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CMMI® : St George or the Dragon?
I T &S
A e r o s p a c e
D e f e n c e
Trevor Rudge, Thales Research and Technology, UK ® CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University
Thales Research and Technology UK
Contents Overview Why Thales is a CMMI® Early Adopter Deployment in Thales Pitfalls and Risks
Date, reference
2
Thales Research and Technology UK
Contents Overview Why Thales is a CMMI® Early Adopter Deployment in Thales Pitfalls and Risks
Date, reference
3
Thales Research and Technology UK
Key Points to Improve Performance PEOPLE
PROCESS
TECHNOLOGY
Major determinants of product cost, schedule, and quality
Process holds the elements together
Process SW Products Practices Technology
Date, reference
People
4
Thales Research and Technology UK
What Is a Capability Maturity Model ?
Capability Maturity Model (CMM®*) :
"A Capability Maturity Model (CMM) contains the essential elements of effective processes for one or more disciplines.
Date, reference
It also describes an evolutionary improvement path from an ad hoc, immature process to a disciplined, mature process with improved quality and effectiveness" (R) CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.
5
Thales Research and Technology UK
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
Date, reference
CMMI® models meet this requirement.
6
® CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University
Thales Research and Technology UK
Proliferation of CMMs ==> CMMI® SOFTWARE ENGINEERING
Sw-CMM® v2.0 IPPD* SYSTEMS ENGINEERING
SE-CMM & SECAM
Date, reference
Sw- ACQUISITION CMM
7
* IPPD : Integrated Product and Process Development SS : Supplier Sourcing
Thales Research and Technology UK
CMMI® CMMI for SE/SW/IPPD*/SS* (v1.1) reducing of : - redundancies - additional complexity - costs & times - discrepancies
Overview of CMMI® Process Areas CMMI Options: * with Integrated Product & Process Development (IPPD) Level
**
with Supplier Sourcing (SS)
Project Management
Engineering
3 Defined
Date, reference
2 Managed
8
Process Management
CAR: Causal Analysis
OID: Organizational
and Resolution
QPM: Quantitative
Innovation &Deployment OPP: Organizational
Project Management
Process Performance
5 Optimizing 4 Quantitatively Managed
Support
IPM: Integrated Project RD: Requirements
DAR: Decision Analysis OPF: Organizational
Management
Development
and Resolution
Process Focus
RSKM: Risk
TS: Technical
OEI*: Organizational
OPD: Organizational
Management
Solution
Process Definition
IT*: Integrated
PI: Product
Environment for Integration
Teaming
Integration
ISM**: Integrated Supplier Management PP: Project Planning
VER: Verification REQM : Requirements MA: Measurement and VAL : Validation
PMC: Project
Management
Training
Analysis
Monitoring and Control
PPQA: Process &
SAM: Supplier
Product Quality Assurance
Agreement Management
CM: Configuration Management
1 Initial
Thales Research and Technology UK
OT: Organizational
The CMMI® Project 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
Date, reference
University
9
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
Thales Research and Technology UK
EER Systems Ericsson Canada Ernst and Young General Dynamics Harris Corporation Honeywell KPMG Litton Lockheed Martin
Motorola Northrop Grumman Pacific Bell Q-Labs Raytheon Rockwell Collins Sverdrup Corporation THALES TRW
Some CMMI® Early Adopters The Boeing Company Computer Sciences Corporation (CSC) Defense Group
Information Technology Sector Integrated Systems Sector -
Airborne Early Warning/Electronic Warfare Systems Concurrent Technologies Corporation (CTC) Raytheon Company National Security Division TRW United Space Alliance General Dynamics Land Systems Goddard Space Flight Center NASA U.S. Army TACOM-ARDEC Software Enterprise Harris Corporation
Date, reference
Lockheed Martin Motorola, Inc.
