PIID creation process – how to raise its maturity? ?· PIID creation process – how to raise its…

Download PIID creation process – how to raise its maturity? ?· PIID creation process – how to raise its…

Post on 18-Aug-2018

212 views

Category:

Documents

0 download

Embed Size (px)

TRANSCRIPT

<ul><li><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>V1 2006-06-12</p><p> 2006</p><p>V</p><p>PIID creation process how to raise its maturity?</p><p>European SEPG, Amsterdam, 15th June 2006</p></li><li><p>2</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>The Vector Group today</p><p>Vector CANtech</p><p>Michigan, USA</p><p>64 employees</p><p>Vector France</p><p>Paris, France</p><p>11 employees</p><p>Vector Informatik</p><p>Stuttgart, Germany</p><p>378 employees</p><p>Vector Japan</p><p>Tokyo and Nagoya, Japan</p><p>65 employees</p><p>Vector Group585 employeesDate: April 2006</p><p>Vector Consulting</p><p>Stuttgart, Germany</p><p>60 employees</p><p>Vector Scandinavia</p><p>Gothenburg, Sweden</p><p>7 employees</p><p>CustomerCenter NorthBraunschweig</p><p>CustomerCenter South</p><p>Munich</p></li><li><p>3</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>Strategic Business Fields</p><p>Vector supports the networking of electronic systems with tools, software components and engineering services.</p><p>For the development of electronic control units Vector offers tools for the development, calibration and diagnostics as well as software components and development services.</p><p>Vector supports the development process of electronic systems in the automotive area with consulting services as well as process tools.</p></li><li><p>4</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>Agenda</p><p>What does it mean creating PIIDs?</p><p>New approach for PIID creation</p><p>Phases of the PIID creation process</p><p>Conclusion</p></li><li><p>5</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>Agenda</p><p>What does it mean creating PIIDs?</p><p>New approach for PIID creation</p><p>Phases of the PIID creation process</p><p>Conclusion</p></li><li><p>6</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>What are PIIDs good for?</p><p>Definition of PIIs:</p><p>Practice Implementation Indicators (PIIs) are footprints resulting from practice implementation.</p><p>PIIDs support the appraisal team to conduct the appraisal effectively and efficiently.</p><p>Real-World Hint: Having bad PIIDs is worse than having no PIIDs.</p><p>Process descriptions</p><p>PII Database</p><p>(PIID)</p><p>Documents Tools Oral/Written statements</p></li><li><p>7</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>Impact of PIIDs</p><p>Good PIIDs</p><p>PIIDs are finished before the initial document review and readiness review start.</p><p>PIIDs contain the appropriate documents for showing practice implementation and the appraisal team can rely on it.</p><p>Requests by the appraisal team concerning the PIIDs are closed by the PIID creator at agreed milestones. </p><p>Bad PIIDs</p><p>PIIDs are not finished on time.</p><p>Projects and the organization are not represented adequately by the PIIDs and the appraisal team feels uncertain regarding judgement.</p><p>The appraisal schedule must be revised, because discussions withPIID creators take too much time.</p></li><li><p>8</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>Agenda</p><p>What does it mean creating PIIDs?</p><p>New approach for PIID creation</p><p>Phases of the PIID creation process</p><p>Conclusion</p></li><li><p>9</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>PIID creation on higher Capability Level</p><p>Creating PIIDs effectively end efficiently means applying Capability Level 2.