CMMI ML5: How to Fail? High Maturity Pitfalls and Misconceptions - José Gonçalo (Critical Software)

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CMMI ML5: How to Fail? High Maturity Pitfalls and Misconceptions - José Gonçalo (Critical Software)

  1. 1. Portugal CMMI5 how to fail? High Maturity pitfalls and misconceptions José Gonçalo Silva, M.Sc., PMP Quality Manager Critical Software, S.A. 2011-10-03
  2. 2. CMMI5 How to failHigh Maturity Pitfalls and MisconceptionsAbout CSW• Founded in 1998 by three PhD students in Coimbra• Provides innovative and reliable services and technologies for mission and business critical processes• Achieved several certificates – some of them for the 1st time in Portugal (e.g. TickIT, EN9100, CMMI level 3 and level 5)• Headquarters in Coimbra, offices in Porto and Lisbon, and also in USA, UK, Brazil, Mozambique and Romania.• Several spin-offs 2
  3. 3. CMMI5 How to failHigh Maturity Pitfalls and MisconceptionsDisclaimerThis presentation aims at raising awarness regarding themajor pitfalls and misconceptionsConsiderations on ways of surpassing these issues may bementioned but are not the main objective of this presentation 3
  4. 4. CMMI5 How to failHigh Maturity Pitfalls and MisconceptionsRule #1 – Lack of Top Management support• Executive Committee does not see profit/advantage in CMMI 5 practices (time to market is more important than quality)• Project Managers feel that projects are under stress; unwilling to change their practices, little less, learn about new ones (fail to see advantages of, e.g., reporting effort with more contextual information)• Funtional Managers do not commit to resources allocation• Top Managers do not lead by example• Lack of a Measurement Policy 4
  5. 5. CMMI5 How to failHigh Maturity Pitfalls and MisconceptionsRule #2 – Lack of Stakeholders Involvement• Stakeholders from various areas are not involved in planning activities• Decisions do not take into consideration the areas’ interests/objectives• Process improvements are not done by those who use them (lack of “buy-in” and accountability for process compliance)• Workers do not have a formal mechanism of providing feedback 5
  6. 6. CMMI5 How to failHigh Maturity Pitfalls and MisconceptionsRule #3 – Bad Metrics Program definition• Program defined according to existing indicators only• Company’s strategy not taken into consideration• QPPO are simply choosen (not derived from business goals)• Lack of organizational process focus 6
  7. 7. CMMI5 How to failHigh Maturity Pitfalls and MisconceptionsRule #4 – Small changes in Project Managementpractices• EVA is the only project monitoring and prediction tool• QPM SG2 is done by excuting and monitoring of the project plan• PPB and PPM are only used by the “quality guys”• Project meetings spend 80% looking backwards and only 20% performing forecasts• QPPO is a strange word to Project Managers• CAR is for organizational purposes only 7
  8. 8. CMMI5 How to failHigh Maturity Pitfalls and MisconceptionsRule #5 – Unchanged Quality routines• PPB and PPM are defined and stored (e.g. in a VCS). Little effort is given for its maintenance• The Quality Department is mostly concerned with Quality Assurance activities (not so much with Quality Control) 8
  9. 9. CMMI5 How to failHigh Maturity Pitfalls and MisconceptionsRule #6 – Poor Communication• Poor internal marketing• “Reactive” type of dissemination regarding changes and improvements• Little and/or optional internal training regarding major changes and improvements 9
  10. 10. CMMI5 How to failHigh Maturity Pitfalls and MisconceptionsRule #7 – Difficult starting conditions• Lack of HM knowledge (what exactly is it about?)• Poor effort reporting framework (usually does not link effort to contextual information)• No metrics expert (coach)• No data warehouse (existing DB are not integrated)• Core PAs from Levels 2 and 3 (e.g. MA, PMC) may need unexpected improvements 10
  11. 11. CMMI5 How to failHigh Maturity Pitfalls and MisconceptionsRule #8 – Failing to grasp the real depth of HM as per the Model(examples)• Training • Six Sigma Green/Black Belt • PSP/TSP training • “Understanding CMMI High Maturity Practices” • “Implementing Goal-Driven Measurement” • Statistical training• Books, Papers, etc • Understanding Variation: the Key to Managing Chaos, Donald J. Wheeler • Software Metrics: Establishing a Company-wide Program by Robert B. Grady 11
  12. 12. CMMI5 How to failHigh Maturity Pitfalls and MisconceptionsFinal comments• CMMI5 implies • Significant financial resources (it’s nearly impossible to do it with low investiments) • Belief in the process (getting there is like a leap of faith) • Persistance, determination • Strong communication • “Program” Charter (CEO must empower the Program Manager properly) • Relevant stakeholders’ involvement • Working with early adopters (this is a mind-shifting process) 12
  13. 13. CMMI5 How to failHigh Maturity Pitfalls and MisconceptionsThank you! Q&As? José Gonçalo Silva, M.Sc., PMP Email: jsilva@criticalsoftware.com Skype: jose.goncalo.silva Quality Manager, Critical Software, S.A. http://www.criticalsoftware.com SEI Partner Advisory Board’s High Maturity Working Group Member http://www.sei.cmu.edu/partners/advisoryboard/highmaturitycasestudies.cfm 13

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