Do s Don ts and Pitfalls: Planning your first CMMI appraisal Valerie Cole, SEI-Authorized Lead Appraiser, # 0200208-01 SEI-Authorized CMMI Instructor, SEI-Authorised Class B-C Observer valerie.cole@lamri.com +44 (0)7813 138848 www.lamri.com you make the change we make the difference
Topics A Reminder Some Common Misconceptions Some Real Examples Appendix: How the CMMI Process Area Project Planning, the MDD and the B&C Handbook can help
Project Planning : A Reminder SG1: Establish Estimates SP 1.1 Scope (WBS) SP 1.2 Attributes (Size) SP 1.3 Lifecycle SP 1.4 Effort and Cost SG3: Obtain Commitment SP 3.1 Review Other Plans SP 3.2 Reconcile Work/Resources SP 3.3 Obtain Commitment SG2: Establish the Plan SP 2.1 Budget and Schedule SP 2.2 Risks SP 2.3 Data Management SP 2.4 Resources SP 2.5 Knowledge & Skills SP 2.6 Stakeholders SP 2.7 The Plan
Some Common Misconceptions It takes no time to plan we can be ready in a week! I don t need to do anything the Lead Appraiser does it all! I don t need to do much the Organisation does most of the preparation! It s the same as an audit!
How long does planning take? My rules of thumb for elapsed time SCAMPI Class C 1 to 4 weeks SCAMPI Class B 2 to 3 months SCAMPI Class A 3 to 6 months
Some Real Examples The Lights went out! Minor changes Schedule not balanced The wrong chair! No-one to interview I am a Project Manager My next interview is where?! The Network strikes back! Not the same sandwiches again! Bad PIID, no PIID www.lamri.com you make the change we make the difference
The lights went out!
The lights went out! Impact and How to Avoid Impact: Team consolidation was disrupted a late finish! How to avoid: Do: Find out about all relevant logistics: Lighting / Air-conditioning / Heating Alarms / Door Locks / Security Permission to work late (if planned)
Minor Changes not notified to the Lead Appraiser Travel time Depart earlier on Friday Arrive later on Monday Project Swap Different language Different time zone
Minor Changes impact and how to avoid Impact: appraisal team lost 7 hours of work time complexity increased (now four languages involved) How to Avoid: Do: Make it absolutely clear that all changes to the scope of the appraisal and the schedule have to be agreed by you
Schedule not balanced can you spot it? Day 3 Day 4 Sat Sun Day 5 Day 6 Check-in Check-in Check-in Prepare i/v room Prepare i/v room Check-in Prepare i/v room Interview Prepare i/v room Proj Mgt 1 Interview Interview Interview Eng 1 Org Process Support 1 (REQM, PP PMC, IPM) (REQM, RD) (OPF, OPD, OT) (MA, PPQA) Interview Interview Interview Interview Proj Mgt 2 Eng 2 Proj Mgt 3 Support 2 (SAM, RSKM) (TS, PI, VER, VAL) (PP, PMC (CM, DAR) IPM, RSKM) Lunch Lunch Lunch Lunch
Mini-team E Schedule not balanced Mini-team B Day 3 Day 4 Sat Sun Day 5 Day 6 Check-in Check-in Check-in Prepare i/v room Prepare i/v room Check-in Prepare i/v room Interview Prepare i/v room PM 1 Interview Interview Interview REQM Eng 1 Org Process Support 1 PP PMC REQM OPF MA IPM RD OPD PPQA OT Interview Interview Eng 2 Interview Interview PM 2 TS PM 3 Support 2 PI PP SAM VER PMC CM RSKM VAL IPM DAR RSKM Lunch Lunch Lunch Lunch
Schedule not balanced Impact and How to Avoid Impact: Nothing to do v too much to do (stress and conflict) How to avoid: Do: Dry-run the schedule against the miniteam Process Area allocation
The wrong chair!
The wrong chair! Impact and How to Avoid Impact: team member(s) off sick with back problems How to avoid: Do: Find out in advance what chairs will be provided. If not fully adjustable (height and back support), request suitable chairs
No-one to interview!
No-one to interview! Impact and How to Avoid Impact: Choice of interviewees limited (follow-up interview with a team member) How to avoid: Do: Start the dialogue early make sure the organisation understands how you choose team members and interviewees
I am a Project Manager! But don t expect me to know about things like estimating or identifying and managing critical dependencies and don t ask me any technical questions either I don t do that
I am a Project Manager! Impact and How to Avoid Impact: Data collection sessions wasted Interviews had to be rearranged Team worked longer hours How to avoid: Do: Spend much more time than you think is necessary to identify the interviewees
My next interview is where?!
My next interview is where?! Impact and How to Avoid Impact: Team exhausted! Sub-standard appraisal results Organisation lost out (by trying to save a few pounds) How to avoid: Do: Apply the golden rule The TEAM DOES NOT TRAVEL. If they have to travel build the travel time into the working day
The Network Strikes Back! Networks get more intelligent everyday They can detect when you add a hub without permission
The Network Strikes Back! Impact and How to Avoid Impact: Access refused Single user access S L O W How to avoid: Don t: Believe everything you are told Do: Check with the networking people
Not the same sandwiches again!
Not the same sandwiches again! Impact and How to Avoid Impact: Very unhappy and hungry team! How to avoid: Do: Find out the options early provide variety Do: Ensure food is suitable
Bad PIID, no PIID!
