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20100121 03 - Présentation CMMi Valeo

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10 years in Software Process Improvement. Benefits - Tips - Traps

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20100121 03 - Présentation CMMi Valeo

  1. 1. 21/02/2010 1 Property of Valeo. Confidential, Reproduction prohibited 10 years in Software Process Improvement Benefits – Tips – Traps FX de Launet R&D Efficiency Manager VALEO Release A Jan 10 I 2 IProperty of Valeo. Confidential, Reproduction prohibited AgendaAgenda Context Needs Customer Pragmatic approach ROI Results CMMI “Improvement machine” Assets Lean 6 Sigma Business objectives Measurement Strategy Operations Capitalization Corporate Request Support Drivenby Competitors
  2. 2. 21/02/2010 2 Jan 10 I 3 IProperty of Valeo. Confidential, Reproduction prohibited ProductProduct -- NeedsNeeds VALEO switches & Control Product lines Key figures Production… R&D… Needs High volume of production “Economic security” R&D efficiency Shareholders, “Back on track” Customer request (CMMI Level 3) Business hold Opportunity Capitalize lessons learned, historical data “Improvement machine” Optimize SW process efficiency/simplicity Process tooling Jan 10 I 4 IProperty of Valeo. Confidential, Reproduction prohibited ContextContext –– customerscustomers –– competitorscompetitors Shenzen Auburn Hills Toluca Itatiba Ben A rous Shashi Technical & Sales office Production plant R&D footprint Rio Bravo Sao Polo 3 M€ 27 M€ 207 M€ VSC Europe* 7 plants 1 044 employees Créteil Creteil Nogent Annemasse Felizzano Prague Rakovnik Bad Rodach * In 2008 Cairo (VALEO software factory) Multi site R&D Large range of customers OEMs Market share with more than 20 competitors
  3. 3. 21/02/2010 3 Jan 10 I 5 IProperty of Valeo. Confidential, Reproduction prohibited Incremental lifecycle MMI CAN Low Layer V1 V&VSW construction Thermal A pragmatic approach...A pragmatic approach... Engineering based Start (2000) Engineering (2002) Model based designCOTS Real Time Scheduling (OSEK, µCOS/II) HMI Logic Diagnostic Thermal Regulation Panel Drivers HVAC Drivers HardWare Interface Automotive Networks Drivers (VECTOR) Modes Management SW Architecture Standards HIL Integration MIL SIL Model Based Design Standard Components Jan 10 I 6 IProperty of Valeo. Confidential, Reproduction prohibited A pragmatic approach...A pragmatic approach... Start (2000) Engineering (2002) Customer oriented Model based designCOTS Real Time Scheduling (OSEK, µCOS/II) HMI Logic Diagnostic Thermal Regulation Panel Drivers HVAC Drivers HardWare Interface Automotive Networks Drivers (VECTOR) Modes Management SW Architecture Standards Incremental lifecycle MMI CAN Low Layer V1 V&VSW construction ThermalCustomer, service rate (2003)
  4. 4. 21/02/2010 4 Jan 10 I 7 IProperty of Valeo. Confidential, Reproduction prohibited A pragmatic approach...A pragmatic approach... Customer oriented Phase 0 Phase 1 Phase 2 Phase 3(DV) CIP SW SKO SPC SD SCSOD “Before” GV Phase 3 Phase 4(PV) DV Overall specification Architecture SW construction Prepare software project Industrialization review Soft verification Soft validation SW global validation Low layers CAN layers ThermalHMI Diagnosis, BIST SW increment development HW/SW integrations LCC MBD Iterative, incremental and adaptative software lifecycle Interfaces/phasing with VALEO project core process (CIP) are defined Immediate benefits of such lifecycle for tailoring process MBD Jan 10 I 8 IProperty of Valeo. Confidential, Reproduction prohibited A pragmatic approach...A pragmatic approach... Discipline (12 months to be CMM-2 Mar-2004) Marketing (18 months to be CMM-3 Sept-2005) Start (2000) Customer, service rate (2003) Engineering (2002) Incremental lifecycle MMI CAN Low Layer V1 V&VSW construction Thermal Model based designCOTS Real Time Scheduling (OSEK, µCOS/II) HMI Logic Diagnostic Thermal Regulation Panel Drivers HVAC Drivers HardWare Interface Automotive Networks Drivers (VECTOR) Modes Management SW Architecture Standards Using CMMI “Improvement path” (Maturity levels)
