CMMI, - Verifysoft · 2010-05-19 · CMMI model Capability Maturity Model Integration (CMMISM) ®...

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Copyright© SpirulaTous droits réservés

Copyright© SpirulaTous droits réservés 13/07/2009

CMMI,

Model Driven Testing

and Capitalization


Introduction

• Why are you here ?

• Timetable

CMMI, Model Driven Testing & Capitalization

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Spirula


Stakes

• Lack of visibility into the projects

• Poor accuracy in estimation

• Unused indicators

• Lack of historical information on previous projects which could be reused

• Too much Excel, not enough time to analyze reporting

• Inefficient development processes

Page 4CMMI, Model Driven Testing &

Capitalization

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Pilot


5

Time

Quantity

Plan (Estimate)

Real(Measure)

Forecast(Anticipate)

Alarm

Tolerance(Analyse)

today


Mission

Allow companies to

Measure their Projects by

proposing innovative solutions

To understand the past

To pilot the present

To predict the future


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Spirula Offer


Diagnostic

• Check

• Maturity Level

Training

• CMMi

• Indicator

• Estimation

Consulting

• Process

• PMO

• Coaching

Solutions

• Project Monitoring

• Estimation

• Capitalization

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8

Customers

http://www.credit-agricole.fr/

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Agenda9h30 Welcome and introduction

10h00 CMMI for managers What is CMMI ? For who? How much does it cost ? What is the ROI?...

11h00 Break

11h20 Optimize testing through capitalizationMeasurement and Capitalization make it possible to define more efficient testing strategies.

12h20 Lunch

13h30 Model Driven Testing with Conformiq Qtronic™How to gain time and money with model based testing.

15h00 Break

15h20 Measurement & Capitalization - Demo DDEDemo DataDrill Express : plan the effort to be allocated to new campaigns using historical data

16h20 Discussion

17h00 End


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CMMI for Managers

• Introduction – Stakes

• « IT » models

• CMMI

• Approach, assessments

• Change management

• Return of experience

• Conclusion


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Stakes


CMMI, Model Driven Testing & Capitalization Page 12

Standish Group

• The average cost is 145% of the initial estimated cost

• The average period is 163 % of the initial estimated period

• On average, only 67 % of the specified functionalities is

delivered

Rapport CHAOS

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Do you have these symptoms?

• Missed commitments

– Spiraling costs

– Late delivery to the market

– Last-minute crunches

• Inadequate management visibility

– Too many surprises

• Quality problems

– Customer complaints

– Too much rework

– Functions not working correctly

• Poor morale

– Burned-out people

– Inadequate control of project results

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This is common

• IT department is under pressure - requests are asking for :– More complex

– More performance

– Quicker

– Cheaper

• New technologies make predictions difficult

• There is no « contract » between the customer and IT– The customer changes requirements without accepting the

consequences

• Staff stressed

• A lot of knowledge is not formalized

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What can you do?

• Nothing!

– I like my problems

– I prefer to live with them

– I like to spent my money this way

• Try to solve the problems :

– Understand the cause of the problem

– Imagine a solution

– Implement the solution



The different « IT »

models

SEI CMMI, ISO 9000:2000, ITIL, COBIT, SPICE, …

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Why processes?

Qualitysystem= f (Quality processes)


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How do you want to work?


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OR

?

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Common Fallacies

• I don’t need processes, I have …

– Really good people

– Advanced technology

– Experienced management

• Process …

– interferes with creativity

– introduces bureaucracy and regimentation

– isn’t needed when building prototypes

– is only useful on large projects

– hinders agility in fast-moving markets

– costs too much


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Imagine …

• You organize a conference with the worlds best system developers

• It is THE occasion to capture their best practices

• At the end of the conference, you wish to publish the results

• What do you intend to capture these skills?


