CMMI Implementation at Korestone Technologies, LLC 2121 Applied CMMI in Small or Extremely Small Organizations: A Case Study of Successful Techniques and Lessons Learned Dr. Richard Bechtold, Abridge Technology Mr. Joseph E. Chow, Korestone Technologies
Outline About Korestone Technologies CMMI Implementation SCAMPI Preparation Lessons Learned FAQ/Your Questions CMMI Implementation at Korestone 2
Korestone Technologies, LLC Founded in 2007 Three founders worked together since 1994 Many other employees worked together before 12 employees at SCAMPI (October 2010) Several projects for the USPS Most employees matrix across all projects CMMI Implementation at Korestone 3
Employee profile Name Joe Job CEO Process Project Eng Support Other 3 SCAMPIs CMMI Role PM, Sponsor SESG SEPG John PM 3 SCAMPIs PM, Eng Chiming PM 3 SCAMPIs PM, Eng, CM Suri Bus. Dev. 2 SCAMPIs SCAMPI team, QA Ting SW Dev. 3 SCAMPIs Eng Lan-Fan SW Dev. 3 SCAMPIs Eng Jenny SW Dev. 3 SCAMPIs Eng Steve SW Dev. Eng Thara SW Dev. 1 SCAMPI Eng Eugene SW Dev. SCAMPI team, Eng, OT Jeremy Analyst 3 SCAMPIs Req., Docs, MA Bina Test 1 SCAMPI Test, CM, QA CMMI Implementation at Korestone 4
Implementation timeline June 2009 1 m. Assess current processes 6 months Develop policies, processes, tools, templates Use, refine processes 12 months PI core committee SEPG and SESG Establish repository structure Project plans Project functional groups Training Complete process duration: 17 months Train SCAMPI team SCAMPI preparation PIID October 2010 CMMI Implementation at Korestone 5
Implementation Review current processes Four-member PI core committee Some processes from previous projects, contracts Research additional resources, review CMMI materials CMMI Implementation at Korestone 6
Implementation Develop policies (GP 2.1) PI core committee Boilerplate, one policy per process area Develop processes Form SEPG (seven members) and SESG (four) Draft, review, rewrite and edit Combine like process areas PMC+PP+IPM REQM+RD TS+PI VAL+VER Hint: Develop documentation style early CMMI Implementation at Korestone 7
Implementation order 1. OPF has to be in place for management commitment and structure of system 2. CM/change management structure is crucial 3. Processes that generate measurements PP, PMC, REQM, RD, VER, VAL, PPQA, RSKM, DAR Largest ROI Peer review (VER) applied to design, RD, code Change management (CM, REQM) as applied to defects, CRs, requirements CMMI Implementation at Korestone 8
Implementation Develop tools and templates for each process If tool already in use, write process around tool Tool Tortoise SVN Trac Project PowerPoint Visio Word Excel Eclipse Line Counter Source Open source Open source Office Office Office Office Office Open source Purchase Description Version control tool, document and code repository Defect and CR reporting and tracking Project scheduling Training materials, presentations, reports Diagrams Templates: Project plans, minutes, SDLC documents, reports Templates: MA spreadsheet, measurements, peer review form, DAR Development CM reporting CMMI Implementation at Korestone 9
Apply processes to projects Use templates to create plans Use tools and templates to create work products Follow processes and revise through SEPG Implement PIR procedures immediately after processes are introduced CMMI Implementation at Korestone 10
Implementation on projects CMMI Implementation at Korestone 11
Artifacts with the most bang 1. Project plans GP 2.2, 2.3, 2.4, 2.7, 3.1 2. Meeting minutes GP 2.7, 2.8, 2.10, 3.2 3. MA spreadsheet and memo GP 2.8, 2.9, 2.10, 3.2 4. P1 document (project organizing document) GP 2.3, 2.4, 2.7 CMMI Implementation at Korestone 12
Costs SCAMPI costs (A, B, and C) ~$40,000 Overhead/staff costs ~ 2,000 hours Tool costs ~200 hours Training lunch costs (very important) ~$ 1,500 CMMI Implementation at Korestone 13
Keys to success...not including actual software development skills 1. Top leadership commitment and staff buy-in 2. Pair strengths of staff with relevant CMMI tasks 3. SCAMPI experience/pi directing 4. Useful tool development Excel, open source, templates to improve the process 5. Good writing skills 6. Implement processes early and start slowly 7. Consistent training CMMI Implementation at Korestone 14
SCAMPI preparation Must develop processes with an eye toward artifacts Develop processes with SPs and GPs in mind. Write a process that makes sense for your company. Doing the process should automatically result in quality products and useable artifacts. If you write a plan according to the process, you should be planning the work and creating a record. CMMI Implementation at Korestone 15
Begin artifact collection Start early to find the holes Korestone used a Practice Implementation Indicator Description (PIID) derived from an SEI spreadsheet Available for free download at www.korestone.com Spreadsheet: See next slides... Defines practices and acceptable evidence per SEI Insert links to documents in repository CMMI Implementation at Korestone 16
The Korestone PIID Use the PIID to: Collect evidence Monitor compliance Make a SCAMPI run smoothly Room for three projects + organization evidence Designed for Level 3 efforts Excel spreadsheet, no VBA or macros www.korestone.com CMMI Implementation at Korestone 17
PIID sample Implementation rating Link to SEI sprocess information and list of acceptable evidence Link to open the artifact Link to description of your implementation www.korestone.com CMMI Implementation at Korestone 18
PIID features Select a project and compare GP evidence across process areas. CMMI Implementation at Korestone 19
PIID reports www.korestone.com Ratings report shows compliance by practice and by project Evidence report uses color to indicate number of artifacts collected CMMI Implementation at Korestone 20
Training and interview practice Culture of doing the processes is the best training. Review process training in shorter sessions Practice interviews against PIID, practices Advantages for small organizations: Fewer people to train People doing the same job on multiple projects means no disagreement across organization CMMI Implementation at Korestone 21
Lessons learned 1. Commitment to CMMI has to start at the top 2. Don t stop between projects or assessments 3. Measurement bias Don t do things just so you have something to measure. 4. Customer involvement can be great; customer indifference is OK too 5. Consolidate artifacts CMMI Implementation at Korestone 22
FAQ 1. Where do I find the funds to support implementation of the CMMI? 2. Where do I find the personnel? 3. What is the minimum required for successful and compliant performance? 4. How do I implement and ensure objective quality assurance activities? CMMI Implementation at Korestone 23
FAQ 5. Who does the actual work of improving processes? 6. Which areas are most likely to yield the earliest and best return on investment? 7. What typically delays the implementation of compliance, and how can I prevent excessive delays? CMMI Implementation at Korestone 24
Contact information Richard Bechtold President, Abridge Technology SEI CLA#0600749-02 703.729.6085 rbechtold@abridge-tech.com rbechtold@rbechtold.com www.abridge-tech.com Joseph E. Chow President and CEO, Korestone Technologies 240.429.0533 joe.chow@korestone.com www.korestone.com CMMI Implementation at Korestone 25