10
Northrop Grumman
Thales Research and Technology UK
THALES
Contents Overview Why Thales is a CMMI® Early Adopter Deployment in Thales Pitfalls and Risks
Date, reference
11
Thales Research and Technology UK
THALES Process Improvement Roadmap
In synergy with ISO 9000, Tickit, EFQM, ... Hw - CMM
Transition to CMMI
SE - CMM Sw - CMM Level 3
Date, reference
Level 2
12
92
94
96
Thales Research and Technology UK
98
Level 4
2000
02
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
Date, reference
Compromise of product functionality and quality to meet schedule
13
Use of new technology is risky
Thales Research and Technology UK
What is a High Maturity Organization
A disciplined approach for development and management Defined and continuously improving Supported by management and others
Date, reference
Well controlled
14
Supported by measurement Basis for disciplined use of technology Institutionalized Thales Research and Technology UK
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 Date, reference
The systems engineers are permanently reinventing the
15
wheel
Thales Research and Technology UK
Some Typical Problems Specifications requirements not always identified requirements not always verifiable
Look what I’ve already Invented
Allocation to components incomplete Requirements traceability informal
Poor integration of disciplines Lessons are not learned from the past Date, reference
The systems engineers are permanently reinventing the
16
wheel
Thales Research and Technology UK
We’ll See We’ll See
CMMI® : the Manager’s Vision Characteristics Management visibility Optimising Continuous and S measurable E process 5 improvement is a of life Quantita- way Business-oriented tively process S Managed E management, the 4 performance of the processes process is Defined The defined at the predictable S E organisation level
2 Date, reference
Initial
17
1
management is more disciplined. E Past successes can be expected Performance is on similar projects difficult to predict. E Practices may not be effective, rely on individuals
Thales Research and Technology UK
S
Time / Cost
Target
Time / Cost
Targe t
Time / Cost
Probability
Target
Probability Probability
Managed
are tailored to the project. Performance is more predictable Project
Business view
Target
S
Time / Cost
Probability
3
Probability
Maturity Level
Target
Time / Cost
Results measured by a THALES Unit for Software impact on cost deviation Average Cost Variance reduced by 20%
% Project Distribution
96 Level 3 50
94 Level 2
Date, reference
Number of defects during Customer acceptance divided by 20
18
40
30
92 Level 1 20
Cost of customer acceptance reduced by 60% 20
10 software projects for each plot
60
On average late to acceptance divided by 24
30
Between CMM level 1 and CMM level 3
10
10
+ 10
Thales Research and Technology UK
+ 20
+ 30
+ 40
+ 50
+ 60
+ 70
% Cost deviation
Impact of Process Improvement GLOBALLY
• Change of culture • Inter-personnel relationships improvement • Confidence & Responsibility atmosphere
Date, reference
On PROJECTS
19
• Respect of Cost and Schedule Commitments • Practices Efficiency Improvement • Satisfaction of business and quality objectives
Thales Research and Technology UK
On ORGANISATIONS
• Engineering community sharing common references & practices facilitates : • People mobility • Career management • Company workforce management
Contents Overview Why Thales is a CMMI® Early Adopter Deployment in Thales Pitfalls and Risks
Date, reference
20
Thales Research and Technology UK
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
Date, reference
Assessment needs are managed by Thales Research
21
& Technology via a corporate database and using a defined process
Thales Research and Technology UK
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
Date, reference
Non measurable benefits :
22
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
Thales Research and Technology UK
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, range of different types of project
Date, reference
23
Thales Research and Technology UK
Contents Overview Why Thales is a CMMI® Early Adopter Deployment in Thales Pitfalls and Risks
Date, reference
24
Thales Research and Technology UK
Management of the improvement initiative An improvement initiative must be managed as a project
A customer
Sponsorship of the Top Management
Objective
Clear 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 Tracking of the actions Regular mini-assessments Official assessment
Milestones Date, reference
Final Acceptance
25
Product
Change of culture and practices on projects and in the organization
Thales Research and Technology UK
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 not tailorable to all business needs
Change Management Buy-in, communication not addressed
Date, reference
Practitioners not involved
26
Changing business-critical processes is risky
Thales Research and Technology UK
Some Ways Process Improvement Can Get Stuck Shared Objectives
Skilled People
Maturity Rewarded
Resources Provided
PI Managed as a Project
Change
Skilled People
Maturity Rewarded
Resources Provided
PI Managed as a Project
Lack of Clear Decisions
Maturity Rewarded
Resources Provided
PI Managed as a Project
Common Mistakes repeated
Resources Provided
PI Managed as a Project
Date, reference
Shared Objectives
27
Shared Objectives
Skilled People
Shared Objectives
Skilled People
Maturity Rewarded
Shared Objectives
Skilled People
Maturity Rewarded
Thales Research and Technology UK
PI Managed as a Project
Resources Provided
Change Depends on Individuals Lack of Progress Uncoordinated Actions
Summary
Date, reference
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 coordinated in order to succeed
28
Thales Research and Technology UK
Thank You for your attention
Date, reference
Trevor Rudge Thales Research and Technology
29
Thales Research and Technology UK
I T &S
A e r o s p a c e
D e f e n c e
Trevor Rudge, Thales Research and Technology, UK ® CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University
Thales Research and Technology UK
Contents Overview Why Thales is a CMMI® Early Adopter Deployment in Thales Pitfalls and Risks
Date, reference
2
Thales Research and Technology UK
Contents Overview Why Thales is a CMMI® Early Adopter Deployment in Thales Pitfalls and Risks
Date, reference
3
Thales Research and Technology UK
Key Points to Improve Performance PEOPLE
PROCESS
TECHNOLOGY
Major determinants of product cost, schedule, and quality
Process holds the elements together
Process SW Products Practices Technology
Date, reference
People
4
Thales Research and Technology UK
What Is a Capability Maturity Model ?
