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Deploying High Maturity Practices Globally


                                              Kaliappan M, Head Quality
     ...
Deploying High Maturity
Practices Globally




Kaliappan, M
May 2010
Hewlett-Packard


2   ©2010 Hewlett-Packard Developme...
Overview

– While High Maturity deployment
  in general has many
  challenges, implementing them
  across global centers p...
Section 1 – Challenges to High Maturity


                                                 1. Challenges to High Maturity
...
High Maturity Challenges

– To maximize business benefits, the
  HM implementation needs to be
  effective
– Greater atten...
Major Obstacles for High Maturity
      – Lack of contextual information for proper segmentation/stratification
      – No...
Section 2 – Intent of HM Practices


                                                 1. Challenges to High Maturity




2...
Baselines and Models
                                                                     – Do not generalize
            ...
Characterizing the Process/Sub-process

                                                 Statistics (dispersion
          ...
Ingredients of Performance Baselines
                 Addresses measures from processes and sub-processes

             ...
Controllable Factors
– Has influence over one or more project outcomes
– Controllable factors relates to any of the follow...
Influence of Controllable Factors
     Review Method                                                                 This ...
Controllable Factors in PPMs
                                                                                             ...
Ingredients of Performance Models
                 Statistical, Probabilistic or Simulation in nature

                 ...
Sub-process Management
        – Statistical management at sub-
          processes than overall project level
           ...
Analyzing for Root Causes
        – Not just defects and problems
             •     Achieving or non-achieving of
       ...
Composing a process
                     RA Method
                                                                       ...
Evolution of Process Composition

                                    Still linking sub-process capabilities to
          ...
Section 3 – Foundational Elements


                                                  1. Challenges to High Maturity




3...
Constancy of Purpose
        – Focus all actions on one aspect –
          meeting business objectives
        – Demonstra...
Systems Thinking
                                                   – Multiple sub-processes need to be monitored to valid...
HM Process Interactions
                                                                                                  ...
Robust Measurement System
        – Automation is critical for HM
          Initiative’s success
             •     Enhanc...
Robust Measurement System (cont’d)
        – Granularity and quality of data
             •     Granularity of data collec...
Enablers for Initiative’s Success − Survey
                                                     Enablers for Delivery Exce...
Foundation for Initiative’s Success

                                                    Infrastructure     • Core team
  ...
Critical Elements of Initiative Process

                                                               Celebrate &      P...
Section 4 – Deploying HM Globally


                                                  1. Challenges to High Maturity




4...
HM Capability Development
                           − Interim Checks
                           − Coach Qualification

  ...
Training
                                       Team                     Project              Model Developers
           ...
HM Roles


                                               HM        − Having experience in HM implementation/consulting
  ...
HM Deployment Management
                               – Effectiveness of High Maturity
                                 ...
Approach to High Maturity
                                                     HM Initiative Duration



                 ...
HM Risk Assessment Grid
                             Grid Attributes
     HM Code            Check item                Att...
Section 5 – Recap and Q&A


                                                  1. Challenges to High Maturity




5        ...
Recap

     Understanding the
     challenges and intent of
     High Maturity practices helps
     structure our actions ...
Questions?

                                                  M. Kaliappan
                                               ...
Outcomes that matter.




38   Deploying High Maturity Practices Globally
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CMMI High Maturity Best Practices HMBP 2010: Deploying High Maturity Practices Globally by Kaliappan M

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Deploying High Maturity Practices Globally by Kaliappan M(Head Quality, HP) presented at 1st International Colloquium on CMMI High Maturity Best Practices (HMBP 2010) held on May 21,2010 organized by QAI

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Transcript of "CMMI High Maturity Best Practices HMBP 2010: Deploying High Maturity Practices Globally by Kaliappan M "

