1. Angus MacIntyre Software Engineering Institute Lead Appraiser
CMMI what’s that....?
Angus MacIntyre
Software Engineering Institute Lead Appraiser

2. Agenda Objectives of the presentation Thales Overview
What are you trying to solve
CMMI History, Status & Models
Concerns and Worries
Benefits

3. Objectives of the presentation
The participants will after the presentation be able to state
What does CMMI and SCAMPI stand for
What are the different CMMI models  
What  is involved in SCAMPI assessments 
What are the potential benefits

4. 68,000 employees in 50 countries 11.4bn Euros sales in 2011 Thales
Global reach, local expertise

5. Core Activities
DEFENCE
AEROSPACE
and SPACE
50%
SECURITY
25%
25%

6. Thales Domain Structure 7 domains 4 dual activity (civil and defence)
2 exclusively defence
1 exclusively civil activities
Civil and Defence
DSC
DAO
DAV
DSP
DMS
DLD
DTS

7. Land Defence in the UK What is Land Defence ?
A 100% focus on the Defence market
1650 staff across 9 sites
Core Activities:

8. Land Defence UK What is OPT, ARM & PRV ? 900 staff across 5 sites
Optronics, Armaments and Protected Vehicles
900 staff across 5 sites
Basingstoke
Bristol
Bury St. Edmunds
Glasgow
Swansea
Continued growth over past 5 years
Increased presence in export markets
Unique capability in Optronics and
Armoured Vehicle Integration

9. Some Business Objectives Set in THALES
Probasis
Reduce cost of non quality
Adapt faster to market driven advances in technology
Improve efficiency of projects by reducing cost overrun and delays
Have better visibility of the workload forecast
Develop fixed price subcontracting capability
Establish common practices between different business units (Systems and Platforms) in order to enable people mobility between business units
Have efficient shared functions such as Purchasing, HR, Training, Sales, Finance, etc
Maintain an efficient IT infrastructure to support operation with common tools for project management, engineering and communication
What About Yours ?

10. How Can We Achieve The Business Objectives?
Achieving Business Objectives
means :
Achieving Higher Performance
Obtaining superior outcomes
implies :
Conduct disciplined change management to implement new efficient ways of working
Reduce cost of quality by eliminating or at least reducing rework and waste

11. What is CMMI ? Capability Maturity Model Integrated (CMMI)
CMMI is a list of good practices (“good” from Industry and SEI) organised by themes (Process Area) related to key or critical activities of project development delivery and service.
Concept : you need to master these activities if you want to increase your chance of success and reduce your business risks
CMMI practices address project processes and organisational processes
CMMI can be used to evaluate an organisation using the Standard CMMI Appraisal Method for Process Improvement (SCAMPI).

12. CMMI Models versus Project Types
Project Management
Systems Engineering
Service
Delivery
Software & Hardware
Engineering
Subcontracting / Procurement / Acquisition
CMMI-DEV
CMMI-SVC
CMMI-ACQ
It is useful to have an integrated approach
and a common tool for process improvement,
especially when all these types of projects coexist in the same company

13. CMMI for Development v1.3 Process Areas
Level
Project Management
Engineering
Support
Process Management
5 Optimising
CAR: Casual Analysis and Resolution
OPM: Organisational Performance Management
QPM: Quantitative Project Management
OPP: Organisational Process Performance
IPM: Integrated Project Management
RSKM: Risks Management
RD: Requirements Development
TS: Technical Solution
PI: Product Integration
VER: Verification
VAL: Validation
DAR: Decision Analysis & Resolution
OPF: Organisational Process Focus
OPD: Organisational Process Definition
OT: Organisational Training
PP: Project Planning
PMC: Project Monitoring and Control
REQM: Requirements Management
SAM: Supplier agreement Management
MA: Measurement and Analysis
PPQA: Process and Product Quality Assurance
CM: Configuration Management
4 Quantitatively Managed
3 Defined
2 Managed
1 Initial

14. CMMI for Acquisition v1.3 Process Areas
Level
Project Management
Acquisition Engineering
Process Management
5 Optimising
Support
CAR: Casual Analysis and Resolution
OPM: Organisational Performance Management
QPM: Quantitative Project Management
OPP: Organisational Process Performance
IPM: Integrated Project Management
RSKM: Risks Management
ATM: Acquisition Technical Solution
AVER: Acquisition Verification
AVAL: Acquisition Validation
DAR: Decision Analysis & Resolution
OPF: Organisational Process Focus
OPD: Organisational Process Definition
OT: Organisational Training
PP: Project Planning
PMC: Project Monitoring & Control
REQM:Requirements Management
SSAD: Sollicitation & Supplier Agreement Development
AM: Agreement Management
ARD: Acquisition Requirements Development
PPQA: Process and Product Quality Assurance
CM: Configuration Management
MA: Measurement and Analysis
4 Quantitatively Managed
3 Defined
2 Managed
1 Initial

