Understanding & Using S/W CMM TCS Confidential Presentation

Understanding & Using S/W CMM TCS Confidential Presentation
For Process Improvement April 17, 2017 TCS Confidential Presentation

TCS Confidential Presentation
Overview Objective of the tutorial Overview of s/w CMM Why CMM What is CMM Implications and benefit of CMM Proposed roadmap for higher maturity level SPI methodology Managing change in an organization Exercise on process improvement April 17, 2017 TCS Confidential Presentation Day 1

Objective To help participants understand SW CMM as a model benefits of SW CMM the roadmap for higher maturity level the approach for software process improvement the process of managing change in an organization April 17, 2017 TCS Confidential Presentation Day 1

Why CMM

The software problem (1 of 2)
The average software program has 40 design flaws that impair employees' ability to use it. The resulting cost of lost productivity can be up to 720%. (Landauer, 1995) According to a 1995 study by The Standish Group: Only 9% - 16% of software development projects are completed on time and on budget. A mind boggling 31% of software development projects are cancelled before completion. About 52% of projects eventually do get completed, but end up costing 189% average cost overrun 222% average time overrun 39% of the average functionality was not implemented 80% of software lifecycle costs occur during the maintenance phase. (Pressman, 1992) April 17, 2017 TCS Confidential Presentation

The software problem (2 of 2)
No Silver Bullet (Fred Brooks 1986) No single software development support tool would produce a true order-of-magnitude improvement in programming productivity “Let’s add more people” seems to be the commonest mistake which project managers make when schedule slips “It takes nine months to bear a child, no matter how many women are assigned” (Fred Brooks) Even in the best of projects where the customer is happy and the system is running LIVE without any major issues, there was a rework effort of about 34% of the overall effort!! (TCS confidential data - early 90s) So is Software Development a Mission Impossible? Why is it so prone to failure? April 17, 2017 TCS Confidential Presentation

Why projects fail or have extensive overruns?
Lack of project management Ambiguous and constantly changing requirements Use of new technologies Lack of user involvement Trying to chase unrealistic targets Lack of appropriate resources and tools Obsolete before completion Lack of training April 17, 2017 TCS Confidential Presentation

Improving efficiency at work
People Business capability A B C D Sdfkfaso iahsf sdfkas askf asfsdf dsk fs asd;fkjas;dkf askfas sdjfkn kjasdf jasdf jsf wdfi w[0din as;dhfi asf; anf[I sadifh ai asidn f af as09 d ahdp uhdf phadf uihdf hdh hf hdf d slasd hasdf uhdf sfs uhasfpuas usf smfd ask as asjas s jasf mm s apd kas ns n knsf nfas asdfj ifa[if99hj p iasd ijsdf jsdfij asdfijs ijsij isad[j ia Process Technology April 17, 2017 TCS Confidential Presentation

What is a software process? TCS Confidential Presentation
A set of activities, methods, practices, and transformations that people use to develop and maintain software and the associated products (CMM). e.g. process to do analysis process to do plan and track the projects process to conduct reviews What is a process? What you do e.g Getting dressed in the morning April 17, 2017 TCS Confidential Presentation

An Immature Process Improvised by practitioners and managers Not rigorously followed or enforced Highly dependent on managers and customers Low visibility into progress Product functionality and quality may be compromised to meet schedule Quality difficult to predict April 17, 2017 TCS Confidential Presentation

An effective software process
Characteristics Defined Owned Trained Supported Followed Monitored Improved Infrastructure mechanism Process documentation Process group Process training Process tools Process enforcement Feedback activities Process improvement Software process maturity is the extent to which a specific process is explicitly defined, managed, measured, controlled, and effective. April 17, 2017 TCS Confidential Presentation

Software Process Improvement
Advantages: Fewer product defects found by customers Earlier identification and correction of defects Fewer defects introduced during the process Faster time to market Better predictability of project schedules and resources April 17, 2017 TCS Confidential Presentation

What Is CMM

Evolution of SW CMM Life history conceived by Watts Humphrey in response to a request for assessing the capability of software contractors SEI maturity questionnaire “Managing the Software Process” Capability Maturity Model, v , v Maturity framework integrates software engineering best practices quality methods of Crosby and Deming (TQM) organizational change Extensive industrial input CMM Workshops, Advisory Board 500+ reviewers April 17, 2017 TCS Confidential Presentation

