road map to cmm implementation netsol’s experience muhammad furqan khan manager quality...

Road Map to CMM Implementation

NetSol’s Experience

Muhammad Furqan KhanManager Quality Engineering

NetSol Technologies (Pvt.) Ltd.

[email protected]

2 NetSol’s Experience LUMS-21/10/2003


Contents• Process, Capability & Maturity• Road Map to CMM

– Understand Need & Value of CMM– Initiate Software Process Improvement– Plan Process Improvement Activities– Build Infrastructure for Process Improvement– Build Process Assets & Rollout– Prepare Organization for Appraisals

• Common Mistakes• Critical Success Factors• SPI Progress at NetSol


What is a Process?• Software process - a set of activities,

methods, practices, and transformations that people use to develop and maintain software and the associated products (SEI-CMM)

• "The Actual Process is what you do, with all its omission, mistakes, and oversights. The Official Process is what books say you are supposed to do"

Watts Humphrey


Process in Organizational Context

StandardsThe “operational definition” or“acceptance criteria” for final &

interim products

PolicyThe “laws” or “regulations” that

govern or constrain operation

ToolsAutomated support needed to

implement the procedures

TrainingKnowledge/skills required to

Use a procedure

ProcessesDescribe “what happens” within the

organization to build products that conformsto the constraints

ProceduresDescribe “how to” or step-by-step instructions

to implement process

Constrain the process

are implemented by

are supported by


Process Capability & Maturity• Capability

– the range of expected results that can be achieved by following a software process

– means of predicting the most likely outcomes to be expected from the next software project

• Maturity– extent to which a specific process is explicitly

defined, managed, measured, controlled, and effective


Software Capability Maturity Model®

Initial

(1)

Disciplined Process

Repeatable

(2)

Standard Consistent Process

Defined

(3)

Predictable Process

Managed(4)

Continuously Improving Process

Optimizing(5)

Unpredictable

Disciplined

Consistent

Predictable

Continuously improving



Initial (1)

Repeatable (2) Software Configuration Management Software Quality Assurance Software Subcontract Management Software Project Tracking & Oversight Software Project PlanningRequirements Management

Managed (4) Software Quality ManagementQuantitative Process Management

Optimizing (5) Process Change Management Technology Change ManagementDefect Prevention

Defined (3) Peer Reviews Inter-group Coordination Software Product Engineering Integrated Software Management Training Program Organization Process Management Organization Process Focus



Maturity Levels

Process Capability

Indicate

Key Process Areas

Contain

Goals

Achieve

Common Features

Organized by

Implementation orInstitutionalization

Address

Key Practices

Contain

Infrastructure orActivities

Describe


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Road Map To CMM• Understand Need & Value of CMM• Initiate Software Process Improvement• Plan Process Improvement Activities• Build Infrastructure for Process

Improvement• Build Process Assets & Rollout• Prepare Organization for Appraisals


Value of CMM®

• Two Fundamental Question– Why do software process improvement?

• What is the impact on bottom line?• Will this give us competitive advantage?

– Will the CMM help my organization improve?• What about other approaches?

• Project Management Processes: A Problem– “Project management issue emerge as the main reasons

for runaway projects.” (KPMG)

– “The most software productivity and quality improvements today are management … driven.” (SRI International)


Value of CMM®

• The Bottom line– Software process improvement should be done to

help the business-not for its own sake– Improvement means different things to different

organizations• What are your business goals?• How do you measure progress?

– Improvement is a long term, strategic effort– CMM addresses management processes– CMM-based SPI has been broadly adopted


Value of CMM®

• Possible Impacts Include– Significant improvements in performance

• quality• productivity• cycle time• predictability

– Increasing• Visibility into organization performance?• Predictability of results?• Staff morale?• Product performance?• Ability to manage complexity?• Visibility of business value?


Value of CMM®

• Cost performance by maturity level


Value of CMM®


Initiate Process Improvement• Prerequisites

– Identify business drivers– Gain senior management support– Ensure there are no hidden agenda– Make it clear you are improving Processes

not People– Set realistic expectation– Ensure readiness & willingness to improve


Initiate Process Improvement• Principles

– Improvement direction must start at the top– Fix the process not the people– Everyone must be involved in the improvement

process– Effective improvement requires knowledge of

current practices– Improvement is continuous– Improvement requires investment– Use external help to reduce risk


Initiate Process Improvement• Areas to Address

– People & culture• People need a reason to change

– Communication• change without communication is driving without roads

– Management Commitment• Support, resource availability, time allocation

– Planning– Tools & Processes

• Need for Continuous Process Improvement– Because of changing environment

• Customer• Technology• People


Planning Process Improvement• Understanding of the Problem• Resource Availability• Credibility of Plan• Direction• Focus• Measures• A documented diagnosis and recommendations• Fundamental Plans

– Business plans– Organizational improvement plan


Build Infrastructure• Management Steering Group (MSG)• Dedicated Quality Engineering Function• CMM Implementation Group (CIG) (or SEPG)• Process Action Teams (PATs)• Project Coordinators• Improvement Assets• Improvement Culture


Build Process Assets• Key Modes of Process Representation

– Process Model• A detailed, formalized representation• Often in graphical notation• Primary users: process engineers• Primary use:process engineering

– Process Guide• A structured, work-flow oriented process reference• Primary users: process participants• Primary use: enactment support


Build Process Assets• Notation/Language examples

– Process Models• ETVX• IDEF0• Statemate®

• Flowcharts• DFDs• Activity Networks

– Process Guides• Structured Text• Templates/Forms• Decision Trees/Tables• Checklists


Build Process Assets

• Principal Entity Classes

Activities what happens & how it is done

Artifacts what things are used & produced

Agents who (or what) does it


Build Process Assets• Principal Entity Classes

– Entity Description• Attributes for each entity

– Name, purpose, description, skills, etc.

