Post on 15-Jan-2016
Road Map to CMM Implementation
NetSol’s Experience
Muhammad Furqan KhanManager Quality Engineering
NetSol Technologies (Pvt.) Ltd.
Furqan.Khan@netsolpk.com
2 NetSol’s Experience LUMS-21/10/2003
3 NetSol’s Experience LUMS-21/10/2003
Contents• Process, Capability & Maturity• Road Map to CMM
– Understand Need & Value of CMM– Initiate Software Process Improvement– Plan Process Improvement Activities– Build Infrastructure for Process Improvement– Build Process Assets & Rollout– Prepare Organization for Appraisals
• Common Mistakes• Critical Success Factors• SPI Progress at NetSol
4 NetSol’s Experience LUMS-21/10/2003
What is a Process?• Software process - a set of activities,
methods, practices, and transformations that people use to develop and maintain software and the associated products (SEI-CMM)
• "The Actual Process is what you do, with all its omission, mistakes, and oversights. The Official Process is what books say you are supposed to do"
Watts Humphrey
5 NetSol’s Experience LUMS-21/10/2003
Process in Organizational Context
StandardsThe “operational definition” or“acceptance criteria” for final &
interim products
PolicyThe “laws” or “regulations” that
govern or constrain operation
ToolsAutomated support needed to
implement the procedures
TrainingKnowledge/skills required to
Use a procedure
ProcessesDescribe “what happens” within the
organization to build products that conformsto the constraints
ProceduresDescribe “how to” or step-by-step instructions
to implement process
Constrain the process
are implemented by
are supported by
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Process Capability & Maturity• Capability
– the range of expected results that can be achieved by following a software process
– means of predicting the most likely outcomes to be expected from the next software project
• Maturity– extent to which a specific process is explicitly
defined, managed, measured, controlled, and effective
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Software Capability Maturity Model®
Initial
(1)
Disciplined Process
Repeatable
(2)
Standard Consistent Process
Defined
(3)
Predictable Process
Managed(4)
Continuously Improving Process
Optimizing(5)
Unpredictable
Disciplined
Consistent
Predictable
Continuously improving
8 NetSol’s Experience LUMS-21/10/2003
Software Capability Maturity Model®
Initial (1)
Repeatable (2) Software Configuration Management Software Quality Assurance Software Subcontract Management Software Project Tracking & Oversight Software Project PlanningRequirements Management
Managed (4) Software Quality ManagementQuantitative Process Management
Optimizing (5) Process Change Management Technology Change ManagementDefect Prevention
Defined (3) Peer Reviews Inter-group Coordination Software Product Engineering Integrated Software Management Training Program Organization Process Management Organization Process Focus
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Software Capability Maturity Model®
Maturity Levels
Process Capability
Indicate
Key Process Areas
Contain
Goals
Achieve
Common Features
Organized by
Implementation orInstitutionalization
Address
Key Practices
Contain
Infrastructure orActivities
Describe
10 NetSol’s Experience LUMS-21/10/2003
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11 NetSol’s Experience LUMS-21/10/2003
Road Map To CMM• Understand Need & Value of CMM• Initiate Software Process Improvement• Plan Process Improvement Activities• Build Infrastructure for Process
Improvement• Build Process Assets & Rollout• Prepare Organization for Appraisals
12 NetSol’s Experience LUMS-21/10/2003
Value of CMM®
• Two Fundamental Question– Why do software process improvement?
• What is the impact on bottom line?• Will this give us competitive advantage?
– Will the CMM help my organization improve?• What about other approaches?
• Project Management Processes: A Problem– “Project management issue emerge as the main reasons
for runaway projects.” (KPMG)
– “The most software productivity and quality improvements today are management … driven.” (SRI International)
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Value of CMM®
• The Bottom line– Software process improvement should be done to
help the business-not for its own sake– Improvement means different things to different
organizations• What are your business goals?• How do you measure progress?
