Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean...

Copyright © 2009, Systems and Software Consortium, Inc.

Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement

Version 2.1 7-1

Understanding the CMMI



Version 2.1 7-2

Topic Outline

• Scope and purpose of the CMMI

• Activities that support the purpose of a given process area

• How Quality Management (QM) relates to CMMI

• QM goals • Behavior exhibited by a

high-maturity organization• What the Software

Engineering Institute (SEI) expects

Friends R

omans

Lend Me

Your Ears



Version 2.1 7-3

CMMI: A Process Maturity Model

Project and Organization

Project

ExecuteProcess

MeasureControlDefine

Improve



Version 2.1 7-4

Process Areas

Six Engineering process areas

2 – Requirements Management (REQM)3 – Requirements Development (RD)3 – Technical Solution (TS)3 – Product Integration (PI)3 – Verification (VER)3 – Validation (VAL)

Staged Maturity Level



Version 2.1 7-5

Process Areas (cont.)

Six Project Management process areas

Basic2 – Project Planning (PP)2 – Project Monitoring and Control (PMC)2 – Supplier Agreement Management (SAM)

Advanced3 – Integrated Project Management (IPM)3 – Risk Management (RSKM)4 – Quantitative Project Management (QPM)




Version 2.1 7-6


Five Support process areas

Basic2 – Configuration Management (CM)2 – Process and Product Quality Assurance

(PPQA)2 – Measurement and Analysis (MA)

Advanced3 – Decision Analysis and Resolution (DAR)5 – Causal Analysis and Resolution (CAR)




Version 2.1 7-7



Five Process Management process areas

Basic

3 – Organizational Process Focus (OPF)

3 – Organizational Process Definition (OPD)

3 – Organizational Training (OT)

Advanced

4 – Organizational Process Performance (OPP)

5 – Organizational Innovation and Deployment (OID)



Version 2.1

Measurement and Analysis

Purpose

To develop and sustain a measurement capability that is used to support management information needs.

– CMMI V1.2



Version 2.1

SG 1: Align Measurement and Analysis Activities

Measurement objectives and activities are aligned with identified information needs and objectives.

SG 2: Provide Measurement ResultsMeasurement results that address identified information needs and objectives are provided.

– CMMI V1.2

MA Specific Goals



Version 2.1

MA Goal Overview

PA: Measurement and Analysis (MA)

Procedures; Tools

MA SG 1: Align Measurement and Analysis Activities

MA SG 2: Provide Measurement Results

Measurement repositoryOPD

Delivered reports PMC

Business information

needsRD PP PMC



Version 2.1

MA Goal 1 Detail




Measurement objectives

Procedures; Tools

EstablishMeasurement

Objectives

1.1

SpecifyMeasures

1.2

SpecifyData Collection

and StorageProcedures

1.3

Measurement specifications

Business information

needs

QPM

SpecifyAnalysis

Procedures

1.4



Version 2.1

MA Goal 2 Detail




Indicators

Analyze Measurement

Data

2.2

CollectMeasurement

Data

2.1

Measurement repository

Measures Delivered reports

Communicate Results

2.4

Procedures; Tools

CM

StoreData andResults

2.3



Version 2.1 7-13

Fundamental Premise

Quality of products is largely determined by the quality of the processes used to develop the products



Version 2.1 7-14

Quality and Performance Objectives

• Achieving objectives depends on successfully establishing an infrastructure that enables and encourages all people in an organization to propose potential improvements

• Improvement proposals are systematically gathered and addressed

• Pilots are conducted to evaluate significant changes

• Best practices and lessons learned are collected and shared



Version 2.1 7-15

Quantitative Management

• Adapts and applies proven process and QM principles to software-intensive systems

• Defines, manages, and controls quality of software processes and work products, so that– Processes perform as expected– Products conform to customer, project, and

organizational requirements

• Depends on collection and analysis of appropriate measures

• Relies on coordination of analysis results across the organization to maximize knowledge

• Supplements traditional project management measurementsSource: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.



Version 2.1 7-16

Quantitative Management Process

Organizational Assets•Goals•Models•Historical Problems•Historical Process Performance

Quality andPerformance

Planning

ProductQuality

Measures

QualityManagement

QMPlan

ProcessControl

ProcessPerformance

Measures

QMPlan

ProjectManagement

ProjectPlan

Project Assets•Customer Needs•Performance Rqmts•Resources

MeasurementDefinitions

QM Plan

Project

Organization

Owner

Feedback for future planning

Indication for Quality

Correction

Indication for Process

Adjustment

Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.