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Step n°1

Identify the business areas

• Project management

• Quality Assurance

• Requirement management

• …


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Step n°2

• Organize workshops per business area• Identify, for each of them, the Best Practices

Workshop: Project Management– A good process definition– Clarify the scope of the project – Subdivision of the projects in sub-projects– Training– A guideline– Tools– …


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Step n°3

• Organize the practices in 2 categories :– The generic practices, for all business areas:

• Establish Rules• Plan the process• Provide resources • Assign responsibilities• …

– The specific practices in each business area : • Requirement Management (Manage changes, Commit to requirements..)• Project planning (Determine the scope, Estimate…)• Project Monitoring and Control (analyze the difficulties, action plan..)• Quality Assurance (Process evaluation, Product evaluation..)• …


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Congratulations, you just

re-invented CMMI…!

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Adapted repositories

• Project management

• Qualification

• Organization study

• MODA : Methods and Tools Of Application Development

• ITIL

• Quality Insurance function

• Establish a management quality system


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ISO 9000

PROJECT MANAGEMENT PMI

CMMI ITIL

CObITGovernance IS

ISO 20 000

COMPETENCES

NomenclatureProfession-

employmentCIGREF

SECURITY

ISO 17 799

DEVELOPMENT PRODUCTION



Presentation of the

CMMI model

Capability Maturity Model Integration (CMMISM)

® CMM and CMMI are registered in U.S. Patent and Trademark Office by Carnegic Mellon University.

SM SCAMPI and IDEAL are service marks of Carnegic Mellon University.

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CMMI & Maturity

The staged model


Level 1 : Initial

• Processes are not or poorly defined

• Success relies on key people

• Activities are not documented

• Reality is very different from estimates

• The time of the « heroes »

• Crisis management (delays)

• No capitalization of effort.


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In Out

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Configurationmanagement

Process & Product Quality Assurance

Supplier agreementmanagement

Project Monitoring &Control

Project planningRequirement management

Measurement &Analysis

Project Management Engineering Support Process Management

Managed

Defined

QuantitativelyManaged

Optimizing


Level 2 : Managed

• Management processes are established (defined, diffused and applied)

• Projects are organized and achieved according to the plan

• Projects disciplined but heterogeneous

• Control of forecasts (measures) is implemented

• Processes are repeatable

• Estimates are more reliable

• The quality of life improves.


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In Out

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Page 31

RequirementDevelopment

Technical Solution

Product Integration

Verification

Validation

OrganizationalProcess Focus

Organizational ProcessDefinition

Organizational Training

Integrated Project Management

Risk Management

Decision Analysis& Resolution








Managed

Defined


Optimizing


Level 3 : Defined

• The processes are generalized to the entire organization and adapted by the projects

• The focus is on engineering processes

• Comparison between projects is possible• We take into account the lessons of the past• Capitalization• Re-use


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In Out

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VER - Verification

Check that products and intermediates correspond to their specifications.

Associated risks :

• Product does not meet the specification

• Method of verification non formalized

• Environment for verification not available


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VAL - Validation

Demonstrate that the product has satisfied the purpose for which it is intended in its real

environment.

Risks associated:

• Product not working in the target environment

• Problems emerge very late

• Validation conducted without established criteria, not reproducible for subsequent versions..


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Organizational Process Performance

Quantitative ProjectManagement


Technical Solution

Product Integration

Verification

Validation


Organizational ProcessDefinition


Integrated Project Management

Risk Management









Managed

Defined


Optimizing


Level 4 : Quantitatively Managed

• Validation conducted without established criteria, not reproducible for subsequent versions

• Feedbacks

• Measuring process improvement (quantitative and qualitative)


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In Out

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Organizational Process Performance

Quantitative ProjectManagement

Organizational Innovationand Deployment

Causal Analysis And Resolution


Technical Solution

Product Integration

Verification

Validation


Organizational ProcessDefinition + IPPD


Integrated Project Management +IPPD

Risk Management





Project Monitoring &Controm




Managed

Defined


Optimizing


Level 5 : Optimizing

• Maximum process control

• Measures used for the ongoing optimization of processes


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In Out

http://www.fotolia.com/photos_mini/2005-35/140_F_41706_UnApUeopz0NXCMVoKU9AKzVnoLzeAK.jpg

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Attention

• The CMMI Best Practices tell you

What to Do

but

Not How to do it,

Nor Who has to do it


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Approach and assesment

® CMM and CMMI are registered in U.S. Patent and Trademark Office by Carnegic Mellon University. SM SCAMPI and IDEAL are service marks of Carnegic Mellon University.

