The Measured Value of CMMI High Maturity · 2017. 5. 19. · SW CMM L2 Overhead is not included....
Transcript of The Measured Value of CMMI High Maturity · 2017. 5. 19. · SW CMM L2 Overhead is not included....
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The Measured Valueof CMMI
M. Lynn PennDirector Process ManagementLockheed Martin Corporation
Information Systems & Global Services
NDIA – November 2009
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Challenge
To BALANCE the cost of implementing process requirements with benefits to the business and customer
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Traditional Advertised Benefits
Productivity Increase Quality Improvement
Defect detection
Replanning – decrease ROI – average – 4:1
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SI - OwegoD
efec
ts p
er K
SLO
C
2000 2002 2004 20072001 2003 2005 20061999
Def
ects
per
KS
LOC
2000 2002 2004 20072001 2003 2005 20061999
1999 2000 2001 2002 2003 2004 2005 2006
Year
SLO
C/L
M
20071999 2000 2001 2002 2003 2004 2005 2006
Year
SLO
C/L
M
2007
Delivered (K)Lates% On-Time
22.6201
99.11%
20.6176
99.14%
19.079
99.59%
% O
n-T
ime
17.9127
99.29%
2004 2005 2006 200799.0
99.1
99.2
99.3
99.4
99.5
99.6
99.7
99.8
99.9
100.0
Delivered (K)Lates% On-Time
22.6201
99.11%
20.6176
99.14%
19.079
99.59%
% O
n-T
ime
17.9127
99.29%
2004 2005 2006 200799.0
99.1
99.2
99.3
99.4
99.5
99.6
99.7
99.8
99.9
100.0
Delivered (K)Defects% Error Free
22.60
100%
20.62
99.99 %
19.00
100%
% D
efec
t Fre
e
17.90
100%
99.0
99.1
99.2
99.3
99.4
99.5
99.6
99.7
99.8
99.9
100.0
2004 2005 2006 2007
Delivered (K)Defects% Error Free
22.60
100%
20.62
99.99 %
19.00
100%
% D
efec
t Fre
e
17.90
100%
99.0
99.1
99.2
99.3
99.4
99.5
99.6
99.7
99.8
99.9
100.0
2004 2005 2006 2007
Software Defect Density Software Productivity
On-Time Delivery (All Products) Performance at Delivery (All Products)
Quality and Productivity
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IS&GS
0Historical CMMI L5
LOC
/ H
our
S/W productivity increased 52% over baseline average capability
Historical CMMI L5
$ /
LOC
S/W cost decreased 23% in Constant 2004 dollars
0.0Historical CMMI L5
Rel
ativ
e $
/ D
efec
t
Defect Find / Fix cost down by 21%
Tren
ds
Process Maturity
SW ProductivitySW Productivity Up 52%
Average Award Fee Average Award Fee Up 4.2Points
SW Development CostSW Development Cost Down 23%
Wrap RateWrap Rate
Defect Find / Fix CostDefect Find / Fix Cost Down 21 %
Down 5.5%
Last updated: 2006 with 2005 Data
Award Fee vs CMM Level
89.0%
90.0%
91.0%
92.0%
93.0%
94.0%
95.0%
96.0%
97.0%
SW CMM L2 SW CMM L3 SW CMM L4 SW CMM L5 CMMI L5
CMM Level
Aw
ard
Fee
%
Award Fee %
History of CMMI-driven Process ImprovementsSW CMM L2: 1993-1995SW CMM L3: 1996-1997SW CMM L4: 1998-1999SW CMM L5: 2000-2001CMMI L5: 2002-2004
Wrap Rate
91.0%
92.0%
93.0%
94.0%
95.0%
96.0%
97.0%
98.0%
99.0%
100.0%
SW CMM L3 SW CMM L4 SW CMM L5 CMMI L5
CMM Levels
Wra
p R
ate
as a
% o
f SW
CM
M L
3
Wrap Rate as a % of SW CMM L3
Note: Near the end of the SW CMM L2 period, the overhead pools were changed. Therefore, a SW CMM L2 Overhead is not included.
Customer Satisfaction
Overhead Costs
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Agenda
Realizing CMMI BenefitsEnablersInhibitors
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Enablers Process Improvement
Operated and managed as a program
Process Architecture Implementation of the Business Strategies Integrated into the Business Rhythm
CMMI – SVC Process as a service/ EPG a service organization
High Maturity Benefits increase exponentially with the HM Tools
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Enablers
People
Process Technology
LMCO Strategic PlanBusiness Unit Strategic Plan
Technology PlanLearning Development PlanProcess Improvement Plan
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Inhibitors
MYTHS, MISCONCEPTIONS, IGNORANCE External Internal
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External Inhibitors Negotiation Challenges
Bid on accurate performance baselines/ historical data Let’s try it for this amount (out of the blue)Try it and MISS
Problems arise – defects are found Maturity Level 5 and have Defects ????? Process not a panacea
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External Inhibitors (cont)
Required operation at Maturity Level 3 just take out that “other stuff”
Teams composed with multiple level companies – forced to use highest level of processes
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Internal Inhibitors
Benefits take too long to be realized Backing stops short Reasons
Large Programs Many Programs Extended Life Cycles
“Price to Win” mentality Bid this to win – regardless of performance
data
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How to Survive
Education External
Set and understand expectation
Internal Executive knowledge and buy in
Understand performance today predicts tomorrow
Consistency Institutionalization with tailoring
PERSEVERENCE