Implementing all 3 CMMI Constellations together and the lessons learned

Transcription

1 Implementing all 3 Constellations together and the lessons learned A case study from EUROCONTROL Network Technical Systems (NTS), Brussels, Belgium Paul IREDALE for Francois TRIBOULET/Peter DIEBEN Network Technical Systems 11 November 2014

2 Process Team

3 Agenda EUROCONTROL Network Technical Systems (NTS) NMD System Architecture NTS Process Maturity Benefits The Future Roadmap

4 EUROCONTROL As a response to the dramatic growth in air travel witnessed in the last two decades, the European Commission passed two Single European Sky packages to create a legislative framework for European aviation. The European air traffic management (ATM) system currently handles around 26,000 flights daily. Forecasts indicate air traffic levels are likely to double by Moreover, European ATM costs an additional 2-3 billion every year, compared to other similar systems in the world. How will the European airspace accommodate the increasing air traffic flows, whilst cutting costs and improving its performance? The answer came with the initiative of organising airspace into functional blocks, according to traffic flows rather than to national borders. Such a project was not possible without common rules and procedures at European level. The Single European Sky (SES) was born to meet this need.

5 NMD (Network Management Directorate) In its Single European Sky II legislation, the European Commission created the Network Manager function so as to optimise the aviation network s performance. The European Commission nominated EUROCONTROL as Network Manager in July 2011 until the end of the second Reference Period of the Performance Scheme - that is, until 31 December EUROCONTROL will seek re-designation for the period beyond The European ATM network includes all the European Union s 28 and EUROCONTROL s 40 Member States, as well as others which have bilateral agreements with the Network Manager.

6 NMD management structure NMD JOE SULTANA 8 Direct Reports SAFETY, QUALITY & SECURITY Mervyn OLIVER NMD/OFFICE STRATEGIC DEVELOPMENT Razvan BUCUROIU OPERATIONAL MONITORING& REPORTING Brian FLYNN NETWORK TECHNICAL SYSTEMS Jean-Pierre AIGUIER NETWORK CNS/IM SERVICES Pascal DIAS NETWORK OPERATIONS MANAGEMENT Nicky COOPER TRAINING Alex WANDELS

7 Network Technical Systems Responsible for the IT ensuring the business continuity of Network Operations & developing the services required by NMD to fulfill its mandate 7

8 NTS (Network Technical Systems) The NTS mission is to enable the technical operation of the Network Manager s services and to ensure the smooth running of these services on a 24/7 schedule. NTS also continuously enhances and improves the performance of the Network Manager s Services and so adds value to the NM business. To fulfil this mission, the NTS Division promotes the implementation of better, new operational concepts. It is responsible for business continuity for all the DNM business services in the service portfolio; it actively looks for greater efficiencies and reduces the unit cost of supporting NM services. It also gives help to ATM stakeholders, on their request. NTS seeks to improve the evolution from system to service by enhancing the Service-Oriented Architecture (SOA), the NTS service catalogue, service monitoring and related service agreements. At the same time, NTS is shifting the focus from a mainly internal one to include external users. It facilitates Cooperative Decision-Making (CDM) by linking both technical and operational domains. NTS further enhances the efficiency and effectiveness of its sourcing contracts by launching business-critical Calls for Tenders in the infrastructure domain.

9 Network Technical Systems NTS NETWORK TECHNICAL SYSTEMS ~ 140 staff Secretariat System Upgrade & Architecture Communication ~ 25 staff Network & Systems ~ 50 staff Technical Exploitation ~ 60 staff Technical Technical Technical Infrastructure Organiser Back-End Architecture Service Architecture Release Management Security Management Development Network Optimisation Systems Air Space Management System Integration Compliance and Process mgt Client & Service Integration Quality & Historic Data Development Library & tools Facilities Mgt Infrastructure Operations IT Sourcing Architecture Infrastructure Projects PENS Mgt Support Operational Systems and Verification Mgt Application Support Service Verification Middleware Systems Operations Technical Operations Support to Tech. Operations Help Desk Managed Service Unit Section Team Workflow Tools And Administration 9

10 NTS (Network Technical Systems Division) System Upgrades and Architecture SUA develops and maintains the core NM operational applications by implementing the business services required by the ATM Users, while ensuring system security, reliability, efficiency and non-obsolescence. It supports SESAR R&D activities and improves its applications by progressively integrating new technologies and SESAR-validated solutions. Communication Networks and Systems CNS provides cost-effective and reliable IT infrastructure and facilities services required by the Network Manager s key units so that they can carry out their network management duties. It also consolidates asset management; when synergies or advantages of scale are possible, it extends these services to the rest of the Agency. CNS hosts the technical procurement office and the Pan European Network Service (PENS) Management Unit. Technical Exploitation TEX ensures 24/7 business continuity of the Network Manager s operational services through 24/7 support. It organises tests and validates the Network Manager s business applications and middleware, and oversees their smooth deployment and operation.

