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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.

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Presentation on theme: "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."— Presentation transcript:

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:
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: “”

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

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