1. Transitioning to CMMI from the SW-CMM: Shifting Gears from a Software Process Focus to a Project Management Focus
Introduce myself and talk a little bit about my experience. Project manager, member of SEPG since Instructor, etc.
How many of you are in an SEPG? For how long?
Brian Groarke
SPAWAR Systems Center, San Diego (SSC San Diego)
Systems Engineering Process Office (SEPO)
November, 2003
Introduce SEPO team

2. Objectives of the Briefing
Provide overview of SSC San Diego and SEPO
Discuss the current CMMI transition efforts at SSC San Diego
Transition challenges
Transition approach

3. Space and Naval Warfare Systems Center San Diego (SSC San Diego)
Mission: to be the Navy’s RDT&E, engineering and fleet support center for command and control, communications, ocean surveillance, and the integration of those systems which overarch multi-platforms
Vision: to be the nation’s pre-eminent provider of integrated C4ISR solutions for warrior information dominance
~3,500 civilians, 70 military, and several thousand contractors
Actual funding for FY 03 was ~$1.3 billion
Attained SW-CMM Level 3 in Oct 2000; reassessed at Level 3 Aug 2003
Explain what RDT&E means
Explain what C4I means

4. SSC San Diego Process Improvement Organization
Systems Engineering Process Office
(SEPO)
Core
4 wkyrs
Full -Time
Contractors
5 wkyrs
Full & Part-Time
Department
SPI Agents
10 wkyrs
Full & Part-Time
Instructors
(SEPO/Depts)
.25 wkyrs
Part-Time
Funded by overhead

5. SEPO Products and Services
Maintains SSC San Diego’s Process Asset Library (PAL): Comprehensive web page of software and systems engineering material: at
Facilitates systems process improvement across all SSC San Diego Departments
Conducts training courses
Assists with both internal and external appraisals on organizations and projects to determine best practices and areas for improvement
Maintains Software Community Alias: alias with over 800 members for announcements, requests for assistance
Facilitates Systems Process Improvement Working Group (SPIWG): periodic meetings, seminars, lectures, debates, demos about systems engineering issues
Maintains SEPO Library: Software-engineering related books, guidelines, standards, products, processes, publications, proceedings, articles, videos
Performs Community Liaison: Interface with the software community outside of SSC San Diego, both government and commercial

6. SSC San Diego Organizational PAL:http://sepo.spawar.navy.mil/
Sound: drum roll.
This is the first page of our world-famous Home Page on which we publicly share all our organization’s process assets.
= = = = = = = = =
Each of our Depts is also required to share their process assets with the others in the organization via a PAL.
Can also have PALs at Division and/or Project levels

7. Transition Challenges
Updating current process assets to cover software and systems instead of software only
Updating/reengineering training curriculum
Redesigning SPI infrastructure to support many more projects
Will every project be CMMI Level 3?
Establishing accountability for adoption; measuring compliance and success
Clarifying Project Manager roles and responsibilities

8. Transition Approach SSC San Diego has developed:
Software Engineering Process Policy
Software engineering processes, templates, example documents
Training courses
Software projects have improved their project management and software engineering process maturity
What about non-software projects? Are they operating in accordance with project management and engineering best practices?
Entire organization would benefit from adoption of the CMMI, but where do you start?
Transition to CMMI will affect virtually every project in the organization
Senior management has decided to start by focusing on standardizing technical work processes across the organization as part of our implementation of the Balanced Scorecard
Development of a “Project Management Guide” is the focal point of this effort

9. The Balanced Scorecard
Project Management guidelines support this BSC objective

10. Migrating from SW-CMM to the CMMI
SW-CMM Key Process Areas CMMI Process Areas
Defect prevention Causal analysis and resolution
Technology change mgmt Org. innovation & deployment
Process change mgmt
Quantitative process mgmt Org. process performance
Software quality mgmt Quantitative project mgmt
Org. process focus Org. process focus
Org. process definition Org. process definition
Training program Organizational training
Integrated software mgmt Integrated project mgmt
Risk Management
Software product engr Technical solution
Product Integration
Intergroup coordination Verification
Peer reviews Validation
Requirements Development
Decision Analysis / Resolution
Requirements management Requirements management
Software project planning Project planning
SW project track & oversight Project Monitoring & Control
Measurement and Analysis
Software subcontract mgmt Supplier agreement mgmt
Software quality assurance Product & Process QA
Software configuration mgmt Configuration mgmt
Focus still on continuous improvement
LEVEL 5
OPTIMIZING
LEVEL 4
MANAGED
Focus still on quantitative management
LEVEL 3
DEFINED
Focus still on process standardization
LEVEL 2
REPEAT-
ABLE
Focus still on basic project management