</p><p>Understanding Capability Level 2 as a set of requirements, theylead to a detailed process with different phases and work products.</p><p>Activities for PIID creation </p><p>Generic Practices GP 2.1 to GP 2.10</p><p>PIID creation as a process on CL2</p></li><li><p>10</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>Analysis of Capability Level 2 requirements</p><p>General Impact of generic Practices on PIID creation (CL 2):</p><p>GP 2.2</p><p>GP 2.3</p><p>GP 2.4</p><p>GP 2.1</p><p>GP 2.5</p><p>GP 2.6</p><p>GP 2.7</p><p>GP 2.8</p><p>GP 2.9</p><p>GP 2.10</p><p>= has impact</p><p>= no impact</p><p>PIID creation</p><p>The PIID creation process</p><p>must be planned and tracked. </p><p>needs clear responsibility and skilled resources. </p><p>needs close stakeholder involvement.</p><p>forces work products to be put under configuration management.</p></li><li><p>11</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>Phases of SCAMPI Appraisal</p><p>PIID creation</p><p>Start of SCAMPI</p><p>Concept of PIID creation process</p><p>SCAMPI Appraisal</p><p>Plan and Prepare for Appraisal Conduct Appraisal</p><p>Report Results</p><p>...</p><p>Readiness Review</p><p>Final Findings</p><p>PIID Creation I</p><p>PIID Creation IV</p><p>PIID Creation III</p><p>PIID Creation II</p></li><li><p>12</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>PIID creation </p><p>Phases and milestones for PIID creation</p><p>Implementing generic PIIDs</p><p>Phases of SCAMPI Appraisal</p><p>Readiness Review</p><p>Final Findings</p><p>Start of SCAMPI</p><p>Maintaining PIIDs</p><p>Implementing PIIDs</p><p>Preparing PIID implementation</p><p>Generic mapping of the organizations processes to CMMI is done.</p><p>Plan for the activities during implementation and maintaining of PIIDs in detail.</p><p>Mapping of projects and organizations specific documents to CMMI is done. Revise PIIDs based on </p><p>appraisal teams feedback.</p></li><li><p>13</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>Agenda</p><p>What does it mean creating PIIDs?</p><p>New approach for PIID creation</p><p>Phases of the PIID creation process</p><p>Conclusion</p></li><li><p>14</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>Phase Implementing generic PIIDs I/III</p><p>Impact of Generic Practices on Implementing generic PIIDs:</p><p>GP 2.2</p><p>GP 2.3</p><p>GP 2.4</p><p>GP 2.5</p><p>GP 2.6</p><p>GP 2.7</p><p>GP 2.8</p><p>= has significant impact</p><p>= no significant impact</p><p>PIID creation</p><p>Implementing generic PIIDs</p><p>PIID-Creator:</p><p>CMMI and process knowledge</p><p>Clear responsibility and resources</p><p>Generic PIID will change due to different reasons (e.g. process improvement).</p></li><li><p>15</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>Phases of SCAMPI Appraisal</p><p>PIID creation</p><p>Implementing generic PIIDs</p><p>Readiness Review</p><p>Final Findings</p><p>Start of SCAMPI</p><p>Generic PIIDs</p><p>Phase Implementing generic PIIDs II/III</p><p>Process descriptions</p><p>Preparing PIID implementation Implementing PIIDs Maintaining PIIDs</p></li><li><p>16</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>Phase Implementing generic PIIDs III/III</p><p>Real-World Example: Excerpt of a generic PIID (PA REQM)</p><p>General hints for implementing generic PIIDs:</p><p>Generic PIIDs should document one preferred DA and a set of typical ones.</p><p>Generic PIIDs usually do not contain IAs.</p><p>REQMSG 1 Manage Requirements DA could be Preferred DA Suggested Comment for DA </p><p>could be</p><p>SP 1.1 Obtain an Understanding of Requirements </p><p>Contracting, Customer Specification Contracting Side 1 (chapter 1.1) of the contracting shows usually a signature of the project's client as commitment to requirements (Chapter 2.1).