Capability Maturity Model (CMM®*) :
"A Capability Maturity Model (CMM) contains the essential elements of effective processes for one or more disciplines.
Date, reference
It also describes an evolutionary improvement path from an ad hoc, immature process to a disciplined, mature process with improved quality and effectiveness" (R) CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.
5
Thales Research and Technology UK
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
Date, reference
CMMI® models meet this requirement.
6
® CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University
Thales Research and Technology UK
Proliferation of CMMs ==> CMMI® SOFTWARE ENGINEERING
Sw-CMM® v2.0 IPPD* SYSTEMS ENGINEERING
SE-CMM & SECAM
Date, reference
Sw- ACQUISITION CMM
7
* IPPD : Integrated Product and Process Development SS : Supplier Sourcing
Thales Research and Technology UK
CMMI® CMMI for SE/SW/IPPD*/SS* (v1.1) reducing of : - redundancies - additional complexity - costs & times - discrepancies
Overview of CMMI® Process Areas CMMI Options: * with Integrated Product & Process Development (IPPD) Level
**
with Supplier Sourcing (SS)
Project Management
Engineering
3 Defined
Date, reference
2 Managed
8
Process Management
CAR: Causal Analysis
OID: Organizational
and Resolution
QPM: Quantitative
Innovation &Deployment OPP: Organizational
Project Management
Process Performance
5 Optimizing 4 Quantitatively Managed
Support
IPM: Integrated Project RD: Requirements
DAR: Decision Analysis OPF: Organizational
Management
Development
and Resolution
Process Focus
RSKM: Risk
TS: Technical
OEI*: Organizational
OPD: Organizational
Management
Solution
Process Definition
IT*: Integrated
PI: Product
Environment for Integration
Teaming
Integration
ISM**: Integrated Supplier Management PP: Project Planning
VER: Verification REQM : Requirements MA: Measurement and VAL : Validation
PMC: Project
Management
Training
Analysis
Monitoring and Control
PPQA: Process &
SAM: Supplier
Product Quality Assurance
Agreement Management
CM: Configuration Management
1 Initial
Thales Research and Technology UK
OT: Organizational
The CMMI® Project 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
Date, reference
University
9
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
Thales Research and Technology UK
EER Systems Ericsson Canada Ernst and Young General Dynamics Harris Corporation Honeywell KPMG Litton Lockheed Martin
Motorola Northrop Grumman Pacific Bell Q-Labs Raytheon Rockwell Collins Sverdrup Corporation THALES TRW
Some CMMI® Early Adopters The Boeing Company Computer Sciences Corporation (CSC) Defense Group
Information Technology Sector Integrated Systems Sector -
Airborne Early Warning/Electronic Warfare Systems Concurrent Technologies Corporation (CTC) Raytheon Company National Security Division TRW United Space Alliance General Dynamics Land Systems Goddard Space Flight Center NASA U.S. Army TACOM-ARDEC Software Enterprise Harris Corporation
Date, reference
Lockheed Martin Motorola, Inc.
