Fast Track Your CMMI Initiative with Better Estimation Practices

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1 Fast Track Your CMMI Initiative with Better Estimation Practices Webinar October 6, 2004 Mike Ross Galorath Incorporated Presented by: Thomas Cagley DCG Galorath Incorporated 100 North Sepulveda Boulevard, Suite 1801 El Segundo, California (480) Galorath Incorporated

2 CMMI Presented By: Thomas Cagley The David Consulting Group, Inc. Achieving Software Excellence The David Consulting Group, Inc All Rights Reserved 2

3 The Eight CMMI Versions Staged and Continuous versions exist for: CMMI-Software Engineering - (CMMI SW) CMMI-System Engineering/Software Engineering -(CMMI SE/SW) CMMI SE/SW/Integrated Product and Process Development - (CMMI SE/SW/IPPD) CMMI-SE/SW/IPPD/Supplier Selection (SS) The staged representations provide a framework (approach) for organizational process maturity The continuous representations provide an approach for improving capability in selected process areas 3

4 CMMI Representations Staged ML5 ML4 ML3 ML2 ML 1 Organization Capability Continuous PA PA PA Process 4

5 CMMI Model Structure Staged Continuous Maturity Levels Process Area 1 Process Area 2 Process Area n Process Area 1 Process Area 2 Process Area n Specific Goals Generic Goals Common Features Specific Goals Capability Levels Generic Goals Ability to Perform Directing Implementation Specific Practices Commitment to Perform Generic Practices Verifying Implementation Specific Practices Generic Practices 5

6 CMMI Process Areas by Category & Maturity Level Category Level 2 Level 3 Level 4 Level 5 <----Maturity Level Project Planning Project Monitoring and Control Supplier Agreement Management Project Integrated Project Management (IPM) or IPM for IPPD Management Risk Management Integrated Supplier Management (SS) Integrated Teaming (IPPD) Quantitative Project Management Measurement and Analysis Process and Product Quality Assurance Configuration Management Support Decision Analysis and Resolution Organizational Environment for Integration (IPPD) Causal Analysis and Resolution Requirements Management Requirements Development Technical Solution Engineering Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Process Management Organizational Training Organizational Process Performance Organizational Innovation and Deployment 6

7 SEER Process, Methods, and Tools Presented by: Mike Ross, Chief Engineer Galorath Incorporated 100 North Sepulveda Boulevard Suite 1801 El Segundo, California (o) (f) Galorath Incorporated 2003

8 SEER: Project Management Context Knowledge & Experience Estimate & Plan To-date Actuals Baseline Measure & Analyze Monitor & Control Baseline(s) & Final Actuals Galorath Incorporated

9 SEER: Process Focus (CMMI) Project Planning Establish Estimates Develop a Project Plan Obtain Commitment to the Plan Project Monitoring and Control Monitor Project Against Plan Manage Corrective Action to Closure Measurement and Analysis Align Measurement and Analysis Activities Provide Measurement Results Knowledge & Experience Measure & Analyze Estimate & Plan To-date Actuals Baseline Monitor & Control Baseline(s) & Final Actuals Galorath Incorporated

10 SEER: Methods Project Planning History-Based Sizing Direct Measure Sizing Parametric Estimation 4-D Planning Project Monitoring and Control 4-D Earned Value Management Status Indication Performance-based Forecasting Measurement and Analysis Estimation Accuracy Assessment and Improvement Calibration Knowledge Base Management Benchmarking Knowledge & Experience Measure & Analyze Estimate & Plan To-date Actuals Baseline(s) & Final Actuals Baseline Monitor & Control Galorath Incorporated

11 SEER: Tools Project Planning SEER-AccuScope SEER-SEM Project Miner (SEER-SEM option) SEER-H SEER-IC SEER-DFM SEER-SEM Client for Microsoft Project Project Monitoring and Control Parametric Project Monitoring and Control (SEER-SEM option) Measurement and Analysis SEER-CommonRepository SEER-ScatterPlot+ Knowledge & Experience Measure & Analyze Estimate & Plan To-date Actuals Baseline Monitor & Control currently in development Baseline(s) & Final Actuals Galorath Incorporated

12 SEER Integrated Tool Suite IN P UT S OFTWARE AS S UMPTIONS & CONSTRAINTS MANUFACTURING AS S UMPTIONS & CONS TRAINTS Galorath Incorporated 2003 SEER-SEM SOFTWARE DEVELOPMENT & MAINTENANCE SYSTEMS & HARDWARE ASSUMPTIONS & CONSTRAINTS SEER-DFM (DES IG N FOR MANUFACTUR- A BILITY) S OFTWARE PLAN DATA S EER-H INTEG D PRODUCT DEVELOPMENT & MAINTENANCE HARDWARE DEVELOPMENT & MAINTENANCE MANUFACTURING PLAN DATA S OFTWARE PLAN REPORTS & CHARTS SYSTEM, PRODUCTION, O&S LABOR, & MA TERIA LS REPORTS & CHARTS OUTPUT MANUFACTURING PLAN REPORTS & CHARTS 12

13 Fast Track Your CMMI Initiative: Obtaining Level 3 in 15 months Presented By: Thomas Cagley The David Consulting Group, Inc. Achieving Software Excellence

14 Prerequisites for Fast-track track Success Develop a Quantitative Reason for Change Develop A Quantitative And Qualitative Baseline Productivity, Time-to-market And Quality Organizational Behavioral Characteristics Model The Impact Of Process Improvements: How Will Change Impact The Organization? When The Benefits Be Realized? 14

