Organizational Synthesis - CMMI, The Glue That Binds

Transcription

1 Organizational Synthesis - CMMI, The Glue That Binds Synthesizing: Business Process Model, ISO Standards, Life Cycle Management, Program Direction and CMMI into a Business Process Management System Eileen Arnold, Patrick Waddick, Helen Addie, Christine Hulse and the ASD Engineering Team

2 ASD S Concurrent Initiatives

3 BAE Systems Concurrent Initiatives The major concurrent initiatives and business drivers used for illustration of our organizational system synthesis as presented here include: ASD s Business Process Model ISO Standards BAE Systems Operational Framework and Life Cycle Management Process CMMI

4 Change Is Inevitable The pace at which change transpires and the complexity of that change is dependent upon the: 1) Number of concurrent change drivers 2) Degree to which the drivers are instituted 3) Cultural acceptance of the drivers 4) Capacity (Resources) to implement the change, and 5) Application of system synthesis

5 Our Business Approach Compliant with ISO; Utilizes CMMI Best Practices; Leverages Assets (PEOPLE, TOOLS) Goal EBIT Growth Productivity Customer Satisfaction Focus Improvement Teams (PATs) Continual Process Improvement Strength Skills Trng Educ Exp Knowledgeable Employees (KM) Methods TQM LEAN Using Effective Tools, Processes FoundationSMRG QESC Dedicated Leadership (at all levels) MMI provided the suite of best practices applicable to software and systems engineering

6 ASD Process Improvement & History Milestones ISO 9001:1994 Certified SW CMM L2 BPM Project Began ISO 9001 & Integrated BPM Integrated With ISO SW CMM L3 SW CMM Level 4 SW CMMI ML5 ISO Certified SW/SE CMMI ML 3 CMMI Level 5 (Planned) Business Business and and Product Product Development Development Process Process Improvement Improvement Movement from CMM to CMMI triggers the start of synthesis The glue process begins

7 ASD S Business Process Model Initiative

8 ASD s Business Process Model Architecture Copyright 2001 BAE Systems Manage Resources Manage Human Resources Manage Facilities Manage Financial Resources Manage Physical Resources Manage Information Systems Acquisition Customers Manage Program Performance Manage Contracts Initiate Internal Projects Plan & Manage Project Develop Business Manage Core Supplier Processes Are Agreements The Reason ASD Work Products Manage Risk Exists Requirements Products Manage Measurement & Analysis Work Direction The Architecture Helps Us Understand Process The Management Roles Of Of Keeps Operational Data Various Everything Customers Under Control Get Work And Continually Improving Develop Tech. Develop Products Forecasts Resources Produce Products Resource Management Program And Project Manage Process Performance Processes Conduct Management Keep Execution Excellence The Core Processes Provide Take Corrective, Preventive & Manage Regulatory Compliance Review Improvement Actions Processes Fueled Audits Leadership Certifications To To All Work Change Decisions Metrics Regulatory Customers Service & Support Product Manage Quality And Environmental System User Customers

9 0.0, Rev 09, 27 June 2005 Refer to BP00064 for Change History Manage Program & Project Performance Manage Human Resources OT ASD Business Process Model Manage Facilities Manage Resources Manage Financial Resources Manage Physical Resources Copyright 2001 BAE Systems Manage Information Systems CM Acquisition Customers Products Requirements Manage Contract Initiate Internal Projects Plan and Manage Project Manage Supplier Agreements Manage Risk Manage Measurement and Analysis Activity IPM PP PMC DAR SAM RSKM MA QPM OPP CAR Develop Business Develop Tech. Get Work Develop Products RD TS PI VER VAL REQM Produce Products BPM - CMMI Process Area Mapping Current synthesis focus Service & Support Product OPF OPD OID User Customers Manage Process Performance PPQA Conduct Execution Excellence Review Manage Regulatory Compliance Manage Quality and Environmental Systems Take Corrective, Preventive, & Improvement Actions Certifications CMMI institutionalization - the glue to Regulatory cement Customers the initiatives together under the BPM Once printed, the hard copy of the on-line document may not be current - verify current revision on-line. Page 1 of 1 Audits