11 NMD SYSTEMS ARCHITECTURE

12 2 TIER Client-Server Architecture Users Internal External Interfaces Middleware Server Servers Predict Tact IFPS RPL ENV ARCH 12

13 Towards Service Oriented Architecture Users Interfaces NOP Portal B2B Web Services Service Layer Identity Management Transaction Logging & Replay NOP Portal Access Management Integration Layer Web Services Service Level Management High Availability & Scalability Infrastructure Business Services Pre-Tactical Tactical Post Operations ATFCM FP Services Routing Assistance Flight Planning Flight Airspace Historical Demand Data Hosted External Applications

14 NTS Deliverables NTS now produces software systems in support of Network Manager services. A Release is the delivery into operations of the assembly of these systems. A Release contains evolutions of one or more of these systems. Nowadays NTS hardly ever produces new software systems. The functionality delivered by a Release is determined by RCDM (Release Content Development Management) in terms of user requirements grouped in Functional Blocks. A Cost Benefit Analysis is performed, containing a first analysis in terms of the functionality and a safety impact analysis, before the functional blocks are fed into the NTS PDLC. A Release usually consists of more than one functional blocks. Apart from functionality, a release may provide technical evolutions => Technical blocks. As opposed to FBs, TBs are initiated from within NTS. TBs are also fed into the NTS PDLC. o FBs and TBs are managed as projects o Several projects delivering into the same release run in parallel 1 major release per year with 1 small release for upgrades and bug fixing Release 18 (used in the appraisal) had 46 Projects in one release 1562 requirements this does not include all outsourced services projects

15 System Release Release Control Board - RCB RCDM Release Content Development Management Initiate SW Release Life Cycle Initiate Initiate S S Development Life Cycle S Increment Analysis Bug Report Testing Implementation SW Project 1... SW Project n Testing Projects are: - Functional Blocks (FB) to deliver a new service or enhance an existing service - Technical Blocks (TB) to implement architecture building blocks or manage obsolescence D Shom Shom Bug Report Acceptance Acceptance SW Release GNG SW Project n GNG Migration Migration Each NM Release is made of a set of functionalities managed as projects NMD ET Executive Team Go / No Go Decision

16 NTS Main Industrial Partners Topic/service Yearly ratio BULL CRONOS ATOS EMC DiDATA SW Development Data warehouse Servers Storage Local network PENS MSOFT 32% 3% 12% 5% 10% 14% 5% SUEZ/Cofely Facilities 5% 16

17 Budget Profile For each 1 Expenditure 30 cts Application Development 18 cts software adaptation 12 cts new developments Web Services among other things 70 cts Infrastructure 20 cts equipment (platforms, licence contracts) 20 cts communications (Local network, PENS, Voice) 15 cts IT Support Services 15 cts Building Facilities

18 Why 3 Constellations 1. The organisation is transitioning from a System to a Service organisation ( Service) 2. The SUA group does develop Systems ( Development) 3. Release of systems and services can be either developed internally or outsourced ( Acquisition)

19 NM Network Technical Systems Division NTS Secretariat NETWORK TECHNICAL SYSTEMS ~ 140 staff System Upgrade & Architecture Communication ~ 25 staff Network & Systems ~ 50 staff Technical Exploitation ~ 60 staff - Development - Acquisition - Service 19

20 NTS PROCESS MATURITY

21 Regulatory Framework Regulatory Framework (applicable to NM, impacting NTS) EU 677/2011 (network management implementation rule) requires a Security Management System. Currently being established by an ISO 27K implementation requires a Software Safety Assurance System. Currently established through implementation of EC 482/2008 through EU 1035/2011 (common requirements for the provision of air navigation services) requires a Quality Management System. Currently established by an ISO 9001 implementation

22 NTS developments in a regulated environment Process Improvement has evolved from an internal strategic initiative into meeting the Regulatory requirements of the Network Manager Being regulated implies that: We have to fill the gaps identified against the regulation EC 482/2008 We have to create a trustworthy relationship with oversight authority - EASA is the industry maturity model we choose to implement. It is the baseline to build the Software Safety Assurance System (EC 482/2008). 22

23 Why External: By independent proof of adherence to industry best practices ( maturity rating) increase confidence by stakeholders and partners in the quality delivered by NTS Internal: By implementing industry best practices ( framework) increase predictability and manageability of software development activities, and thus increasing their efficiency, effectiveness and delivered quality => deliver better software in less time at lower cost.