  1. 1. Deploying High Maturity Practices Globally Kaliappan M, Head Quality - HP 1 ©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
  2. 2. Deploying High Maturity Practices Globally Kaliappan, M May 2010 Hewlett-Packard 2 ©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
  3. 3. Overview – While High Maturity deployment in general has many challenges, implementing them across global centers pose unique challenges. 1. Challenges to High Maturity – To gain maximum business 2. Intent of HM Practices benefit, the intent of the HM practices need to be understood 3. Foundational elements and the critical aspects of 4. Deploying HM Globally deployment to be considered. 5. Recap and Q&A – This presentation will address the challenges as well as essential elements for robust deployment based on the experience. 3 Deploying High Maturity Practices Globally
  4. 4. Section 1 – Challenges to High Maturity 1. Challenges to High Maturity 1 2. Intent of HM Practices 3. Foundational elements 4. Deploying HM Globally 5. Recap and Q&A 4 Deploying High Maturity Practices Globally
  5. 5. High Maturity Challenges – To maximize business benefits, the HM implementation needs to be effective – Greater attention to detail in deployment is expected during HM Appraisals – Increased competition in the market place – Lead time to reach higher maturity has come down from CMM days – Global deployment challenges Charts from SEI Maturity Profile Aug 92 and Mar 10 Respectively 5 Deploying High Maturity Practices Globally
  6. 6. Major Obstacles for High Maturity – Lack of contextual information for proper segmentation/stratification – Not enough consistency in measures to aggregate/disaggregate them – Resistance to collect new or additional measure after achieving ML 3 – Didn't collect data frequently enough to make mid-course corrections – Not enough coaching to the performance model developers – Process Performance Model developers didn't have enough statistical expertise or access to experts – Spent too much time in preparing Management Review report rather than doing thorough analysis – Models focus only on final project outcomes rather than interim outcomes – Failed to align and prioritize M&A practices to the business objectives Note: Listed from high to Low order Ref: SEI Technical Report 2008-TR-024 6 Deploying High Maturity Practices Globally
  7. 7. Section 2 – Intent of HM Practices 1. Challenges to High Maturity 2 2. Intent of HM Practices 3. Foundational elements 4. Deploying HM Globally 5. Recap and Q&A 7 Deploying High Maturity Practices Globally
  8. 8. Baselines and Models – Do not generalize across domains and project types – Do not aggregate data Basic from heterogeneous measures processes • Homogeneity of data leads to meaningful PPB analysis • Homogeneity is ensured Sub-process by segmentation and stratification measures and Controllable – Ensure Operational indicators and Definitions are available segmenting at adequate level of factors detail 8 Deploying High Maturity Practices Globally
  9. 9. Characterizing the Process/Sub-process Statistics (dispersion and central tendency) and distributions Context (domain Stability and and tailoring capability impact) information Process Inter- Cause- effect performance relationships of relationships baselines/ measures, facto Models rs, actions 9 Deploying High Maturity Practices Globally
  10. 10. Ingredients of Performance Baselines  Addresses measures from processes and sub-processes  Distribution is known  Appropriate central tendency and dispersion statistics used  Ensure homogeneity in data while grouping Use Statistical techniques to decide significance and  segmentation  Indicates the stability and capability of the sub-processes  Demonstrates trends between baselines Includes data on controllable factors (‘x’) as well as responses  (‘y’)  Supports the projects in 'composing' the process 10 Deploying High Maturity Practices Globally
  11. 11. Controllable Factors – Has influence over one or more project outcomes – Controllable factors relates to any of the following: • People, Environment, Technology, Tools, Process and Stakeholders Controllable Factors (X) Response (Y) Controllable Factors (X) Response (Y) − Domain experience − Review types (H, M, L) − Design method − DLC Model Productivity − Testing type − Complexity − Language − Staff turn over Delivered defect − Design and code density − Estimation method complexity − Estimator skill − Requirements Volatility Cost and Effort − Project type − Test coverage Variance − Complexity − Review coverage − Staff turn over 11 Deploying High Maturity Practices Globally
  12. 12. Influence of Controllable Factors Review Method This is defect detection example. Review Efficiency Similarly, defect prevention factors can be PPM1 related. Design Design Review Design Defect Density Preparation rate Size/ Review session Reviewer Skill Review Method Review Rate Lagging PPM2 Indicators Leading Code Defect Density Code Code Indicators Review Preparation rate Reviewer Skill Testing Type Test Coverage Review Session Duration PPM3 Test Defect Product Density Test Cases Testing PPM4 Code Coverage Tester Skill Delivered Defect Density 12 Deploying High Maturity Practices Globally
