There are 10 kinds of people in the world. Those who think in binary, and those who don t.

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1 There are 10 kinds of people in the world. Those who think in binary, and those who don t.

2 Extreme Programming (XP) Six Sigma CMMI How they can work together A JPMorgan Chase case study Bob.Jarvis@jpmchase.com All rights reserved. Copyright 2004 Page 2

3 Disclaimer Any statements made do not necessarily represent the views or opinions of JPMorgan Chase. All rights reserved. Copyright 2004 Page 3

4 Topics Background Overview Six Sigma Extreme Programming CMMI Case Study Six Sigma Findings XP Implementation Results CMMI Plans Summary Q&A All rights reserved. Copyright 2004 Page 4

5 Background Who Are We? Why Did We Try XP?

6 Who Are We? JPMorgan Chase (Business Units only) Treasury & Security Services JPM Partners Chase Financial Services Investment Mgmt & Private Bank Investment Bank Chase Middle Market Credit Card Services Chase Regional Bank Chase Auto Finance Chase Home Finance All rights reserved. Copyright 2004 Page 6

7 Why Did We Try XP? Typical Environment Project estimate accuracy Business Technology working relationship Defect levels Overtime Improvement Desired Better Cheaper Faster Work Life Balance All rights reserved. Copyright 2004 Page 7

8 Overview Six Sigma Extreme Programming CMMI

9 Six Sigma A Very Brief Overview

10 Who s Using Six Sigma? $1.45 Billion since 1998 $5 Billion in 2000 Average of $600MM/year since 1995 $3 Billion in savings since 1995 $1.5 Billion in 1999 $1.16 Billion ( 130 B) in 2000/2001 $85MM early 2000 $2.5 Billion in 1999 Numbers through 2001 Publicly traded companies that strategically highlight quality (Six Sigma / Baldridge Quality award winning companies) outperformed the S&P 500 by 4.8 to American Society for Quality, Quality Progress, April All rights reserved. Copyright 2004 Page 10

11 What is Six Sigma (at JPMC)? It s our approach to managing our business Focus on clients, facts, measurement It s a process improvement methodology Improve existing processes Build new processes It s a calculation Allows us to measure quality consistently All rights reserved. Copyright 2004 Page 11

12 Key Drivers Voice of the Customer (VOC) Critical to Quality (CTQs) CTQ Measures Voice of the Business Employee Statistical Tools Analyze current state Verify results Tollgates At every phase All rights reserved. Copyright 2004 Page 12

13 A DMAIIC Overview Are the improvements being sustained? Are we continually measuring our performance against client expectations? Did we capture the learnings from this project? Control Is implementation on track? Are the controls in place? Implement Define Client-driven, consistent, metrics focused, results oriented What are we trying to achieve? Who are the people to involve? Who has the knowledge required? Measure Analyze Who are the clients? What are the current processes? How are we currently performing for our clients? How are we currently performing for our shareholders / employees? What should we change to make improvements? How will we achieve this? Who s buy-in do we need? What should the controls be? Improve Where are the problems with our current performance? What are the root causes? What are some quick hits for immediate improvement? All rights reserved. Copyright 2004 Page 13

14 DMAIIC and DFSS Most projects begin as DMAIIC Defect Reduction or Elimination Few key CTQs that drive performance Project focus DMAIIC: Process Improvement Define Measure Analyze Improve Implement Control Project Launch Checkpoint *Checkpoint: A process/ service does not exist *Checkpoint: Current process is not capable of providing more *Checkpoint: Improvement requires a new process/service Defect Prevention Optimizing a design across multiple CTQs Process or Product Focus Vehicle to enhance speed to market Flexible approach to answering business requirements Design for Six Sigma (DFSS): Process / Service Design Define Assess Select Design Implement Control DMAIIC projects may turn into DFSS projects. If DMAIIC can be used, it should be the first choice. All rights reserved. Copyright 2004 Page 14

15 Extreme Programming

16 XP Context What is Agile? An adaptive approach to solving business problems that focuses on communication, collaboration, delivery and change. Outside the room. What is Extreme Programming? One of several agile methods. An innovative, deliberate and disciplined approach to software development. Developers, QA and Business in the same room (where applicable) Inside the room. All rights reserved. Copyright 2004 Page 16

17 The Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. All rights reserved. Copyright 2004 Page 17

18 Why Extreme? XP is a highly disciplined approach to software development that places quality at its core, and takes quality practices to the extreme : Testing Failed unit tests = entry criteria for coding Unit tests = 100% Peer reviews Pair programming Customer involvement On-site, daily Customer-driven iteration content All rights reserved. Copyright 2004 Page 18

