ETP Confidential

ETP Quality Improvement Program

EQIP IntroductionManish B. MehtaDate: Nov’ 2010

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Topics

1. Why Process.2. CMMI Overview.3. Maturity Levels and Process Areas.4. CMMI Benefits.5. Next Steps.

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Symptoms of Process Failure

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– Late Delivery– Last Minute Crunch– Spiraling Cost

– Management being surprised

– Too Much Rework– Functions do not work correctly– Customer complaints

– People Frustrated– Any one in charge?

Quality Leverage Points

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The Process Management Premise

■ The Quality of a System is highly influenced by the quality of the process used to acquire, develop, and maintain it.

■ This premise implies a focus on processes as well as on products.– This is a long-established premise in manufacturing

(and is based on TQM principles as taught by Shewhart, Juran, Deming and Humphrey).

– Belief in this premise is visible worldwide in quality movements in manufacturing and service industries (e.g., ISO standards)

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Common Misconceptions

■ I don’t need process, I have:– Really Good People.– Advanced Technology.– An experienced Manager.

■ Process:– Interferes with Creativity.– Equals Bureaucracy + Regimentation.– Is not needed when building Prototypes.– Is only useful on Large Projects.– Hinders Agility in Fast moving Markets.– Cost Too Much.

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Why is a Process Important

■ A Process model provides:

– A place to start Improving.– The benefit of a organization prior experiences.– A common language and a shared vision.– A framework for prioritizing actions.– A way to define what improvement means for

an organization.

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How is a Process Model Used

■ A Process model is used:

– To help set process improvement objectives and priorities.

– To help ensure stable, capable, and mature processes.

– As a guide for improvement of project and organizational processes.

– With an appraisal method to diagnose the state of an organization’s current practices.

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CMMI - Overview

■ Capability Maturity Model Integration (CMMI) is a Process Improvement approach that provides organizations with the essential elements of effective processes that ultimately improve their performance.

■ CMMI can be used to guide Process Improvement across a Project, a Division, or an Entire Organization.

■ It helps to process improvement goals and priorities, provide guidance for quality processes, and provide a point of reference for current processes.

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CMMI Staged Representation- Maturity Levels

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What is Maturity ?

■ Definitions vary but mature processes are generally thought to be:

– Well defined.– Repeatable.– Measured.– Analyzed.– Improved.

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CMMI Level 3:

■ CMMI Level 3 or the Defined level is a stage when the processes get institutionalized across the organization. The following are the main characteristics of a Level 3 organization:

– An Software Engineering Process Group or (SEPG) is formed. This group is then responsible to managing the organization processes.

– Quality Management System or (QMS) document is generated which contains documentation regarding all processes. All projects must refer to this QMS and contribute back to it. It is very important as it leads to Organizational Learning:

• Suppose Project “A “has made some process improvement or innovations, these are then fed back to the QMS. So when Project “B” is starting, it automatically shares the best practices of Project “A.” This ensures that organization keeps on improving and all projects share the common process.

– Continuous organizational training ensures that QMS is interpreted in the same way by everybody.

– Engineering and Management activities are more aligned with each other.

– The engineering discipline gets more effective and the capability of the organization to delivery quality products is greatly enhanced.

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Maturity Levels and Process Areas:

Level Focus Key Process Area Result

5Optimizing

Continuous Process Improvement

Organizational Innovation and Deployment Causal Analysis and Resolution

Highest Quality /Lowest Risk

4Quantitatively Managed

Quantitatively Managed

Organizational Process Performance Quantitative Project Management

Higher Quality /Lower Risk

3Defined

Process Standardization

Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Mgmt Risk Management Decision Analysis and Resolution

Medium Quality /Medium Risk

2Managed

Basic Project Management

Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management

Low Quality /High Risk

1Initial

Process is informal and Adhoc  

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SEI CMMI Process Areas

■ A Process Area is a cluster of related practices in an area that, when implemented collectively, satisfy a set of goals considered important for making significant improvement in that area. Its process improvement efforts, that best benefit the organization and its business objectives.