What is CMM? A common-sense application of process management and quality improvement concepts to software development and maintenance A community-developed guide A model for organizational improvement The underlying structure for reliable and consistent CMM-based appraisal methods CMM is applying TQM to software April 17, 2017 TCS Confidential Presentation

The Five Levels of Software Process Maturity
Continuously Improving Process Focus on process improvement 5.Optimizing 4. Managed Predictable Process Process measured and controlled Managing Change 3. Defined Standard, Consistent Process Process characterized, fairly well understood Product and Process Quality 2. Repeatable Disciplined Process Can repeat previously mastered tasks Integrated Engineering Process 1. Initial Unpredictable and poorly controlled Project Management April 17, 2017 TCS Confidential Presentation

THE CMM STRUCTURE April 17, 2017 TCS Confidential Presentation

THE CMM STRUCTURE The Common Features Include ... Commitment to perform The actions the organization must take to ensure that the process is established and will endure Ability to perform The preconditions that must exist in the project or organization to implement the software process competently Activities performed The roles and procedures necessary to implement a key process area April 17, 2017 TCS Confidential Presentation Day 1

THE CMM STRUCTURE The Common Features include ... Measurement and analysis The need to measure the process and analyze the measurements Verifying implementation The steps to ensure that the activities are performed in compliance with the established process April 17, 2017 TCS Confidential Presentation Day 1

INITIAL LEVEL Software Management is a Black Art In Out Requirements flow in; product flows out Performance driven by competence and heroics of the people doing the work April 17, 2017 TCS Confidential Presentation

THE KEY PROCESS AREAS - LVL 1
Initial (Lvl 1) NO KEY PROCESS AREAS April 17, 2017 TCS Confidential Presentation

Understanding the Initial Maturity level
Performance driven by the competence and heroics of the people doing the work High quality and exceptional performance possible so long as the best people can be hired Unpredictable - for good or ill The major problems facing the software organization are managerial, not technical April 17, 2017 TCS Confidential Presentation

REPEATABLE LEVEL Project Management System is in Place Out In Process of building software is a series of black boxes with defined checkpoints (milestones) Software project management processes are documented and followed. They are guided by organizational policies April 17, 2017 TCS Confidential Presentation

Repeatable (Lvl 2) Software Configuration Management Software Quality Assurance Software Subcontract Management* Software Project Tracking & Oversight Software Project Planning Requirements Management * OPTIONAL April 17, 2017 TCS Confidential Presentation

Understanding the Repeatable Maturity Level
The Predominant need is to establish effective software project management. Software project management processes are documented and followed. Organizational policies guide the projects in establishing management processes. Successful practices developed on earlier projects can be repeated. April 17, 2017 TCS Confidential Presentation

DEFINED LEVEL Managed according to a well - Defined Process Out In Builds on Project Management Foundation Roles and Responsibilities in the process are understood Outputs of one task flow smoothly into the inputs of the next task April 17, 2017 TCS Confidential Presentation

Defined (Lvl 3) Peer Reviews Intergroup Coordination Software Product Engineering Integrated Software Management Training Program Organization Process Definition Organization Process Focus April 17, 2017 TCS Confidential Presentation

Understanding the Defined Maturity Level
This level builds on the software project management foundation. To control a process, it must be defined, documented, and understood. At this level, the organization builds processes that empower the individuals doing the work. April 17, 2017 TCS Confidential Presentation

MANAGED LEVEL Product & Processes are Quantitatively Managed In Out Management has an objective basis for making decisions using statistical process control Management is able to predict performance within quantified bounds April 17, 2017 TCS Confidential Presentation

Managed (Lvl 4) Software Quality Management Quantitative Process Management April 17, 2017 TCS Confidential Presentation

Understanding the Managed Maturity Level
Quantitative goals set by the organization for products and processes Organizational measurement program Software processes are instrumented with well defined and consistent measurements Process capability quantifiable and predictable April 17, 2017 TCS Confidential Presentation

OPTIMIZING LEVEL Focus - Continuous Process Improvement In Out Disciplined change is a way of life April 17, 2017 TCS Confidential Presentation

Optimizing (Lvl 5) Process Change Management Technology Change Management Defect Prevention April 17, 2017 TCS Confidential Presentation

