Why Project Managers. Hate the CMMI* (Understandably) Bill Smith CEO Leading Edge Process Consultants LLC
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1 Why Project Managers (Understandably) Hate the CMMI* Bill Smith CEO Leading Edge Process Consultants LLC *and What to Do About It
2 This presentation is being delivered at the 11 th Annual NDIA CMMI Technology Conference and User Group in Denver, Colorado, USA, on November 16, All slides contained herein are Copyright 2011 by Leading Edge Process Consultants LLC. Basically, you re not allowed to copy, modify, or otherwise use any of them without our written permission. Please respect the fact that I left our logo and copyright information off the individual slides to make them look a bit cleaner. (Cool, huh?) Plus, the Software Engineering Institute (SEI) would like you to know that SCAMPI, SCAMPI Lead Appraiser, and IDEAL are all service marks of Carnegie Mellon University. Wait, you re still reading this? Good for you! There s more. CMMI is registered in the US Patent and Trademark Office by Carnegie Mellon University. Sorry, but my lawyer made me add all this stuff, and he only speaks legalese. I promise the rest of your time with me will be a bit more interesting. Thank you for your patience. Bill.
3 Let s roll!
4 Ground rules 2:15-3:00 at the end * set to stun * better yet: Garrity s at 5:30
5 and yes I have
6
7 So who am I?
8 I m familiar with the CMMI
9 62 Intro to CMMI classes taught 1102 students
10 but more importantly I ve
11 Been there, done that process analyst project manager
12 Today s story is all about
13 Changing this + = fail
14 into this + = win
15 Meet Pam
16
17 Pam leads a small team of
18
19 She works near
20
21 and kicks butt at
22
23 but is clueless about
24
25 except she s heard it creates
26
27 Pam s team has started coding Requirements Design Coding Testing Installation
28 Her project is rockin! on schedule! on budget! happy customer!
29 She even has a new boyfriend
30 with abs!
31 Life is good for Pam!
32 One day Pam gets an
33 Uh-oh
34 Use our new CMMI processes* *Of course we know there s no such
35 Deployment = Do this (now) because we said so!
36 I ll look at that stuff when I have time. Whatever.
37 Pam s CMMI Rock-O-Meter 5
38 Then one day Pam has a
39 brainstorm! Pam has a
40 Maybe (just maybe) this CMMI stuff can be useful!
41 Pam wants a
42 She consults the PAL* *process asset library
43 and finds templates for systems like this but her system is more like this
44 She s forced to develop a plan on her own
45 Crap! I thought the CMMI was supposed to help with stuff like this!
46 Pam s CMMI Rock-O-Meter 3
47 QA pays a visit
48
49 Pam debates with QA Pam s project is audited Y N Blah blah blah data management plan. Blah blah blah stakeholder involvement plan. Blah blah blah blah blah blah.
50
51 She talks with QA But the project is half over! You must follow the process. I have no time for this! You must follow the process. It doesn t help my project! You must follow the process.
52 The rules were changed on Pam mid-stream!
53 She works day
54 and night
55 Addressing non-compliances instead of managing her project
56 But most fixes have no business value
57 So the CMMI really is just about paperwork and now I m behind schedule!
58 Pam s CMMI Rock-O-Meter 0
59 Pam discovers appraisals
60 We need you to populate an evidence matrix for our...
61 SCAMPI* *Standard CMMI Appraisal Method for Process Improvement
62
63 Hey, we have a template! It even lists example artifacts!
64
65 Our VP says you have to.
66 ???
67
68 The project s new part-time job, populate evidence matrix
69 takes forever The project s new part-time job Populate evidence matrix
70 Evidence matrix review loop good enough? Pam s team try again! EPG* *engineering process group
71 The project is now so distracted by CMMI compliance that
72 fixing her defects instead of managing her project it s hopelessly behind schedule
73 the team is burned out
74 the customer s not smiling anymore
75 and Pam s boyfriend dumps her!
76 Meet the new Pam
77
78 Pam s CMMI Rock-O- Meter
79 Why did Pam become a?
80 Why do project managers
81 often
82 hate
83 the CMMI?
