Quality Management Organizations for CMMI R ( QMOC ) Establishment & Optimization Methodologies

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1 5th World Congress for Software Quality Shanghai, China Quality Management Organizations for CMMI R ( QMOC ) Establishment & Optimization Methodologies 1 st November, 2011 Y. Isozaki Fujitsu Limited Copyright 2011 FUJITSU LIMITED

Establishment & Optimization Methodologies 1 st November,

2 Background <QM process improvements in Fujitsu> Many business units of Fujitsu head office and subsidiaries are implementing QM (quality management) process improvements by CMMI application & implementation. <CMMI WG> We have established center of excellence for CMMI named CMMI WG We have held monthly meetings for practical QM process improvement knowhow exchange regarding CMMI. <Critical Issue proposed by CMMI WG> Development of practical QMOC establishment & optimization methodologies was proposed by CMMI WG members as a critical issue for CMMI application & implementation. 1 Copyright 2011 FUJITSU LIMITED

<CMMI WG> We have established center of excellence for CMMI named CMMI WG We have held monthly meetings for practical QM process improvement knowhow

3 Subjects of This Study We discussed existing QMOC establishment & optimization methodologies in CMMI R WG. Note QMOC : Quality Management Organizations for CMMI R <Discussion Results> ⑴Establishment methodologies No practical methodologies except for the existing concept : QMOC = + ⑵Optimization methodologies Some concepts have been proposed,but no practical methodologies Through trial and error Difficult to establish & optimize QMOC intentionally & strategically 2 Copyright 2011 FUJITSU LIMITED

methodologies except for the existing concept : QMOC = + ⑵Optimization methodologies Some concepts have been proposed,but no

4 Figure 1. The Existing Concept for QMOC Establishment QMOC = + Engineering Process Group Quality Assurance Group Definition A group for establishment and optimization of standard quality management process based on CMMI A group for institutionalization of standard quality management process based on CMMI 3 Copyright 2011 FUJITSU LIMITED

Quality Assurance Group Definition A group for establishment and optimization of

5 Classification Analysis (1 st Analysis) CMMI WG Members Actual QMOC Organization Chart A Actual QMOC Organization Chart B Actual QMOC Organization Chart C CMMI WG Classification Analysis Focus on QMOC positions whether they exist outside of CIBU or not Note CIBU : CMMI Implemented Business Units External Type External Type External & Type No External & Type 4 Copyright 2011 FUJITSU LIMITED

on QMOC positions whether they exist outside of CIBU or not Note CIBU : CMMI Implemented Business

Fujitsu Head Office Departments (3) Fujitsu

7 Figure 2. A Case of External Type - Subsidiary A Note CIBU : CMMI Implemented Business Units President CIBU Top of division A01 Top of Department Top of Business Unit Division A02 Division A Top of QM Department QMOC QMD External Issues for CMMI R Implementation 1)Collaboration between & 2) of 3 rd Party Verification 6 Copyright 2011 FUJITSU LIMITED

President CIBU Top of division A01 Top of Department Top of Business Unit Division A02

8 Figure 3. A Case of External Type - Subsidiary B CIBU President Business Unit B01 External Division B03 Division B (QMD) QMOC An Issue for CMMI R Implementation Institutionalization of tailored standard process is not good. 7 Copyright 2011 FUJITSU LIMITED

Unit B01 External Division B03 Division B02 03 02 01 (QMD) QMOC An

9 Figure 4. A Case of External & Type - Business Unit F, Fujitsu Head Office External CIBU Top of Business Unit F External Business Unit F QMD 01 External External 03 Division F02 Top of Division F02 Division F01 Top of Division F01 02 PIC PIC PIC PIC QMOC An Issue for CMMI R Implementation Next steps of QMOC optimization for further quality improvement? 8 Copyright 2011 FUJITSU LIMITED

Unit F External Business Unit F QMD 01 External External 03 Division F02 Top of Division F02

10 Classification Analysis Results(1/2) 3 Departments 2 Subsidiaries 1 Offshore Subsidiary (1)External Type (10%) 1 Subsidiary 10 Departments / Subsidiaries (3)External & Type (60%) (2)External Type (30%) 3 Subsidiaries 9 Copyright 2011 FUJITSU LIMITED

Subsidiary 10 Departments / Subsidiaries (3)External & Type

11 Classification Analysis Results(2/2) Summary (1)We classified existing QMOC s under three types. (2)Actual organizations structures were very complex and multifarious Even if same type, no same organization structure. (3) QMOC s were combination of four kinds of and. 1)External, 2)External, 3)Internal, and 4)Internal. New Issue Not all QMOC cases had four kinds of & Why some QMOC cases don t need all four kinds of and? Four kinds of & have their own reasons for existence and their own peculiar functions. We made an assumption to solve this issue. 10 Copyright 2011 FUJITSU LIMITED

(3) QMOC s were combination of four kinds of and. 1)External, 2)External, 3)Internal, and 4)Internal.

