why bi needs cmmi-5
DESCRIPTION
High level presentation of why CMMI-5 is needed for BI developmentTRANSCRIPT
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Presented by:
Alain Charpentier
Why BI needs CMMI-5
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Table of content Introduction Basic Process Thinking Basic of BI development Basic of CMMI Why the BI process need CMMI-5
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Introduction This document present a high-level
justification why the BI development process need a CMMI-5 approach. We first introduce some basic Process
Thinking concepts Then we highlight the difference between the
BI development process and the development of transactional application
We then present a summary view of the CMMI And we concluded on why the BI development
approach is a good fit for CMMI-5
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Basic Process Thinking
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Basic Process Thinking We use a simplified Ketchup factory
to introduce Processes Thinking
If all our tomatoes are of uniform size and have the same "maturity", we will have a very simple manufacturing process, variability will be low.
10 tomatoes 1 bottle
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Basic Process Thinking (cont's)
If the size and the "maturity" varies then we introduce a lot a variability in our process. We need to adjust de number of
tomatoes by bottle, the cooking time, the quantity of spice, etc.
? tomatoes 1 bottle
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Complex Process = Small batch The complexity of the process has an
impact on the size of the "batch" we can process. Intuitively we can see that the more
often we need to adjust the cooking time or the spice of a process the smaller the "batch" will need to be.
This can be demonstrated mathematically using Queuing Theory and Little's Law*.
* George and Wilson (2004),Conquering Complexity in Your Business,McGraw Hill
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Impact of many variables As we raise the number of control
variables (ie. complexity) we reach a point were the deterministic approach (ie. a fix recipe) will not work. Intuitively we know that if we have a
few variables we could devise a fix recipe. But, if the number of variable is large, than the multiple combination of variables (n x n) make it impossible to have a "fix recipe".
* Sterman, John D. (2000). Business Dynamics. McGraw Hill.
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The need for feedback
We need to introduce feedback to control complex process. This can be demonstrated using Theory
of System and System Dynamic*.
* Sterman, John D. (2000). Business Dynamics. McGraw Hill.
Input Output
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Controlling Complex Process
Production cycle will be short. Trying to implement long production cycle is doomed for
failure. Feedback is essential
The quality of the input will trigger adjustment to the process
Feedback from the customer and feedback from within the process will be required
Input controlCustomer feedback
Process feedback
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Basic of BI development
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Basic BI development
BI development is more complex that Transactional development
A over simplified example: develop a system with 5 screens Effort to develop the screen
H1: Effort and complexity is equivalent Effort to develop the database
Relational model vs Dimensional model H2 : Effort and complexity is equivalent
Effort to develop the extract and load No equivalent for the transactional system
For an application of the same size (5 screens), BI development is more complex.
ETL
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Other BI differences Transactional
Automate business process Design for efficiency React to events Analysis process
Decompose the process (create, read, update, destruction)
Identify the validations Development process
By adding function (linear) Project, clear start and stop date, fix
budget Data
Short transaction Current data Sources specific Detail
Life cycle : 10-15 years
BI Automate decision process (accelerate
recurring decision) Design for effectiveness Anticipate events Analysis process
Understand the process Identify recurring questions Define the context Identify how to make the information
actionable Development process
Additive iteration More of a repetitive process, no clear
definition when we have enough information
Data Long query Historical data Integrate multiple sources Detail, summarized & derived
Life cycle : 5-7 years
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Process Thinking applied to BI development Because the BI development process is more
complex We should use series of short cycle (short batch) Make greater use of feedback
Need to have more attention to input Need more feedback from customers Need more feedback from the process (the team)
Because of the shorter life cycle, BI solution will need to be re-architected more often Need to separate the infrastructure (Data backplane)
architecture from the data flow architecture.