  13. 13. Controllable Factors in PPMs Fitted Line Plot Code Review Defect Density(Defe = 0.8667 - 2.928 Code Review Rate(Person-hours/K + 2.627 Code Review Rate(Person-hours/K**2 12 S 0.848127 Code Review Defect Density(Defe R-Sq 94.3% R-Sq(adj) 93.2% 10 8 6 4 2 0 0.0 0.5 1.0 1.5 2.0 2.5 3.0 Code Review Rate(Person-hours/K Size/ Review session Review Method Review Rate Code Defect Density Code Code Review Preparation rate Reviewer Skill Review Session Duration 13 Deploying High Maturity Practices Globally
  14. 14. Ingredients of Performance Models  Statistical, Probabilistic or Simulation in nature  Logical relationship between X's and Y  PPMs developed / calibrated based on ORG data  Predicts interim or final project outcomes  Connects 'upstream' activity with 'downstream' activity  Prediction & Confidence levels supported  1 or more Controllable & 0 or more non-controllable factors  Factors relate to sub-process to conduct prediction  Enable projects to achieve mid-course corrections Enable 'What-if Analysis' for planning, dynamic re-planning  and problem resolution Extracted from SEI presentation ‘A tutorial on CMMI Process Performance Models’ 14 Deploying High Maturity Practices Globally
  15. 15. Sub-process Management – Statistical management at sub- processes than overall project level • Measurements at project level are masked by behavior of multiple sub- processes • Focus on ‘Analysis measures’ – Use statistical methods to analyze, understand and characterize sub- process variation • Control charts, Box and Whisker plots, Histograms, etc – Do not simply implement control charts • Understand the special cause patterns • Implement in real time • Investigate for multiple cause systems 15 Deploying High Maturity Practices Globally
  16. 16. Analyzing for Root Causes – Not just defects and problems • Achieving or non-achieving of objectives; and improving performance – Look for both types of causes • Causes of successes and failures – Reactive as well as proactive – Sound outcome selection for CAR analysis • Using Pareto, Histograms, Box and Whisker plots, capability analysis – Judge improvements for statistical significance when applicable 16 Deploying High Maturity Practices Globally
  17. 17. Composing a process RA Method Composing a process RA involves a quantitative Review Method Complexity analysis of one or more Reviewer Skill Design Method alternatives for the project’s Reqts. Defect Density Reqts. Design defined process to determine Review Design Defect Density the probability of achieving the project’s quality and Design Review Checklist Design Review Method Review Preparation rate process performance Reviewer Skill objectives Code Reuse Coding Code Defect Density Code Review Checklist Code Review Review and Preparation rate Testing Type Reviewer Skill Test Coverage Test Defect Review Method Density Release Product Testing Test Cases Delivered Rewor Code Coverage Defect Density k Tester Skill 17 Deploying High Maturity Practices Globally
  18. 18. Evolution of Process Composition Still linking sub-process capabilities to goal achievement might be a challenge Level 5 − Simulations used to link sub-process Level 4 capabilities to − Use PPBs for sub- project goals process selection Level 3 − Sub-process/ − Use PPMs with − Use past project controllable factors methods selection learning based on trade-off Level 2 − Fine tune sub- − Fine tune processes/methods decisions − Select right LC processes/method − Identify phases/ quantitatively s qualitatively processes based through tailoring on scope 18 Deploying High Maturity Practices Globally
  19. 19. Section 3 – Foundational Elements 1. Challenges to High Maturity 3 2. Intent of HM Practices 3. Foundational elements 4. Deploying HM Globally 5. Recap and Q&A 19 Deploying High Maturity Practices Globally
  20. 20. Constancy of Purpose – Focus all actions on one aspect – meeting business objectives – Demonstrate High maturity by building business value – Target both process as well as product/service quality improvements – Maximize structured decisions based on data – Eliminate waste – do not over do • Decision processes, Causal analysis, Statistical analysis, Sub-process management and model development 20 Deploying High Maturity Practices Globally
  21. 21. Systems Thinking – Multiple sub-processes need to be monitored to validate Processes are achievement of objectives Interconnecte d – Multiple measures and factors needed to understand a sub- process Never attempt implementing – OPP, QPM, OID and CAR – all are highly inter-related HM PAs in – HM PAs interact with lower level PAs isolation 21 Deploying High Maturity Practices Globally
  22. 22. HM Process Interactions RD, T MA S DAR OPD VAL RSKM OU level VER DAR MA MA OID PP QPPO IPM PMC OU level RSKM CAR OPP QPM QPPO ‘Quantitative QPPO Control’ PPM CAR PPB Project Set of sub-processes Level QPPO PPM PPB QPM Set of sub-processes Sub- ‘Statistical Process Objectives Control’ CAR QPPO – Quality and Process Performance Objectives 22 Deploying High Maturity Practices Globally