Bad PIID, no PIID! Impact and How to Avoid Impact: Schedule disrupted Discovery instead of Verification How to avoid: Do: Workshops and Pre-review Don t: Leave it to chance
Some other Do s and Don ts Do: Start early Ask (don t guess) Use all available supporting documentation (CMMI, MDD, B&C Handbook, checklists, templates, etc) Use proactive risk management Be assertive (not aggressive) Stay calm Don t Leave anything to the last minute Assume (puts an ass before you and me ) Believe everything you are told check/validate where possible Give in to pressure
Questions?
How PP and the MDD can help* *Please also refer to: Handbook for Conducting Standard CMMI Appraisal Method for Process Improvement (SCAMPI) B and C Appraisals Version 1.1 CMU/SEI-2005-HB-005 www.lamri.com you make the change we make the difference
SP 1.1 Establish the Scope (Top level WBS) [MDD 1.1] My tasks and deliverables The organisation s tasks and deliverables The support aspects (quality, configuration management, measurement)
SP 1.2 Estimates and task Attributes [MDD 1.1.2, 1.1.3] How big is the appraisal? How many Process Areas? How many people? How many locations? How complex is the appraisal? How many methods? How many languages? Do I need an interpreter? How many locations? What mix of work? (S/W Dev, S/W Maintenance, non-software? Etc) How many people are available to be in the team?
SP 1.3 Define the lifecycle [MDD 1.2.1] Class A Verification Documentation review first input to the Go/No-Go decision, then interviews Class B or Class C Verification and Discovery Documentation review and interview Class C Discovery No documentation review, interview/workshop style
SP 1.4 Estimates of Effort and Cost [MDD 1.2.2, 1.2.3] Don t forget to include travel and hotel costs as appropriate (if flights are involved, are the rules clear i.e. business v economy) Who is going to pay for the appraisal team food? e.g. lunch What is the booking code?
SP 2.1 Establish Budget and Schedule 1 [MDD 1.2.3] What schedule constraints exist? (corporate targets/funding cycles, holidays, major sporting events ) Make your schedule balanced don t overload or underload the mini-teams (see Examples) Work to normal office hours where possible. Find out what this means for the location of your appraisal don t try and impose your own. Allow for religious commitments (e.g. prayer times) Don t schedule an interview to start before the company transport arrives (or extend beyond the departure time)
SP 2.1 Establish Budget and Schedule 2 [MDD 1.2.3] Make sure you keep control of the schedule don t let anyone else create it or change it without your say-so! Impact of changing start and end times Impact of swapping one project for another But we ve already agreed the schedule with x
SP 2.2 Identify the Risks [MDD 1.2.5] What can turn this into the appraisal from hell? Travel problems the team turns up halfway through on day 1, and leaves at lunchtime on Friday Hotel problems too far away, no facilities Illness always have reserves The data isn t provided (chase, chase and chase some more) The tool doesn t work, or keeps breaking down The network goes down The heating/air-conditioning/lighting goes off at a set time Terrorist attacks
SP 2.3 Data Management [MDD 1.2.4, 1.4,] Hard copy, electronic CD, electronic network, electronic hard drive, mix Sensitive information (commercial, financial, personal, security) Clearing up afterwards (destroying the interview notes, removing data from hard drives, returning items)
SP 2.4 Project Resources 1 [MDD 1.2.2, 1.2.4] People Appraisal team (don t choose key people from the projects in scope) Interviewees (I m a Project Manager!) Support staff ( it s a boring job, anyone will do!) Facilities: The team room (size, location, chairs!) The interview room(s) (size, location ) The tools Connectivity Access (permissions, protection)
SP 2.4 Project Resources 2 [MDD 1.2.2, 1.2.4] Processes Appraisal method Travel policy and procedures Contracting / Billing Governance / Reporting
SP 2.5 Needed Knowledge and Skills [MDD 1.3] Pre-requisites for the team* CMMI Training Process Area knowledge Method/Domain knowledge Experience Working together Not getting on Getting on too well! *Minimum requirements for SCAMPI-A
SP 2.6 Stakeholders [MDD 1.1.1] Who: The sponsor, the projects, the appraisal team members, the site co-ordinator, What: Agree scope, review plan, provide data, How to monitor: Use targets, milestones, meetings, teleconferences,
SP 2.7 The Plan [MDD 1.2] The Appraisal Input Can be part of the Appraisal Plan The Appraisal Plan The schedule
SP 3.1 Review other Plans [MDD 1.1.2] What else is happening in the organisation that is going to affect your appraisal? Key project milestones/deliveries Standard reporting cycles (everyone is busy preparing reports) Customer visits The ISO surveillance visit
SP 3.2 Reconcile Work and Resources [MDD 1.1.2, 1.2.3] Do you need more/less/different team members? Do you need to reduce the scope? Have you allowed enough time for translation review of documents, during interviews and during presentations?
SP 3.3 Commitment for/to the Plan [MDD 1.2.6] The Appraisal or the day-job? Team members have to choose, they cannot do both The results will be used? Don t go ahead if you are not convinced The results will not be abused? Don t go ahead if you think they will be abused
Acronyms used CMMI Capability Maturity Model Integration CMU Carnegie Mellon University MDD Method Description Document (for SCAMPI A Appraisals) PIID Practice Implementation Indicator Document PP Project Planning SCAMPI Standard CMMI Appraisal Method for Process Improvement SEI Software Engineering Institute
Contact Details Valerie Cole, SEI-Authorized Lead Appraiser, # 0200208-01 SEI-Authorized CMMI Instructor, SEI-Authorised Class B-C Observer valerie.cole@lamri.com +44 (0)7813 138848