15. CMMI for Service v1.3 Process Areas
Service Establishment and Delivery
Project and Work Management
Process Management
Level
Support
5 Optimising
CAR: Casual Analysis and Resolution
OPM: Organisational Performance Management
QWM: Quantitative Work Management
OPP: Organisational Process Performance
IWM: Integrated Work Management
RSKM: Risks Management
SCON: Service Continuity
SSD: Service System development
SST: Service System Transition
IRP: Incident Resolution and Prevention
STSM: Strategic Service Management
DAR: Decision Analysis & Resolution
OPF: Organisational Process Focus
OPD: Organisational Process Definition
OT: Organisational Training
WP: Work Planning
WMC: Work Monitoring & Control
REQM:Requirements Management
SAM: Supplier agreement Management
SD: Service Delivery
PPQA: Process and Product Quality Assurance
CM: Configuration Management
MA: Measurement and Analysis
4 Quantitatively Managed
3 Defined
2 Managed
1 Initial

16. CMMI : the Manager ’s Vision
Maturity Level
Characteristics
Business view
Optimising
Continuous and measurable process improvement is a way of life
Quantita-tively Managed 4
Business-oriented process management, the performance of the process is predictable
Defined
The processes defined at the organisation level are tailored to the project. Performance is more predictable
Managed
Project management is more disciplined. Past successes can be expected on similar projects
Initial
Performance is difficult to predict. Practices may not be effective, rely on individuals 5 3 2 1
Time / Cost
Probability
Target I O
Management visibility
Principles of a staged model : the CMM/CMMI are based on 5 levels of maturiy
Level 1 is the level of the heroes : you may succeed your projects being level 1, but your success is due to people, and the customer cannot rely on the organization to repeat such successes unless other heroes are used on projects. Representation : you know what are the inputs, the outputs - not a clear vision of what is done insides the projects.
From L2 to L5, progressively, better definition of what is done : in term of activities, responsibility, internal deliverables, estimation of cost and schedule of tasks. A tracking is set up to compare the current data to the estimates, and analyses are performed to identify the causes of the deviations that can be too optimistic estimates, lack of efficiency of practices, workforce difficulties, ….and to try to solve these problems, either for the project itself, or for future projects
Another aspect relates to the predictability of cost & schedule. As the slide shows, at level 1, the probability to achieve the target is very low. When the maturity is higher, the probability increases.
Another fact must be highlighted : from level 2 project people are much more realistic because they have worked on methods to estimate the activities cost & duration, based on size, complexity, criticality of the system to be produced, .. Their estimate is more precise, but the target is very often higher than at level 1, what leads managers to conclude that there is a regression

17. CMMI Achievement Risks Quality
Continuous Change Management to stay in line with the business needs (Technology and Process)
Risks
Quality
Optimizing
Optimizing 5
Focus on process improvement
Efficient Project Management supported by models and simulation
Quantitatively
Managed 4
Process measured and controlled
Organisational infrastructure to support projects
(tools, processes, data)
Defined
Defined 3
Process characterized for the organization and is proactive
Managed 2
Process characterized for projects and is often reactive
Professional Project Management
Performed 1
Process unpredictable, poorly controlled and
reactive
No « Silver Bullet » ! Just Risk Mitigation for Business Objectives 17

18. Thales Actual Example 2007 : Go for CMMI Lev 3 2006 : CMMI Lev 2
Number of PTR/year
PTR created in this year and corrected
Mean of PTR correction duration/year

19. CMMI Maturity Profile from the SEI (Sept 2010)
CMMI® : Sept 2010
About 6130 appraisals in 4900 organisations since April 2002
75 % outside USA
2 - China : 1475
10- UK : 118
7 - Korea : 176
6- France : 183
1 - USA : 1719
4 – Japan : 324
5 - Spain : 198
9 – Taiwan : 147
8 - Brazil : 167
3-India : 576
Brazil, Mexico, Chile, Colombia, Egypt, Taiwan reported
appraisals are increasing at a rapid rate