– Improvement is a long term, strategic effort– CMM addresses management processes– CMM-based SPI has been broadly adopted
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Value of CMM®
• Possible Impacts Include– Significant improvements in performance
• quality• productivity• cycle time• predictability
– Increasing• Visibility into organization performance?• Predictability of results?• Staff morale?• Product performance?• Ability to manage complexity?• Visibility of business value?
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Value of CMM®
• Cost performance by maturity level
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Value of CMM®
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Initiate Process Improvement• Prerequisites
– Identify business drivers– Gain senior management support– Ensure there are no hidden agenda– Make it clear you are improving Processes
not People– Set realistic expectation– Ensure readiness & willingness to improve
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Initiate Process Improvement• Principles
– Improvement direction must start at the top– Fix the process not the people– Everyone must be involved in the improvement
process– Effective improvement requires knowledge of
current practices– Improvement is continuous– Improvement requires investment– Use external help to reduce risk
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Initiate Process Improvement• Areas to Address
– People & culture• People need a reason to change
– Communication• change without communication is driving without roads
– Management Commitment• Support, resource availability, time allocation
– Planning– Tools & Processes
• Need for Continuous Process Improvement– Because of changing environment
• Customer• Technology• People
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Planning Process Improvement• Understanding of the Problem• Resource Availability• Credibility of Plan• Direction• Focus• Measures• A documented diagnosis and recommendations• Fundamental Plans
– Business plans– Organizational improvement plan
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Build Infrastructure• Management Steering Group (MSG)• Dedicated Quality Engineering Function• CMM Implementation Group (CIG) (or SEPG)• Process Action Teams (PATs)• Project Coordinators• Improvement Assets• Improvement Culture
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Build Process Assets• Key Modes of Process Representation
– Process Model• A detailed, formalized representation• Often in graphical notation• Primary users: process engineers• Primary use:process engineering
– Process Guide• A structured, work-flow oriented process reference• Primary users: process participants• Primary use: enactment support
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Build Process Assets• Notation/Language examples
– Process Models• ETVX• IDEF0• Statemate®
• Flowcharts• DFDs• Activity Networks
– Process Guides• Structured Text• Templates/Forms• Decision Trees/Tables• Checklists
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Build Process Assets
• Principal Entity Classes
Activities what happens & how it is done
Artifacts what things are used & produced
Agents who (or what) does it
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Build Process Assets• Principal Entity Classes
– Entity Description• Attributes for each entity
– Name, purpose, description, skills, etc.
– Entity Aspects• Relationships
– Within entity class– Among entity classes
• Behavior– Within entity class– Among entity classes
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NetSol’s Standard Software Process
Supported and guided by
Integrated with
Management Activities
Define PDSP
Planning
Monitor/Control
Closure
Controlled by
Configuration Management
Activities
SCM Plan
Baselining
Change Management
Status Reporting
SCM Audit
Software development
Activities
Business Modeling
RS Development
FS & Design
Coding
Testing
Deployment
Independent inspection of work products
Software Quality Assurance Activities
SQA Plan SQA Reporting
SQA AuditSQA Reviews
& Org. Structure, Roles
Responsibilities
Organizational Policies
Process Asset Database Training
Peer Reviews
Other periodic & event driven
Reviews
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NSSP Mapping to CMM Processes
ISM
SPP
SPTO
Integrated with
Management Activities
Define PDSP
Planning
Monitor/Control
Closure
Controlled by
Configuration Management
Activities
SCM Plan
Baselining
Change Management
Status Reporting
SCM Audit
Software development
Activities
Business Modeling
RS Development
FS & Design
Coding
Testing
Deployment
Independent inspection of work products
Software Quality Assurance Activities
SQA Plan SQA Reporting
SQA AuditSQA Reviews
RM
RM
RM
SPE
SQAIC
Supported and guided by
& Org. Structure, Roles
Responsibilities
Organizational Policies
Process Asset Database
TrainingPeer
Reviews
Other periodic & event driven
Reviews
OPF OPD TP PR
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Prepare for Appraisal
• Why Assess?