10
Northrop Grumman
Thales Research and Technology UK
THALES
Contents Overview Why Thales is a CMMI® Early Adopter Deployment in Thales Pitfalls and Risks
Date, reference
11
Thales Research and Technology UK
THALES Process Improvement Roadmap
In synergy with ISO 9000, Tickit, EFQM, ... Hw - CMM
Transition to CMMI
SE - CMM Sw - CMM Level 3
Date, reference
Level 2
12
92
94
96
Thales Research and Technology UK
98
Level 4
2000
02
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
Date, reference
Compromise of product functionality and quality to meet schedule
13
Use of new technology is risky
Thales Research and Technology UK
What is a High Maturity Organization
A disciplined approach for development and management Defined and continuously improving Supported by management and others
Date, reference
Well controlled
14
Supported by measurement Basis for disciplined use of technology Institutionalized Thales Research and Technology UK
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 Date, reference
The systems engineers are permanently reinventing the
15
wheel
Thales Research and Technology UK
Some Typical Problems Specifications requirements not always identified requirements not always verifiable
Look what I’ve already Invented
Allocation to components incomplete Requirements traceability informal
Poor integration of disciplines Lessons are not learned from the past Date, reference
The systems engineers are permanently reinventing the
16
wheel
Thales Research and Technology UK
We’ll See We’ll See
CMMI® : the Manager’s Vision Characteristics Management visibility Optimising Continuous and S measurable E process 5 improvement is a of life Quantita- way Business-oriented tively process S Managed E management, the 4 performance of the processes process is Defined The defined at the predictable S E organisation level
2 Date, reference
Initial
17
1
management is more disciplined. E Past successes can be expected Performance is on similar projects difficult to predict. E Practices may not be effective, rely on individuals
Thales Research and Technology UK
S
Time / Cost
Target
Time / Cost
Targe t
Time / Cost
Probability
Target
Probability Probability
Managed
are tailored to the project. Performance is more predictable Project
Business view
Target
S
Time / Cost
Probability
3
Probability
Maturity Level
Target
Time / Cost
Results measured by a THALES Unit for Software impact on cost deviation Average Cost Variance reduced by 20%
% Project Distribution
96 Level 3 50
94 Level 2
Date, reference
Number of defects during Customer acceptance divided by 20
18
40
30
92 Level 1 20
Cost of customer acceptance reduced by 60% 20
10 software projects for each plot
60
On average late to acceptance divided by 24
30
Between CMM level 1 and CMM level 3
10
10
+ 10
Thales Research and Technology UK
+ 20
+ 30
+ 40
+ 50
+ 60
+ 70
% Cost deviation
Impact of Process Improvement GLOBALLY
• Change of culture • Inter-personnel relationships improvement • Confidence & Responsibility atmosphere
Date, reference
On PROJECTS
19
• Respect of Cost and Schedule Commitments • Practices Efficiency Improvement • Satisfaction of business and quality objectives
Thales Research and Technology UK
On ORGANISATIONS
• Engineering community sharing common references & practices facilitates : • People mobility • Career management • Company workforce management
Contents Overview Why Thales is a CMMI® Early Adopter Deployment in Thales Pitfalls and Risks
Date, reference
20
Thales Research and Technology UK
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
Date, reference
Assessment needs are managed by Thales Research
21
& Technology via a corporate database and using a defined process
Thales Research and Technology UK
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
Date, reference
Non measurable benefits :
22
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
Thales Research and Technology UK
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, range of different types of project
Date, reference
23
Thales Research and Technology UK
Contents Overview Why Thales is a CMMI® Early Adopter Deployment in Thales Pitfalls and Risks
Date, reference
24
Thales Research and Technology UK
Management of the improvement initiative An improvement initiative must be managed as a project
A customer
Sponsorship of the Top Management
Objective
Clear 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 Tracking of the actions Regular mini-assessments Official assessment
Milestones Date, reference
Final Acceptance
25
Product
Change of culture and practices on projects and in the organization
Thales Research and Technology UK
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 not tailorable to all business needs
Change Management Buy-in, communication not addressed
Date, reference
Practitioners not involved
26
Changing business-critical processes is risky
Thales Research and Technology UK
Some Ways Process Improvement Can Get Stuck Shared Objectives
Skilled People
Maturity Rewarded
Resources Provided
PI Managed as a Project
Change
Skilled People
Maturity Rewarded
Resources Provided
PI Managed as a Project
Lack of Clear Decisions
Maturity Rewarded
Resources Provided
PI Managed as a Project
Common Mistakes repeated
Resources Provided
PI Managed as a Project
Date, reference
Shared Objectives
27
Shared Objectives
Skilled People
Shared Objectives
Skilled People
Maturity Rewarded
Shared Objectives
Skilled People
Maturity Rewarded
Thales Research and Technology UK
PI Managed as a Project
Resources Provided
Change Depends on Individuals Lack of Progress Uncoordinated Actions
Summary
Date, reference
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 coordinated in order to succeed
28
Thales Research and Technology UK
Thank You for your attention
Date, reference
Trevor Rudge Thales Research and Technology
29
Thales Research and Technology UK
