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

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 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

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

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

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

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

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

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 ?

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

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).

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

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

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

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

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

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

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

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

CMMI Maturity Profile

Organisational Size

Appraisals by Continent

Move between Levels

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)

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

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

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)

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

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

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

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

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