  5. 5. 21/02/2010 5 Jan 10 I 9 IProperty of Valeo. Confidential, Reproduction prohibited Driven by CMMI concepts…Driven by CMMI concepts… ProjectsProcessAssets Engineering Training (GP2.) Support -Configuration management -Quality assurance -Measurement Planning Monitoring & control Supplier Management Basic project management Set of standards processes Measurement repository Lifecycles Tailoring criteria & rules Process assets library Work environments -Decision process -Risk management Organizational process focus Adapt standardsCollect improvements Organizational process definition Organizational Training Basic process management Integrated project management From level 1 to level 3 Directives (GP2.1) Business objectives Jan 10 I 10 IProperty of Valeo. Confidential, Reproduction prohibited Results...Results... Customer Recognized as a control panel leader inside and outside VALEO Decrease Start of Production risks Systematically requested by car manufacturers for quotation R&D costs Real cost = estimates (<10%) Productivity (Line of Code /hour) drastically improved ROI >1:1,7 for a 2 years period Avoid non quality costs: can be > 500 K€ Be a “learning enterprise”: LEARN and KEEP with Lessons Learned process (Each project quality gate) SHARE using “Improvement machine” (SW Process Improvement project) Qualitative LL : Project issues/Bugs root cause analysis, know-how… Quantitative LL : Historical data to feed effort models, criteria for process tailoring, peer review efficiency… SW Productivity Progress 40 50 60 70 80 90 100 110 120 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Workload 1 2 3 4 5 6 7 8 9 10 Index Average hours Complexity Index Productivity Index
  6. 6. 21/02/2010 6 Jan 10 I 11 IProperty of Valeo. Confidential, Reproduction prohibited Improvement machineImprovement machine –– FeedFeed--back Loopback Loop Assets SW group Documentation Project instances Capitalization Product/process measures Audit/verification reports Lessons learned Project steering / risk sheets Peer review Anomalies root cause analysis Anomaly auto quality matrix Project xxx SPI project capitalization database Process related documentation IS IS Projects data, Lessons learned, best practicesData recording Lessons learned (LL) Best practices (BP) Improvement suggestion (IS) Process Modification form (PMF) Tailoring Historical data Lessons learnt Train people in project SEPG meeting SQS SQS Activities SEPG SEPG P-CCB meeting SEPG Referent Jan 10 I 12 IProperty of Valeo. Confidential, Reproduction prohibited Improvement machineImprovement machine –– FeedFeed--back Loop + initiativesback Loop + initiatives SEPG Pilot projects SPI project capitalization database Process related documentation IS IS Projects data, Lessons learned, best practices Improvement suggestion (IS) Process Modification form (PMF) SEPG meeting SQS SQS Activities SEPG SEPG P-CCB meeting Referent Define initiative Support project Measure ROI Lessons learned Initiative deliverables Initiatives Initiative reservoir Objective Cost Pay-back Deliverables Track Progress Capitalize
  7. 7. 21/02/2010 7 Jan 10 I 13 IProperty of Valeo. Confidential, Reproduction prohibited Improvement machineImprovement machine –– Need measuresNeed measures Determine process improvement opportunities Coming from Organization’ s business objectives – Select scope of improvement – Business objectives must be measurable (Define ROI) Organization’s processes appraisal – Not always an official appraisal SCAMPI! – Tool box (Observations, interview, process mapping, survey…) – Use QUALITY ASSURANCE and VERIFICATION process findings. Process improvements identification – Qualitative lessons learned from projects, Issues root causes analysis – Analyze measures aligned with process improvement objectives Plan and implement process