Understanding the Optimizing Maturity Level
Focus on continuous process improvement Strengthen the process proactively with the goal of preventing occurrence of defects April 17, 2017 TCS Confidential Presentation

Maturity Levels cannot be skipped
Processes at higher maturity levels may be performed, although perhaps ineffectively, even by organizations at the Initial Level. Process capability is built in stages, since some processes are ineffective when others are not stable. Each level provides a necessary foundation for improvements undertaken at the next level. April 17, 2017 TCS Confidential Presentation

Implications & Benefits of CMM

CMM Architecture April 17, 2017 TCS Confidential Presentation

Implications with benefits of CMM
Level 2 Project level documentation; stable estimating, planning and monitoring processes Problems are recognized and corrected as they occur Commitments are understood and managed Level 3 Organisation wide integrated management and engineering processes problems are anticipated and prevented, or impacts are minimized project groups work together training is planned and provided according to roles April 17, 2017 TCS Confidential Presentation

Implications and Benefits at Level 2
A basic Quality Management System is established A Software Quality Assurance Group is put in place Estimation, Planning and tracking practices are established in projects Configuration management and Sub-contract management is in place Independent view of quality Objective subcontractor data and information Tracking and re-planning data are treated as an asset Risks are tracked and kept visible Product activities are based on approved and understood requirements Activities for managing the requirements is kept visible April 17, 2017 TCS Confidential Presentation

Implications and Benefits at Level 3
Software Engineering Process Group is put in place Processes are defined, documented and used “Say what you do; do what you say.” Inter-group coordination between projects and supporting groups is formalized with Service Level commitments for various activities Inspection methods are formalized and used Training and orientation practices are in place Product Engineering practices (including thresholds) are defined and implemented Defect found earlier at lower cost; Data available for use in defect removal models Issues do not drag on unresolved issues and impede progress Cross group knowledge increases Consistency across work products Flexible processes to meet project needs Skilled and knowledgeable personnel April 17, 2017 TCS Confidential Presentation

Implications with benefits at level 4 & 5
processes are quantitatively understood and stabilized management has an objective basis for making decisions management is able to predict performance within quantified bounds Level 5 Disciplined change is a way of life processes are continuously and systematically improved common sources of problems are understood and eliminated Everyone is involved in process improvement April 17, 2017 TCS Confidential Presentation

Proposed Roadmap

Proposed Roadmap for achieving higher maturity levels
Identify where you are ‘If you don’t know where you are, a map won’t help’- Humphrey Identify where you want to go ‘If you don’t know where you are going any road will do’ - Chinese proverb Set up an SPI Action Plan Assign resources and responsibilities Track progress Conduct Assessments Continuously improve Commitment from Senior management Policies Rewards Ensure middle management commitment Overseeing implementation of various KPAs April 17, 2017 TCS Confidential Presentation

Proposed Roadmap for achieving higher maturity levels (contd)
A basic Quality Management System is established A Software Quality Assurance Group is put in place Estimation, Planning and tracking practices are established in projects Configuration management and Sub-contract management is in place Independent view of quality Objective subcontractor data and information Tracking and re-planning data are treated as an asset Risks are tracked and kept visible Product activities are based on approved and understood requirements Activities for managing the requirements is kept visible April 17, 2017 TCS Confidential Presentation

Software Engineering Process Group is put in place Processes are defined, documented and used “Say what you do; do what you say.” Inter-group coordination between projects and supporting groups is formalized with Service Level commitments for various activities Inspection methods are formalized and used Training and orientation practices are in place Product Engineering practices (including thresholds) are defined and implemented Defect found earlier at lower cost; Data available for use in defect removal models Issues do not drag on unresolved issues and impede progress Cross group knowledge increases Consistency across work products Flexible processes to meet project needs Skilled and knowledgeable personnel April 17, 2017 TCS Confidential Presentation

Moving from level 2 to Level 3
Organization’s Standard Software Process (OSSP) Selection of life cycle model Tailoring Guidelines Project’s Operational Process Process Assets and Process DB Requirements Project Plan Planning, tracking, estimating data April 17, 2017 TCS Confidential Presentation

