CMMI Level 4 preparation The Story of the Chicken and the Egg - PowerPoint PPT Presentation

CMMI Level 4 preparation The Story of the Chicken and the Egg European SEPG London the 19 th of June

Content 4 QPM OPP VER RD VAL CMM CMMI OPD 3 DAR RSKM 2 M&A Rev 1 2

Product Context Sales & Marketing Customer Operational Support A TEAM System A Product Engineering Software Development Verification & Validation Rev 1 3

The product line development process Product Prod-1_0 E Prog 1 C Pro P1-1_0 R g 2 E P2- C E 1_0 R E C C P R R C P R Rel P C C E 1_1 R R C E R C R E C P R C P R C R Rel 1_2 Rev 1 4

Metrics Dictionary Basic Training on Measure Why Measure? How it helps to solve Measurement issues culture Common Metric Dictionary Understanding Purpose Who When Interpretation Feedback Rev 1 5

Decision Process List of Decisions P&D OAC Manager Q A Software Decision Techniques Product Segment V&V and OST Development EPG Leader Manager Managers manager manager System Operational Verification & Engineering Support and Validation team training Team team Leader MMI Team FDP Team ENV and ADF Integration Leader Leader Team Leader Team Leader ENV ADF Integration MMI Team FDP Team Team Team Team Alternatives Criteria Roles ... Rev 1 6

Operational needs Customer Developer PRODUCT Operational concepts OST Understand the Understand the system system features operational use Rev 1 7

Risk Management process Program Managers Risks database Risks identification Risks assessment Planning of risks closure Planning of actions 1 st line manager Risks monitoring Actions taken Rev 1 8

Process Management - Contribution to Level 4 Rev 1 9

Objectives, process performances and measures Company Objectives A Are declined r e d e c Measured by l i n e d Established with Teams Objectives Program Objectives Measured by Measured by Company metrics Established with Program Metrics Process performances Rev 1 10

Objectives settings Define / negotiate Challenging realistic the process Objectives objectives objectives improvement and the challenging objectives Customer negotiation. Company capability Bids What our negotiation current process allows us to do Process Process Business Performances Performances needs objectives baseline Rev 1 11

Example of Department Objectives • Deliver On Time % D e l t a t o P o r d u c t P D 5 : D s i t a n c e t o t h e E U R O C A T X - P r o d u c t • People First % % S p e c i c i f 8 R D P , M R T S , R E C / R E P E C R s 7 2 2 E C R f s o r T a a a s t A D S - B 6 g o a ( l 2 0 0 1 ) < 5 % 5 4 g o a l ( 2 0 0 2 ) < 3 % 3 T A A A T S N G + N A P C H E N G D U T R A F C A N E S A C C 2 • Less Defects 1 0 mars-99 avr-99 mai-99 mars-00 avr-00 mai-00 mars-01 avr-01 mai-01 mars-02 avr-02 mai-02 déc-98 janv-99 févr-99 juin-99 juil-99 oct-99 nov-99 déc-99 janv-00 févr-00 juin-00 juil-00 oct-00 nov-00 déc-00 janv-01 févr-01 juin-01 juil-01 oct-01 nov-01 déc-01 janv-02 févr-02 juin-02 juil-02 août-99 sept-99 août-00 sept-00 août-01 sept-01 • Reduce Distance to Product • Program Reports • Reduce Cost of Rework Rev 1 12

Statistical Process Control Process controlled: production S u m o f m a j o r d e f e c t / e s t i m a t e s S C N - S R S and verification of the 1 , 2 L C L 1 U C L nb op defects/estimates requirement, design and code 0 , 8 0 , 6 processes 0 , 4 0 , 2 0 11 16 21 26 31 36 41 46 51 56 61 66 71 76 81 86 91 96 1 6 E C R Expected/ Actual Defects per Verification Phase 30,0 25,0 20,0 actuals 15,0 Min Forecast Max Forecast 10,0 K 5,0 Fix O O 0,0 Input Production Verification Output K IBB0 IBB0 VAL IBB1 System Spec IBB1 specification IBB1 Design IBB1 Code review IBB1 integration IBB1 validation IBB2 System Spec IBB2 specification IBB2 Design IBB2 Code review IBB2 integration IBB2 validation PreFAT FAT SAT 1 preSAT2 SAT2 Methods, Tools Rev 1 13

Monitoring Program Objectives SAT2 preSAT2 SAT 1 FAT PreFAT IBB2 validation IBB2 integration IBB2 Code review Verification Strategy IBB2 MF review IBB2 SCN_SRS review Phase IBB2 ECR review IBB1 validation IBB1 integration IBB1 Code review IBB1 MF review Max program forecast max program realised IBB1 SCN_SRS review Min program forecast min program realised IBB1 ECR review measured IBB0 VAL IBB0 Rev 1 250 200 150 100 50 0 number of defects 14

Corporate Benefit and Return on Investment Process Requirements for development Strategy Corporate process Subsidiary Process Corporate process requirements Pilot new processes Process Structure Measure the ROI Organisation Check the new Improvement Strategy concept Plan for porting of subsidiary processes High Return on Investment Practices Rev 1 15

Conclusion The path to CMMI level 4 contributed to the business objective by giving:: • visibility in the future with a known level of confidence • improving all the processes thanks to the measurement vision • return on investment due the earlier defects detection, the improvement of risk management and better control of our programs We have learnt to put a process under statistical control and use this skill to extend the number of processes controlled statistically. The future leads us to improve the product obsolescence projects management, to improve the selection of process improvements and to reduce the number of defects injected. Rev 1 16