24 How the multiple model approach works Corporate standards NTS Process Framework Requirement Management Architecture Development Change, Release, Configuration Management Service Request, Incident, Problem Management Service Level Manageme nt 24

25 How the multiple model approach works NTS Process Framework Requirement Management Architecture Development Change, Release, Configuration Management Service Request, Incident, Problem Management Service Level Manageme nt Acquisition Acquisition Development Service Core Process SCAMPI V1.3 (A,B, or C)

26 Constellation Structure -SVC for Service 70% reused from -DEV Services-specific PAs Shared PA (SAM) with -ACQ Core PAs -SVC addition Core PAs include service-specific informative material Development-specific PAs 6 6 Services-specific PAs -DEV for Development -ACQ for Acquisition

27 Breakdown LEVEL for Development for Acquisition for Services 5 Optimizing Causal Analysis & Resolution Organizational Process Management 4 Quantitative Project Management Quantitatively Organizational Process Performance Managed 3 Defined Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Risk Management Decision Analysis and Resolution 2 Managed Requirements Management Project Planning Project Monitoring and Control Measurement and Analysis Process and Product Quality Assurance Configuration Management Supplier Agreement Management 1 Performed Causal Analysis & Resolution Organizational Process Management Quantitative Project Management Organizational Process Performance Acquisition Technical Management Acquisition Verification Acquisition Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Risk Management Decision Analysis and Resolution Requirements Management Acquisition Requirements Development Project Planning Project Monitoring and Control Measurement and Analysis Process and Product Quality Assurance Configuration Management Solicitation and Supplier Agreement Development Agreement Management Causal Analysis & Resolution Organizational Process Management Quantitative Work Management Organizational Process Performance Capacity and Availability Mgmt Incident, Resolution & Prevention Service Continuity Service System Development Service System Transition Strategic Service Management Organizational Process Focus Organizational Process Definition Organizational Training Integrated Work Management Risk Management Decision Analysis and Resolution Requirements Management Service Delivery Work Planning Work Monitoring and Control Measurement and Analysis Process and Product Quality Assurance Configuration Management Supplier Agreement Management

28 Road to Improvement DEV L2 Baseline 2006: Baseline appraisal -DEV. Hired external consultant to become -DEV ML2: Project #1. expertise, process management expertise and project management performed all provided and performed by consultant. DEV L2 ACQ L2 Formal/B aseline ACQ L3 Formal DEV L3 Formal SVC L3 (Continuous) 4-Specific PA DEV L3 ACQ L3 Formal SVC L3 4-Specific PA Add on for Safety Add on for Security DEV L3 ACQ L3 Formal : several calibration visits

29 Road to Improvement DEV L2 11/2008: -DEV ML2; baseline appraisal - ACQ. project #2 started, managed by external consultant SVC L3 (Continuous) 4-Specific PA DEV L3 SVC L3 4-Specific PA Add on for Safety SVC Add L3 4-Specific on for PA Security DEV L3 DEV L2 Baseline ACQ L2 Formal/B aseline ACQ L3 Formal DEV L3 Formal ACQ L3 Formal ACQ L3 Formal / /2010: several calibration visits

30 Road to Improvement DEV L2 07/2010: -ACQ ML3 SVC L3 (Continuous) 4-Specific PA DEV L3 SVC L3 4-Specific PA Add on for Safety Add on for Security DEV L3 DEV L2 Baseline ACQ L2 Formal/B aseline ACQ L3 Formal DEV L3 Formal ACQ L3 Formal ACQ L3 Formal / /2011: several calibration visits

31 Road to Improvement DEV L2 04/2011: -DEV ML3 SVC L3 (Continuous) 4-Specific PA DEV L3 SVC L3 4-Specific PA Add on for Safety Add on for Security DEV L3 DEV L2 Baseline ACQ L2 Formal/B aseline ACQ L3 Formal DEV L3 Formal ACQ L3 Baseline ACQ L3 Formal / /2013: calibration visits

