CMMI Level 3 What the book doesn t tell you!

Transcription

1 CMMI Level 3 What the book doesn t tell you! David Venn Chief Systems Engineer System Delivery Services (SDS) A presentation to: CMMI Made Practical 29 th April

2 Contents slide 1 What does QinetiQ do? 2 What does SDS do? 3 Why and when SDS considered CMMi 4 Things that made a REAL difference 2

3 1 What does QinetiQ do? 3

4 2 What does SDS do? 4

5 Rona Hebrides BUTEC Loch Goil Rosneath Barons Point Skipness West Freugh Burntisland We Land Maritime Air Under Training support the detachments LTPA we operate world-wide (including Munitions, Signature DT&E MOD Training and sites measurement OT&E propellant the across (Empire instrumentation trials & Test the weapon Pilots UK systems School) of UK training exercises at BATUS) Dynamic Evaluation Missile Aircraft & T&E & air of static flight torpedoes warheads weapon & testing Proof sonar (including of munitions AMRAAM) & armour Safety Tracking Aerial & testing surface & systems of hazardous targetry stores Ordnance Deployable disposal air trial instrumentation services Environmental testing of explosives & munitions Electronic Warfare Calibration Customers for training with live weapons include USAFE Eskmeals Aberporth Pendine Westonsuper Mare Plymouth Portland Boscombe Down Larkhill Portsmouth Shoeburyness 5

6 2 SDS Operating Model - How we deliver Project Management Supply chain Management QinetiQ Technical Resource Base Systems and Specialist Engineers SDS Core Team Domain Specialists SDS Core Team External Supply Chain Delivery to Customer Through a service that: Brigades capability to plan, design and deliver transformations Spans entire lifecycle eliciting business need to solution delivery Uses proven systematic processes Provides through life support Is independent of manufacturers Risk bearing Customer benefits: cost-effective provision of the transformations they need to deliver their operations whole-life service minimises the impact of Integrated introducing new Project systems Team into customer operations by using a well defined lifecycle that reduces risk, cost, timescale and disruption 6

7 2 Examples of Delivered Projects 44 projects implemented ~value 72M 55 active projects ~value 115M First export Range design contract won 7

8 3 Why and when SDS considered CMMi 8

9 3 Why and when SDS considered CMMi SDS business objectives are to: Be recognised as the leading global Range transformation service provider Be a recognised supplier of transformational services to Managed Service providers Be the centre of excellence within QinetiQ for IT helping people solve business problems through the application of IT Be the centre of excellence within QinetiQ for systems engineering Be a sustainable, growing business delivering profitably to a delighted customer Be perceived as an employer of choice Why CMMi? Supports process improvement Acknowledge achievement of Maturity Level 3 Foster staff understanding of process improvement 9

13 3 Why and when SDS considered CMMi Drivers for change LTPA environment changing Commercially competitive Enhance our reputation Areas where we needed to continue to improve Consistent delivery through a common approach Improved quality Cost Better estimating and forecasting Earlier visibility of problems Why CMMI? A recognised business model of best practice A means of measuring improvement but not the only one Not a means to an end How? Builded on what we achieved CMMI Level 2 Increasingly common way of working Roles and responsibilities Processes Standard Life Cycle Working environment (tools etc.) 13

14 3 Background when and why SDS started CMMI SDS s active involvement in CMMi started in November Months June 2006 SDS SCAMPI Class B appraisal conducted February 2007 SDS was awarded CMMi Level 2 8 Months September 2008 SDS SCAMPI Class A appraisal for Level 3 18 Months 14

15 1 Basic bullet points 2 days training for ALL staff Another 2 days training for ALL staff Working with Lead appraisor - common understanding Completion of PIIDs PIID completion workshops SharePoint facility Appropriate Support Tracking of PIID completion Development of SDS website including Processes Training Audits Monitoring 15

16 3 SDS processes are defined on the SDS website 16

17 3 Principles behind SDS implementation We didn t do a 1 for 1 mapping of the CMMI processes More appropriate for our business, and followed industry best practice e.g. ISO15288 Although disadvantage for the appraisal, meaning extra training for the appraisees Our processes are written at a level where they apply to all of our business, with relevant tailoring being minimal 17

18 3 Processes and tailoring Wrote processes to address the majority of projects Number of Projects Tailoring down Tailoring up Complexity 18

19 3 Process management CMMI Process Areas SDS Website Our Business Our Processes Organisational Process Focus Organisational Process Improvement (Focus) Organisational Process Definition Organisational Process Definition Organisational Training Our Training 19