– Entity Aspects• Relationships

– Within entity class– Among entity classes

• Behavior– Within entity class– Among entity classes


NetSol’s Standard Software Process

Supported and guided by

Integrated with

Management Activities

Define PDSP

Planning

Monitor/Control

Closure

Controlled by

Configuration Management

Activities

SCM Plan

Baselining

Change Management

Status Reporting

SCM Audit

Software development

Activities

Business Modeling

RS Development

FS & Design

Coding

Testing

Deployment

Independent inspection of work products

Software Quality Assurance Activities

SQA Plan SQA Reporting

SQA AuditSQA Reviews

& Org. Structure, Roles

Responsibilities

Organizational Policies

Process Asset Database Training

Peer Reviews

Other periodic & event driven

Reviews


NSSP Mapping to CMM Processes

ISM

SPP

SPTO

Integrated with

Management Activities

Define PDSP

Planning

Monitor/Control

Closure

Controlled by

Configuration Management

Activities

SCM Plan

Baselining

Change Management

Status Reporting

SCM Audit

Software development

Activities

Business Modeling

RS Development

FS & Design

Coding

Testing

Deployment

Independent inspection of work products

Software Quality Assurance Activities

SQA Plan SQA Reporting

SQA AuditSQA Reviews

RM

RM

RM

SPE

SQAIC

Supported and guided by

& Org. Structure, Roles

Responsibilities

Organizational Policies

Process Asset Database

TrainingPeer

Reviews

Other periodic & event driven

Reviews

OPF OPD TP PR


Prepare for Appraisal

• Why Assess?

• Goals for CBA-IPI

• Assessment Phases

• Assessment Participants

• Data Sources

• Data Consolidation

• Rating


Why Assess?• Business needs derive the requirements for

process improvement and assessment• Business goals for process improvement are

usually related to – reducing costs– improving quality– decreasing time to market

• Fundamental assumption:– costs, quality, & schedule are largely determined by– the development process


Goals for CBA-IPI• Provide an accurate picture of existing software

processes relative to reference model ;e.g. SW-CMM®

– Provides a baseline of organization’s capability– Provides strengths & weaknesses relative to the CMM– Provides findings to guide planning future process

improvement activities

• Support, enable, and encourage an organization’s commitment to software process improvement


Assessment Phases

• Plan & Prepare– training, briefing, questionnaire, document

review

• Conduct– data collection, consolidation, rating

• Report Results– draft findings, final findings,

recommendations


Assessment Participants• Sponsor

– business goals, commitment & support, scope definition

• Lead Assessor– qualified, plan, organize & manage assessment

• SEPG & Other Members– SEPG helps above two, librarian, site coordinator

• Assessment Team Members– meet selection criteria, opinion leaders, being trained

• Assessment Participants– follow schedule of participation


Data Sources• Documents

– organization, project, & implementation level

• Instruments– maturity questionnaire

• Interviews– project leaders, middle manager, functional area

representatives

• Presentations– participants presentation, draft finding presentation


Data Consolidation• Information that has been seen & heard is

consolidated into observations that the team determines through consensus are:– accurate– corroborated by at least two independent sources– valid (consistent with each other)

• Sufficient data must be collected for each key practice to cover the CMM scope, the organization scope, and the software life cycle


Rating• Rating is done for each goal for each key KPA

within assessment scope. If all goals are satisfied, the KPA is “satisfied”

• If one goal is unsatisfied, the KPA may be rated “partially satisfied” however, this is unsatisfied to maturity rating

• If all KPAs within a maturity level are satisfied and all KPA satisfied within each maturity level below it, then a maturity level rating is “achieved”


Common Mistakes• No Link Between Business & Improvement• The Level 3 Syndrome• Lack of Measurement• Lack of Change Agent• Communication Gaps• Enforcing Maturity by Contract• Maturity Arrogance


Critical Success Factors• Understand the Context First• Establish Senior Management Commitment• Quantify Business Goals• Identify Process Improvement Approach• Establish an Agreed Assessment & Training Schedule• Identify Gaps & Action Plan for Closure• Manage Expectation by Effective Communication• Track Progress & Issues Effectively• Measure Change• Plan for Internal Assessment Prior to External


Road Map to CMM• Past:

– First ISO 9001 Certification – Dec 1998– CMM Initiative – April 2000– CMM Level 2 Rating – Mar 2002– CMM Level 3 Pre-Assessment – Mar 2003– CMM Level 3 Rating – Jul 2003

• Present– Level 4 Implementation – In-progress– Internal Assessment CMM Level 4 – Dec 2003 (Planned)

• Future– CMM Level 4 Assessment – Planned– CMM Level 5 Assessment – Planned


S# SPI Activities Jan

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1BOD Meeting & Decision

2 Official CMM Training

3 Initial Planning

4 Staff Orientation

5SEPG Formation & Training

6 SEPG Efforts

7QE Function Established & Trained

8CIG Established & Trained

9Process Development for Level 2

10Organization-wide Training & Rollout

11Process Development for Level 3

12Organization-wide Training & Rollout

13 CBA-IPI

CMM Implementation at NetSol

Thank You

road map to cmm implementation netsol’s experience muhammad furqan khan manager quality...

Documents

specific process

official process

software productivity

software processmeans

organization performance

value of cmmcost performance

visibility of business

capability maturityroad