12 Our Assumption We assumed that the reason for this issue was that QMOC s were analyzed as organizations, not as functions. There are so many limitations of organizations, such as budget, number of employees, skill of staff etc., then not all QMOC cases seemed to have four kinds of and. Our Assumption If QMOC s are re-analyzed as functions, we would find four functions in all cases. 11 Copyright 2011 FUJITSU LIMITED

There are so many limitations of organizations, such as budget, number of employees, skill of staff etc.

13 Figure 5. Four of QMOC Outside of CIBU (Standard QM Process) (Process Institutionalization) External Internal External Internal (Process Development & Optimizing) Inside of CIBU (Tailored Standard QM Process) 12 Copyright 2011 FUJITSU LIMITED

14 Four Analysis(2nd Analysis) We re-analyzed actual QMOC organization charts based on QMOC Matrix. <Analysis Procedures> (1)Actual QMOC organization charts were to be reviewed from view of QMOC Matrix, by CMMI WG members who established QMOC. (2)They assigned four functions of QMOC to actual QMOC organization charts. <Objectives of This Analysis> Four functions were not clear in actual organization charts because of many limitations of organizations. To show four functions clearly in actual QMOC organization charts. 13 Copyright 2011 FUJITSU LIMITED

QMOC. (2)They assigned four functions of QMOC to actual QMOC organization charts.

15 Figure 6. A Case of External Type - Subsidiary A President CIBU Top of division A01 Top of Department Top of Business Unit Division A01 Division A Top of QM Department QMOC QMD External Issues for CMMI R Implementation 1)Collaboration between & 2) of 3 rd party verification Internal Internal External 14 Copyright 2011 FUJITSU LIMITED

Department Top of Business Unit Division A01 Division A02 01 02 Top of QM Department

16 Figure 7. A Case of External - Subsidiary B CIBU President Business Unit B01 External External Division B03 03 Division B (QMD) Internal Internal QMOC An Issue for CMMI R Implementation Institutionalization of tailored standard process is not good. 15 Copyright 2011 FUJITSU LIMITED

External External Division B03 03 Division B02 02 01 (QMD) Internal

17 Figure 8. A Case of External and - Business Unit F, Fujitsu Head Office External CIBU Top of Business Unit F External Business Unit F QMD 01 External External 03 Division F02 Top of division F02 Division F01 Top of division F01 Internal PIC PIC PIC PIC 02 Internal Internal QMOC Internal An Issue for CMMI R Implementation Next steps of QMOC optimization for further quality improvement? 16 Copyright 2011 FUJITSU LIMITED

External Business Unit F QMD 01 External External 03 Division F02 Top of division F02 Division F01 Top of

18 Four Analysis Results (1)We found four functions in all QMOC in our analysis result. These four functions are inevitable functions for QMOC. Our assumption is verified. (2)Four functions are inevitable for QMOC ; however they don t always exist as departments. Many actual organization types, department, PIC, external organization etc. We have to decide a suitable organization type for each four functions of QMOC 17 Copyright 2011 FUJITSU LIMITED

(2)Four functions are inevitable for QMOC ; however they don t always exist as departments.

19 Figure 9. Standard Type of QMOC CIBU President Business Unit C Business Unit B Business Unit A QM Department Top of QM Dept. Top of business Unit C B A QM Dept QMOC PM Top of QM Dept team External External Internal Internal 18 Copyright 2011 FUJITSU LIMITED

20 Figure 10. An Example of QMOC Establishment Plan CIBU President Business Unit C Business Unit B Business Unit A QM department Top of QM dept. Top of Business Unit C B A PM QM Dept. Top of QM Dept. QMOC team As a Department As a PIC As a Department As a Department and Use of External Organizations 19 Copyright 2011 FUJITSU LIMITED

21 Evaluation Results by CMMI R WG Members Development of practical QMOC establishment & optimization methodologies which was proposed by CMMI WG is solved to a certain extent by our methodologies. (1) QMOC optimization process have been improved by this methodology (2) Departments or subsidiaries which will start to apply CMMI also can establish QMOC intentionally and strategically 20 Copyright 2011 FUJITSU LIMITED

22 Next Steps There are many departments and subsidiaries which have already applied and implemented CMMI in Fujitsu group. (1)We would like to analyze these QMOC s and verify and modify our methodologies based on additional analysis results. (2)Our methodologies are not numerical methodologies now. We would like to analyze these QMOC s numerically and modify our methodologies to numerical ones. 21 Copyright 2011 FUJITSU LIMITED

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