19 XP Basic Principles Rapid feedback Assume simplicity Incremental change Embracing change Quality work All rights reserved. Copyright 2004 Page 19

20 Simple Rules Simple, clear purpose and principles give rise to complex, intelligent behavior. Complex rules and regulations give rise to simple, stupid behavior. Dee Hock Founder and CEO emeritus, Visa International All rights reserved. Copyright 2004 Page 20

21 CMMI

22 Why CMMI? Situation Overlap among existing CMMs Enterprise Process Improvement Collaboration (EPIC) Software Engineering CMM (SE-CMM) International Council on Systems Engineering (INCOSE) Systems Engineering Capability Assessment Model (SECAM) Software Acquisition CMM People CMM Integrated Product Development CMM SW-CMM Version 2.0 near completion All rights reserved. Copyright 2004 Page 22

23 Why CMMI? Decision Office of Secretary of Defense (OSD) directed CMMI project as a collaborative industry, government and SEI effort. Cancel SW-CMM v2.0, and make it the software version of the CMMI product suite. All rights reserved. Copyright 2004 Page 23

24 CMMI Models Currently there are four bodies of knowledge available when selecting a CMMI model: Software Engineering (SW) covers the development of software systems. Systems Engineering (SE) covers the development of total systems, which may or may not include software. Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to better satisfy customer needs, expectations, and requirements. Supplier Sourcing (SS) provides guidance to allow projects to benefit from enhanced source analysis and from monitoring supplier activities before product delivery. All rights reserved. Copyright 2004 Page 24

25 CMMI - Staged Representation Maturity Levels Process Area 1 Process Area 2 Process Area n Specific Goals Generic Goals Common Features Commitment to Perform Ability to Perform Directing Implementation Verifying Implementation Specific Practices Generic Practices All rights reserved. Copyright 2004 Page 25

26 2 - Managed Requirements Management RM Project Planning SPP Project Monitoring and Control SPTO Supplier Agreement Management SSM Measurement and Analysis QPM Process and Product Quality Assurance SQA Configuration Management SCM Convention Practice Area CMM KPA(s) that address similar practices All rights reserved. Copyright 2004 Page 26

27 3 - Defined Requirements Development SPE Technical Solution SPE Product Integration SPE Verification SPE, PR Validation SPE Organizational Process Focus OPF Organizational Process Definition OPD Organizational Training TP Risk Management ISM, SPP Decision Analysis and Resolution New, Abilities, Me, Ve All rights reserved. Copyright 2004 Page 27

28 Continuous Process Area 1 Process Area 2 Process Area n Specific Goals Generic Goals Specific Practices Capability Levels Generic Practices All rights reserved. Copyright 2004 Page 28

29 Continuous Capability Levels Incomplete Performed Managed Defined Quantitatively Managed Optimizing All rights reserved. Copyright 2004 Page 29

30 Continuous Representation Results Capability Level Profiles In the continuous representation, a capability level profile is a list of process areas and their corresponding capability levels. This profile is a way for the organization to track its capability level by process area. Target Staging Target staging is a sequence of target profiles that describe the path of process improvement to be followed by the organization. All rights reserved. Copyright 2004 Page 30

31 Continuous Representation Example 5 - Optimizing Process Area 1 Process Area 2 Process Area Quantitatively Managed Target Capability Profile for Selected Process Areas 3 - Defined 2 - Managed 1 - Performed 0 - Incomplete Capability Score Current Capability Levels All rights reserved. Copyright 2004 Page 31

32 Case Study Six Sigma Findings XP Implementation Results CMMI Plans

33 Lofty Goals Better Fewer defects Cheaper Reduce project effort Faster Reduce project duration Quality of Life Enjoy work life better Do less of it All rights reserved. Copyright 2004 Page 33

34 Executive Sponsorship Business SVP Internet Channel Senior Product Manager Technology SVP / CTO Regional Bank CTO Internet Technology All rights reserved. Copyright 2004 Page 34

35 Six Sigma Findings

36 VOC - Business For business: better, on-time delivery of agreed functionality (stories) are most important. # Wtd Voice of the Customer (VOC) Critical to Quality (CTQ) CTQ Measures # defects found in QA / UAT / Quality product Minimum defects production per unit of functionality # defects found in user sign-off per unit of functionality On-time delivery All agreed stories delivered on time % stories delivered for each iteration All scoped functionality delivered All committed iteration stories delivered % stories delivered for each iteration Faster time to market Reduce time from story delivery to production # days / unit of functionality 5 Sound architecture 6.04 Best in class technology Applications are scalable, secure # hours of technology-driven rework On budget No cost overruns $ variance Accurate project scoping All committed stories included in release # committed stories not included Technical input on alternatives # unapproved technical / Business understand technical tradeoffs that may impact their decisions infrastructure stories requested by development Business understands about technology / infrastructure / application limits Technology works within the business structure Development activities fit in business resource constraints Informed business decisions are made Business can ensure their other touch-points are included as needed Eliminate redundant documents / activities Decrease distractions (bus & tech) # hours of technology-driven rework # hours waiting for business dependencies # hours spent on redundant docs # hours / week distractions All rights reserved. Copyright 2004 Page 36