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Page 41

Setcontext

Buildsponsorship

Charterinfra-structure

Initiating

Characterizecurrent and desired states Develop

recom-mendations

Diagnosing

Setpriorities

Developapproach

Planactions

Establishing

Createsolution

Pilot/testsolution

Refinesolution

Implementsolution

Acting

Analyzeand validate

Propose futureActions

Learning


Milestones & Benefits


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Plan theCMMI project

Processdesign

Pilot Projects Deployement Capitalization

Firstprocesses

Month+6

Launch of theCMMI project

Month n

Firstsuccess

Month n+12

Project areusing processes

Month n+20

CMMI 2

Month n+24150%

Reliability of the estimates

100%

Nb of bugs

Productivity

Recordedbenefits

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Change Management


Acceptation


Page 44

Statut Quo

Astonishment

Paralyse

Deny

Anger/Rage

Négociation

Depression

Acceptation

TimeI am not concerned!

No way !

We want propositions!

That is insufficient…

It is ok, I’ll get the most out of it

It can only work if…

(Elisabeth Kübler-Ross)

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Deployment tactics


Page 45

• Sensitization

• Training

• Informal Assessment

• Improvement Plan

• Deploy the planned actions

• Change management

• Official Assessment

• Communication


Otherwise


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Change ProjectResources provided

CompetentStaff

Progressrewarded Change

SharedGoals

Resources provided

CompetentStaff

Progressrewarded

No decisiontaken

SharedGoals

Change Project

SharedGoals

CompetentStaff

Progressrewarded

Uncoordinatedactions


SharedGoals

Change ProjectProgressrewarded

Noprogress

Resourcesprovided

CompetentStaff

SharedGoals


Progressrewarded

Repetederrors

CompetentStaff

Depends on individuals

SharedGoals


CompetentStaff

Progressrewarded

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Feedback


Average delay to move up

• Level 1 to2 : 19 months

• Level 2 to3 : 20 months

• Level 3 to 4 : 25 months

• Level 4 to 5 : 13 months

• Total average delay: 6,5 years


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Return on Investment

• Cost: 3,5 to 7% of the R&D budget has to be allocated to the CMMI project – 5% according to the SEI

– 2,5% according to Thales

• ROI :– Alstom 7:1

– SEI 5:1

– Thales 6:1

– Accenture : 5:1 for quality related activities

– Northrop Grumman 13:1 defect prevention


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Examples of Impact

• Quality– Reduced software defects per million delivered SLOC by over 50 percent compared

to defects prior to CMMI(Lockheed Martin Systems Integration)

• Schedule– Decreased avg # of days late from 50 to < 10 (General Motors)

• Productivity– Improved software productivity from a 1992 baseline by approximately 80% at SW-

CMM ML 5 in 1997 to over 140% at CMMI ML 5 in 2001 (Lockheed Martin Systems Integration)

• Overall– Met every milestone (25 in a row) on time, with high quality and customer

satisfaction (Northrop Grumman DES)

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The most « profitable » activities

• Techniques for eliminating defects

• Requirement management

• Reliability of estimates

• Training people


Page 51


Profits

Profit Lev 1 Lev 2 Lev 3 Lev 4 Lev 5

Rework 40% 20% 10% 6% 3%

Accuracy of

Estimates

± 30% à

>100%

± 10% à

± 20%±5% ±3% ±1%

Defects deliverd X ½ X ¼ X 1/10 X 1/100 X

Defect

prevention< 30% 60% 80% >90% 99%

Reuse of

componantsNegligible Negligible Occasionnal >30% >50%

Productivity X 1.5 X 2 X 3-4 X >4 X


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The types of organizations


Page 53


The size of the organizationsBased on the total number of employees in the area evaluated


