefings
Please contact Jeannine or Eileen if you would like to be notified of publications have relevant information you would like to share can apply the results of this work have input on our proposed path forward (next slide)
-
2004 by Carnegie Mellon University Version 1.0 page 29
CarnegieMellonSoftware Engineering Institute
Proposed Paths ForwardApply specific findings to further development work onCMMI, Product Line Practices, and Measurement &Analysis technologies.
Characterize robustness of Six Sigma as a transitionenabler. Organizational fit, characteristics Technology fit, characteristics Measuring transition progress Extension to organizations and technologies (individual
and combined) not yet studied
Use component-based development methods and SixSigma methods to create guidance for the effectiveintegration and deployment of multiple models.
-
2004 by Carnegie Mellon University Version 1.0 page 30
CarnegieMellonSoftware Engineering Institute
OutlineScope of research project
Findings
Path forward
Panel discussion
-
2004 by Carnegie Mellon University Version 1.0 page 31
CarnegieMellonSoftware Engineering Institute
Panel DiscussionIntroductions
Comments
Open Questions & Answers
-
2004 by Carnegie Mellon University Version 1.0 page 32
CarnegieMellonSoftware Engineering Institute
Contact InformationJeannine SiviySenior Member of the Technical StaffSoftware Engineering InstituteSoftware Engineering Measurement & Analysis InitiativeEmail: [email protected]: 412.268.7994
Eileen ForresterSenior Member of the Technical StaffSoftware Engineering InstituteEmail: [email protected]: 412.268.6377
-
2004 by Carnegie Mellon University Version 1.0 page 33
CarnegieMellonSoftware Engineering Institute
References[Forrester] Forrester, Eileen, Transition Basics (reference information)
[Gruber] William H. Gruber and Donald G. Marquis, Eds., Factors in the Transfer ofTechnology, 1965.
[Hayes 95] Hayes, Will and Dave Zubrow, Moving on Up: Data and Experience Doing CMM-Based Software Process Improvement, SEI Technical Report, CMU/SEI-95-TR-008, http://www.sei.cmu.edu/publications/documents/95.reports/95.tr.008.html
[Moore] Geoffrey Moore, Crossing the Chasm: Marketing and Selling Technology Productsto Mainstream Customers. Harper Business. 1991.
[Schon] Donald A. Schon, Technology and Change: The New Heraclitus, 1967.
Slide 1Trademarks and Service MarksObjectiveOutlineSoftware & IT Best Practices and...Many papers and presentations co...What are the differences and the...How do they compare at the PA, g...How do they compare at the philo...How can Six Sigma training be ta...Some papers extending to ISO, TS...Technical depth and reports of f...Venues have included SEPG Confer...
Frequently Asked QuestionsOur ObservationsCurrent RealityA small number of organizations ...The DoD is not getting the benef...Desired Future RealityDefense contractors, DoD organiz...The DoD uses Six Sigmas strateg...
Six Sigma as Transition EnablerThe SEI is conducting a research...HypothesisSix Sigma, used in combination w...better selections of improvement...accelerated implementation of se...more effective implementationmore valid measurements of resul...
What is Transition?Technology transition is the pro...Any tool, technique, physical eq...The means or capacity to perfor...
Research ScopePrimary prioritiesCMMI adoptionIT operations and security best ...Information Technology Infrastru...Control Objectives for Informati...Secondary priorityarchitecture best practices and ...Primary audiencesSoftware Engineering Process Gro...Black Belt and Green Belt Practi...We also considered the relevance...
A Technology Adoption ViewProject Scope X Adoption ViewOur ApproachResearch Method: Grounded TheoryData CollectionCase study interviewsSurveysLiteratureData EvaluationQualitative evaluation of textConducted by Jeannine and Eileen...Findings verification via resear...Feasibility CriterionMinimally, a hypothesis required...
Collaborators and ContributorsCollaborators for Research Direc...Lynn Penn, Lockheed Martin IS&SBob Stoddard, MotorolaDave Hallowell, Six Sigma Advant...Gary Gack, Six Sigma AdvantageJohn Vu, BoeingLynn Carter, CMU WestGene Kim, ITPIKevin Behr, ITPISEI colleagues: Julia Allen, Mik...Other contributorsISSSPisixsigma.comCase study and survey participan...
OutlineData Breadth and DepthResults are based on the project...11 case study interviews8 partial case study interviewssurvey responses from more than ...several pilots that are underway...Because of the proprietary natur...Additional detailed reports and ...
Context of FindingsParticipating organizations span...Low-to-high maturityNearly all commercial sectorsMedium-to-large in sizeOrganic, contracted, co-sourced ...IT development, deployment, and ...Small organizations and DoD org...
Context of FindingsWhile our focus was on CMMI, ITI...The list included People CMM and...The Six Sigma adoption decisionwas frequently made at the enter...was driven by senior management...Six Sigma deployment was consist...
Primary FindingsGeneral Findings 1General Findings 2Six Sigma can accelerate the tra...Moving from CMMI ML 3 to 5 in 9 ...Underlying reasons are strategic...When Six Sigma is used in an ena...ROI of 3:1 and higher, reduced s...
CMMI-Specific FindingsIT-Specific FindingsHigh IT performers (development,...However, they are using the tech...CMMI-specific findings apply to ...
Architecture-Specific FindingsMultiple organizations are pursu...Many survey respondents are in o...Of those implementing DFSS, the ...
Remaining HypothesesWhy Does It Work for Transition?We observe thatSix Sigma supports more effectiv...requires alignment with business...garners effective sponsorshipsupports excellent and rational ...aids robust implementation or ch...offers credible measures of resu...The latter is particularly cruci...
OutlineConcluding This ProjectThe initial report on this proje...Additional publications are plan...detailed reportshow SEI and other technologies a...briefings at future conferencesinternal SEI briefingsPlease contact Jeannine or Eilee...would like to be notified of pub...have relevant information you wo...can apply the results of this wo...have input on our proposed path ...
Proposed Paths ForwardApply specific findings to furth...Characterize robustness of Six S...Organizational fit, characterist...Technology fit, characteristicsMeasuring transition progressExtension to organizations and t...Use component-based development ...
OutlinePanel DiscussionContact InformationReferences