15 Prerequisites for Fast-track track Success Senior Management Involvement Sr. Mgrs. must establish and support the software process improvement (SPI) initiative Establish measurable SPI goals and a sense of urgency Have a willingness to invest now for future benefits Visibly show support through participation and communication Learn and/or understand: The CMMI and the effort it takes to implement How to manage resistance to change Their role in establishing and sustaining new practices 15

16 Prerequisites for Fast-track track Success Establish Measurable SPI goals Recommendation: Set a clear goal of achieving a formal SEI CMMI Level 3 via a SCAMPI A Creates a sense of urgency Enables planning and measurement of progress Reduces debate over what changes to implement Enables teamwork towards a common goal Reduces tendency for partiallyimplemented key practices 16

17 Prerequisites for Fast-track track Success Acquire Experienced Guides Fast-tracking is rarely achievable without experienced guides (leaders) who have been through it before Developing in-house expertise before you can start is time consuming Figuring it out yourself will result in numerous false steps Hire experienced people or bring in outside help They guide you in your approach They have experienced what works and what doesn t Outside help must see it as their task to make you self-sufficient 17

18 Prerequisites for Fast-track track Success Senior Management Savvy Sr. Mgmt. savvy is important for SPI success Sr. Mgmt. is usually impatient with SPI SEPG members often feel misunderstood Success requires Senior Management: Research what to expect in implementing CMMI Encourage the change agents and early adopters Regularly communicate support for the SPI initiative Manage resistance patiently, but firmly Understand their oversight role in sustaining new practices Stay the course despite obstacles 18

19 Getting Started Criteria for Implementation Order Ease of Implementation (Early success is important) How quickly the change can be researched, documented and implemented How receptive management and the software staff will be How much work has already been done in the same area Potential impact to business goals Improve the ability for projects to meet their commitments Reduce delivered defects (and reduce maintenance, i.e., bug fix, costs) Improve productivity (and reduce development cost) Reduce development time Recommend using an evaluation matrix 19

20 Software Process Improvement Sample of Evaluation Matrix Candidate Process Improvement Tasks Ease of Implementation (1- Hard, 5-Easy) Impact to Business Goals (1-Low, 5-High) Reduce delivered Improve defects productivity Improve meeting commitments Evaluation Criteria Reduce development time Total Weight Factor---> 15% 25% 25% 18% 17% 100% Reviews and Inspections Engineernig - Testing Organizational Processes Planning and Tracking Training Program SW Quality Assurance Engineering - Reqs. def Engineering - Design Requirements Mgmt Configuration Mgmt Engineering - Coding Subcontract Mgmt Inter-group Coordination

21 Combining CMMI Levels 2 and 3 Advantages Level 3 KPAs can be utilized to facilitate implementation of Level 2 KPAs Org. Process Focus provides infrastructure, org. oversight of all SPI, communication, etc. Org. Process Definition provides standard process that projects can tailor (instead of developing their own) Training facilitates all the training needed for SPI SW Product Eng. addresses existing practices Peer Reviews provides immediate improvements in rework costs and product quality needed to please senior management 21

22 Combining CMMI Levels 2 and 3 Disadvantages Can overwhelm the organization with too much change at once if not properly managed Can be difficult if multiple projects or departments have wellestablished, but diverse legacy procedures, standards, etc. Can be difficult if significant walls exist between departments Obstacles to CMMI level 3 attainment often require multiple, cooperating senior managers to address 22

23 Combining CMMI Levels 2 and 3 PAT Structure (1 of 2) Assigning PATs to address the 13 KPAs as logical groupings facilitates rapid implementation: Management PAT Fully address: Project Planning, Project Tracking, Integrated Software Management, Subcontract Management KPAs Partially address: Requirements Management, Intergroup Coordination, and Organization Process Definition KPAs Software Product Engineering PAT Fully address: Software Product Engineering, Peer Review KPAs Partially address: Requirements Management, Intergroup Coordination, and Organization Process Definition KPAs 23

24 Suggested Approach for Implementation Stagger the implementation: Divide initiative into multiple sets of processes Divide the organization into project groupings Stagger process set rollouts by 1-2 mos. Stagger Group rollouts of same processes by 3 months Advantages: Avoids overwhelming organization with change Allows control over impact to specific projects Level-loads personnel Allows getting the kinks out before whole org. impacted 24

25 Sample Fast-Track CMM Level 3 Schedule Task SEI CMM 3 MILESTONES Internal Assessment Internal Assessment CBA IPI PREPARATION CMM Orientation, Assessment & Planning Session SEPG/PAT formation and training Organization PAT Preparation and documentation Rollout, Support and Burn-in Software Inspections (SPE PAT) Preparation and documentation Rollout, Support and Burn-in Testing (SPE PAT) Preparation and documentation Group A Group B Rollout, Support and Burn-in Group A Group B Planning & Tracking (Mgmt. PAT) Preparation and documentation Rollout, Support and Burn-in Configuration Management PAT Preparation and documentation Group A Group B Rollout, Support and Burn-in Requirements Analysis (SPE PAT) Preparation and documentation Group A Group B Rollout, Support and Burn-in Quality Assurance PAT Preparation and documentation Rollout, Support and Burn-in Subcontract Mgmt. (Mgmt. PAT) Preparation and documentation Group A Group A Group B Group B Rollout, Support and Burn-in Design and Code (SPE PAT) Preparation and documentation Group A Group B Rollout, Support and Burn-in Training Program PAT Preparation and documentation Rollout, Support and Burn-in Group A Group A Group B Group B 25

26 Reducing Time-Consuming Activities Process document development Use a strawman approach Tools, e.g., databases, spreadsheets, software Don t wait for the perfect tool After new processes are rolled out, stay on top of the actual implementation Hold practitioners accountable 26

27 Contact Information David Consulting Group web site: 27