32 Road to Improvement DEV L2 04/2014: Renewal -DEV+ACQ ML3 SVC L3 (Continuous) 4-Specific PA DEV L3 SVC L3 4-Specific PA Add on for Safety Add on for Security DEV L3 DEV L2 Baseline ACQ L2 Formal/B aseline ACQ L3 Formal DEV L3 Formal ACQ L3 Baseline ACQ L3 Formal

33 Model - Integration How we integrated the models Model integration by combining and appraising the CORE process only once, valid for each model. Consequence: Evidence gathering for CORE processes now covers a larger part of the organisation. Calculator was adapted accordingly Full Qualified Marginal Requirements Management Acquisition Requirements Development Service Delivery Project Planning Project Monitoring and Control Solicitation and Supplier Agreement Development Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management

34 Problems with Model Implementation People Q Technology Process

35 Problems with Model Implementation - Managing the matrix of functional(line) management vs. process management - Lack of management support, especially in adherence to defined processes People Q Difficulty convincing staff of benefits from process management. Heroes have persisted for a long time Technology Process

36 Problems with Model Implementation People Q Process interpretation - perceived as the book of law, rather than a guide for improvement Technology Process Process understanding - Took a long time to convince the organisation of added value of especially PPQC and OPF/OPD - Processes although formalised, still not always meaningful from a content point of view (e.g. data management plan; communication plan)

37 Problems with Model Implementation People Because 1 release from 150 projects and 1000 requirements, need to automate Requirement Management Process Q Technology Process TOOL ITEGRATION CM and Peer Review - Sharepoint Project Management - Planisware OPX2 Help desk, incident and bug tracking - Remedy HP ALM (testing; requirements management recently) MS Access (QCDB) Requirements modeling - Limited use of Rational Rose

38 Model Integration Problems None really, at least none of importance

39 BENEFITS

40 Multiple Model s Positive: savings in time and effort; simplifies the entire approach Warning: 1 consolidated outcome may sometimes mask the intrinsic differences in level of maturity between different parts of the organisation (e.g. project management in SUA vs CNS)

41 NTS Cost Breakdown Model NTS Cost Breakdown Model 100% 90% 80% 70% 45,8% 47,5% 50,9% 49,9% 48,9% 60% 50% 40% 30% 34,7% 32,8% 27,7% 31,8% 32,7% Cost of Performance Cost of Failure Cost of Cost of Prevention 20% 10% 0% 6,7% 9,0% 11,0% 7,4% 7,8% 10,6% 8,7% 14,7% 10,9% 10,6% YEAR Cost of Prevention Cost of Cost of Failure Cost of Performance Target TBD TBD MAX 20% MIN 60% ,6% 9,0% 34,7% 45,8% ,7% 11,0% 32,8% 47,5% ,7% 6,7% 27,7% 50,9% ,9% 7,4% 31,8% 49,9% ,6% 7,8% 32,7% 48,9%

42 Other Benefits Better work environment Greater width of requirements gathering and management Better co-operation across NTS Better project and release management all integrated and linked together

43 FUTURE AND PROCESS IMPROVEMENT ROADMAP

44 The Future With current process framework as basis for regulatory compliance there is no future thinkable without process management Even within current objectives there are plenty of opportunities to optimise, leanify and increase effectiveness of current processes Management may decide to adapt objectives to focus more on quantitatively managed processes, without necessarily going for ML4

45 Process Improvement Roadmap (Mar 2014) PDLC & Project Management Product Development Life Cycle (PDLC) New instances (Infrastructure, SESAR, ) Service Development Agile Project Management Scaling Agile (Sourcing, 2 Speed IT) CMMi ML3 (staged approach) engineering processes for ACQ and DEV (v1.3) Reviews, ContI (phase 1) Maintain CMMi ML3 for ACQ and DEV (v1.3) - Quantitative Management aligned with business objectives SHREQ, ContI, Test Strategy Service Support & Delivery CMMi ML3 on support processes for ACQ and DEV (v1.3) Measurement, Risk, Quality Management, Technical Procurement, Training Maintain CMMi ML3 for ACQ and DEV - Quantitative Management aligned with business objectives Measurement focus group CMMi CM3 (continuous approach) for SVC Selected Process Area A-ITSM Continuous Improvement Including SIAM in Multi Sourcing Safety Compliance to EC regulation (Consolidation of an SSAS, Interface to SMC processes) Security ISO27001 compliant isms

46 Thank you