Integrated Systems and Solutions Management & Data Systems Key Business Indicator Trends During the Journey from SW-CMM Level 2 to CMMI Level 5 at Lockheed Martin Management & Data Systems Peter McLoone Peter.j.mcloone@lmco.com 610 354 6986
Management & Data Systems Management & Data Systems Integrated Systems & Solutions Management & Data Systems Headquartered in Bethesda, MD, Lockheed Martin Headquartered in Bethesda, MD, Lockheed Martin employs about 125,000 people worldwide and is employs about 125,000 people worldwide and is principally engaged in the research, design, principally engaged in the research, design, development, manufacture and integration of advanced development, manufacture and integration of advanced technology systems, products and services. technology systems, products and services. Headquartered in King of Prussia, PA, the 9000 Headquartered in King of Prussia, PA, the 9000 employees of Lockheed Martin M&DS have provided employees of Lockheed Martin M&DS have provided leadership in systems integration, systems engineering, leadership in systems integration, systems engineering, software development and program management in software development and program management in support of vital national systems for more than 30 years. support of vital national systems for more than 30 years. 2 2
M& DS Domain Strengths M& DS Domain Strengths Integrated Systems & Solutions Management & Data Systems � Satellite Command & Control � Space/Ground Station Development Space/Ground Station Development � � Integrated Ground Stations � Operations Management Operations Management � � Mission Planning, Resource Integrated Integrated Allocation End- End -to to- -End End Collection Collection Collection Collection Collection Collection Tasking Tasking Operations Operations Tasking Operations Capabilities Capabilities in Intelligence, in Intelligence, Surveillance Surveillance System Engineering & System Engineering & System Engineering & and Integration and Integration Integration Statement of Statement of Statement of System Management System Management System Management Reconnaissance Reconnaissance Processing Processing Processing Need Need Need Infrastructure Support Infrastructure Support Infrastructure Support Systems Operations & Maintenance Systems Operations & Maintenance Operations & Maintenance � Digital Signal Digital Signal � Processing Processing � Advanced Advanced � � Exploitation Exploitation � Exploitation, Exploitation, Exploitation, Algorithm Algorithm Systems Systems Analysis and Dissemination Analysis and Analysis and Dissemination Dissemination Development Development � Interactive Target Interactive Target � Reporting Reporting Reporting � Sensor Data & Sensor Data & � Recognition Recognition System System � Image Image � � Imagery Retrieval, Imagery Retrieval, Processing Processing � Understanding Understanding Archiving & Distribution Archiving & Distribution � Report Generation Report Generation � � Analytic Analytic � Collaboration Tools Collaboration Tools 3 3
M& DS Process Improvement History M& DS Process Improvement History Integrated Systems & Solutions Management & Data Systems � Long history of process orientation although most programs were Long history of process orientation although most programs were � classified and stovepiped stovepiped classified and � 1993 1993- -1995: Software Capability Maturity Model Level 2 (Internal 1995: Software Capability Maturity Model Level 2 (Internal � Assessment) Assessment) � 1996 1996- -1997: SW CMM Level 3; formally assessed in 1996 1997: SW CMM Level 3; formally assessed in 1996 � � 1998 1998- -1999: SW CMM Level 4; formally assessed in 1998 1999: SW CMM Level 4; formally assessed in 1998 � � 2000 2000- -2001: SW CMM Level 5, SE CMM Level 5 for 12 2001: SW CMM Level 5, SE CMM Level 5 for 12 PAs PAs, Level 4 for , Level 4 for � 1 PA; both formally assessed in 2000 1 PA; both formally assessed in 2000 � 2002 2002- - present: Capability Maturity Model, Integrated SE/SW Version present: Capability Maturity Model, Integrated SE/SW Version � 1.1 Staged Model Maturity Level 5; formally assessed in 2002 1.1 Staged Model Maturity Level 5; formally assessed in 2002 4 4
M& DS Business Objectives M& DS Business Objectives Integrated Systems & Solutions Management & Data Systems � Annual Goal Setting Process conducted by senior management and d Annual Goal Setting Process conducted by senior management and driven by our riven by our � Executive Office Executive Office � Uses M&DS Guiding Principles as a framework: Customer Satisfacti Uses M&DS Guiding Principles as a framework: Customer Satisfaction, Employee on, Employee � Fulfillment, Corporate Commitment, etc Fulfillment, Corporate Commitment, etc � Result is a Balanced Scorecard like set of 40 Result is a Balanced Scorecard like set of 40- -50 Goals most having an underlying 50 Goals most having an underlying � quantitative orientation quantitative orientation � Engineering related goals include productivity or product qualit Engineering related goals include productivity or product quality objectives such y objectives such � as: as: − Reduce defect density during testing by at least Reduce defect density during testing by at least xx xx per cent per cent − − Improve systems engineering productivity by at least Improve systems engineering productivity by at least xx xx per cent per cent − � Each goal is owned by a member of senior management who select a Each goal is owned by a member of senior management who select a senior staff senior staff � member to manage achieving each goal member to manage achieving each goal � Each goal has a plan Each goal has a plan statused statused monthly at an executive review meeting with an monthly at an executive review meeting with an � emphasis on quantitative information emphasis on quantitative information � Engineering goal plans usually include process changes to be imp Engineering goal plans usually include process changes to be implemented by a lemented by a � set of target programs. The process changes have usually been piloted. iloted. set of target programs. The process changes have usually been p 5 5
Product Quality Goal Flow dow n Flow dow n Product Quality Goal Integrated Systems & Solutions Management & Data Systems � Reduce defect density during testing by Reduce defect density during testing by xx xx per cent per cent � � Strategy: Implement In Process Quality Strategy: Implement In Process Quality � − Select and track visible product quality indicators Select and track visible product quality indicators − − Implement Fagan type inspections from Systems Requirements Analy Implement Fagan type inspections from Systems Requirements Analysis forward sis forward − − Perform Defect Causal Analysis on a regular basis Perform Defect Causal Analysis on a regular basis − � Used the Defect Detection Profile as a fundamental indicator and Used the Defect Detection Profile as a fundamental indicator and allocated defect allocated defect � detection targets to each phase of development. Targets were established based ablished based detection targets to each phase of development. Targets were est on the modeling of historical data on the modeling of historical data � Inspections were a critical Inspections were a critical subprocess subprocess in all development phases through Code in all development phases through Code � and Unit Test so it was an obvious candidate for statistical management. Control agement. Control and Unit Test so it was an obvious candidate for statistical man Charts of Preparation Rate, Meeting Pace Rate, and Defect Density were utilized. y were utilized. Charts of Preparation Rate, Meeting Pace Rate, and Defect Densit � Target programs were identified, process changes infused, and re Target programs were identified, process changes infused, and results monitored sults monitored � 6 6
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