Data flow
Data backplane
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Basic of CMMI
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History of CMMI 1984 – SEI founded 1988 – Watts Humphrey report 1991 – Publication of SW-CMM version 1.0 1995 – Work start on SW-CMM version 2.0 1998 – SW-CMM work stop, start CMMI 2000 – Publication of CMMI version 1.0 2003 – Publication of CMMI version 1.1 2006 – Publication of CMMI version 1.2
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Structure of CMMI Four disciplines
System Engineering (SE) Software Engineering
(SW) Integrated Product and
Process Development (IPPD)
Supplier Sourcing (SS) Two representations
Staged Continuous
Module CMMI Acquisition module
Appraisal Method Appraisal Requirements
for CMMI (ARC) SCAMPI Method Definition
Document (MDD) Four Courses
Introduction to CMMI Intermediate Concepts of
CMMI CMMI Instructor training SCAMPI Lead appraiser
Training
CMMI product team, CMMI for Development (CMMI-DEV), Version 1.2, Carnegie Mellon Univ., Aug. 2006.
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CMMI Two representations Stage representation
Level – 5 OID, CAR
Level – 4 OPP, QPM
Level – 3 REQS, TS, PI, VER, VAL,
OPF, OPD, OT, IPM, RSKM, DAR
Level – 2 REQM, PP, PMC, SAM,
MA, PPQA, CM
Continuous representation Support
CM, PPQA, MA, CAR, DAR
Engineering REQM, REQS, TS, PI,
VER, VAL Project Management
PP, PMC, SAM, IPM, RSKM, QPM
Process Management OPF, OPD, OT, OPP, OID
CMMI product team, CMMI for Development (CMMI-DEV), Version 1.2, Carnegie Mellon Univ., Aug. 2006.
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CMMI Maturity level
Level 1Initial
Level 2Managed
Level 3Defined
Level 4Quantitatively
Managed
Level 5Optimized
Process unpredictable, poorly controlled, and reactive
Process characterized for project and is often reactive
Process characterized for the organisation and is proactive
Process measured and managed
Focus on continuous process improvement
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CMMI Maturity level - 5 Level 3
You document the process and insure everybody follows the process
Level 4 You measure the process as documented in the level 3
Level 5 You use the measurement captured in level 4 to
optimised the process
Level 5 introduce formal feedback to the process. It is define in the CAR – Causal Analysis and Resolution process area.
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Why BI needs CMMI-5
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Why BI need CMMI-5 BI is a complex process that
requires feedback Only CMMI-5 has formal
feedback
But CMMI-5 is hard to achieve?
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How hard is CMMI-5 The average CMMI process uses ~400 "objectives
evidences" or control point Template, form or document are always the
obvious answer A CMMI Appraiser will typically examines ~1000
documents
But they are other options Digital photo (standard on many phone) White board printout Videos (Captured by cheap web cam) Scanned drawing, documents including napkins Database entry Code comments
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Examples of "objective evidence" Code reviews can be evidenced directly in the code library
with comments. Configuration Planning documents can be consolidated
within a single document (Tailoring checklist, Configuration audit checklist, Sizing and Estimating evidence).
Meeting Log can be used to consolidate: Meeting minute, Notice of decision, Stakeholder Involvement Report, Status Report, Stakeholder Communication.
Story Card can be used to consolidate: Customer Requirements, Product Component Requirements, Concepts and Scenario, Definition of Requirements Functionality.
Requirements Log can be used to consolidate: Change Request Log, Change Request Approval Form, Bi-Directional Traceability Matrix.
Test Driven Development can be use to consolidate : User Acceptance, Detail Specification, Customer signoff.
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Consolidating CMMI-5 evidences For process that are
repetitive, like braking a BI project in a series of smaller "sprints", the CMMI-5 evidences can be consolidate: From ~400 "objectives
evidences" To ~70 "objectives
evidences"
With tools like code libraries, collaborative task board, user story management, automated test the resulting consolidation can reach down to: ~ 50 "objectives evidences"
CMMI or Agile : Why Not Embrace Both: H. Glazer, J. Dalton, D. Anderson, M. Konrad et S. Shrum
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How to achieve BI CMMI-5 Because of the nature of BI development
Complex process Short development cycle Greater need for feedback Need a rigorous process
By CMMI-5 combine with modern practices like Product Backlog and planning meeting Daily review Short sprint Review and retrospective meeting
Not only does it make CMMI-5 achievable, it make it a requirement for BI development.
Scrum and CMMI Level 5 : The Magic Potion for Code Warriors: Jeff Sutherland, Carsten Ruseng Jakobsen , Kent Johnson, Agile 2005
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Questions