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Conclusion


5 reasons to adopt CMMI

• CMMI helps your organization to …

1. Improve delivery of product and service performance, cost, and schedule

2. Collaborate with external stakeholders and meettheir expectations in day-to-day activities

3. Provide competitive world-class products and services

4. Implement an integrated enterprise business and engineering perspective

5. Use common, integrated, and improving processes for systems and software


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CMMI

• This is not an End in itself

• The indiscriminate deployment of CMMI does not guarantee the achievement of "business"

• Avoid excesses of Ayatollah

• A well proportioned deployment, not forgetting the human dimension


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Conclusion

• Rewarding for employees

• Reduces stress

• Profitable investment

• Improvement culture


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10h00 CMMI for managers What is CMMI ? For who? How much does it cost ? What is the ROI?...

11h00 Break


12h20 Lunch


15h00 Break


16h20 Discussion

17h00 End


Page 59



Optimise testing

through capitalization

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Optimise testing through capitalization

• Optimize :

– Test Effort

– Coverage

– …

• What data to collect to optimize the next test campaign ?


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Measurement &

Analysis

CMMI – M&A

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Measurement Processes

ISO, PSM, SEI


ISO/IEC 15939 Software Measurement Process


Page 64

ISO/IEC 15939Software Measurement Standard

MeasurementInformation Model

MeasurementProcess Model

« Workproduct » The processes: tasks, roles and responsabilities.

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Measurement Information Model


Page 65

Information Need

Explanation

Graphs

Algorithm for combining measures

and decision criteria

Result

Operations mapping an attribute to scale

Property relevant to Information Needs

Algorithm for combining 2 or more base measuresMeasure an attribute (and only one) with a specific method

Information Product

Indicator

Derived Measure

Base MeasureBase Measure

Attribute

Derived Measure

interpretation

function

model

method

Information Need

Measurable Concept

Entity


Example


Page 66

Balans

% severe pb

Nb. open

Total Nb. Nb. closed

Problems

Nb. Severe open

Interpretation

total - closed

Proportion severe open

counting

% pb / phase

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ISO/IEC 15939 Process Model


Page 67

Deployement Project

EvaluateEstablish

Capability

Technical and Management

ProcessesINFORMATION NEEDS

ANALYSIS RESULTS

ANALYSIS RESULTS AND

PERFORMANCEMEASURES

IMPROVEMENTACTIONS

Scope of Standard

USER FEEDBACK

Plan

Core Measurement Process

ExperienceBase

DatabaseMEASUREMENTPLAN

Perform

Choice of the indicators:Dashboard?

Balanced scorecards ?GQ(I)M ?

Tool


Establish capability


Page 68

Assign resources

Define responsabilities

Obtain the organizations

support

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Plan


Page 69

Integration into the project

processes

Select and specifie

measures

Identifie and define the

Priority Information

Needs

Measurement Plan

Proposed Changes

New Information Needs

Risk management

Goals, problemsProject Environment Improvement actions


Perform


Page 70

Analyse data and develop

« Information Products »

Collect Data

Integrate data collection

procedures

Communicate results

Stored data

User feedback

Information Products

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Evaluate


Page 71

Evaluate measures

and indicators

Enriche knowledge

base

Evaluate IP & measurement

process

Identifie and establish

improvement actions

Improvement actions

Measurement PlanResult of analysisMeasure performanceUser feedback



Organization to

establish

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Measure: different skills

• Analyze needs

• Define indicators

• Design the reporting chain

• Implement indicators

• Produce extractors

• Organize & manage the repository

• Analyze historical data

Using different techniques for the specification of indicators, design of Balanced Score Cards, Dashboards, GQ (I) M, statistical analysis, ETL, ....