10 ISO Standards Initiatives

11 ISO 9001 and ISO ISO 9001 standard emphasized Defining sequence and interaction of processes Customer requirements and customer satisfaction, for both external and internal customers Process measurement and/or monitoring; datadriven decision making Continual improvement Increased emphasis on management responsibility

12 ISO 9001: Implied Process Hierarchy Fits Well With ASD s BPM

13 CMMI and ISO are looked upon as people and process enablers to accomplish performance sharing, lean initiatives, safety, and other critical business support initiatives

14 BAE Systems Operational Framework (OF) Life Cycle Management (LCM) Business Process

15 Acquisition by BAE Systems BAE Systems Operational Framework (OF) (governance framework for all Business Units)

16 Life Cycle Management (LCM)

17 Another Synthesis Opportunity - OF 1) All employees have an awareness of the Operational Framework 2) Local policies and processes are in place to implement the requirements of the Operational Framework and all mandated policies and processes 3) Appropriate training and monitoring processes are put in place to ensure proper implementation of the Operational Framework CMMI institutionalization provides a common language basis and processes in place

18 Synthesizing Activities

19 ASD s Process Based Management Vision The The Workforce Is Is Procedures Trained To To Are Be Process Be Proficient Maps Are Executed In And Process Maps Procedures Processes And Procedures In The The Conduct And Of Describe And Of Procedures How Business Work Is Is Done Operations And And Results Are Are Measured Process Business Training Architecture Operations The The Architecture Business Shows Results The The Are Are Reviewed Pieces That And And Comprise Improvements The The ASD Implemented System Continuous Improvement EER Review

20 SEI s IDEAL TM Approach to Process Improvement Learning Propose Future Actions Analyze and Validate Implement Solution CMMI Appraisals, ISO Audits, BAE OAS support this activity Refine Solution Stimulus for Change Set Context Build Sponsorship Charter Infrastructure Acting Initiating Diagnosing Characterize Current & Desired States Develop Recommendations Pilot/Test Solution Create Solution Set Priorities Develop Approach Plan Actions Establishing

21 Legacy Documentation (Stove Pipe Initiatives) Business Process Model ISO Policies And Processes Organization Standard Processes ISO HW Oriented CMM SW Oriented CMMI for Systems Engineering and Software Engineering v1.1 And CMMI for Development v 1.2 reduces overlap

22 General Approach For Synthesis

23 Why Focus on Processes?

24 Process Institutionalization Process institutionalization has been achieved when: A policy relating to the process exists The process is defined and documented Training exists and has been delivered Required resources are allocated The majority of the process is or has been exercised frequently (as appropriate to the project lifecycle) The execution of the process is measured, managed, and verified, and corrective actions are taken It is clear that the staff understand their processes, can discuss related artifacts, and believe in the effects Institutionalization: The ingrained way of doing business that an organization follows routinely as part of its corporate culture. Source CMMI Version 1.2

25 Process Influence on EBIT

26 Business Advantages of Organizational Synthesis More efficient use of resources in developing, documenting, deploying, maintaining, and knowledge management Consistency in understanding, less confusion unified process alignment Improved communication due to common language, processes CMMI Glue: Efficient resources, unified process alignment, improved communication

27 Summary

28 In Summary 1) Synthesis of the Organizational System presents an opportunity to operate in an effective business manner, improving coordination by reducing redundancy 2) For ASD, CMMI and the need for institutionalization provided the glue to bind the organizational initiatives into a synthesized operation 3) Change happens embrace the opportunity

29 Key Enabler CMM Practices 9000 ISO Customer Influence CMM CMM 9001 Organization Culture Governance Core Business Processes OF ASD Business Process Model Laws and Regulations ASD PCMM CMMI CMM-X Organization Culture Business Objectives

30 The Glue Results In ISO Customer Influence CMM ASD Business Process Model OF Laws and Regulations ASD Synthesis of Initiatives Stronger Business Process Model OF Standard Processes Increased Success of Business Goals

31 Organizational synthesis is a journey, not a destination. Integrating the organizational system is an evolutionary activity even if the company maintains its current initiatives, driven by the business need to change and improve.