84 Not because of
85 But because of problems with 1 Process development 2 3
86 But because of problems with 1 2 Process development Process deployment 3
87 But because of problems with Process development Process deployment Appraisals
88 But because of problems with Process development Process deployment Appraisals
89 We could go on and on and on and on and on about each of these
90 Instead let s focus on a few process improvement best practices that a project manager might value
91 1 2 3 Process development
92 Ensure that your process developers appreciate the model
93 this is appreciating the model
94 this is appreciating the model
95 this is appreciating the model
96 this is not
97 Involve people that do real work
98 like her
99 and him
100 but maybe not him
101 Use project planning to plan your PI* project *process improvement
102 Open the book
103 Don t estimate by pulling numbers out of the air!
104 Develop useful tailoring guidance
105 This seems heavyweight for my little project. I ll create a plan from scratch.* *and spend my time figuring out how to manage my project instead of actually managing it!
106 Perfect!
107 1 2 3 Process deployment
108 Don t just announce the existence of a book
109 Unless this is the reaction you want Whatever. I ll look at that stuff when I have time.
110 Do This Because We Said So is not a deployment plan
111 But because of problems with Try these things instead Communicate Train Ensure Access Learn Schedule Guide Monitor Pilot
112 Top 3 success factors in an improvement initiative senior leadership support communication training (of those impacted by the initiative) Source: The CMMI Success Factor Survey, ACME Process Group, 2010
113 Caring is better than enforcing
114 This is not caring But the project is half over! You must follow the process.
115 This is caring But the project is half over! Okay, good point. Let s think about what would make sense here.
116 Complying for compliance s sake ravages the operation and firmly entrenches self-defeating cycles of continued mediocrity. Hillel Glazer, High Performance Operations
117 Don t change the rules on a project that s already been planned
118 unless you re willing to toss O R O R cost schedule quality out the
119
120 why?
121 A process change = a plan change 4 which includes: organizational standard process 1 A change here budget schedule resources etc. revised Project Plan project s defined process 2 3 applied to the project will impact the project plan
122 1 2 3 Appraisals
123 Hire an appraiser with a business value mindset
124 Again maybe not him
125 Don t under-estimate the cost of evidence collection
126 Average total* effort ? hours for small** ML 3 appraisals *all appraisal activities, including but not limited to evidence collection **2 projects, 6 team members + Lead, first appraisal at ML 3, CMMI SE/SW v1.1 Source: Value-Based CMMI Appraisal Techniques, Systems and Software Consortium Inc., 2006
127 Total appraisal effort Other activities 20-30% Evidence collection 70-80% Source: Value-Based CMMI Appraisal Techniques, Systems and Software Consortium, 2006
128 SCAMPI v1.3 may help with this a bit But you still need to clearly identify
129 ???
130 A quick review of PI principles that would make a project manager happier
131 1 Process development Ensure that your process developers appreciate the model Involve people that do real work Use project planning to plan your PI project Develop useful tailoring guidance 2 Process deployment Don t just announce the existence of a book Caring is better than enforcing Don t change the rules on a project that s already been planned 3 Appraisals Hire an appraiser with a business value mindset Don t under-estimate the cost of evidence collection
132 Super. But whatever happened to Pam?
133 She wakes up one morning and
134 realizes her CMMI experience was all
135 A process change = a plan change Just a bad dream!!
136 so she grabs some
137
138 and heads off to
139
140 where
141
142 is used, but
143 1 Compliance doesn t get in the way of developing processes that improve operations.
144 2 Processes are deployed in a way that helps, not hinders, the projects they impact.
145 3 Appraisal preparation doesn t negatively impact project progress.
146 and much to Pam s delight
147 Her boyfriend still has abs!
148 Pam s happy!
149 and all I ask of you is to
150
151 Please stop the mindless bureaucracy and instead use the CMMI to legitimately improve your operations.
152 References The 2010 CMMI Success Factor Survey. Vienna VA: ACME Process Group, November Caldwell, Laura, Sam Fogle, and Gene Jorgensen. Value-Based CMMI Appraisal Techniques. Version Herndon VA: Systems and Software Consortium, Chrissis, Mary Beth, Mike Konrad, and Sandy Shrum. CMMI for Development: Guidelines for Process Integration and Product Improvement. 3 rd ed. Boston: Addison Wesley, Glazer, Hillel. High Performance Operations: Leverage Compliance to Lower Costs, Increase Profits, and Gain Competitive Advantage. 1 st ed. Upper Saddle River NJ: FT Press, 2012:31. Standard CMMI Appraisal Method for Process Improvement (SCAMPI) A, Version 1.3: Method Description Document. Pittsburgh: Software Engineering Institute, March 2011.
153
154 Rock n CMMI Training and Appraisals! Bill Smith More info? bill@cmmitraining.com Mary Segnit
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