Version 2.1 7-17

Quantitative Management Elements• Quality and

performance planning– Process

performance requirements

– Product quality requirements

• Quality management – Predicting achieved

quality– Projecting outcomes

• Measurement– Measuring achieved

performance

• Process control– Predicting process

performance– Investigating unusual

variation• Project management

– Taking corrective actions

• Organizational analysis– Developing models– Analyzing trends




Version 2.1 7-18

Terms and Definitions

• Quality– Economical conformance to requirements*– Meet needs of customer and user

• Process– Logical organization of people, materials, energy,

equipment, and procedures into work activities designed to produce a specified end result **

– Many dimensions: Level, scope, type• Process level

– Organization: One or more standard process models with supporting assets (e.g., process element descriptions)

– Project: Result of tailoring the organization’s process to achieve the goals of a specific project

* Source: Crosby, Philip B. Quality is Free. New York: McGraw-Hill, 1980.

** Source: Pall, Gabriel. Quality Process Management, 1987.



Version 2.1 7-19

Historical Transition• From people control

– Minimum time, effort, and procedures for every task can be defined

– Time and motion studies are used to ensure optimization

– Process outcomes are deterministic• Failure is due to worker inattention

• To process control– All processes, including engineering processes, have

variation– Performance can be improved by understanding and

managing variation– Process outcomes are probabilistic

• Failure is due to process issues




Version 2.1 7-20

Characteristics of QM

• Focuses on the techniques that provide business value

• Integrates well-understood quality planning and process and QM techniques (e.g., Six Sigma)

• Supported by a systematic program of guidebooks, training, and workshops




Version 2.1 7-21

Quantitative Project Management

Purpose

To quantitatively manage the project’s defined process to achieve the project’s established quality and process-performance objectives.

– CMMI V1.2



Version 2.1 7-22

SG 1: Quantitatively Manage the ProjectThe project is quantitatively managed using quality and process-performance objectives.

SG 2: Statistically Manage Subprocess Performance

The performance of selected subprocesses within the project’s defined process is statistically managed.

– CMMI V1.2

QPM Specific Goals



Version 2.1 7-23

QPM Goal Overview

PA: Quantitative Project Management (QPM)

Subprocess performance

Remedial actions

QPM SG 1: Quantitatively

Manage the Project

PMC

QPM SG 2: Statistically Manage

Subprocess Performance

Performancebaselines OPP

Selected subprocesses

Organizational process

performance objectives

OPP

Process performance

modelsOPP

Measurementrepository OPD



Version 2.1 7-24

QPM Goal 1 DetailPA: Quantitative Project Management (QPM)

QPM SG 1: Quantitatively Manage the Project

QPM SG 2: Statistically ManageSubprocess Performance

Predictions of performance

Subprocess performance

Project performance objectives

Remedial actions

Defined process

project

* QPM SG 1 SP 1.3: Select the Subprocesses that Will Be Statistically Managed


performance objectives

MA

Establish the Project’s

Objectives

1.1

SAM IPM

Compose the Defined

Process

1.2

RSKM MA

ManageProject

Performance

1.4

RSKM

Selectedsubprocesses

Select processes

for SPC *

1.3

Process performanc

e models



Version 2.1 7-25

QPM Goal 2 Detail

PA: Quantitative Project Management (QPM)

QPM SG 2: Statistically ManageSubprocess Performance

Measurement repository

QPM SG 1: Quantitatively Manage the Project Selected

subprocesses

Measures & techniques

Subprocess

performance

* QPM SG 2 SP 2.2: Apply Statistical Methods to Understand Variation** QPM SG 2 SP 2.3: Monitor Performance of the Selected

Subprocesses

MA

SelectMeasures

and AnalyticTechniques

2.1

OPD MA

Understand process

variation *

2.2

PMC

Remedial actions

process

Process capabilitymeasures

Statistical management

data

Monitor process

performance **

2.1

MA

RecordStatistical

ManagementData

2.4

Statistical control data

Performance baselines



Version 2.1 7-26

Organizational Process Performance

Purpose

To establish and maintain a quantitative understanding of the performance of the organization’s set of standard processes in support of quality and process-performance objectives, and to provide the process performance data, baselines, and models to quantitatively manage the organization’s projects.

