PIID creation process – how to raise its maturity? · PIID creation process – how to raise its...

© 2006. Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.

V1 2006-06-12

© 2006

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PIID creation process – how to raise its maturity?

European SEPG, Amsterdam, 15th June 2006

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The Vector Group today

Vector CANtech

Michigan, USA

64 employees

Vector France

Paris, France

11 employees

Vector Informatik

Stuttgart, Germany

378 employees

Vector Japan

Tokyo and Nagoya, Japan

65 employees

Vector Group585 employeesDate: April 2006

Vector Consulting

Stuttgart, Germany

60 employees

Vector Scandinavia

Gothenburg, Sweden

7 employees

CustomerCenter NorthBraunschweig

CustomerCenter South

Munich

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Strategic Business Fields

Vector supports the networking of electronic systems with tools, software components and engineering services.

For the development of electronic control units Vector offers tools for the development, calibration and diagnostics as well as software components and development services.

Vector supports the development process of electronic systems in the automotive area with consulting services as well as process tools.

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Agenda

What does it mean creating PIIDs?

New approach for PIID creation

Phases of the PIID creation process

Conclusion

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Agenda




Conclusion

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What are PIIDs good for?

Definition of PIIs:

Practice Implementation Indicators (PIIs) are footprints resulting from practice implementation.

PIIDs support the appraisal team to conduct the appraisal effectively and efficiently.

Real-World Hint: Having bad PIIDs is worse than having no PIIDs.

Process descriptions

PII Database

(PIID)

Documents Tools Oral/Written statements

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Impact of PIIDs

Good PIIDs

PIIDs are finished before the initial document review and readiness review start.

PIIDs contain the appropriate documents for showing practice implementation and the appraisal team can rely on it.

Requests by the appraisal team concerning the PIIDs are closed by the PIID creator at agreed milestones.

Bad PIIDs

PIIDs are not finished on time.

Projects and the organization are not represented adequately by the PIIDs and the appraisal team feels uncertain regarding judgement.

The appraisal schedule must be revised, because discussions withPIID creators take too much time.

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Agenda




Conclusion

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PIID creation on higher Capability Level

Creating PIIDs effectively end efficiently means applying Capability Level 2.

Understanding Capability Level 2 as a set of requirements, theylead to a detailed process with different phases and work products.

Activities for PIID creation

Generic Practices GP 2.1 to GP 2.10

PIID creation as a process on CL2

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Analysis of Capability Level 2 requirements

General Impact of generic Practices on PIID creation (CL 2):

GP 2.2

GP 2.3

GP 2.4

GP 2.1

GP 2.5

GP 2.6

GP 2.7

GP 2.8

GP 2.9

GP 2.10

= has impact

= no impact

PIID creation

The PIID creation process

must be planned and tracked.

needs clear responsibility and skilled resources.

needs close stakeholder involvement.

forces work products to be put under configuration management.

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Phases of SCAMPI Appraisal

PIID creation

Start of SCAMPI

Concept of PIID creation process

SCAMPI Appraisal

Plan and Prepare for Appraisal Conduct Appraisal Report

Results

...

Readiness Review

Final Findings

PIID Creation I

PIID Creation IV

PIID Creation III

PIID Creation II

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PIID creation

Phases and milestones for PIID creation

Implementing generic PIIDs


Readiness Review

Final Findings

Start of SCAMPI

Maintaining PIIDs

Implementing PIIDs

Preparing PIID implementation

Generic mapping of the organization’s processes to CMMI is done.

Plan for the activities during implementation and maintaining of PIIDs in detail.

Mapping of project’s and organization’s specific documents to CMMI is done. Revise PIIDs based on

appraisal team’s feedback.

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Agenda




Conclusion

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Phase Implementing generic PIIDs I/III

Impact of Generic Practices on Implementing generic PIIDs:

GP 2.2

GP 2.3

GP 2.4

GP 2.5

GP 2.6

GP 2.7

GP 2.8

= has significant impact

= no significant impact

PIID creation


PIID-Creator:

CMMI and process knowledge

Clear responsibility and resources

Generic PIID will change due to different reasons (e.g. process improvement).