An organization wide metrics program is in place Statistical Process Control (SPC) used for better insight of the processes Training and orientation in SPC is planned and implemented Product and process quality managed by comparing actual measures to expected values of mean and variance (based on past performance) Corrective and Preventive actions are planned and implemented to eliminate the special causes Process Capability is understood Capability baselines can be used to set goals Project processes are improved Quality goals are based on data Goals are managed April 17, 2017 TCS Confidential Presentation

Examples of management by data
UCL 4 3 Hours per call LCL 2 Time SEI CMU Pittsburgh (Introduction to CMM) April 17, 2017 TCS Confidential Presentation

Optimizing at Level 5 Improvement in average turn-around time 4 Prev UCL 3 Hours per call Prev LCL 2 New UCL New LCL Time SEI CMU Pittsburgh (Introduction to CMM) April 17, 2017 TCS Confidential Presentation

Focus on defect prevention rather than defect detection by analysing common errors Tools for conducting causal analysis are identified and people are trained on these Setting up of Technology and Process Change Management groups aligned with business goals Cost benefit analysis of proposed process and technology changes is a continuous process Involving everyone in continuous process improvement Focus on use of more powerful tools and methods Defect types are prevented Processes revised based on data and analysis Continuous focus on managed technology change Process improvement is everyone’s job Process improvement is continuous April 17, 2017 TCS Confidential Presentation

Software Process Improvement

SPI : Stages Gap Analysis Planning, Dev & Dep Assessment Gap Analysis Report Dashboard Improvement April 17, 2017 TCS Confidential Presentation

SPI : Methodology Gap Analysis Gap Analysis Training Study organization profile, business objectives, current software development environment and practices Identify Goals and define “To Be” State Perform Gap Analysis w.r.t. “To Be” State Identify opportunities for Improvement Prepare high level Action Plan Gap Analysis SPI Planning April 17, 2017 TCS Confidential Presentation

Planning Gap Analysis SPI Plan Resource Detail Plan Milestones Approach Generally two person (1 Lead Quality consultant and 1 quality consultant) continue at the customer site for about weeks About 5 days is required for preparing the action plan document in conjunction with the customer (in case not done in the Q-Analysisl) About 5 days is required for preparing the prioritising action plan, arriving at the detailed schedule and defining the milestones in conjunction with the customer (this includes the change management activities e.g training etc) Fixed price US$40,000 excluding travel, accommodation and other charges (on actuals) in case action plan also needs to be done US$20,000 excluding travel, accommodation and other charges (on actuals) in case action plan completed in QAnalysis T&M US$3000 per day for the Lead Quality consultant US$1000 per day for the Quality consultant excluding travel, accommodation and other charges (on actuals) Benefits to the customer Customer gets an experts view regarding handling the SPI activities which also need to address the change management activities The Q Charter forms the basis for future Software Process Improvement related activities in the organisation Next step Deployment phase Benefits to the customer: Understanding the road-map for desired process maturity Realization of the roles and responsibilities of different functional entities April 17, 2017 TCS Confidential Presentation Day 1

Dev & Dep Detail Plan Check Status Pilot Review Refine Deploy Review Refine Pilot Results Duration Effort Resource Difficulties Issues ROI Define Process Q-Implementation involves consulting for implementing the Action plans determined in the Q-Analysis phase Main activities Plan for the Software Process Improvement Program Consulting services for process definition Review of processes defined in the areas identified for improvement Pilot implementation, where required Review of results and refinement of processes Training Review of the Implementation Plan for quality audit/assessment Scorecard Benefits to the customer : A systematic approach to plan and track the SPI Effective handling of change management Action plan is available to perform the subsequent activities Periodic tracking reports are available (Score card) April 17, 2017 TCS Confidential Presentation Day 1

Managing Change In The Organisation

Managing the SPI Transition The Ideal: Directed Change
DESIRED STATE PRESENT STATE PRODUCTIVITY Rapid Change Ideally when we want to implement Change, the expectation is a ‘STRAIGHT LINE PATH’ TIME April 17, 2017 TCS Confidential Presentation Day 1

Managing the SPI Transition The Alternative: Evolving Change
DESIRED STATE PRESENT STATE Adapting Evolution: a State of Transition Implementation PRODUCTIVITY Training and Institutionalizing In reality, because of mechanics involved w.r.t. where, how, when etc. etc. First there is a dip :- because of un-learning the existing learnt ways of working and Then there is a slow rise :- because of learning again in a different /new way of working. This is because of natural consequences of change in the way of working. Reviewing and Undoing Goal Setting and Defining TIME April 17, 2017 TCS Confidential Presentation Day 1

