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....
The Measured Valueof CMMI
M. Lynn PennDirector Process ManagementLockheed Martin Corporation
Information Systems & Global Services
NDIA – November 2009
Challenge
To BALANCE the cost of implementing process requirements with benefits to the business and customer
Traditional Advertised Benefits
Productivity Increase Quality Improvement
Defect detection
Replanning – decrease ROI – average – 4:1
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
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
Agenda
Realizing CMMI BenefitsEnablersInhibitors
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
Enablers
People
Process Technology
LMCO Strategic PlanBusiness Unit Strategic Plan
Technology PlanLearning Development PlanProcess Improvement Plan
Inhibitors
MYTHS, MISCONCEPTIONS, IGNORANCE External Internal
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
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
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
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