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PIID creation


Readiness Review

Final Findings

Start of SCAMPI

Generic PIIDs

Phase Implementing generic PIIDs II/III

Process descriptions

Preparing PIID implementation Implementing PIIDs Maintaining PIIDs

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Phase Implementing generic PIIDs III/III

Real-World Example: Excerpt of a generic PIID (PA REQM)

General hints for implementing generic PIIDs:

Generic PIIDs should document one preferred DA and a set of typical ones.

Generic PIIDs usually do not contain IAs.

REQMSG 1 Manage Requirements DA could be Preferred DA Suggested Comment for DA

could be

SP 1.1 Obtain an Understanding of Requirements

Contracting, Customer Specification Contracting Side 1 (chapter 1.1) of the contracting shows usually a signature of the project's client as commitment to requirements (Chapter 2.1).

SP 1.2 Obtain Commitment to Requirements

Kick-off Protocoll , Checklist Customer Specification, Change Request List (CRL)

Kick-Off Protocol See list of participants in the upper part of the protocol.

... ... ... ...

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Phase Preparing PIID implementation I/IV

Impact of Generic Practices on Preparing PIID implementation:

GP 2.2

GP 2.3

GP 2.4

GP 2.5

GP 2.6

GP 2.7

GP 2.8



PIID creation



PIID Creation Plan:

shows timeslots for every mapping from PA to project or PA to organizational level

documents the estimated efford for every PA a PIID is created for

clarifies the involvement of stakeholders during implementing and maintaining PIIDs(e.g. project manager, appraisal team)

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PIID creation

Phase Preparing PIID implementation II/IV


Readiness Review

Final Findings

Start of Scampi

Information from Appraisal Input:

Appraisal focusProjects...

PIID creation plan:Timeslots for projectsResponsibilityInvolvement of stakeholders

Maintaining PIIDs


Preparing PIID implementation Implementing PIIDs

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Phase Preparing PIID implementation III/IV

Real-World Example: Estimated efforts and work breakdown structure

Estimation rationale is true only for this sequence of PAs.

Implementing PIIDs Maintaining PIIDs

Feedback AT

PA Estimated Efford CMMI ML2(h / project)

REQM 8PP 10PMC 6SAM 5MA 4CM 4PPQA 3Close open issues of PIID implementation

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Revise PIIDs after 1. readiness review

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Revise PIIDs after feedback of appraisal team

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Phase Preparing PIID implementation IV/IV

Real-World Example: PIID creation plan CMMI Level2 Appraisal:Project 1 Project 2 Project 3 Project 4 Project 5

Braatz (VC) Döttling (VC) Döttling (VC) Braatz (VC) Braatz (VC)Date Appraisal Plan Absent? Absent? Absent? Absent? Absent?04.05.05 Start of Appraisal05.05.0506.05.0507.05.0508.05.0509.05.05 available vacation available vacation available10.05.05 REQM, PP available vacation available vacation available11.05.05 PP,PMC available vacation available vacation available12.05.05 PMC, SAM available vacation available vacation available13.05.05 MA, PPQA available vacation available vacation available14.05.0515.05.0516.05.0517.05.05 OPL, CM available vacation available available available18.05.05 available vacation REQM, PP available REQM, PP available available19.05.05 available vacation PP, PMC available PP, PMC available available20.05.05 available vacation PMC, MA available PMC, SAM available available21.05.0522.05.0523.05.05 available available available MA, CM available available24.05.05 available available MA, CM, PPQA available PPQA, OPL available available25.05.05 available REQM, PP available available available available26.05.0527.05.05 available PP, PMC available available available REQM, PP available28.05.0529.05.0530.05.05 available available SAM, OPL available available PP, PMC available31.05.05 available available available available PMC, PPQA available01.06.05 Readiness Review available PMC,SAM available available available CM, OPL available02.06.05 available MA, CM available available available available

Projectmanager 1Projectmanager 2 Projectmanager 1 Projectmanager 1

Appraisal Projects

RB ProjecmanagerPIID-Creator

Projectmanager 1

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Phase Implementing PIIDs I/III

Impact of Generic Practices on Implementing PIIDs:

GP 2.2

GP 2.3

GP 2.4

GP 2.5

GP 2.6

GP 2.7

GP 2.8



PIID creation



Implementing PIIDs

The PIIDs must be baselined at specific milestones (e.g. readiness review, release of Master PIID).