20 3 Project management SDS Website CMMI Process Areas Project Management Planning in SDS Process and Tailoring guidelines Project Planning Project Management Planning Project Management Processes Project monitoring and Control Project Management Plan Template Estimating Process Measurement and Analysis Terms of Reference Project Life Cycle definition Integrated Project Management What to do when? Project Sizing Integrated Project Management Work Breakdown Structure Supplier Agreement Management Implementation Process Technical Processes Risk Management Risk Management Process Supporting Processes 20

21 3 Support processes SDS Website CMMI Process Areas Process and Tailoring guidelines Support Processes Configuration Management Configuration Management Process Product and Process QA Quality Assurance Process Technical Assurance Process Decision Analysis & Resolution Decision Support Process Risk Management Risk Management Process Measurement and Analysis In Project Management Planning 21

22 3 SDS technical (system engineering) processes CMMI Process Areas 22

23 3 Requirements development CMMI Process Areas 23

24 3 Technical solution CMMI Process Areas 24

25 3 Verification Quality Assurance Process CMMI Process Areas 25

26 3 Validation Quality Assurance Process Technical Assurance Process CMMI Process Areas 26

27 3 Product integration Quality Assurance Process Technical Assurance Process CMMI Process Areas 27

28 3 Requirements management Quality Assurance Process Technical Assurance Process CMMI Process Areas 28

29 4 Things that make a REAL difference 29

30 4 REAL difference Introducing a common project life cycle control gates Better project management plans provides much of the evidence SDS website to provide a single point of access to all that SDS staff require Policies Operating Plans Processes Templates Examples of good practice Use of SharePoint server MOSS Project sites Document management system Issues and action management Process improvement issue management Audits 30

31 4 Schedule of adoption We did not expect all projects to immediately adopt the new processes Scheduled for best business benefit, and to minimise adverse impact New projects adopted immediately Mature projects nearing completion were not to adopt Other projects adopted at change of next life cycle stage if within reasonable timescale or scheduled appropriately to fit around other project activities 31

32 4 SDS Interpretation of PIIDs working with the lead appraiser Requirements Development SG1 SP1.1 Key Practice / Notes Stakeholder needs, expectations, constraints, and interfaces are collected and translated into customer requirements. Elicit stakeholder needs, expectations, constraints, and interfaces for all phases of the product life cycle. Appraisal Considerations: - In the staged representation, this specific practice takes the place of specific practice: SP Collect Stakeholder Needs. - Refer to model for distinction of elicit vs. identify and collect requirements. Direct Artifact Example: - Artifacts indicating stakeholder needs, expectations, and constraints (implicit and explicit) QinetiQ Direct Artefact Example: - Statements of need from different stakeholders - eg raw text in early versions of URD requirements database capturing expressed needs of different stakeholders - The URD - specifically justification column relating specific user requirement to specific stakeholder need Indirect Artifact Example: - Results of requirements collection methods (e.g., Interviews, prototypes, requirements analyses, market surveys, use cases., product domain analysis) - Evidence of customer interaction - Results of requirements reviews to remove conflicts QinetiQ Indirect Artifact Example: - Minutes or notes which fed into URD content - Review records of URD content 32

33 4 PIID completion 33

34 4 Position as at given date 34

35 4 SharePoint benefits prior to appraisal Split the PIID into single Process Areas spreadsheets Stored on SharePoint MOSS Each project had a folder to store their evidence Each project Signed the PIID out Added explanation of why the evidence was relevant to the practice Added hyperlink to the evidence Added comment on the fitness for purpose of the evidence submitted with traffic light assessment (red, amber, green) Signed the PIID back in Updated the PIID completion sheet The internal appraiser reviewed the evidence and made assessment Agreed with traffic light assessment or entered into dialogue with the project When next project signed out PIID could see what other projects had submitted, along with the dialogue between project and appraiser Built in lessons learnt 35

36 4 SharePoint benefits during appraisal At start of the appraisal Remove the projects and organisation s access to the SharePoint folders Appraisal team access granted No CDs, no copying of huge amounts of data Ensured working on most recent version etc. Made it easy for the appraisal team 36

37 4 Other lessons learnt to make life easier Provide decent facilities for the appraisal team Team office, interview rooms, food, telephone and internet access, hotels etc. Dedicated support for Lead Appraiser throughout the onsite period Appraisal team information officer Organisation point of contact permanently available for duration of appraisal Between them act as conduit for Requests for information going from the appraisal team to the projects Evidence being submitted Use of to request further evidence during appraisal Ability to track progress against each of the requests 37

38 Questions? 38

39 39