Why Project Managers (Understandably) Hate the CMMI -- and What to Do About It

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Explores the underlying reasons why project managers often fear the CMMI, explains that their negative reaction is sometimes justified, and offers practical guidance on how to avoid this undesirable (and unsustainable) state.

First delivered at the NDIA CMMI Technology Conference in Denver, November 2011. [CmmiTraining.com]

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Why Project Managers (Understandably) Hate the CMMI -- and What to Do About It

  1. 1. WhyProjectManagers(Understandably)Hatethe CMMI*Bill Smith CEOLeading Edge Process Consultants LLCwww.CmmiTraining.com *and What to Do About It
  2. 2. This presentation is being delivered at the 11th Annual NDIA CMMI Technology Conference and User Group in Denver, Colorado, USA, on November 16, 2011. All slides contained herein are Copyright 2011 by Leading Edge Process Consultants LLC. Basically, you’re not allowed to copy, modify, or otherwise use any of them without our written permission. Please respect the fact that I left our logo and copyright information off the individual slides to make them look a bit cleaner. (Cool, huh?) Plus, the Software Engineering Institute (SEI) would like you to know that SCAMPI, SCAMPI Lead Appraiser, and IDEAL are allservice marks of Carnegie Mellon University. Wait, you’re still reading this? Good for you! There’s more. CMMI is registered in the US Patent and Trademark Office by Carnegie Mellon University. Sorry, but my lawyer made me add all this stuff, and he only speaks legalese. I promise therest of your time with me will be a bit more interesting. Thank you for your patience. Bill.
  3. 3. Let’s roll!
  4. 4. Ground rules2:15 - at the set to3:00 end * stun * better yet: Garrity’s at 5:30
  5. 5. and yes I have…
  6. 6. So who am I?
  7. 7. I’m familiar with the CMMI®…
  8. 8. 62 Intro to CMMI® classes taught 1102 students
  9. 9. but moreimportantly I’ve…
  10. 10. Been there, done thatprocess analyst project manager
  11. 11. Today’s story is all about…
  12. 12. Changing this… + = fail
  13. 13. …into this+ = win
  14. 14. Meet Pam
  15. 15. Pam leads asmall team of…
  16. 16. She works near…
  17. 17. and kicks butt at…
  18. 18. but is clueless about…
  19. 19. except she’sheard it creates…
  20. 20. Pam’s team has started coding ☐ Requirements ✔ ☐ ✔ Design ☐ Coding ☐ Testing ☐ Installation
  21. 21. Her project is rockin’! on on happyschedule! budget! customer!
  22. 22. She even has a new boyfriend…
  23. 23. …with abs!
  24. 24. Life is good for Pam!
  25. 25. One day Pam gets an e-mail…
  26. 26. Uh-oh
  27. 27. Use our new CMMI processes**Of course we know there’s no such thing.
  28. 28. Deployment = Do this (now) becausewe said so!
  29. 29. Whatever.I’ll look at that stuff when I have time.
  30. 30. 5Pam’sCMMI®Rock-O-Meter
  31. 31. Then one day Pam has a…
  32. 32. …brainstorm!
  33. 33. Maybe (just maybe)this “CMMI® stuff” can be useful!
  34. 34. Pam wants a…
  35. 35. She consults the PAL* *process asset library
  36. 36. …and finds templates for systems likethis …but her system is more like this
  37. 37. She’sforcedtodevelopa plan on her own!
  38. 38. Crap! I thoughtthe CMMI® was supposed to help with stuff like this!
  39. 39. 3Pam’sCMMI®Rock-O-Meter
  40. 40. QA pays a visit…
  41. 41. Pam’sdebatesis audited Pam project with QAY N ✔ Blah blah blah data management plan. ✔ Blah blah blah stakeholder involvement plan. ✔ Blah blah blah blah blah blah.
  42. 42. She talks with QA But the project is half over! You must follow the process. I have no time for this! You must follow the process. It doesn’t help my project! You must follow the process.
  43. 43. Therules were changed on Pam mid-stream!
  44. 44. She works day…
  45. 45. …and night
  46. 46. Addressing“non-compliances” instead of managing her project
  47. 47. But most “fixes” have no business value
  48. 48. So the CMMI®really is just about paperwork… …and now I’m behind schedule!
  49. 49. Pam’sCMMI®Rock-O-Meter 0
  50. 50. Pam discovers appraisals…
  51. 51. We need you to populate anevidence matrix for our...
  52. 52. SCAMPI* *Standard CMMI® Appraisal Method for Process Improvement
  53. 53. Hey, we have atemplate! It even lists example artifacts!
  54. 54. Our VP saysyou have to.
  55. 55. ???
  56. 56. The project’s new part-time job,“populate evidencematrix”…
  57. 57. …takes forever
  58. 58. Evidence matrix review loop good enough? try again!Pam’s team EPG* *engineering process group
  59. 59. The project is now so distracted by CMMI®“compliance” that…
  60. 60. …it’s hopelessly behind schedule
  61. 61. …the team is burned out
  62. 62. …the customer’s not smiling anymore
  63. 63. …and Pam’sboyfriend dumps her!
  64. 64. Meet the new Pam…
  65. 65. Pam’sCMMI®Rock-O-Meter
  66. 66. Why did Pam become a… ?
  67. 67. Why do project managers…
  68. 68. often…
  69. 69. hate…
  70. 70. …the CMMI®?
  71. 71. Not because of…
  72. 72. But because of problems with… 1 Process development 2 3
  73. 73. But because of problems with… 1 2 Process deployment 3
  74. 74. But because of problems with… 1 2 3 Appraisals