37 CTQ Data Top CTQs / CTQ Measures from VOC / VOB / VOE were combined to eliminate overlap (particularly around defect measures). Committed Features % stories delivered Defects # total defects / unit of functionality # TRs related to requirements mis-match (WAD) Costs $ / unit of functionality # XP resources deployment Duration # days duration / unit of functionality Miscellaneous # missed communication plan events # manual steps - deployment All rights reserved. Copyright 2004 Page 37

38 QFD House 1 High quality and delivery of committed functionality (on time delivery) are top priority Symbol Meaning Score H High 9 M Medium 3 L Low 1 Critical to Quality (CTQs) CTQ Measures # total defects / UOF % stories delivered # TRs - req. mis-match (WAD) # days duration / UOF $ / UOF # missed comm plan events # manual deploy steps (XP) # XP resources - deployment VOC Score Importance Minimize defects H H Deliver project success criteria H H M M L L Committed stories delivered on time M H L Correct code delivered M M L Shorten duration - story to production H L Maximize development ROI / effort H Communication plan executed H Importance 100 Target * * Specs * * * * Key: * - Still to be defined UOF - Unit of Functionality (size metric) CTQ Importance = 6 - VOC Score (rank) # total defects / UOF % stories delivered # TRs - req. mis-match (WAD) # days duration / UOF $ / UOF # missed comm plan events # manual deploy steps (XP) # XP resources - deployment All rights reserved. Copyright 2004 Page 38

39 XP Implementation

40 Anatomy of an Iteration Envision Speculate Iterate Monitor Business Planning Create business vision Develop business case Write high-level stories Business Planning Release Planning Create shared understanding Prioritize stories Estimate stories Identify dependencies Iteration Kick-Off Determine availability Identify story tasks Update story estimates Confirm plan RP IP Iteration Planning Re-prioritized stories Write story details Prepare test scenarios Identify technology spikes Identify major refactoring Iteration Iteration Close Confirm accomplishments Discuss lessons learned Update velocity..... During Iteration Update progress daily Use test-first development Pair program Continuously integrate Obtain QA (internal) sign-off Obtain user sign-off QA UAT Additional Iterations Based on: o Required content o Release date All rights reserved. Copyright 2004 Page 40

41 Parallel Activities Week n-6 Week n-4 Week n-2 Week n Week n+2 Week n+4 Week n+6 Envision Bus IT Speculate Bus IT Plan Bus IT Bus IT Develop IterateBus IT Plan Develop Bus IT Envision Bus IT Bus IT Plan Bus IT Develop Speculate Bus IT Plan Bus IT Monitor Bus IT QA / UAT Bus IT Bus IT Develop Plan Bus IT All rights reserved. Copyright 2004 Page 41

42 XP Stories

43 The Story The story is a unit of functionality in an XP project. We demonstrate progress by delivering tested, integrated code that implements a story. Story Evolution Business Vision Long-term functionality view (6-18 months) High-level Stories Functionality that delivers value Small enough to estimate Prioritized Story Details Just enough detail Use cases work well Includes high-level test scenarios Updated to reflect reality All rights reserved. Copyright 2004 Page 43

44 Story Tracking Future Ready Active User Ready QA Ready Done Release Ready External QA All rights reserved. Copyright 2004 Page 44

45 Real World All rights reserved. Copyright 2004 Page 45

46 Sample All rights reserved. Copyright 2004 Page 46

47 User Sign-Off All rights reserved. Copyright 2004 Page 47

48 Results In God we trust. All others must provide data. W. Edwards Deming

49 Results - Metrics Defects Total Critical Include all severities Only the highest severity Working as Designed Points to business / technology disconnect Effort & Duration Size - QA test cases Quality of Life Business Technology Cost & calendar time Best size metric 81% better / much better 77% better / much better All rights reserved. Copyright 2004 Page 49

