Measuring Process Maturity: The Business Process Maturity Model
CMMI High Maturity Best Practices HMBP 2010: Deploying High Maturity Practices Globally by Kaliappan...
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©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice1
Deploying High Maturity Practices Globally
Kaliappan M, Head Quality - HP
©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice2
Kaliappan, M
May 2010
Hewlett-Packard
Deploying High Maturity
Practices Globally
3 Deploying High Maturity Practices Globally
Overview
1. Challenges to High Maturity
2. Intent of HM Practices
3. Foundational elements
4. Deploying HM Globally
5. Recap and Q&A
– While High Maturity deployment
in general has many
challenges, implementing them
across global centers pose
unique challenges.
– To gain maximum business
benefit, the intent of the HM
practices need to be understood
and the critical aspects of
deployment to be considered.
– This presentation will address
the challenges as well as
essential elements for robust
deployment based on the
experience.
4 Deploying High Maturity Practices Globally
Section 1 – Challenges to High Maturity
1. Challenges to High Maturity
2. Intent of HM Practices
3. Foundational elements
4. Deploying HM Globally
5. Recap and Q&A1
5 Deploying High Maturity Practices Globally
High Maturity Challenges
– To maximize business benefits, the
HM implementation needs to be
effective
– Greater attention to detail in
deployment is expected during
HM Appraisals
– Increased competition in the
market place
– Lead time to reach higher maturity has
come down from CMM days
– Global deployment challengesCharts from SEI Maturity Profile Aug 92 and Mar
10 Respectively
6 Deploying High Maturity Practices Globally
Major Obstacles for High Maturity
– Lack of contextual information for proper segmentation/stratification
– Not enough consistency in measures to aggregate/disaggregate them
– Resistance to collect new or additional measure after achieving ML 3
– Didn't collect data frequently enough to make mid-course corrections
– Not enough coaching to the performance model developers
– Process Performance Model developers didn't have enough statistical
expertise or access to experts
– Spent too much time in preparing Management Review report rather than
doing thorough analysis
– Models focus only on final project outcomes rather than
interim outcomes
– Failed to align and prioritize M&A practices to the business objectives
Note: Listed from high to Low order Ref: SEI Technical Report 2008-TR-024
7 Deploying High Maturity Practices Globally
Section 2 – Intent of HM Practices
1. Challenges to High Maturity
2. Intent of HM Practices
3. Foundational elements
4. Deploying HM Globally
5. Recap and Q&A2
8 Deploying High Maturity Practices Globally
Baselines and Models
Controllable and
segmenting factors
Sub-process measures
and indicators
Basic measures
– Do not generalize
across domains and
project types
– Do not aggregate data
from heterogeneous
processes
• Homogeneity of data
leads to meaningful PPB
analysis
• Homogeneity is ensured
by segmentation and
stratification
– Ensure Operational
Definitions are available
at adequate level of
detail
9 Deploying High Maturity Practices Globally
Characterizing the Process/Sub-process
Process performance
baselines/ Models
Cause- effect relationships
Context (domain and tailoring
impact)
Statistics (dispersion and central tendency)
and distributions
Stability and capability
information
Inter-relationships of measures, facto
rs, actions
10 Deploying High Maturity Practices Globally
Ingredients of Performance Baselines
Addresses measures from processes and sub-processes
Distribution is known
Appropriate central tendency and dispersion statistics used
Ensure homogeneity in data while grouping
Use Statistical techniques to decide significance and
segmentation
Indicates the stability and capability of the sub-processes
Demonstrates trends between baselines
Includes data on controllable factors (‘x’) as well as responses
(‘y’)
Supports the projects in 'composing' the process
11 Deploying High Maturity Practices Globally
Controllable Factors
– Has influence over one or more project outcomes
– Controllable factors relates to any of the following:
• People, Environment, Technology, Tools, Process and Stakeholders
Controllable Factors (X) Response (Y)
− Review types
− Design method
− Testing type
− Language
− Design and code complexity
− Requirements Volatility
− Test coverage
− Review coverage
Delivered defect density
Controllable Factors (X) Response (Y)
− Domain experience(H, M, L)
− DLC Model
− Complexity
− Staff turn over
Productivity
− Estimation method
− Estimator skill
− Project type
− Complexity
− Staff turn over
Cost and Effort Variance
12 Deploying High Maturity Practices Globally
Influence of Controllable Factors
Design Review
Design
Review Method
Review Efficiency
Preparation rate
Reviewer Skill
Design Defect Density
TestingProduct
Test Cases
Testing Type
Test Coverage
Code Coverage
Tester Skill
Test Defect Density
Code Review
Code
Review Method
Review Rate
Preparation rate
Reviewer Skill
Code Defect Density
Review Session Duration
Size/ Review session
Delivered Defect Density
Leading Indicators
LaggingIndicators
PPM1
PPM2
PPM3
PPM4
This is defect detection example. Similarly, defect prevention factors can be related.