11. Documents being Developed by SEPO
Proposal
Policy: Follow Best Practices!
Project Management Policy
Project Mgmt Plan -
template and examples
Project Management Guide
Proposal Development Guide
Implemented by
supported by
Project Manager job description
1498- like Data

12. SSC San Diego Project Management Guide
Status: Draft completed
V2 dated 8/28/02, updated 8/30/02
V3 dated 9/4/02

13. Principles for Development of the PM Guide
Define SSC San Diego standard project management process for Project Managers to use in the successful execution of a project.
Focus on management responsibilities, not practitioner details. (Audience: primarily Project Manager, and some levels above the Project Manager)
Serve as standard work process
Take advantage of best practices in the CMMI, but DO NOT mention it
Provide simplified method to measure project status; and provide guidance to SSC San Diego upper-level managers in successful oversight of projects.
Be a basis for management, training, Project Manager certification, QA
Be compatible with IEEE12207, EIA632, SPMN’s 16 best practices, Project Management Institute (PMI), and SSC San Diego’s Balanced Scorecard
Be SHORT! Comprehensive. Readable. Usable.
Keep project goals in mind:
quality products, on-time delivery, within budget

14. Key Purposes of the Project Management Guide
Aid in achieving the organization’s Balanced Scorecard strategic objective “Standardize Technical Work Processes”
Move away from “doing SPI” or “doing CMMI” to “following best practices”
Clarify and manage project requirements
Plan and schedule project activities
Apply engineering best practices (software and systems)
Track and control progress

15. Which Projects does this Apply to?
All SSC San Diego projects (new and ongoing) that produce products or services. For example:
Project Product
System development A system
Hardware fabrication Hardware
Concept exploration A concept
Analysis or study A document
System integration An integrated system
Software development Software program
Life cycle maintenance Upgraded systems or software
Support, guidance, assistance Service
Testing, test beds Service
Tailorable to small and large projects
Tier I: “Small” projects; perform all activities in “Basic” PM Guide
Tier II: “Large” (defined by Depts/Divs); perform activities in Advanced PM Guide with added rigor, depth, artifacts
Project management best practices
apply to ALL projects

16. The 5 Project Management Functions *
Initiation
Planning
Control
Execution
Closeout
Initiation. Authorizing the project or phase.
Planning. Defining a plan, refining objectives, and selecting the best of the alternative courses of action to attain the objectives of the project.
Execution. Coordinating people and other resources to carry out the plan.
Control. Ensuring the project objectives are met by monitoring and measuring progress regularly to identify variances from plan so that corrective action can be taken when necessary.
Closeout. Formalizing acceptance of the project or phase and bringing it to an orderly end.
* from the “Project Management Body of Knowledge” (PMBOK)

17. Overlap of PM Functions in a Project or Phase
Executing
Planning
Level of
Activity
Initiation
Closeout
Control
Start
Time
Finish
Initiation
Planning
Execution
Control
Closeout
In a bar chart: I P E Co Cl
Or in shorthand notation:

18. PM Flow Applied to DoD 5000 Phases
(Program A B
Initiation) C
IOC
FOC
Concept & Technology
Development
System Development
& Demonstration
Production &
Deployment
Operations &
Support
Critical
Design
Review
FRP
Decision
Review
Concept
Exploration
Technology
Development
LRIP/OT&E
Pre-Systems
Acquisition
Systems Acquisition
Sustainment A
Init.
Planning
Execution
Control
Close I P E Co Cl B or I P E Co Cl

19. 5 PM Functions and 16 Activities
Function Activity
Initiation 1. Authorize the project or phase
Planning 1. Clarify product requirements
2. Define schedule and costs
3. Identify risks
4. Identify quality approach
5. Organize staff
6. Develop plans
Execution 1. Carry out the plan
2. Select and administer procurements
3. Cultivate teamwork
4. Verify product quality
Control 1. Monitor project performance
2. Manage requirements and configurations
3. Take corrective action
4. Report performance information
Closeout 1. Close the project or phase
PM best practices apply to ALL projects

20. Project Management Functions and Activities
Identify Quality Approach
Develop Plans
Organize Staff
Identify risks
Define Schedule and Costs
Clarify Product Requirements
Planning
Authorize Project/Phase
Initiation
Verify Product Quality
Select and Administer Procurements
Cultivate Teamwork
Carry out Plan
Execution
Measure Project Performance
Report Performance Info
Manage Reqts & Configurations
Take Corrective Action
Control
Close the Project/Phase
Closeout

