Business Focused CMMI at Ericsson

Transcription

1 Business Focused CMMI at Ericsson SPIder, September 25, Utrecht Ben Linders Ericsson EuroLab Netherlands, Rijen (N.B.) SPIder, September 25, Utrecht 1

2 Overview History of applying SW CMM CMMI vs SW CMM Business Focused CMMI Organizational Performance Improvement! 2

3 Ericsson EuroLab Netherlands Worldwide Ericsson R&D company Wide product range: Base stations, UMTS Charging, Internet Applications Intelligent Networks and Services, Announcements Bluetooth, Business Cordless 950 employees, in the south (Rijen) and the east (Enschede, Emmen) 3

4 Assessment History CMM SW: Full assessments: 1994: First assessment 1995: CMM Level : Assessed Level 4 P-CMM: Company wide assessments: 1998: First assessment 2000: Re-assessment SE-CMM: Studied Light assessments for CMM SW, P-CMM, and CMMI Ongoing from (several done each year) 4

5 New Assessment Requirements Aligned to needs of the organisation Only assess where you can and want to improve Focus on improvement, not on levels More frequent assessments Smaller scope, more specific findings Lower cost Business Goal Focused Assessments 5

6 CMMI vs CMM SW Philosophy Integration of models Framework, toolbox Rating and improvement Common assessment method Structure Process Areas Goals & practices Staged & continuous Maturity & Capability level Scope Project Management Process management Engineering Support Incl. Systems Engineering Replaces SW CMM, SE-CMM, IPPD CMM, and SA CMM (not P-CMM) 6

7 Business Focus in CMMI Continues representation: Toolbox with Process Areas Pick only useful PAs Measure on Capability Level PA Purpose: Link to business goals But, business processes are lacking: Goal setting, strategies, customer focus Leadership, people development (P-CMM) Partnerships, environment, etc 7

8 Why did Ericsson choose CMMI? Continuous model: Focus on improvement Up to date collection of Best Practices Official standard (replace CMM SW 2.0 draft C) More suitable assessment method: Class C More info: 8

9 Business Focused Assessment Method SEI/Ericsson CMMI Class C Pilot Assessment: Identify business goals where improvement is needed Select Process Areas Setup team, select interviewees Questionnaire + Consensus Meeting Findings, and identify actions 9

10 CMMI Pilot in Figures 5 assessments, 4 in Q4 2000, 1 in Q Process Management (7 PAs) Project Management (6 PAs) Requirement Management/Development (2 PAs) Engineering (4 PAs) Decision Analysis & Resolution (1 PA) 4 Assessors, 390 Mhrs (19.5 Hr per PA) 42 Interviewees, 159 Mhrs (3.8 Hr per person) 54 Strengths, 85 Weaknesses 70-80% of the finding led to actions 10

11 Benefits: Improved Performance Project Management: Major improvements Lead time precision above target Cost precision above target Engineering: Early benefits Focus on deployment of technical process Efficiency needs further improvement Process Management: Institutionalised Effective application of audit, RCA, assessment, etc 11

12 CMMI Pilot Evaluation (1) SEI feedback form, 11 returned from 23 (48%) No major problems missed 1 person said that some minors were identified wrongly, 10 said no wrongly identified problems 10 persons said that assessments where always done effectively, 1 most often, nobody said ineffective 12

13 CMMI Pilot Evaluation (2) How accurate was the assessment Much better Somewhat better About the same Somewhat worse Much worse Don't know How well did the assessment find strong points 8 Very well Reasonably well Not very well How well did the assessment find major problems? 8 Very well Generally well Not very well 13

14 Conclusions, where do we go from here? Business Goals focus is a winner! Compact assessment, better cost/benefit 3 more assessments done in Q1/Q Useful actions, which have improved performance Further integration with goal setting and KPIs Method is being spread within Ericsson More class C (light) assessments Assessors network for further development 14