</p><p>SP 1.2 Obtain Commitment to Requirements </p><p>Kick-off Protocoll , Checklist Customer Specification, Change Request List (CRL)</p><p>Kick-Off Protocol See list of participants in the upper part of the protocol.</p><p>... ... ... ...</p></li><li><p>17</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>Phase Preparing PIID implementation I/IV</p><p>Impact of Generic Practices on Preparing PIID implementation:</p><p>GP 2.2</p><p>GP 2.3</p><p>GP 2.4</p><p>GP 2.5</p><p>GP 2.6</p><p>GP 2.7</p><p>GP 2.8</p><p>= has significant impact</p><p>= no significant impact</p><p>PIID creation</p><p>Implementing generic PIIDs</p><p>Preparing PIID implementation</p><p>PIID Creation Plan:</p><p>shows timeslots for every mapping from PA to project or PA to organizational level</p><p>documents the estimated efford for every PA a PIID is created for</p><p>clarifies the involvement of stakeholders during implementing and maintaining PIIDs(e.g. project manager, appraisal team)</p></li><li><p>18</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>PIID creation</p><p>Phase Preparing PIID implementation II/IV</p><p>Phases of SCAMPI Appraisal</p><p>Readiness Review</p><p>Final Findings</p><p>Start of Scampi</p><p>Information from Appraisal Input:</p><p>Appraisal focusProjects...</p><p>PIID creation plan:Timeslots for projectsResponsibilityInvolvement of stakeholders</p><p>Maintaining PIIDs</p><p>Implementing generic PIIDs</p><p>Preparing PIID implementation Implementing PIIDs</p></li><li><p>19</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>Phase Preparing PIID implementation III/IV</p><p>Real-World Example: Estimated efforts and work breakdown structure</p><p>Estimation rationale is true only for this sequence of PAs.</p><p>Implementing PIIDs Maintaining PIIDs</p><p>Feedback AT</p><p>PA Estimated Efford CMMI ML2(h / project)</p><p>REQM 8PP 10PMC 6SAM 5MA 4CM 4PPQA 3Close open issues of PIID implementation</p><p>4</p><p>Revise PIIDs after 1. readiness review</p><p>8</p><p>Revise PIIDs after feedback of appraisal team</p><p>8</p></li><li><p>20</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>Phase Preparing PIID implementation IV/IV</p><p>Real-World Example: PIID creation plan CMMI Level2 Appraisal:Project 1 Project 2 Project 3 Project 4 Project 5</p><p>Braatz (VC) Dttling (VC) Dttling (VC) Braatz (VC) Braatz (VC)Date Appraisal Plan Absent? Absent? Absent? Absent? Absent?04.05.05 Start of Appraisal05.05.0506.05.0507.05.0508.05.0509.05.05 available vacation available vacation available10.05.05 REQM, PP available vacation available vacation available11.05.05 PP,PMC available vacation available vacation available12.05.05 PMC, SAM available vacation available vacation available13.05.05 MA, PPQA available vacation available vacation available14.05.0515.05.0516.05.0517.05.05 OPL, CM available vacation available available available18.05.05 available vacation REQM, PP available REQM, PP available available19.05.05 available vacation PP, PMC available PP, PMC available available20.05.05 available vacation PMC, MA available PMC, SAM available available21.05.0522.05.0523.05.05 available available available MA, CM available available24.05.05 available available MA, CM, PPQA available PPQA, OPL available available25.05.05 available REQM, PP available available available available26.05.0527.05.05 available PP, PMC available available available REQM, PP available28.05.0529.05.0530.05.05 available available SAM, OPL available available PP, PMC available31.05.05 available available available available PMC, PPQA available01.06.05 Readiness Review available PMC,SAM available available available CM, OPL available02.06.05 available MA, CM available available available available</p><p>Projectmanager 