50 Metrics Defects Total Defects Non-XP XP Non-XP XP 1.20 Critical Defects Non-XP XP Non-XP XP 3.50 Working As Designed Non-XP XP Non-XP XP % reduction 79% reduction 38% reduction Non-XP A Non-XP B Non-XP C Non-XP D XP 1 XP 2 XP 3 XP 4 XP 5 XP 6 Non-XP A Non-XP B Non-XP C Non-XP D XP 1 XP 2 XP 3 XP 4 XP 5 XP 6 Non-XP A Non-XP B Non-XP C Non-XP D XP 1 XP 2 XP 3 XP 4 XP 5 XP 6 All rights reserved. Copyright 2004 Page 50

51 Metrics Effort / Duration Duration (Days) Non-XP XP Non-XP XP Effort (Hours) Non-XP XP Non-XP XP % reduction 47% reduction Non-XP A Non-XP B Non-XP C XP 1 XP 2 XP 3 XP 4 Non-XP A Non-XP B Non-XP C XP 1 XP 2 XP 3 XP 4 All rights reserved. Copyright 2004 Page 51

52 Other XP Metrics How We Measure Ourselves

53 Metrics Categories Release Level Defects Total Critical Working as Designed (WAD) Effort / Duration Iteration Level Velocity Stories Delivered Daily IDH Delivered IDH Remaining All rights reserved. Copyright 2004 Page 53

54 Metrics Iteration Velocity Actual Moving Average Stories Delivered Planned Delivered % Moving Avg % % % % % % % Iteration Iteration All rights reserved. Copyright 2004 Page 54

55 Metrics Daily IDH Delivered Planned Actual IDH Remaining Planned Estimated Oct 7-Oct 8-Oct 9-Oct 10-Oct 14-Oct 15-Oct 16-Oct 17-Oct 6-Oct 7-Oct 8-Oct 9-Oct 10-Oct 14-Oct 15-Oct 16-Oct 17-Oct All rights reserved. Copyright 2004 Page 55

56 CMMI Plans

57 CMMI - Preliminary Targets Process Area CL Target Comments Process Management Project Management Engineering Support Organizational Process Focus 2 / 3 This is covered in the wider context by the CRB it Process Initiative Organizational Process Definition Project Planning 2 / 3 Project Monitoring and Control 2 / 3 This is covered by the CRB it Process Initiative s Process Library Tool- ESP Plus 2 / 3 Risk Management 2 / 3 Requirements Development 2 / 3 Establish basic (light weight) project management processes with due consideration to effective estimation and the establishment of artifacts that support tracking Establish basic (light weight) project tracking processes that enable adequate levels of governance, reporting and support corrective action Establish a robust method for eliciting, defining and baselining, tracing and managing requirements Establish a method for iteratively refining and reworking requirements (an innate feature of XP) Technical Solution 2 / 3 Establish a design methodology fully supported by internal standards and conventions Product Integration 2 / 3 Verification 2 / 3 Validation 2 / 3 Configuration Management 2 / 3 Process and Product Quality Assurance Establish a process for supporting an integration strategy covering the entire project lifecycle Establish and deploy a set of standard QA methods encompassing Peer Reviews through QA Testing Establish and deploy a method for ensuring that client/end-user needs are addressed (VOC, Client surveys) Establish a standard means for identifying, storing and controlling artifacts (code, documents, environments) 2 / 3 This is covered in the wider context by the CRB it Process Initiative Measurement and Analysis 2 / 3 This is covered in the wider context by the CRB it Process Initiative All rights reserved. Copyright 2004 Page 57

58 Scoring Guide 0-1 Poor/Inadequate 2-3 Weak/Evolving 4 Fair 5 Transitioning 6 Marginally Qualified 7 Qualified 8 Fully Qualified 9-10 Outstanding/World Class Capability Level 2 Capability Level 2+ Capability Level 3 All rights reserved. Copyright 2004 Page 58

59 Preliminary Results PP PMC RM RD TS PI VE VA CM All rights reserved. Copyright 2004 Page 59

60 CMMI Results / Plans Formal Assessment December 2003 Class B L-2 Appraisal (Staged) Close, but no cigar Plans 60 day plan to address shortfall areas 1 st quarter Class A Appraisal (Staged) Reality Bank One merger announcement Current Plans 2 nd quarter Class A Appraisal (Staged) 4 th quarter Class A Appraisal (Continuous) All rights reserved. Copyright 2004 Page 60

61 Summary

62 Complementary Approaches Six Sigma Driven by business needs Disciplined implementation Results verified through metrics Extreme Programming Better / cheaper / faster Improved quality of life CMMI Recognized framework Lends legitimacy All rights reserved. Copyright 2004 Page 62

63 Complementary Approaches Six Sigma Guides Implementation Extreme Programming Provides Compliance Standard CMMI All rights reserved. Copyright 2004 Page 63

64 Q&A Audience Participation Encouraged

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