Why BI needs CMMI-5

Presented by: Alain Charpentier Why BI needs CMMI-5

Table of content
Introduction
Basic Process Thinking
Basic of BI development
Basic of CMMI
Why the BI process need CMMI-5

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

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

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

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

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.

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

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 control Customer feedback Process feedback

Basic of BI development

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

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

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

Basic of CMMI

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

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.

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.

CMMI Maturity level Level 1 Initial Level 2 Managed Level 3 Defined Level 4 Quantitatively Managed Level 5 Optimized 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

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.

Why BI needs CMMI-5

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 ?

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

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.

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

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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Why BI needs CMMI-5

by Alain Charpentier on Jul 02, 2010

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