Synergism of the CMMI Development and Services Constellations in a Hybrid Organization

Overview Presentation Synergism of the CMMI Development and Services Constellations in a Hybrid Organization SM CMMI (Capability Maturity Model Integration) and SCAMPI (Standard CMMI Appraisal Method for Process Improvement) are service marks of Carnegie Mellon University. Mr. John Pipkin Senior System Engineer for Process Improvement NSWC PCD Expeditionary Systems Division E30 and Dr. Gary H. Lunsford, Technical Director Process Improvement Booz Allen Engineering Services, LLC ------------------------------------------- 1

Topics Overview of Process Improvement Overview of CMMI Models The NSWC PCD Organization E30 Division Process Improvement Synergy Realized between DEV and SVC Models The Bottom Line 2

Symptoms of Process Failure Findings from the Standish Group s Surveys and Reports from 1995 on: 16% of software development projects finished on time and within budget 31% were cancelled 53% overran by an average of 189% on cost and 222% on schedule. Is the picture significantly better today? Are the statistics improving? From the 2009 Standish Group CHAOS report: 32% of Information Technology (IT) projects were considered successful 24% of IT projects were considered failures 44% were considered challenged 3

Process and the CMMI A process is The logical organization of people, materials, energy, equipment, and procedures into work activities designed to produce a specified end result. (Quality Process Management, Gabriel A. Pall). The quality of a system or service is highly influenced by the quality of the process used to acquire, design, develop, and maintain it. The Capability Maturity Model Integration (CMMI) is: An integrated model that synthesizes the best practices from several existing source models and incorporates lessons learned from Industry, Academia, Government, the SEI, and the CMMI Institute. Process improvement maturity models for the acquisition, development, and delivery of products and services that covers the lifecycle from conception through delivery and maintenance. A description of the characteristics of effective and evolutionary processes it is not a process itself! The CMMI is not a prescriptive standard. The CMMI addresses what, not how. 4

CMMI Maturity Levels Maturity Levels CMMI 5 5 Focus on continuous process improvement Optimizing Optimizing 4 Process measured and controlled Quantitatively Quantitatively Managed Managed 3 Process characterized for the organization and is proactive Defined Defined 2 2 1 Process characterized for projects and is often reactive Initial Process unpredictable, poorly controlled, and reactive Managed Managed Initial 2004 by Carnegie Mellon University Introduction to CMMI V 1.1 Staged and Continuous, - Module - 4-121504 - Page 19 6

5 Optimizing (2) 4 Quantitatively Managed (2) Summary of CMMI -DEV (Staged Representation v1.3) Level Focus Process Areas Quality & Continuous Process Improvement Quantitative Management Organizational Performance Management (OPM) Causal Analysis and Resolution (CAR) Organizational Process Performance (OPP) Quantitative Project Management (QPM) Productivity 3 Defined (11) 2 Managed (7) Process Standardization Basic Project Management Requirements Development (RD) Technical Solution (TS) Product Integration (PI) Verification (VER) Validation (VAL) Organizational Process Focus (OPF) Organizational Process Definition (OPD) Organizational Training (OT) Integrated Project Management (IPM) Risk Management (RSKM) Decision Analysis and Resolution (DAR) Requirements Management (REQM) Project Planning (PP) Project Monitoring and Control (PMC) Supplier Agreement Management (SAM) Measurement and Analysis (MA) Process and Product Quality Assurance (PPQA) Configuration Management (CM) 1 Initial Risk & Rework 7

Summary of CMMI-SVC (Staged Representation v1.3 Maturity Levels) Level 5 Optimizing (2) 4 Quantitatively Managed (2) Focus Continuous Process Improvement Quantitative Management Process Areas Organizational Performance Management (OPM) Causal Analysis and Resolution (CAR) Organizational Process Performance (OPP) Quantitative Work Management (QWM) 3 Defined (12) 2 Managed (8) Process Standardization Basic Project Management Organizational Process Focus (OPF) Organizational Process Definition (OPD) Organizational Training (OT) Integrated Work Management (IWM) Risk Management (RSKM) Capacity and Availability Management (CAM) Service Continuity (SCON) Incident Resolution and Prevention (IRP) Service System Transition (SST) Strategic Service Management (STSM) Service System Development (SSD) + Decision Analysis and Resolution (DAR) Requirements Management (REQM) Work Planning (WP) Work Monitoring and Control (WMC) Supplier Agreement Management (SAM) Service Delivery (SD) Configuration Management (CM) Process and Product Quality Assurance (PPQA) Measurement and Analysis (MA) 1 Initial 8