Page 73

DESIGN

IMPLEMENTMANAGE


Tools


Page 74

Reporting

Library of Indicators

Measurement Repository

Extractors

Excel XML CSV Database Tools

Management Project Quality & SEPG Integrator

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Select Indicators


The right indicator for the right manager


Page 76

Strategy

Every management level

Tactic

Operationnal

• Business Results• Strategic Plan• Conformity

• Performance• Process and productivity

improvement

• Resources & Cost• Planning & Progression• Product Quality•Customer Satisfaction

Needs different indicators And an appropriate display

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Indicators to do what?

• Alarm:– Exceeding the boundaries.

• Manage an activity, a project :– Budget, real, limits, …

• Process improvement– Analyze historical data and study trends.

– Capitalize the process knowledge

• Communicate and supervise a strategy– One vision, one tool for one group of individuals.

Communication and reporting.


Page 77


Measures have to be

• Selected in order to tell you something important to succeed (ex.: objective, pb, risk, uncertainty)

• Aligned with business objectives in order to create benefits

• Concentrated on the earliest detection for prompt corrective actions

• Used on a regular basis and for decisions

• Well defined in order for everyone to understand and compare them

• Communicated in an unbiased manner


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To succeed …

• Training:

– Measurement Process

– GQ(I)M

– PSM

– BSC


Page 79



Deployment

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Bu

sin

ess

Ob

ject

ives

Period & Deployment cost

• Simple Measures• Few users• Limited data

• Numerous measures• Evolved measures• Multi-sites• Advanced Reporting• Analysis

• Generalization• Complicated measures• Data and reporting multi-sites• Sophisticated executive reporting• Advanced analysis• Links with other systems

+100 000€5 000 €

Deployment

1. Pilot

2. Program

3. Company


Planning

Master Your Projects Page 82

INITIALIZATION MEASUREMENT PLAN

INTEGRATION GO LIVE

LaunchTeam constitutionResources allocationInstallationTrainingKnowledge consolidation

Perimeter definition of the 1st iterationM&A plan construction revision

Data integration (extractors)M&A plan validation with a pilot project

Go startFollow upAdaptation

2-4 weeks 2-3 weeks 8-10 weeks 10-12 weeks

1st iteration : 5 to 6 monthNext iterations : 3 month

Next iteration

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Meet the needs


Needs Actions Deliverable

Audit / Mini-auditKnow the situation Audit / Mini Audit report

Initialize the process Assistance to start-up Awareness meeting, presentation, training

Assistance to designe the measurement plan

Theoretical Measurement Plan

Training Measurement System

Build the measurement plan

Assistance to deploy Spirula DashBoard Operationnal Measurement Plan

Measurement System deployed

Training Spirula DashBoard

Deploy the Measurement Plan

Evaluation/Monotoring deployement

Evaluation report/ Improvement Plan

Measurement System improved

Evaluate/ monotoring Measurement System

83


Traps to avoid

• Indicators not in line with the needs

• Encyclopedic DB, puzzles, financial, not meaning anything

• Designed by « a trainee »

• Complex solution and difficult to maintain

• One single DB for all projects

• Start-up « to big »

• Static measurement plan.


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Measuring tests


GQ(I)M


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Define business objectifs

• Identify the objectives the organization wishes to meet

Example: Maximize software quality


87


Generate questions

• For each business objective, derive one or several questions on whether the goal is reached.

Example:

– Are there any severe defects and / or means detected in operation?

– What are the phases where these defects were injected?

– What is the test coverage?


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Define and develop indicators


89


To help you…

• http://demo.datadrill.info/indicatorexpert/Default.aspx


90

http://localhost/Express/App_UI/Status/Unit.aspx?UnitId=352&ItemId=370&GraphId=4091&View=ItemGraph

http://demo.datadrill.info/indicatorexpert/Default.aspx

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Playtime!!

What titles would you give to the following pictures?



10h00 CMMI for managers

What is CMMI ? For who? How much does it cost ? What is the ROI?...