21. Document Format Basic requirements in regular text
Advanced requirements inside dashed boxes

22. PM Guide Checklist Small project requirements Verification check boxes
Large project requirements

23. How is Project Management Success Determined?
Enterprise Resource Planning (ERP) entries required at key milestones
Checklists reviewed by Dept/Div authority such as
Next-level management
Dept/Div Product Assurance or QA
Project reviews
Other?
Sample status report:
Upper management support and verification will facilitate project management success

24. Transition Challenges
Updating current process assets to cover software and systems instead of software only
We are currently evaluating the scope of required changes
Updating/reengineering training curriculum
We are developing a basic project management training class
Redesigning SPI infrastructure to support many more projects
Redefining role of SEPO in the organization
Will every project be CMMI Level 3?
Two-tiered definition for projects; only Tier II projects would implement CMMI through Level 3
Establishing accountability for adoption; measuring compliance and success
First line managers and middle mangers will be held accountable
Clarifying Project Manager roles and responsibilities
Project Manager position description being revised

25. Summary
Transition to CMMI has caused a rethinking of our entire process improvement approach and philosophy
Focusing on implementing “best practices” vs. implementing CMMI
Many issues to be worked out; we have started to address some
We believe the end result will be improved products and services across the organization

26. Brian Groarke SSC San Diego E-mail: “brian.groarke@navy.mil”
Phone:(619)

27. Acronyms
C4ISR: Command, Control, Communication, and Computers, Intelligence, Surveillance, and Reconnaissance
EIA: Electronics Industry Association
IEEE: Institute of Electrical and Electronics Engineers
SW-CMM: Capability Maturity Model for Software
CMMI: Capability Maturity Model Integrated
ERP: Enterprise Resource Planning
PMI: Project Management Institute
QA: Quality Assurance
RDT&E: Research, Development, Test, and Engineering
SEPO: Systems Engineering Process Office
SPI: Software Process Improvement
SPMN: Software Program Manager’s Network
SSC San Diego: Space and Naval Warfare Systems Center, San Diego

28. Backup Viewgraphs

29. Project Management’s 57 Subactivities
Project identified
PM identified
SSC assets
PLANNING
3.2 Define Schedule & Costs
a.Estimate parameters
b.Identify Life Cycle
c.Identify tasks, phases
d.Identify processes
e.Develop schedule
f.Estimate costs
g.Define resources
h.Identify environment
3.4 Identify Quality Approach
a.Define QA approach
b.Define CM approach
c.Plan peer reviews
d.Determine measures
INITIATION
2.1 Authorize project/phase
a.Determine sponsor needs
b.Determine SSC needs
c.Review SSC environ- ment & guidelines
d.Identify Mgt and team responsibilities
3.1 Clarify Product Reqts.
a.Elicit candidate reqts
b.Analyze reqts
c.Formalize reqts
d Identify Standards
3.6 Develop plans
a.Write plans
b.Reconcile resources
c. Hold peer reviews
d.Get mgmt. approval
3.5 Organize staff
a.Define org structure
b.Identify staff roles
c.Plan contracts
d.Plan comm’s
e.Identify training needs
Project Description
PM prepared
Constraints
Assumptions
3.3 Identify Risks
a. Identify candidate risks
b. Determine risk avoidance.
c. Set reduction/contingencies
d. Determine measures
CONTROL
Revisions
Baselined Requirements
Project Plan
Schedule & Milestones
5.1 Measure Project Performance
a.Collect data
b.Analyze data, determine status
c.Monitor project and process quality
5.3 Take Corrective Action
a.Analyze issues
b.Take action
c.Implement risk plans
EXECUTION
4.2 Select and Administer Procurements
a.Acquire outside support
b.Administer outside support
Revisions
4.1 Carry out Plan
a.Design product
b.Develop product
c.Evaluate the product
d.Review for defects
4.4 VerifyEvaluate Product Quality
a.Implement QA
b.Report work results
5.4 Report Perfor-mance Info
a.Report status
b.Communicate with stakeholders
c.Submit results
5.2 Manage Reqts & Configurations
a.Control project scope
b.Manage product and doc configurations
Completed products
Status measures
4.3 Cultivate Teamwork
a.Acquire staff members
b.Build teamwork
c.Get training
CLOSEOUT
6.1 Close the Project/ Phase
a. Deliver and support
b. Conduct admin closure
c. Close out contracts
Project Status
Delivered product
Archived files

30. Coverage of CMMI Process Areas at Level 2 and 3

31. Coverage of 15 CMMI Level 2 Specific Goals

32. Coverage of 25 CMMI Level 3 Specific Goals