ORGANIZATION - 1 Naval Surface Warfare Center Panama City Division (NSWC PCD) located in NW Florida Expeditionary & Maritime Systems Division (E30) Approximately 221 Government and Contractor Personnel in E30 10

ORGANIZATION - 2 Code E30 Expeditionary Systems Division providing Landing Craft, Air Cushion (LCAC) In-Service Engineering LCAC Software Support Amphibious Ship Integration Marine Corp Buffalo Cougar Energy Systems 11

PROCESS IMPROVEMENT (PI) HISTORY Start CMMI Based PI Effort Aug-08 CMMI Level 3 v1.3 DEV CMMI Level 2 v1.3 SVC PI Efforts Prior to Aug-08 were Attempted but Lacked the Framework and Infrastructure to Effect a Permanent Change in Behavior. 13

PROCESS IMPROVEMENT HISTORY Decided to Follow CMMI Development Model Trained Workforce in Introduction to CMMI for Development Established a Management Steering Committee (MSC), Engineering Process Group (EPG), and Technical Working Groups (TWGs) MSC Consisted of Senior Management and Provided Direction to the EPG. The MSC Remained Visible and Vocal to the Workforce in Their Support of the PI Effort EPG Consisted of Project Managers and other Senior Subject Matter Experts (SMEs) that Managed the Process Improvement Project and Assisted the Workforce During Implementation. TWGs Assigned to Develop Initial Processes and Consisted of SMEs for the Processes they Developed. The EPG Combined and Organized the Processes and established the E30 Process Improvement Process Asset Library (PI PAL) as Their Repository 14

SERVICE PROJECT ISSUES Service Projects Struggled to Follow DEV Processes as they were Intended Processes Written in Terms Better Suited for Product Development Service and Development Lifecycles too different. For Services, development of the Service System is just the starting point. Most of their efforts involved day-to-day operation of the Service System. Once the Service System was operational, process areas such as Requirements Development, Technical Solution, Product Integration, Verification, and Validation were only needed for changes. The DEV Model Did Not Adequately Address Our Service System Operational Needs 16

HYBRID PROJECTS AND TASKS (More Issues) Hybrid Projects are Development Projects that include Service Type Tasks Example: The LCAC Command, Control, Communications, Computers & Navigation (C4N) project also includes a Software Integration Lab that follows services protocols. Hybrid Tasks are Services Tasks that Lead to a Development Effort Example: A investigation of an operational failure that results in a sub-system re-design activity. 17

Restating the Problem and Revealing the FIX The Problem: Differences exist between the Development and Services Lifecycles The Fix: Define Selectable Services and Development Lifecycle Models that Allow Projects to Tailor the Organizational Standard Processes. Many of the Organizational Standard Processes Should be Useable by Both Lifecycle Models. Allow Flexibility to Define Services Activities within the Development Lifecycle Model. 19

DEVELOPMENT LIFECYCLE MODEL 20

BENEFITS Projects and Work Units Now Have Defined Processes Using Terminology More Suitable for the Type of Work They are Actually Performing Service Projects and Work Groups Have Processes that Appropriately Address Their Lifecycle Activities 23

Take Away Thoughts Process improvement should be done to help the business not for its own sake. In God we trust, all others bring data. W. Edwards Deming, founder of TQM An organization s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage! Jack Welch, former Chairman and CEO of General Electric The CMMI models have provided: Guidance for effective and consistent improvement across multiple process disciplines A common, integrated vision of improvement for all elements of an organization A proactive enabler in reaching an organization s business objectives A means to measure progress in process performance Improved schedule and budget predictability and availability of resources when needed Improved quality (less defects and rework) Increased productivity and customer satisfaction Improved employee morale There is considerable synergy between the CMMI Development and Services models. 24

Mr. John Pipkin Contact Information Senior System Engineer for Process Improvement NSWC PCD Expeditionary Systems Division E30 (850) 235-5745 (Office) john.pipkin@navy.mil -------------------------------------------------------- Dr. Gary H. Lunsford Technical Director Process Improvement Booz Allen Engineering Services, LLC (843) 475-9074 (Cell) lunsford_gary@bah.com 25