11h00 Break


12h20 Lunch


15h00 Break


16h20 Discussion

17h00 End


Page 99

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100

Measurement & Capitalization

Demo DataDrill Express



101

Knowledge Base

Capitalization

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http://www.akoba-solutions.com/images/ines.analytics.jpg

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Testimony

• Our program managers spend 50% of their time doing "Excel shit“

• The project data are not centralized, easily accessible or usable

• Generate reports and share information metrics takes too long to decision makers

• Re use data from the past projects is impossible

• We spend more time in putting data in Excel than we spend in project management

• …


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Why Not Excel?

Hard to support multiple users

Burdensome data integrations

Difficult to access easily

Using Microsoft Excel for performance measurement is tempting to many organizations because it appears to be a simple solution the challenges of providing good information to decision-makers.

Microsoft Excel

Macros may help

Available and easy to use

No learning curve

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Microsoft Excel

DataDrill EXPRESS

Why DataDrill?


EXPRESS Automates Your Measurement Plan

EXPRESS Measurement

System

Process Definition

Data Collection

Dashboards and

Graphing

Launch an Out-of-the-Box Measurement Process

Deploy Software Management Best Practices

Manage By Exception

Demonstrate Compliance with Standards and Models

Quickly Initiate New Projects

Integrate and Collect Critical Metric Data

Integration with SEER-SEM

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Demonstration


106

• Alert mail

• Presentation DDE interface

• Indicators for monitoring tests

• Reuse the past

• Collectors

• Reporting Office



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DataDrill Express Components

Telelogic…

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Prices

Team

• 1 admin

• 5 managers

4 995 €

Program

• 2 admin

• 10 managers

7 995 €

Department

• 2 admin

• 10 managers

• 10 executifs

9 995 €


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Graphing - New Graph Factory

109CMMI, Model Driven Testing &

Capitalization

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Evaluation 1

• Proof Of Concept on site– Spirula delegates a consultant on site to work on some specific

issues such as integration issues

– Period : 1 to 4 weeks

– Charges: 3-5 days consulting

– The days of consulting are charged (1.300 € / day)

• Advantages – No installation

– Feasibility Demonstration with the prospects’ data and tools

– Brief review, immediate results


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Evaluation 2

• Testing Program Size– Spirula proposes a test phase with actual implementation of the

tool. This includes skill transfer and support for two people.

– The work is reusable for future deployment.

– Period : maximum 3 months

– The software is paid one month, then leased the following months (1.500 € / month)

– Training and skills transfer are charged

• Advantages – In-depth assessment

– Reuse of the investment


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HardwareRecommended hardware configuration for a system running up to 50 EXPRESS Portal

concurrent users:– Intel Dual Processor or AMD/Intel 64 Bit Processor

– 4 GB of RAM (2 GB minimum for test only – not production)

– 500 MB of free disk spaceAfter the initial 50 users, add 1 GB of RAM for each additional 25 users that are expected to be online concurrently. For example, 100 concurrent users, require 6GB of RAM.

Supported Windows Operating Systems: – Windows Server 2003 (production)– Windows XP Professional (test and demonstration only – not production)

– Windows Vista (test and demonstration only – not production)

Required System Components (must be installed prior to installing DataDrill EXPRESS): – Internet Information Server version 5, 6, or 7

– .NET Framework 2.0

– Microsoft SQL Server (2005 or 2008) • Microsoft SQL Server Express can be used for test or demonstration purposes

• Microsoft SQL Server Management Studio must be installed on the machine where the DataDrill EXPRESS installation is being run.

• Microsoft SQL Server Client tools must be installed on the DataDrill server if the SQL server engine is on a different server

Windows account with permissions to create users and databases in SQL Server - In order to run the configuration utility, which creates and configures the database, the Windows account used to run the install must be able to create users and databases in SQL Server.


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CMMI, - Verifysoft · 2010-05-19 · CMMI model Capability Maturity Model Integration (CMMISM) ®...

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Transcript of CMMI, - Verifysoft · 2010-05-19 · CMMI model Capability Maturity Model Integration (CMMISM) ®...