The True Costs and Benefits of CMMI Level 5

The True Costs and Benefits of CMMI Level 5 Systems and Software Technology Conference 20-23 April 2009 Rick Hefner Northrop Grumman Corporation

Background ,[object Object],[object Object],[object Object],[object Object],[object Object]

Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],SM SCAMPI, SCAMPI Lead Appraiser, and SEI are service marks of Carnegie Mellon University. ® Capability Maturity Model Integration and CMMI are registered in the U.S. Patent & Trademark Office.

What Is the CMMI Trying to Achieve? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

How Does Levels 4 & 5 Benefit the Customer? Level 5 reduces costs and improves quality (so we implement it on all projects) Reference: How Does High Maturity Benefit the Customer?, R. Hefner, Systems & Software Technology Conference, 2005 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Quantitative Benefits of CMMI Level 5 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Barriers and Challenges ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

When Good Organizations Go Bad ,[object Object],Focus on passing the appraisal, not understanding and deciding among possible interpretations Improvement goals are not set realistically Practitioners/customers perceive CMMI as more expensive Only some of the projects participate in the improvement effort The remaining projects don’t implement Only some of the projects get appraised People don’t learn or become proficient in the new behaviors Insufficient resources (e.g., training, QA, metrics, consultants) Benefits are not realized because projects do not start up effectively Management doesn’t enforce using processes on new programs Rick Hefner, “CMMI Horror Stories: When Good Projects Go Bad,” Software Engineering Process Group Conference , 6-9 March 2006

What Does a CMMI Level Guarantee? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Where Could Problems Arise? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Appraisal Inaccuracies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Rick Hefner, “How Does High Maturity Benefit the Customer?,” Systems & Software Technology Conference, 18-22 April 2005

The First Three Months: Essential Project Start-Up Activities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Getting the Promised Benefits from a CMMI-Compliant Supplier ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Northrop Grumman Information Systems ,[object Object],[object Object],Sampling bias ,[object Object],[object Object],[object Object],Appraisal inaccuracies ,[object Object],[object Object],[object Object],Start-up problems

Northrop Grumman Launch Workshop Strategy Launch 1 Intro to Quantitative Management Launch 2 Statistical Process Control Launch 4 CMMI Level 5 (OID &CAR) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Launch 3 Quantitative Monitoring & Management ,[object Object],[object Object],[object Object],[object Object],[object Object],Launch 0 Executive Overview Prerequisite 2 week Six Sigma Green Belt training

Lean Six Sigma Provides the Needed Tools to Implement CMMI High Maturity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Side effects of register usage Can’t keep track Poor documentation Register allocation defect Incorrect processor register usage Lack of processor knowledge Can’t isolate Pass 1 architecture Process knowledge UCL 1 LCL 1 UCL 2 LCL 2 1 2 3 4 5 6 7 7C 8B 8B 8C 8D 8F 20 21 22 23 0 2 4 6 8 10 12 14 16 Actual Expected 95% limits UCL _ X Process variation Process performance Improve & Control Stabilize Predict

Lessons Learned ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],Rick Hefner Northrop Grumman (310) 812.7290 [email_address]

The True Costs and Benefits of CMMI Level 5

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