20. CMMI Maturity Profile

21. Organisational Size

22. Appraisals by Continent

23. Move between Levels

24. Industries using CMMI Europe : The rest of the world :
Accenture (L3 -> L5)
Alstom (L2)
Alcatel-Lucent (L3)
Atos Origin (L2->L3)
Bosch (L2 -> L3)
Siemens (L2 -> L4)
BAE Systems (L3 -> L5)
The rest of the world :
Lockheed Martin (L5)
Harris (L5)
Northrop Grumman (38 L5)
Cap Gemini ((L2->L5)
Bombardier (L2>L3)
General Dynamics (L3->L5)
Honeywell (L2->L5)
Eurocontrol (L3)
Dassault Aviation (L2)
EADS (L2->L3)
Astrium (L2)
SNCF (L2)
DGA (L2)
Renault (L3)
BNP and Axa (L2->L3)
Raytheon (L5)
Boeing (L5)
TRW (L5)
Motorola (L5)
IBM (L3->L5)
Indra (L3->L4)

25. Swiss Industries using CMMI
Switzerland :
Bombardier Transportation CMMI-DEV v1.2(Continuous):Maturity Level 2
Computer Sciences Corporation CMMI-DEV v1.3(Staged):Maturity Level 3
Credit Suisse CMMI-DEV+IPPD v1.2(Staged):Maturity Level 3
Credit Suisse AG CMMI-DEV v1.2(Staged):Maturity Level 2
IHS (Global) Ltd CMMI-DEV v1.3(Staged):Maturity Level 2
Lösungszentrum des Bundesamt für Informatik und Telekommunikation (BIT) CMMI-DEV v1.3(Continuous):Maturity Level 2
mimacom ag CMMI-DEV v1.3(Staged):Maturity Level 5
NAGRA – KUDELSKI GROUP CMMI-DEV v1.3(Continuous):Maturity Level 2

26. SCAMPI : The Appraisal Method
CMMI &
SCAMPI
Method
Appraisal Team
Appraisal Requirements
Findings,
Recommendations
The
Process
Actual
Practice
Lessons Learned/
Improvements
(Note - There is animation on this page that follows the description.)
Describe the process deployment/process improvement loop that occurs frequently, especially in larger organizations.
State the organization plans for periodic appraisals. An appraisal team is formed to address the scope of the appraisal, uses the model to establish the requirements, looks at the process as documented, and looks at the process as it is practiced in projects and the organization, and from analysis determines the degree to which the process is compliant and institutionalized per the requirements. This information is provided to the organization which analyzes the information to plan for the next round of improvement tasks.
Organization/
Projects
Process
Deployment
Organizational
Process Suite

27. Appraisal Method Classes
Characteristics
Class A
Class B
Class C
Amount of Objective Evidence Gathered (relative)
High
Medium
Low
Ratings Generated
Yes No
Resource Needs (relative)
Team Size (relative)
Large
Small
Appraisal Team Leader Requirements
Lead appraiser
or person trained and experienced
Person trained and experienced
State there are three classes of appraisals. They are described in a requirements document that can be found on the CMMI Web site.
The three key differentiating attributes for appraisal classes are:
degree of confidence in the appraisal outcomes
the generation of ratings
appraisal cost and duration
State that Class C is the least formal. Organizations may choose to use it routinely (maybe monthly).
State that Class B is more formal. Organizations may choose to use it periodically (maybe every 6-12 months).
State that Class A is the most formal. Organizations must use Class A if a rating is desired.
Extracted from Appraisal Requirements for CMMI, Version 1.2 (ARC)

28. SCAMPI Assessment Method
For each CMMI practice, search for relevant data in the organisation, the project or work package documents.
Then, search for the definition of the data, and its associated management process :
1 – in the plans
2 – in the company management system
Interviews are conducted to support understanding and validate the search results
Findings are validated with interviewees before final presentation

29. Misconceptions about CMMI®
Misconception #1: CMMI is prescriptive
Misconception #2: One process cannot work for all projects
Misconception #3: CMMI has high overheads
Misconception #4: CMMI means following a plan rather than changing the plan
Misconception #5: CMMI values process over people

30. Benefits Reducing the opportunity for defects to occur
Data will enable understanding of where a defect was inserted and where it was detected in the lifecycle
Improving predictability of projects
Focus on what is required to get projects back on track earlier in the lifecycle
Robust requirements
Improve profitability

31. Objectives of the presentation
The participants will after the presentation be able to state
What does CMMI and SCAMPI stand for
What are the different CMMI models  
What  is involved in SCAMPI assessments
What are the potential benefits

32. Thank you for taking the time to attend
Questions
Thank you for taking the time to attend