Your SlideShare is downloading. ×
CMMI High Maturity Best Practices HMBP 2010: Deploying High Maturity Practices Globally by Kaliappan M
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

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

2,622

Published on

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 …

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

Published in: Technology, Business
1 Comment
0 Likes
Statistics
Notes
  • Be the first to like this

No Downloads
Views
Total Views
2,622
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
203
Comments
1
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. HM Risk Assessment Grid Grid Attributes HM Code Check item Attributes Risk Reporting Target Grid Mapping 34 Deploying High Maturity Practices Globally
  • 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. 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. 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. Outcomes that matter. 38 Deploying High Maturity Practices Globally
  • 39. Click here for: High Maturity best practices HMBP 2010 Presentations organized by QAI Click here 39 Deploying High Maturity Practices Globally

×