13 Deploying High Maturity Practices Globally
Controllable Factors in PPMs
Code Review
Code
Review Method
Review Rate
Preparation rate
Reviewer Skill
Code Defect Density
Review Session Duration
Size/ Review session
3.02.52.01.51.00.50.0
12
10
8
6
4
2
0
Code Review Rate(Person-hours/K
Co
de
Re
vie
w D
efe
ct
De
nsit
y(D
efe
S 0.848127
R-Sq 94.3%
R-Sq(adj) 93.2%
Fitted Line PlotCode Review Defect Density(Defe = 0.8667 - 2.928 Code Review Rate(Person-hours/K
+ 2.627 Code Review Rate(Person-hours/K**2
14 Deploying High Maturity Practices Globally
Ingredients of Performance Models
Statistical, Probabilistic or Simulation in nature
Logical relationship between X's and Y
PPMs developed / calibrated based on ORG data
Predicts interim or final project outcomes
Connects 'upstream' activity with 'downstream' activity
Prediction & Confidence levels supported
1 or more Controllable & 0 or more non-controllable factors
Factors relate to sub-process to conduct prediction
Enable projects to achieve mid-course corrections
Enable 'What-if Analysis' for planning, dynamic re-planning
and problem resolution
Extracted from SEI presentation ‘A tutorial on CMMI Process Performance Models’
15 Deploying High Maturity Practices Globally
Sub-process Management
– Statistical management at sub-
processes than overall project level
• Measurements at project level are
masked by behavior of multiple sub-
processes
• Focus on ‘Analysis measures’
– Use statistical methods to analyze,
understand and characterize sub-
process variation
• Control charts, Box and Whisker plots,
Histograms, etc
– Do not simply implement control charts
• Understand the special cause patterns
• Implement in real time
• Investigate for multiple cause systems
16 Deploying High Maturity Practices Globally
Analyzing for Root Causes
– Not just defects and problems
• Achieving or non-achieving of
objectives; and improving
performance
– Look for both types of causes
• Causes of successes and failures
– Reactive as well as proactive
– Sound outcome selection for CAR
analysis
• Using Pareto, Histograms, Box and
Whisker plots, capability analysis
– Judge improvements for statistical
significance when applicable
17 Deploying High Maturity Practices Globally
Composing a process
Composing a process
involves a quantitative
analysis of one or more
alternatives for the project’s
defined process to determine
the probability of achieving
the project’s quality and
process performance
objectives
Delivered Defect Density
Design Review
Design Review
Checklist
Review Method
Preparation rate
Reviewer Skill
Design Defect Density
TestingProduct
Test Cases
Testing Type
Test Coverage
Code Coverage
Tester Skill
Test Defect Density
Code Review
Code Reuse
Review Method
Review and Preparation rate
Reviewer Skill
Code Defect Density
Release
Rework
Coding
Code Review Checklist
Design
RA Method
Complexity
Reqts. Review
RA
Design Method
Reqts. Defect Density
Review Method
Reviewer Skill
18 Deploying High Maturity Practices Globally
Evolution of Process Composition
Level 2− Select right LC
− Identify phases/
processes based
on scope
Level 3− Use past project
learning
− Fine tune
processes/method
s qualitatively
through tailoring
Level 4− Use PPBs for sub-
process selection
− Use PPMs with
controllable factors
− Fine tune sub-
processes/methods
quantitatively
Level 5− Simulations used to
link sub-process
capabilities to
project goals
− Sub-process/
methods selection
based on trade-off
decisions
Still linking sub-process capabilities to goal achievement might be a challenge
19 Deploying High Maturity Practices Globally
Section 3 – Foundational Elements
1. Challenges to High Maturity
2. Intent of HM Practices
3. Foundational elements
4. Deploying HM Globally
5. Recap and Q&A3
20 Deploying High Maturity Practices Globally
Constancy of Purpose
– Focus all actions on one aspect –
meeting business objectives
– Demonstrate High maturity by
building business value
– Target both process as well as
product/service quality
improvements
– Maximize structured decisions
based on data
– Eliminate waste – do not over do
• Decision processes, Causal
analysis, Statistical analysis, Sub-process
management and model development
21 Deploying High Maturity Practices Globally
Systems Thinking
Processes are Interconnected
– Multiple sub-processes need to be monitored to validate
achievement of objectives
– Multiple measures and factors needed to understand a sub-
process
Never attempt implementing HM PAs in isolation
– OPP, QPM, OID and CAR – all are highly inter-related
– HM PAs interact with lower level PAs
22 Deploying High Maturity Practices Globally
HM Process Interactions
QPPO – Quality and Process Performance Objectives
QPPO
QPPOOU level
OPP
OID
DAR
CAR
QPPO
Project Level
QPPO
Sub-Process
Objectives
QPM
CAR
QPM
CAR
‘Quantitative Control’
‘Statistical Control’
PPM
PPB
Set of sub-processes
OU level
PPM
PPB
Set of sub-processes
MAMA
IPM
RSKM
RSKM
OPD
VER
VAL
PMC
PP
MADAR
RD, TS
23 Deploying High Maturity Practices Globally
Robust Measurement System
– Automation is critical for HM
Initiative’s success
• Enhances data quality aspects;
• Facilitates timely analysis and actions
– Inferential analysis is critical in High
Maturity journey
• Analysis done more often;
• Inferential analysis as against status
reporting
– Facilitates real time analysis and action
• Data collection, data analysis, Root
cause analysis and taking corrective
action in real time
24 Deploying High Maturity Practices Globally
Robust Measurement System (cont’d)
– Granularity and quality of data
• Granularity of data collection needs to be
at the right level
• Increased usage levels of
progress, success and analysis
indicators
• Quality of data collected
– Optimize cost of data collection
and analysis
• More granularity only for those sub-
processes selected
• Sub-processes and measures aligned to
the objective – instrument them as
needed
25 Deploying High Maturity Practices Globally
Enablers for Initiative’s Success − Survey
0
2
4
6
8
10
12
14
# R
esp
on
de
nts
Enablers for Delivery Excellence
Based on a short survey conducted by the author across IT industry in March 2010.