  23. 23. Robust Measurement System – Automation is critical for HM Initiative’s success • Enhances data quality aspects; • Facilitates timely analysis and actions – Inferential analysis is critical in High Maturity journey • Analysis done more often; • Inferential analysis as against status reporting – Facilitates real time analysis and action • Data collection, data analysis, Root cause analysis and taking corrective action in real time 23 Deploying High Maturity Practices Globally
  24. 24. Robust Measurement System (cont’d) – Granularity and quality of data • Granularity of data collection needs to be at the right level • Increased usage levels of progress, success and analysis indicators • Quality of data collected – Optimize cost of data collection and analysis • More granularity only for those sub- processes selected • Sub-processes and measures aligned to the objective – instrument them as needed 24 Deploying High Maturity Practices Globally
  25. 25. Enablers for Initiative’s Success − Survey Enablers for Delivery Excellence 14 12 10 # Respondents 8 6 4 2 0 Based on a short survey conducted by the author across IT industry in March 2010. 25 Deploying High Maturity Practices Globally
  26. 26. Foundation for Initiative’s Success Infrastructure • Core team • Virtual team Constancy of • Goal Deployment Purpose • Metrics program alignment • Integrated Initiatives Integration • Business Integration Rewards and • Positive Recognition Reinforcement • Iterate for Quick Iterative Approach Wins 26 Deploying High Maturity Practices Globally
  27. 27. Critical Elements of Initiative Process Celebrate & Prepare Learn Strategy Implement Develop Capability Detailed Readiness Planning Assessmen t Impact Initiative Analysis Design Monitoring Communication Education & Training Stakeholder Involvement 27 Deploying High Maturity Practices Globally
  28. 28. Section 4 – Deploying HM Globally 1. Challenges to High Maturity 4 2. Intent of HM Practices 3. Foundational elements 4. Deploying HM Globally 5. Recap and Q&A 28 Deploying High Maturity Practices Globally
  29. 29. HM Capability Development − Interim Checks − Coach Qualification Capability Strategy Assessme nt HM Models and − Development − Best Practice Sharing HM Capability Communit Baselines − Reviews − Enable reuse Development y Assets Deployment Management − Training − Planning − Guidance − Execution 29 Deploying High Maturity Practices Globally
  30. 30. Training Team Project Model Developers Members Managers & Coaches − Introduction to HM − High Maturity Workshop − Advanced Metrics and Concepts for Managers Statistics Team Quality Members Managers − Introduction to HM − HM Deployment Concepts Management 30 Deploying High Maturity Practices Globally
  31. 31. HM Roles HM − Having experience in HM implementation/consulting Consultant − Either groomed within the Organization/or in the region Model Developers − Completed ‘Advanced HM Training’ and passed and HM Coaches an ‘Exam’ − Successfully completed ‘High Maturity Project Managers Workshop for Managers’ − Introductory courses in High Maturity Team Members Concepts 31 Deploying High Maturity Practices Globally
  32. 32. HM Deployment Management – Effectiveness of High Maturity Deployment is impacted by various factors within the Organization • Organization Context • Process Improvement history • Foundations for ML2 and ML3 for High Maturity • Modeling and Baseline considerations • Resourcing considerations – HM Initiative to be managed as a project in an iterative life cycle 32 Deploying High Maturity Practices Globally
  33. 33. Approach to High Maturity HM Initiative Duration Plan Execute Appraise – HM Planning – Create PPMs and Baselines – PIIDs – HM Initiative – Deploy processes – SCAMPI –A Duration Appraisal Estimation – HM Coaching – Training & – HM Interim Checks Qualification • HM Risk Assessment Grid – Initial Gap – SCAMPI-B Appraisal Analysis 33 Deploying High Maturity Practices Globally
  34. 34. HM Risk Assessment Grid Grid Attributes HM Code Check item Attributes Risk Reporting Target Grid Mapping 34 Deploying High Maturity Practices Globally
  35. 35. Section 5 – Recap and Q&A 1. Challenges to High Maturity 5 2. Intent of HM Practices 3. Foundational elements 4. Deploying HM Globally 5. Recap and Q&A 35 Deploying High Maturity Practices Globally
  36. 36. Recap Understanding the challenges and intent of High Maturity practices helps structure our actions for deployment effectively. Adequate focus on the foundational elements help not only enhancing the business benefits, but also accelerate the HM deployment. 36 Deploying High Maturity Practices Globally
  37. 37. Questions? M. Kaliappan HP Best Shore Application Services Hewlett-Packard HP Avenue, 39/40 Electronic City, Bangalore – 560100 +91 80 26182123 marappa.kaliappan@hp.com 37 Deploying High Maturity Practices Globally
  38. 38. Outcomes that matter. 38 Deploying High Maturity Practices Globally
  39. 39. Click here for: High Maturity best practices HMBP 2010 Presentations organized by QAI Click here 39 Deploying High Maturity Practices Globally
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