The Raytheon Australia CMMI Project sought to improve project planning and execution through a combination of process improvement, Capability Maturity Model Integration, tailored project management, and Raytheon's Six Sigma regime. The project used CMMI to measure best practices, identify gaps, and establish smaller projects to develop processes along CMMI guidelines. Through integration of current and changing processes, the project helped Raytheon achieve process maturity while maintaining growth and winning new business.

1. 2006 PROJECT MANAGEMENT ACHIEVEMENT AWARDS
PROJECT MANAGEMENT
EXCELLENCE IN
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2. 12 EXCELLENCE IN PROJECT MANAGEMENT 2006
ORGANISATION / CHANGE MANAGEMENT
David Tyrell, Mark Whipp, Jim Boston,
Andrew Pyke & Dave Cunningham
The Capability Maturity Model
Integration is part of the transition in
Raytheon Australia where a process
gap was overcome and a new level of
process maturity emerged that not only
satisfied the primary customer but also
satisfied Raytheon’s internal audience
which is often harder to please.
Raytheon Australia sought to improve
its planning and the execution of
projects to optimise its performance
for its customer and for its parent
company in the US. The task was to
combine process improvement with the
Capability Maturity Model Integration;
tailored project management; and the
Raytheon Six Sigma regime. Raytheon
Six Sigma provides a common process
and language throughout the company
and hence a communication vehicle for
both executives and the project teams.
The objective was to achieve process
maturity and to instil lasting change
to Raytheon Australia in a dynamic
environment.
The Project used CMMI to measure
best practice for its process maturity
and identify gaps. From these identified
gaps a number of smaller projects were
established and managed along the
process lines of the CMMI model.
The nine knowledge elements of
Project Management were utilised
to develop and execute the project.
Integration was a key feature, as current
in-use processes were being utilised
whilst those processes were concurrently
undergoing change.
The project needed to succeed in an
environment of maintaining double-digit
OPTIMISING PERFORMANCE
THROUGH INTERNAL CHANGE
NATIONAL & STATE WINNER (ACT)
Raytheon Australia Pty Ltd
CMMI Project
Commonwealth Bank of
Australia
Comm See National Rollout
Program
Suncorp
Staff Super Project
NATIONAL ENTRANTS
growth, competing project delivery and
winning new business while achieving
an acceptable level of process maturity.
In the company’s words “These initially
appeared to be mutually exclusive, but on
that score we were wrong!”
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