26 Deploying High Maturity Practices Globally
Infrastructure
Constancy of Purpose
Integration
Rewards and Recognition
Iterative Approach
• Core team
• Virtual team
• Goal Deployment
• Metrics program alignment
• Integrated Initiatives
• Business Integration
• Positive Reinforcement
• Iterate for Quick Wins
Foundation for Initiative’s Success
27 Deploying High Maturity Practices Globally
Critical Elements of Initiative Process
Implement
Celebrate &
LearnPrepare
Strategy
Develop
Capability
Readiness
Assessmen
t
Initiative
Design
Impact
Analysis
Detailed
Planning
Monitoring
Communication
Education & Training
Stakeholder Involvement
28 Deploying High Maturity Practices Globally
Section 4 – Deploying HM Globally
1. Challenges to High Maturity
2. Intent of HM Practices
3. Foundational elements
4. Deploying HM Globally
5. Recap and Q&A4
29 Deploying High Maturity Practices Globally
HM Capability Development
HM Capability
Development
Strategy
Models and
Baselines
Deployment
ManagementAssets
HM
Communit
y
Capability
Assessme
nt
− Interim Checks
− Coach Qualification
− Best Practice Sharing
− Enable reuse
− Training
− Guidance
− Planning
− Execution
− Development
− Reviews
30 Deploying High Maturity Practices Globally
Training
Team
Members
Project
Managers
Model Developers
& Coaches
Team
MembersQuality
Managers
− Introduction to HM Concepts
− High Maturity Workshop for Managers
− Advanced Metrics and Statistics
− Introduction to HM Concepts
− HM Deployment Management
31 Deploying High Maturity Practices Globally
HM Roles
HM
Consultant
Model Developers
and HM Coaches
Project Managers
Team Members
− Having experience in HM implementation/consulting
− Either groomed within the Organization/or in the region
− Completed ‘Advanced HM Training’ and passed
an ‘Exam’
− Successfully completed ‘High Maturity
Workshop for Managers’
− Introductory courses in High Maturity
Concepts
32 Deploying High Maturity Practices Globally
– Effectiveness of High Maturity
Deployment is impacted by various
factors within
the Organization
• Organization Context
• Process Improvement history
• Foundations for ML2 and ML3 for High Maturity
• Modeling and Baseline considerations
• Resourcing considerations
– HM Initiative to be managed as a project
in an iterative life cycle
HM Deployment Management
33 Deploying High Maturity Practices Globally
Approach to High Maturity
– HM Planning
– HM Initiative Duration Estimation
– Training & Qualification
– Initial Gap Analysis
– Create PPMs and Baselines
– Deploy processes
– HM Coaching
– HM Interim Checks
• HM Risk Assessment Grid
– SCAMPI-B Appraisal
– PIIDs
– SCAMPI –A
Appraisal
HM Initiative Duration
Plan Execute Appraise
34 Deploying High Maturity Practices Globally
HM Risk Assessment Grid
Target Grid Mapping
HM Code Check item Attributes
Grid Attributes
Risk Reporting
35 Deploying High Maturity Practices Globally
Section 5 – Recap and Q&A
1. Challenges to High Maturity
2. Intent of HM Practices
3. Foundational elements
4. Deploying HM Globally
5. Recap and Q&A5
36 Deploying High Maturity Practices Globally
Recap
Understanding the
challenges and intent of
High Maturity practices helps
structure our actions for
deployment effectively.
Adequate focus on the
foundational elements help
not only enhancing the
business benefits, but also
accelerate the HM
deployment.
37 Deploying High Maturity Practices Globally
Questions?
M. Kaliappan
HP Best Shore Application Services
Hewlett-Packard
HP Avenue, 39/40 Electronic City,
Bangalore – 560100
+91 80 26182123
38 Deploying High Maturity Practices Globally
Outcomes that matter.
39 Deploying High Maturity Practices Globally
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