The well-skilled PIID Creator implements the PIIDS according to the PIID creation plan.

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Phase Implementing PIIDs II/III

PIID creation


Readiness Review

Final Findings

Start of Scampi

Generic PIIDs PIIDs

Process Descriptions

andProject

Documents

PIID creation plan

Maintaining PIIDs



Master PIID

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Phase Implementing PIIDs III/III

Real-World Examples: Excerpt of a Generic PIID and PIID:

General hints for implementing PIIDs:

Implement PIIDs for a master project first.

Search for one preferred DA and don’t spent much time for IAs.

REQMSG 1 Manage Requirements DA could be Preferred DA Suggested Comment for DA

could be


Contracting, Customer Specification Contracting Side 1 (chapter 1.1) of the contracting shows usually a signature of the project's client as commitment to requirements (Chapter 2.1).

REQMSG 1 Manage Requirements DA Comment for DA IA Comment for IA


Contracting (Doc Nr. 1) Side 1 (chapter 1.1) of the contracting shows the signature of Mr. Meier as the project's client (additionally you can find him in the Stakeholderlist as requirementsprovider, Doc.-Nr. 7). Requirements of this Project can be found in Chapter 2.1.

OPL (Doc.-Nr. 4) In Line #7 and #24 measures resulting by telecons with the requirements provider (Mr. Meier) can be found.

(generic)

(specific)

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Phase Maintaining PIIDs I/III

Impact of Generic Practices on Maintaining PIIDs:

GP 2.2

GP 2.3

GP 2.4

GP 2.5

GP 2.6

GP 2.7

GP 2.8



PIID creation


Implementing PIIDs

The PIIDs must be baselined at specific milestones (e.g. Revised PIID).

Appointments with the Appraisal Team:

The way of communication the open issues has to be agreed on and tracked.

Milestones for revised PIIDs has to be fixed.

Maintaining PIIDs


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PIID creation


Phase Maintaining PIIDs II/III

Readiness Review

Final Findings

Start of Scampi

PIIDsProcess

descriptionsand

Project documents



Master PIID Revised PIID 1

Revised PIID 2

Maintaining PIIDs

PIID creation plan

Open Issues:ActionsStatus ATStatus PIID

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Phase Maintaining PIIDs III/III

Real-World Example: Excerpt of a PIID and appropriate open issues:

General hint for maintaining PIIDs:

F2F is preferred, don’t communicate by means of documents (e.g. Open Issues).

REQMSG 1 Manage Requirements DA Comment for DA IA Comment for IA


Contracting (Doc Nr. 1) Side 1 (chapter 1.1) of the contracting shows the signature of Mr. Meier as the project's client (additionally you can find him in the Stakeholderlist as requirementsprovider, Doc.-Nr. 7). Requirements of this Project can be found in Chapter 2.1.

OPL (Doc.-Nr. 4) In Line #7 and #24 measures resulting by telecons with the requirements provider (Mr. Meier) can be found.

REQMSG 1 Manage Requirements DA IA Action to do Status by

ATStatus by PIID Creator

Comment PIID Creator


Contracting (Doc Nr. 1) OPL (Doc.-Nr. 4) CRL shows, that there must be newer version of the contracting. We would like to see it here.

OPEN

Contracting (Doc Nr.1) is now the one from December 2004 (Newest version). Closed

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Conclusion

Typical PIID creation Proposed PIID creation

Maturity:

Process:

Tools:

capability level 2 Capability level 0 to 1

The PIID creation process:Implementing generic PIIDsPreparing PIID implementationImplementing PIIDsMaintaining PIIDs.

PIID creation is based on uncertain estimations of effort and is driven by ad hoc activities.

The proposed process was applied successfully by Vector Consulting.Approximately 10 applications

Different organizations and Lead Appraisers

Perfectly repeatable process is based on experience and measurement values

Office Tools (e.g. Excel) Assessment tools

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Thank you for your attention.

For additional information about Vector Consulting

please have a look at:

www.vector-consulting.de

Author:

Dr. Arnulf Braatz

Vector Consulting GmbH

Ingersheimer Str. 24

70499 Stuttgart

PIID creation process – how to raise its maturity? · PIID creation process – how to raise its...

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