Typical Reaction To Change
ANGER, RAGE E N R G Y BARGAINING ACCEPTANCE STATUS QUO DENIAL TESTING Some of the statements which indicate the ‘STATE OF MIND’ when reacting to a Change 1. STATUS QUO:- I don’t want to change 2. STUNNED PARALYSIS:- What is this thing? 3. DENIAL:- I am not going to do it 4. ANGER, RAGE:- Who the hell they think they are ? Do I really have to do it? 5. BARGAINING:- How much can I do? Do I need to do all of it or Can I get away by doing a part of it ? 6. DEPRESSION:- OK, I am doing this, but I see no benefit in this. 7. TESTING:- Seems to work. 8. ACCEPTANCE:- It worked, Can I try some more ? What can I do to make this better STUNNED PARALYSIS DEPRESSION T I M E April 17, 2017 TCS Confidential Presentation Day 1

Five Elements of Change
VISION :- A clear vision of the desired state and an understanding of the current state SKILL :- The skill to apply the methodologies and technologies of the desired state. BENEFITS :- Clear understanding of the benefits (incentives) that would be achieved with the desired state RESOURCES :- Availability of adequate resources and the willingness to commit the resources PLAN :- A well-thought plan of action to implement change If any of the above element is missing, the change process is impaired. Effective change is comprised of five (5) elements. Each of these elements are all important to the change process. April 17, 2017 TCS Confidential Presentation Day 1

Effects of Missing Change Elements
ACTION PLAN VISION SKILLS INCENTIVES RESOURCES CHANGE ACTION PLAN SKILLS INCENTIVES RESOURCES CONFUSION ACTION PLAN VISION INCENTIVES RESOURCES ANXIETY ACTION PLAN VISION SKILLS RESOURCES SLOW CHANGE ACTION PLAN VISION SKILLS INCENTIVES FRUSTRATION VISION SKILLS INCENTIVES RESOURCES FALSE STARTS Source: Ambrose, 1987 April 17, 2017 TCS Confidential Presentation Day 1

Adopters of Change Early Majority Pragmatists Relate to Technology Driven by Practical Sense Proof of Adaptability Late Majority Conservatives Not Comfortable with Change Uses Established Technology Adapts Slowly to New Technology Needs Support for Use Early Adopters Visionaries Not Technologists Insight to Match Technology to Opportunity Recognizes Need to Change Laggards Skeptics Cannot Stand Change Avoids New Technology Quick to Find Fault Innovators Technology Enthusiasts First to Adopt New Technology Understand Problems April 17, 2017 TCS Confidential Presentation Day 1

Managing Change in an organisation
Organisations on their path to process maturity need extra efforts to implement change resistance to change is an expected state How to manage the change program? Participation - Involve all affected Involve practitioners in reviews and audits Effectively communicate Approach, Deployment and Results Train Pilot major process changes Empower all affected to give suggestions April 17, 2017 TCS Confidential Presentation

Management Sponsorship
Formation of Groups for Process Improvement Allocating budget for Process Improvement initiative Recognizing and rewarding the efforts in SPI April 17, 2017 TCS Confidential Presentation Day 1

Management Responsibility
Encourage the organization to change Provide committed resources As the SPI sponsors, actively manage the change process Involved in planning and scheduling Motivate by providing visibility and recognition Regularly conduct SPI planning and review meetings with the group April 17, 2017 TCS Confidential Presentation Day 1

Empowering Individuals
Each and every individual in the Organization contributes to SPI Mandatory for all Staff to participate in SPI program by giving at least one suggestion per year, which is beneficial to the organization and can be taken up for process improvement Improvement transferred into everyday practice across the organization April 17, 2017 TCS Confidential Presentation Day 1

Exercise 1 Process improvement April 17, 2017 TCS Confidential Presentation

Exercise 2 Causal Analysis & Defect Prevention April 17, 2017 TCS Confidential Presentation

THANK YOU April 17, 2017 TCS Confidential Presentation

Understanding & Using S/W CMM TCS Confidential Presentation

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