• Goals for CBA-IPI
• Assessment Phases
• Assessment Participants
• Data Sources
• Data Consolidation
• Rating
30 NetSol’s Experience LUMS-21/10/2003
Why Assess?• Business needs derive the requirements for
process improvement and assessment• Business goals for process improvement are
usually related to – reducing costs– improving quality– decreasing time to market
• Fundamental assumption:– costs, quality, & schedule are largely determined by– the development process
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Goals for CBA-IPI• Provide an accurate picture of existing software
processes relative to reference model ;e.g. SW-CMM®
– Provides a baseline of organization’s capability– Provides strengths & weaknesses relative to the CMM– Provides findings to guide planning future process
improvement activities
• Support, enable, and encourage an organization’s commitment to software process improvement
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Assessment Phases
• Plan & Prepare– training, briefing, questionnaire, document
review
• Conduct– data collection, consolidation, rating
• Report Results– draft findings, final findings,
recommendations
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Assessment Participants• Sponsor
– business goals, commitment & support, scope definition
• Lead Assessor– qualified, plan, organize & manage assessment
• SEPG & Other Members– SEPG helps above two, librarian, site coordinator
• Assessment Team Members– meet selection criteria, opinion leaders, being trained
• Assessment Participants– follow schedule of participation
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Data Sources• Documents
– organization, project, & implementation level
• Instruments– maturity questionnaire
• Interviews– project leaders, middle manager, functional area
representatives
• Presentations– participants presentation, draft finding presentation
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Data Consolidation• Information that has been seen & heard is
consolidated into observations that the team determines through consensus are:– accurate– corroborated by at least two independent sources– valid (consistent with each other)
• Sufficient data must be collected for each key practice to cover the CMM scope, the organization scope, and the software life cycle
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Rating• Rating is done for each goal for each key KPA
within assessment scope. If all goals are satisfied, the KPA is “satisfied”
• If one goal is unsatisfied, the KPA may be rated “partially satisfied” however, this is unsatisfied to maturity rating
• If all KPAs within a maturity level are satisfied and all KPA satisfied within each maturity level below it, then a maturity level rating is “achieved”
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Common Mistakes• No Link Between Business & Improvement• The Level 3 Syndrome• Lack of Measurement• Lack of Change Agent• Communication Gaps• Enforcing Maturity by Contract• Maturity Arrogance
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Critical Success Factors• Understand the Context First• Establish Senior Management Commitment• Quantify Business Goals• Identify Process Improvement Approach• Establish an Agreed Assessment & Training Schedule• Identify Gaps & Action Plan for Closure• Manage Expectation by Effective Communication• Track Progress & Issues Effectively• Measure Change• Plan for Internal Assessment Prior to External
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Road Map to CMM• Past:
– First ISO 9001 Certification – Dec 1998– CMM Initiative – April 2000– CMM Level 2 Rating – Mar 2002– CMM Level 3 Pre-Assessment – Mar 2003– CMM Level 3 Rating – Jul 2003
• Present– Level 4 Implementation – In-progress– Internal Assessment CMM Level 4 – Dec 2003 (Planned)
• Future– CMM Level 4 Assessment – Planned– CMM Level 5 Assessment – Planned
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S# SPI Activities Jan
200
0
Feb
Mar
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May
Jun
Jul
Au
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Sep
Oct
No
v
Dec
Jan
200
1
Feb
Mar
Ap
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May
Jun
Jul
Au
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Sep
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No
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Dec
Jan
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2
Feb
Mar
1BOD Meeting & Decision
2 Official CMM Training
3 Initial Planning
4 Staff Orientation
5SEPG Formation & Training
6 SEPG Efforts
7QE Function Established & Trained
8CIG Established & Trained
9Process Development for Level 2
10Organization-wide Training & Rollout
11Process Development for Level 3
12Organization-wide Training & Rollout
13 CBA-IPI
CMM Implementation at NetSol
Thank You