– CMMI V1.2

SG 1: Establish Performance Baselines and ModelsBaselines and models that characterize the expected process performance of the organization’s set of standard processes are established and maintained.– CMMI V1.2



Version 2.1 7-27

OPP Goal Overview

PA: Organizational Process Performance (OPP)

Organizationalprocessperformanceobjectives

QPM


objectivesOPF

Standard processesOPD

OPP SG 1: Establish Performance

Baselines and Models

Processperformancemodels

OIDQPM



Version 2.1 7-28

OPP Goal 1 Detail

PA: Organizational Process Performance (OPP)

OPP SG 1: Establish Performance Baselines and Models

Selected subprocesses from organization’s standard processes

Process performanc

emodels

Organizational process performance objectives

Organization’s standard measures

Establish quantitative objectives

*

1.1

EstablishProcess

Performance Models

1.5

* OPP SG 1 SP 1.3-1: Establish Quality and Process-Performance

Objectives

Organizational process objectives

Organization’s standard processes

Organizational

process performance

baselines

MA

Establish Process

Performance Baselines

1.4

MA

Establish Process

PerformanceMeasures

1.2

DAR

Select Processes

1.1



Version 2.1 7-29

Performance Measurement

• Common measures are used tocapture the actual performanceof processes and products inindividual projects

• Measurements are analyzed toestablish a distribution and rangeof results

• Results characterize the expected performance of the process when used on any individual project in the organization



Version 2.1 7-30

Organizational Process Performance

Measures, data, and analytic techniquesfor processes and products enable you to

• Determine whether the processes areconsistent, stable, and predictable

• Identify processes that perform withinconsistent bounds and across process implementation teams

• Establish criteria for identifying whether a process or process element should be statistically managed

• Identify processes that show unusual, sporadic, or unpredictable behavior

• Identify any aspects of the processes that can be improved in the organization's set of standard processes

• Identify best practices



Version 2.1 7-31

Intent of CMMI Level 4

• Organizational and customer needs are quantified

• A quantitative understanding of the product and process exists– Process capability: range of expected results– Process performance: actual results achieved

• Statistical methods are applied• Special causes of process variation are

eliminated to stabilize process performance• Product quality is measured throughout the

lifecycle and compared to expected results



Version 2.1 7-32

So What Does Level 4 Mean?

Process• Selected process

elements are quantitatively understood and stabilized

• Sources of individual problems are understood and eliminated

People• Strong sense of

teamwork exists within each project

Measurement• Data definition and

collection are standardized across the organization

• Data are used to understand the process quantitatively and stabilize it

Technology• New technologies are

evaluated on a quantitative basis




Version 2.1 7-33

Cultural Change Is Required

Organization is different when operating at Level 4• Level 4 is process and product measurement

(builds on Levels 2 and 3, project measurement)• Measuring and analyzing change behavior

– Management by numbers, not by “fire fighting”– Drive out fear

Use measurement to monitor and change process, not to threaten people*

Organizational changes need to be managed• Address changes with change management

techniques• Management requires new skills and experimental

approach* Source: Deming, W. Edwards. Out of the crisis: quality, productivity and competitive position.

Cambridge: Cambridge University Press, 1982.



Version 2.1 7-34

Why Are Levels 4 and 5 Difficult?

• Organization must set quantitative business goals– Levels 2 and 3 focused on

generalized improvement– Levels 4 and 5 results are

maximized by goal-driven improvements

• Requires a paradigm shift – Levels 2 and 3 achieved

through conformance– Levels 4 and 5 require

initiative and creativity

• Change in management focus– Levels 2 and 3 focus on

project measurement– Level 4 introduces

process and product measurement

– Levels 4 and 5 seek to understand organizational performance

• New skills are required– Levels 2 and 3 document

existing skills– Levels 4 and 5 require

new measurement and statistical skills




Version 2.1 7-35

What Are the Differences in Behavior?At Levels 2 and 3...• Management reacts

– Conducts comparative rather than internal analysis

– Manages to specifications– Does not understand

process capability

• Measurement program– Data available for

decision makers– Data analyzed at project

level– Data quality often still a

concern

At Levels 4 and 5…• Management anticipates

– Predicts results of critical processes

– Manages process variation and product quality

– Evaluates outcomes relative to capability

• Measurement program– Data used for decision

making– Data analyzed at

organizational and project levels




Version 2.1 7-36

QM Resulting Capability

• Process is predictable because the process is measured and operates within known limits– Capability can be computed

• QM allows for predictive trends in process and quality within quantitative bounds and allows for corrective action when limits are exceeded

• Products are created with predictably high quality




Version 2.1 7-37

Topic Summary

• CMMI is a process maturity model incorporating quantitative and process management concepts

• Level 4 is more than measurement program enhancement– Selected process and product

measurement data is used quantitatively to manage the project

– Statistical methods must be used

• Organization needs to understand and nurture behavioral and cultural changes while providing required infrastructure and skills

Copyright © 2009, Systems and Software Consortium, Inc. Introduction to an Integrated Lean...

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