CMMI Level 4 preparation The Story of the Chicken and the Egg. European SEPG London the 19 th of June

Transcription

1 MMI Level 4 preparation The Story of the hicken and the Egg European SEPG London the 19 th of June

2 ontent 4 QPM OPP MM DA D VAL 3 VE OPD MMI SKM M&A 2 2 ev 1

3 Product ontext Sales & Marketing Operational Support ustomer A TEAM A Product System Engineering Software Development Verification & Validation 3 ev 1

4 The product line development process Pro g 2 P2- E1_0 P Product Prod-1_0 el 1_1 el 1_2 E E P E E P Prog 1 P1-1_0 E P E P 4 ev 1

5 Metrics Dictionary Basic Training on Measure Why Measure? How it helps to solve issues Metric Dictionary Measurement culture ommon Understanding Purpose Who When Interpretation Feedback 5 ev 1

6 Decision Process List of Decisions P&D OA Manager QA Product Manager Software Development manager Segment Managers V&V and OST manager EPG Leader Decision Techniques System Engineering team Operational Support and training Team Verification & Validation team Leader MMI Team Leader FDP Team Leader ENV and ADF Team Leader Integration Team Leader MMI Team FDP Team ENV ADF Team Team Integration Team Alternatives riteria oles... 6 ev 1

7 Operational needs ustomer Developer PODUT Operational concepts OST Understand the system features Understand the system operational use 7 ev 1

8 isk Management process Program Managers isks database isks identification isks assessment Planning of risks closure Planning of actions isks monitoring 1 st line manager Actions taken 8 ev 1

9 9 ev 1 Process Management - ontribution to Level 4

10 Objectives, process performances and measures Program Objectives Measured by Program Metrics Are declined ompany Objectives Established with Process performances Measured by ompany metrics Are declined Measured by Established with Teams Objectives 10 ev 1

11 Objectives settings Define / negotiate the process improvement and the challenging objectives Process Performances objectives baseline hallenging realistic Objectives objectives What our current process allows us to do Bids negotiation Business needs ustomer negotiation. ompany capability 11 ev 1

12 Example of Department Objectives Deliver On Time People First % 8 PD5: Distance to the EUOAT-X Product % Delta to Product % Specific 7 DP, MTS, E/EP Es 22 Es for Taaats ADS-B 6 goal (2001) < 5 % 5 4 goal (2002) <3 % 3 Less Defects 2 NAP HENGDU TAFA TAAATS NG + NESA 1 0 déc-98 janv-99 févr-99 mars-99 avr-99 mai-99 juin-99 juil-99 août-99 sept-99 oct-99 nov-99 déc-99 janv-00 févr-00 mars-00 avr-00 mai-00 juin-00 juil-00 août-00 sept-00 oct-00 nov-00 déc-00 janv-01 févr-01 mars-01 avr-01 mai-01 juin-01 juil-01 août-01 sept-01 oct-01 nov-01 déc-01 janv-02 févr-02 mars-02 avr-02 mai-02 juin-02 juil-02 educe Distance to Product Program eports educe ost of ework 12 ev 1

13 Statistical Process ontrol Process controlled: production and verification of the requirement, design and code processes nb op defects/estimates 1,2 1 0,8 0,6 0,4 0,2 SN-SS Sum of major defect /estimates LL UL E Expected/ Actual Defects per Verification Phase 30,0 25,0 20,0 15,0 actuals Min Forecas Max Foreca 10,0 Fix K O 5,0 Input Production Methods, Tools Verification O K Output 0,0 IBB0 IBB0 VAL IBB1 System Spec IBB1 specification IBB1 Design IBB1 ode review IBB1 integration IBB1 validation IBB2 System Spec IBB2 specification IBB2 Design IBB2 ode review IBB2 integration IBB2 validation PreFAT FAT SAT 1 presat2 SAT2 13 ev 1

14 IBB1 E review IBB0 VAL IBB0 SAT2 presat2 SAT 1 FAT PreFAT IBB2 validation IBB2 integration IBB2 ode review IBB2 MF review IBB2 E review IBB1 validation IBB1 integration IBB1 ode review IBB1 MF review Monitoring Program Objectives Verification Strategy number of defects measured Min program forecast Max program forecast min program realised max program realised 0 IBB1 SN_SS review Phase IBB2 SN_SS review 14 ev 1

15 orporate Benefit and eturn on Investment Process equirements for development Strategy orporate process Subsidiary Process orporate process requirements Process Structure Organisation Improvement Strategy Plan for porting of subsidiary processes Pilot new processes Measure the OI heck the new concept High eturn on Investment Practices 15 ev 1

16 onclusion The path to MMI level 4 contributed to the business objective by giving:: visibility in the future with a known level of confidence improving all the processes thanks to the measurement vision return on investment due the earlier defects detection, the improvement of risk management and better control of our programs We have learnt to put a process under statistical control and use this skill to extend the number of processes controlled statistically. The future leads us to improve the product obsolescence projects management, to improve the selection of process improvements and to reduce the number of defects injected. 16 ev 1