■ Once you select the process areas, you must also select how much you would like to improve the processes and practices support the improvement of processes in individual process areas.

■ The following four categories to understand their interactions and links with one another regardless of their defined level:

– Process Management.– Project Management.– Engineering.– Support.

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Organization of Process Areas:

Category Abbr Process Area

Process Management.

OPFOPDOT

Organizational Process Focus. Organizational Process Definition. Organizational Training.

Project Management.

PPPMCSAMIPP

RSKM

Project Planning. Project Monitoring and Control. Supplier Agreement Management. Integrated Project Management(IPPD). Risk Management

Engineering.

RMRDTSPI

VERVAL

Requirements Management. Requirements Development. Technical Solution. Product Integration. Verification. Validation.

Support.

CMPPQAMADAR

Configuration Management. Process and Product Quality Assurance. Measurement and Analysis Causal Analysis and Resolution Decision Analysis and Resolution.

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Structure of CMMI – Process Areas

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Maturity LevelMaturity Level

Process Area 1Process Area 1 Process Area 2Process Area 2 Process Area NProcess Area N

Generic GoalsGeneric Goals Specific GoalsSpecific Goals

CommitmentCommitment AbilityAbility DirectingImplementation

DirectingImplementationVerificationVerification Specific

PracticesSpecific

Practices

Common FeaturesCommon Features

Creating policiesProcess Improvement

Ensuring necessary resources

Collect, measure and analyze data used to evaluate process

Objective evaluation of conformance

Example of a Process Area

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Manage Requirements

SP 1.1(Specific Practice)

SP 1.2SP 1.3SP 1.4SP 1.5

Institutionalize a Managed Process

GP 2.1(Generic Practice)

CO 1(Commitment to Perform)

Establish an Organizational Policy

GP 2.2AB 1

(Ability to Perform)Plan the Process

GP 2.3 AB 2 Provide ResourcesGP 2.4 AB 3 Assign ResponsibilityGP 2.5 AB 4 Train People

GP 2.6DI 1

(Directing Implementation)Manage Configurations

GP 2.7 DI 2 Identify and Involve Relevant StakeholdersGP 2.8 DI 3 Monitor and Control the Process

GP 2.9VE 1

(Verifying Implementation)Objectively Evaluate Adherence

GP 2.10 VE 2 Review Status with Higher Level ManagementInstitutionalize a Defined Process

GP 3.1GP 3.2

Establish a Defined ProcessCollect Improvement Information

Manage Requirements ChangesMaintain Bidirectional Traceability of RequirementsIdentify Inconsistencies between Project Work and Requirements

The process is institutionalized as a managed process

Requirements Management(Process Area)

SG 1(Specific

Goal)

Purpose(Goal of Process Area)

Requirements are managed and inconsistencies with project plans and work products are identified.

The purpose of Requirements Management is to manage the requirements of the project's products and product components and to identify inconsistencies between those requirements and the project's plans and work products.

Obtain an Understanding of Requirements

Obtain Commitment to Requirements

GG 2(Generic

Goal)

GG 3(Generic

Goal)

The process is institutionalized as a defined process.

Risk Management (RSKM).

■ The purpose of Risk Management (RSKM) is to identify potential problems before they occur so that risk-handling activities can be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives.