improvements Process improvement project monitored as a normal project – Define initiatives (Priority, cost, referents …) – Assets are the product the process improvement project Deploy and Institutionalize Try locally (Pilot projects). Measure and demonstrate ROI. Incorporate innovation and lessons learned in projects. Maintain existing metrics Specify metrics to track initiative Analyze existing metrics Analyze metrics to control ROI Jan 10 I 14 IProperty of Valeo. Confidential, Reproduction prohibited Measurement needsMeasurement needs Metrics must address needs Different needs have to be addressed Process needs (Improvement, performance) Organization (Business objective) Standard Management Standard work Visual Management KAIZEN Green triangle concept Goal 1 Goal 2 Q1 Q2 Q3 Q4 Q5 M1 M2 M3 M4 M5 M6 Goal Question Metric (GQM) method Financial Internal processes Customer Learning and growth Vision and Strategy Balanced Score Card method “Improvement Machine” Operational needs (Projects monitoring, quality assurance)
  8. 8. 21/02/2010 8 Jan 10 I 15 IProperty of Valeo. Confidential, Reproduction prohibited Operational objectives… to metricsOperational objectives… to metrics Generic objectives Apply to internal processes objectives Example : “Perform peer review” Metric defined using GQM process CMMI GP2.8 : Monitoring needs GP2.9 : Evaluation needs ISO TS Effectiveness Efficiency Question: Q1 : How many defects detected are accepted ? Q2 : How many pages per hour are read? Q3 : Are defect handled immediately? Metrics : M1 : Ratio of defect accepted M2 : Number of page cross read per hour M3 : Time for inspector feedback M4 : Time for work-product correction Q1 Q2 Q3 M1 M2 M3 Perform Peer reviews M4 Standard Management Peer review guideline, templates Visual Management KAIZEN Definition Collection Storage Acceptance criteria Analysis: When, Who Standard reaction Standard Metric description Jan 10 I 16 IProperty of Valeo. Confidential, Reproduction prohibited Capitalization objectives… to metricsCapitalization objectives… to metrics Generic objectives CMMI GP3.2 : Capitalization needs GP4.1 : Process performance ISO TS Continuous improvement Apply to internal processes objectives Example : “Improve peer review” Metric defined using GQM process Question: Q1 : What are thresholds for defect detection ? Q2 : Are thresholds dependent of work-product? Q3 : Is defect detection varies along time Metrics : M1 : Aggregate projects ratio of defect accepted M2 : Aggregate projects Number of page per hour M3 : Trend of M1 per quarter M4 : Trend of M2 per quarter Q1 Q3 M1 M2 M3 Improve Peer reviews M4 Q2 “Look” Alert thresholds 0,75 Defect/page “Ratio” (59/83 review) Thresholds 0,5 Defect/page GDD Analysis in SEPG Whisker box + histogram method Update thresholds in defined process Standard Metric description
  9. 9. 21/02/2010 9 Jan 10 I 17 IProperty of Valeo. Confidential, Reproduction prohibited Business objectives… to metricsBusiness objectives… to metrics Use “Balanced Score Card” method to derive business objectives from organization strategy initiatives from Business objectives Metrics to track initiative objectives achievement Concept Decrease rework Learning and growth Customer Internal processes Financial Service rate Capitalize (LL, data) Estimates process Auto control Sell more products Customer intimacy Competencies Economic intelligence Example (Chain to effect relationship) Jan 10 I 18 IProperty of Valeo. Confidential, Reproduction prohibited Metrics categoriesMetrics categories -- SynthesisSynthesis <<abstract>> Operational metric Process performanceDeadline Cost Quality <<abstract>> Existing metric New metric Project metric <<abstract>> Metric ID: Capitalization <<abstract>> Organizational metric Metrics class diagram Initiative: Project:
  10. 10. 21/02/2010 10 Property of Valeo. Confidential, Reproduction prohibited Thank-you Release A ?!?

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