Reaching Business Goals with Value Adding CMM-I Assessments

Transcription

1 Reaching Business Goals with Value Adding CMM-I Assessments Ben Linders Ericsson EuroLab Netherlands, Rijen (N.B.)

2 Overview History of applying CMM What is CMMI? Business Focused CMMI Future Organizational Performance Improvement! 2

3 Ericsson EuroLab Netherlands Worldwide Ericsson R&D company, with 950 employees, in the south (Rijen) and the east (Enschede, Emmen) Wide product range: Base stations, UMTS Charging, Internet Applications Intelligent Networks and Services, Announcements Bluetooth, Business Cordless 3

4 What is an Assessment Model? Collection of best practices, which can be used either as a guide to improve an organisation, or to assess the maturity. 4

5 Purpose of an Assessment Find out your strengths and weaknesses Decide on improvement investments Adopt available best practices Build a learning organisation 5

6 Assessment History Ericsson Full assessments: 1994: First assessment 1995: CMM Level : Assessed Level 4 Light assessments for CMM SW, P-CMM, and CMMI Ongoing from (several done each year) SE-CMM P-CMM ISO 9000 EFQM Model, models, models 6

7 Problems with Assessment Findings are not specific enough Focus on levels, not on improvement Assessing too much Too much time between assessments Assessments are too big and expensive Major assessment changes needed! 7

8 Capability Maturity Model Integration (CMMI) Technical and management processes: Project management Process management Engineering Disciplines: Software, Systems Engineering, Acquisition, Integrated Development (IPPD) Not in CMMI: Business processes: Goal setting, strategies, customer focus (EFQM) Leadership, people development (People-CMM) 8

9 Maturity and Capability Maturity Staged model Organisation Level Course (level 1-5) Path defined Capability Continuous model Process Area Fine (level per process) Define journey 9

10 Classes of assessments Characteristics Class A Class B Class C Usage mode Rigorous Initial Quick look Advantages Team size, cost Thorough coverage, robust, repeatable 4-10 persons 2-3 weeks Starting point for focus, buy in 1-6 persons 1 week Inexpensive, rapid feedback 1-2 persons 1-3 days 10

11 CMMI vs CMM Software Philosophy Integration of models Framework, toolbox Rating and improvement Common assessment method Structure Process Areas Goals & practices Staged & continuous Maturity & Capability level Scope Incl. Systems Engineering Selection of processes Flexible Replaces SW CMM, SE-CMM, IPPD CMM, and SA CMM, Not People-CMM! 11

12 Business Focus in CMMI Continues representation: Toolbox with Process Areas Measure on Capability Level Focus on improvement Up to date collection of Best Practices Official standard (replace CMM SW 2.0 draft C) More suitable assessment method: Class C More info: 12

13 Break 13

14 Business Focused Assessment Method SEI/Ericsson CMMI Class C Pilot Assessment: Identify business goals where improvement is needed Select Process Areas Setup team, select interviewees Questionnaire + Consensus Meeting Findings, and identify actions 14

15 CMMI Pilot 2000/2001 in Figures 5 assessments, 4 in Q4 2000, 1 in Q Process Management (7 PAs) Project Management (6 PAs) Requirement Management/Development (2 PAs) Engineering (4 PAs) Decision Analysis & Resolution (1 PA) 4 Assessors, 390 Mhrs (19.5 Hr per PA) 42 Interviewees, 159 Mhrs (3.8 Hr per person) 54 Strengths, 85 Weaknesses 70-80% of the finding led to actions 15

16 CMMI Pilot Evaluation How accurate was the assessment Much better Somewhat better About the same Somewhat worse Much worse Don't know How well did the assessment find strong points 8 Very well Reasonably well Not very well How well did the assessment find major problems? 8 Very well Generally well Not very well 16

17 Business results from CMMI Project Management: Major improvements Lead time precision above target Cost precision above target Engineering: Early benefits Focus on deployment of technical process Efficiency needs further improvement Process Management: Institutionalised Effective application of audit, RCA, assessment, etc 17

18 Changes in the context for CMMI Quality Cost Time Assessments must become cheaper, more flexible, and must focus on the total performance! 18

19 Current Approach Further align CMMI with Business Goals Goal setting, gap analysis Key goals as drivers for assessment Use CMMI more flexible Project Management knowledge sessions Best practice for processes (e.g. RCA)... 19

20 Conclusions Models: On the right track CMMI good replacement of CMM SW Continuous representation strong tool P-CMM and EFQM for complete coverage Business Focused Assessment is a winner Compact assessment, better cost/benefit Useful actions, with improved performance Further integration with Goal Setting and KPIs 20

21 Questions Websites: CMMI SEI: ESPI: EFQM: SPIder: Ericsson: 21