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Nos. Risk Management (RSKM) Level 3 - Defined  Specific Goals Specific Practice By Goals

SG 1

Prepare for Risk Management

 

SP 1.1Determine Risk Sources and

CategoriesSP 1.2 Define Risk Parameters

SP 1.3Establish a Risk Management

StrategySG 2

Identify and Analyze Risks

SP 2.1 Identify Risks

SP 2.2Evaluate, Categorize, and Prioritize

RisksSG 3

Mitigate Risks

SP 3.1 Develop Risk Mitigation PlansSP 3.2 Implement Risk Mitigation Plans

Quantitative Project Management.■ The purpose of the Quantitative Project Management (QPM) process

area is to quantitatively manage the project's defined process to achieve the project's established quality and process-performance objectives

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Nos.Quantitative Project Management (QPM)

Level 3 - Defined

  Specific Goals Specific Practice By Goals

SG 1

Quantitatively Manage the Project

 

SP 1.1 Establish the Project's Objectives

SP 1.2 Compose the Defined Processes

SP 1.3Select the Sub processes that Will Be

Statistically Managed

SP 1.4 Manage Project Performance

SG 2

Statistically Manage Sub process Performance

SP 2.1 Select Measures and Analytic Techniques

SP 2.2Apply Statistical Methods to Understand

Variation

SP 2.3Monitor Performance of the Selected Sub

processes

SP 2.4 Record Statistical Management Data

Integrated Project Management.

■ The purpose of Integrated Project Management +IPPD (IPM) is to establish and manage the project and the involvement of the relevant stakeholders according to an integrated and defined process that is tailored from the organization's set of standard processes.

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Nos.Integrated Project Management +IPPD

(IPM)Level 3 – Defined

  Specific Goals Specific Practice By GoalsSG 1

Use the Project's Defined Process

 SP 1.1 Establish the Project's Defined Process

SP 1.2Use Organizational Process Assets for

Planning Project ActivitiesSP 1.3 Establish the Project's Work EnvironmentSP 1.4 Integrate Plans

SP 1.5Manage the Project Using the Integrated

Plans

SP 1.6Contribute to the Organizational Process

AssetsSG 2

Coordinate and Collaborate with Relevant Stakeholders

SP 2.1 Manage Stakeholder InvolvementSP 2.2 Manage DependenciesSP 2.3 Resolve Coordination IssuesSG 3

Apply IPPD Principles

SP 3.1 Establish the Project’s Shared VisionSP 3.2 Establish the Integrated Team StructureSP 3.3 Allocate Requirements to Integrated TeamsSP 3.4 Establish Integrated Teams

SP 3.5Ensure Collaboration among Interfacing

Teams

Precursors to Implementation.

■ This discipline grew out of the need to introduce protocols and guidelines to improve accuracy, effectiveness, and efficiency.

■ Implementing the Information Technology Infrastructure library framework. – Customer Satisfaction and Quality.– Set the Executive Tone at the Top.– Establish Performance Baselines.– Dictate Organizational Objectives.– Define Realistic Goals and Identify Cost .– Establish Metrics and Milestones.

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CMMI - Benefits to the Organization.

■ The Capability Maturity Model® Integration (CMMI) is a process improvement approach that organizations can leverage to improve the consistency, predictability, and cost of their products and product delivery efforts.

■ Most importantly, the organization should adopt CMMI to meet their strategic business needs CMMI framework, the program can be further Explored, Defined, Managed, and Measured.

■ Strategic considerations for adopting the CMMI framework include the need to clarify goals and objectives. If those strategic goals are defined then the CMMI framework should prove beneficial to the organization.

■ The CMMI framework, based on a collection of proven best practices, is recommended for all technology organizations developing product and system solutions.

■ The full development lifecycle in a comprehensive, effective approach that is widely recognized in the quality and process management disciplines as promoting consistency, predictability, and quality.

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CMMI Benefit

■ Schedule.■ Productivity.■ Return on Investment.■ Reduced Cost.■ Decreased Development Time.■ Increased Quality.■ Improved Customer Satisfaction.■ Go from level-1 to level-3 in one giant, easy, low-cost

step. ■ Avoid hundreds of hours of “Busy Work”.  ■ Save a lot of Time, Effort, Stress and Money! 

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Next Steps

■ Formation of SEPG■ Documentation Completion■ Start applying to Projects■ Internal Audits■ External Audits■ Final Assessment

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