How did we achieve CMMI?

ISA Case Study

Lara Osório - ISA, Intelligent Sensing Anywhere

Agenda

ISA – Company Presentation

How did we achieve CMMI level 2?

Critical success factors

Difficulties

Solutions

Conclusions and Lessons learned

ISAWhat we do?

International reference in real time remote monitoring solutions specialized in the Energy, Environment, Oil & Gas markets.Solutions

Hardware

Software

Customer Service and Support

Business Areas

Oil & Gas

Energy

ISAGeneral Competences

Telemetry and M2M Communication

Instrumentation, Automation and Control

Embedded Systems

Software Engineering

Customer Service and Support

ISARemote Monitoring System - Logistics

ISARemote Monitoring Systems

Monitoring

Management

Support

Households

Companies

Utilities

ISA’s Manageme

nt Unit

Develops energy monitoring and management solutions for companies, households and utilities, supporting companies and entities in the reduction of their energy consumptions.

ISA – Intelligent Sensing Anywhere’s business unit, specialized in the energy market with innovative solutions.

ISAFocus on quality

NP4457: specifies the requirements for a R&D and Innovation Management System

ISO 9001:2008 Quality management systems — Requirements

EN 13980:2002: This European Standard specifies particular requirements and information for establishing and maintaining a quality system within potentially explosive atmospheres

CMMI Dev, Level 2: process improvement training and appraisal program and service administered

How did we achieve CMMI level 2?

Goal: Get better, using CMMI practices!

Identify an opportunity to launch a process improvement project (QREN);

Approve a new project in the company to implement CMMI;

Build a project team;

Get the right consultant partner;

Start to work!

How did we achieve CMMI level 2?First Steps

Find financial resources– ISA joined the QREN funding project ACTOR;– ACTOR coordination by InovaRia

• Work well done!

How did we achieve CMMI level 2?First Steps

Identify project manager and team;

Get the right sponsoring for the project;

Teams awareness for change;

Identify weaknesses and reasons for the improvement of processes;

Get to know CMMI.

How did we achieve CMMI level 2?During the journey

Dedicated CMMI project team continuously reviewing and supporting the progress and work done;

Great feedback and cooperation from project managers and teams involved;

How did we achieve CMMI level 2?Consultancy with Stronstep

Well defined communication channels;

Availability for problem solving;

Good contribution to improve the ISA's processes;

Ability to stimulate ISA's team to want to do even more.

How did we achieve CMMI level 2?Methodology and schedule

MARCH APRIL MAY JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY

Gap Analysis CMMI Level 2

CMMI Training

Rollout

Planning and Project TrackingChange Management

Milestones

SCAMPI ACMMI Level 2

SCAMPI C

2012 2013

Readiness Review

PilotsWorkshops toDefine processes

WorkshopsPlanning

Training for pilots projects

Training for Rollout

How did we achieve CMMI level 2?Problems along the way

Project started late, but the end date couldn´t be changed (QREN project).

Strongstep project manager was changed before SCAMPI C.

ISA project manager went on medical leave during SCAMPI C!

One of ISA team members went on early maternity leave.

After SCAMPI C, we only had 2,5 months to improve the process and make the rollout.

Days before SCAMPI A, one project manager who had 2 chosen projects for the SCAMPI went on medical leave!

Critical success factors

Dedication of the stakeholders involved

Workshops involving people from different areas and with different perspectives

Timely SCAMPI preparation

Auditors and consultants

Process improvement mindset

Defined team for CMMI implementation

Difficulties

Different expectations from hardware team and software team

Resistance to change Team commitment

Project visibility Execute baselinesCollect indicators

Solutions Workshops Meetings with team

managers Sponsoring

Teams were encouraged to find their own solutions during the workshops

CMMI project team member joined the pilot project teams to better understand and address problems

Solutions Create templates to

define baselines

Use of source and documentation control tool

Use JIRA tool

Integrate templates with JIRA DB

Use scrum practices

Promote checkpoint meetings

Conclusions and lessons learned

Shorter workshops - more focused;

Encourage active participation during workshops;

Use follow-up meeting, instead of emails chains to clarify doubts;

Involve CMMI team elements in the pilots projects to better understand teams difficulties.

Conclusions and lessons learned

Create release notes for each process release;

Explain to the team members what is the purpose of the changes we are making;

When something may go wrong, it will. So be prepared with good backup plans.

Define your goals;

Work to achieve them;

Reach them!

Final conclusion

Define and involve teams;

Manage expectations;

Promote the change!

On the way don´t forget the people…

End – Our commemoration