1Projectmanager 2 Projectmanager 1 Projectmanager 1</p><p>Appraisal Projects</p><p>RB ProjecmanagerPIID-Creator</p><p>Projectmanager 1</p></li><li><p>21</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>Phase Implementing PIIDs I/III</p><p>Impact of Generic Practices on Implementing PIIDs:</p><p>GP 2.2</p><p>GP 2.3</p><p>GP 2.4</p><p>GP 2.5</p><p>GP 2.6</p><p>GP 2.7</p><p>GP 2.8</p><p>= has significant impact</p><p>= no significant impact</p><p>PIID creation</p><p>Implementing generic PIIDs</p><p>Preparing PIID implementation</p><p>Implementing PIIDs</p><p>The PIIDs must be baselined at specific milestones (e.g. readiness review, release of Master PIID).</p><p>The well-skilled PIID Creator implements the PIIDS according to the PIID creation plan.</p></li><li><p>22</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>Phase Implementing PIIDs II/III</p><p>PIID creation</p><p>Phases of SCAMPI Appraisal</p><p>Readiness Review</p><p>Final Findings</p><p>Start of Scampi</p><p>Generic PIIDs PIIDs</p><p>Process Descriptions</p><p>andProject </p><p>Documents</p><p>PIID creation plan</p><p>Maintaining PIIDs</p><p>Implementing generic PIIDs</p><p>Preparing PIID implementation Implementing PIIDs</p><p>Master PIID</p></li><li><p>23</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>Phase Implementing PIIDs III/III</p><p>Real-World Examples: Excerpt of a Generic PIID and PIID:</p><p>General hints for implementing PIIDs:</p><p>Implement PIIDs for a master project first.</p><p>Search for one preferred DA and dont spent much time for IAs.</p><p>REQMSG 1 Manage Requirements DA could be Preferred DA Suggested Comment for DA </p><p>could be</p><p>SP 1.1 Obtain an Understanding of Requirements </p><p>Contracting, Customer Specification Contracting Side 1 (chapter 1.1) of the contracting shows usually a signature of the project's client as commitment to requirements (Chapter 2.1).</p><p>REQMSG 1 Manage Requirements DA Comment for DA IA Comment for IA</p><p>SP 1.1 Obtain an Understanding of Requirements </p><p>Contracting (Doc Nr. 1) Side 1 (chapter 1.1) of the contracting shows the signature of Mr. Meier as the project's client (additionally you can find him in the Stakeholderlist as requirementsprovider, Doc.-Nr. 7). Requirements of this Project can be found in Chapter 2.1.</p><p>OPL (Doc.-Nr. 4) In Line #7 and #24 measures resulting by telecons with the requirements provider (Mr. Meier) can be found.</p><p>(generic)</p><p>(specific)</p></li><li><p>24</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>Phase Maintaining PIIDs I/III</p><p>Impact of Generic Practices on Maintaining PIIDs:</p><p>GP 2.2</p><p>GP 2.3</p><p>GP 2.4</p><p>GP 2.5</p><p>GP 2.6</p><p>GP 2.7</p><p>GP 2.8</p><p>= has significant impact</p><p>= no significant impact</p><p>PIID creation</p><p>Implementing generic PIIDs</p><p>Implementing PIIDs</p><p>The PIIDs must be baselined at specific milestones (e.g. Revised PIID).</p><p>Appointments with the Appraisal Team:</p><p>The way of communication the open issues has to be agreed on and tracked.</p><p>Milestones for revised PIIDs has to be fixed.</p><p>Maintaining PIIDs</p><p>Preparing PIID implementation</p></li><li><p>25</p><p> 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.</p><p>Slide: </p><p> 2006</p><p>Slide: </p><p>PIID creation</p><p>Phases of SCAMPI Appraisal</p><p>Phase Maintaining PIIDs II/III</p><p>Readiness Review</p><p>Final Findings</p><p>Start of Scampi</p><p>PIIDsProcess </p><p>descriptionsand</p><p>Project documents</p><p>Implementing generic PIIDs</p><p>Preparing PIID implementation Implementing PIIDs</p><p>Master PIID Revised PIID 1</p><p>Revised PIID 2</p><p>Maintaining PIIDs</p><p>PIID creation plan</p><p>Open Issues:Acti...</p></li></ul>