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

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Presentation on theme: "CMMI what’s that....? Angus MacIntyre Software Engineering Institute Lead Appraiser."— Presentation transcript:

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

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

3 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 4 / Thales Global reach, local expertise 68,000 employees in 50 countries 11.4bn Euros sales in 2011

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

6 6 / Thales Domain Structure 7 domains  4 dual activity (civil and defence)  2 exclusively defence  1 exclusively civil activities Civil and Defence DSCDAODAVDSPDMSDLDDTS

7 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 8 / Land Defence UK What is OPT, ARM & PRV ?  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 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 10 / How Can We Achieve The Business Objectives? Achieving Business Objectives means : Achieving Higher Performance means : 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 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 12 / CMMI Models versus Project Types 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 Subcontracting / Procurement / Acquisition Systems Engineering Software & Hardware Engineering Software & Hardware Engineering Project Management Service Delivery Service Delivery CMMI-DEV CMMI-SVC CMMI-ACQ

13 13 / CMMI for Development v1.3 Process Areas Project Management EngineeringLevelSupport Process Management CAR: Casual Analysis and Resolution OPM: Organisational Performance Management QPM: Quantitative Project ManagementOPP: 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 5 Optimising 4 Quantitatively Managed 3 Defined 2 Managed 1 Initial

14 14 / CMMI for Acquisition v1.3 Process Areas 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 5 Optimising 4 Quantitatively Managed 3 Defined 2 Managed 1 Initial Project Management Acquisition Engineering Level Support Process Management

15 15 / CMMI for Service v1.3 Process Areas 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 5 Optimising 4 Quantitatively Managed 3 Defined 2 Managed 1 Initial Project and Work Management Service Establishment and Delivery Level Support Process Management

16 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 Time / Cost Probability Time / Cost Probability Time / Cost Probability Time / Cost Probability Time / Cost Probability Target I O I O I O I O I O Management visibility

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

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

19 19 / CMMI Maturity Profile from the SEI (Sept 2010) CMMI ® : Sept 2010 About 6130 appraisals in 4900 organisations since April % outside USA 1 - USA : China : India : – Japan : Korea : France : UK : Brazil : Spain : – Taiwan : 147 Brazil, Mexico, Chile, Colombia, Egypt, Taiwan reported appraisals are increasing at a rapid rate

20 20 / CMMI Maturity Profile

21 21 / Organisational Size

22 22 / Appraisals by Continent

23 23 / Move between Levels

24 24 / Industries using CMMI  Europe :  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 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 26 / SCAMPI : The Appraisal Method Organization/ Projects Process Deployment Lessons Learned/ Improvements Appraisal Team Findings, Recommendations Actual Practice Appraisal Requirements The Process Organizational Process Suite

27 27 / Appraisal Method Classes CharacteristicsClass AClass BClass C Amount of Objective Evidence Gathered (relative) HighMediumLow Ratings GeneratedYesNo Resource Needs (relative)HighMediumLow Team Size (relative)LargeMediumSmall Appraisal Team Leader Requirements Lead appraiser or person trained and experienced Person trained and experienced Extracted from Appraisal Requirements for CMMI, Version 1.2 (ARC)

28 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 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 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 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 32 / Questions Thank you for taking the time to attend


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