  75. 75. But because of problems with… 1 Process development 2 Process deployment 3 Appraisals
  76. 76. We could go on and on and on and on and onabout each of these…
  77. 77. Insteadlet’s focuson a few …that aprocess projectimprovement manager managerbest mightpractices… value
  78. 78. 1 2 3 Processdevelopment
  79. 79. Ensure that yourprocess developers appreciate the model
  80. 80. this is appreciating the model
  81. 81. this is appreciating the model
  82. 82. this is appreciating the model
  83. 83. this is not
  84. 84. Involve people that do “real” work
  85. 85. like her…
  86. 86. and him…
  87. 87. …but maybe not him
  88. 88. Useproject planning to plan your PI* project *process improvement
  89. 89. Open the book
  90. 90. Don’t estimate by pullingnumbers out of… …the air!
  91. 91. Develop useful tailoring guidance
  92. 92. This seems heavyweight for my little project. I’ll create a plan from scratch.**and spend my time figuring out how to manage my project instead of actually managing it!
  93. 93. Perfect!
  94. 94. 1 2 3 Processdeployment
  95. 95. Don’t just announcethe existence of a book
  96. 96. Unless this is thereaction you want Whatever. I’ll look at that stuff when I have time.
  97. 97. Do This Because We Said So…is not a deployment plan
  98. 98. Try these things instead Communicate Ensure AccessTrain LearnSchedule Monitor Guide Pilot
  99. 99. Top 3 success factors in an improvement initiative 1 2 3senior leadership communication training support (of those impacted by the initiative) Source: The CMMI Success Factor Survey, ACME Process Group, 2010
  100. 100. Caringis better than enforcing
  101. 101. This is not caringBut the project is half over! You must follow the process.
  102. 102. This is caringBut the project is half over! Okay, good point. Let’s think about what would make sense here.
  103. 103. “Complying forcompliance’s sakeravages theoperation andfirmly entrenchesself-defeatingcycles of continuedmediocrity.”Hillel Glazer,High Performance Operations
  104. 104. Don’tchange the ruleson a project that’s already been planned
  105. 105. …unless you’re willing to toss OR OR cost schedule quality out the…
  106. 106. why?
  107. 107. A process change = a plan change 1 A change here… organizational 4 standard process …whichincludes: budget …applied to schedule 2 revised the project resources Project etc. Plan project’s defined …will impact the process 3 project plan
  108. 108. 1 2 3Appraisals
  109. 109. Hire an appraiser with a business value mindset
  110. 110. Again… maybe not him
  111. 111. Don’t under-estimate the cost ofevidence collection
  112. 112. Average total* effort 2500-3000 hours for small** ML 3 appraisals*all appraisal activities, including but not **2 projects, 6 team members + Lead,limited to evidence collection first appraisal at ML 3, CMMI SE/SW v1.1 Source: Value-Based CMMI Appraisal Techniques, Systems and Software Consortium Inc., 2006
  113. 113. Total appraisal effort Other activities 20-30% Evidence collection 70-80%Source: Value-Based CMMI Appraisal Techniques, Systems and Software Consortium, 2006
  114. 114. SCAMPIv1.3 mayhelp withthis abit… But you still need to clearly identify…
  115. 115. ???
  116. 116. A quick review of PI principles that would makea project manager happier…
  117. 117. 1 Process development Ensure that your process developers appreciate the model Involve people that do “real” work Use project planning to plan your PI project Develop useful tailoring guidance2 Process deployment Don’t just announce the existence of a book Caring is better than enforcing Don’t change the rules on a project that’s already been planned3 Appraisals Hire an appraiser with a business value mindset Don’t under-estimate the cost of evidence collection
  118. 118. Super.But whateverhappened to Pam?
  119. 119. She wakes up one morning and…
  120. 120. realizes her CMMI® experience was all…
  121. 121. Just a bad dream!!
  122. 122. so she grabs some…
  123. 123. and heads off to…
  124. 124. where…
  125. 125. is used, but…
  126. 126. 1 Compliance doesn’t get in the way of developing processes that improve operations.
  127. 127. 2 Processes are deployed in a way that helps, not hinders, the projects they impact.
  128. 128. 3 Appraisal preparation doesn’t negatively impact project progress.
  129. 129. and much to Pam’s delight…
  130. 130. Her boyfriend still has abs!
  131. 131. Pam’shappy!
  132. 132. and all I ask of you is to…
  133. 133. Please stop the mindless bureaucracyand instead use the CMMI® to legitimately improve your operations.
  134. 134. The End (almost)
  135. 135. References• The 2010 CMMI Success Factor Survey. Vienna VA: ACME Process Group, November 2010.• Caldwell, Laura, Sam Fogle, and Gene Jorgensen. Value-Based CMMI Appraisal Techniques. Version 01.00. Herndon VA: Systems and Software Consortium, 2006.• Chrissis, Mary Beth, Mike Konrad, and Sandy Shrum. CMMI for Development: Guidelines for Process Integration and Product Improvement. 3rd ed. Boston: Addison Wesley, 2011.• Glazer, Hillel. High Performance Operations: Leverage Compliance to Lower Costs, Increase Profits, and Gain Competitive Advantage. 1st ed. Upper Saddle River NJ: FT Press, 2012:31.• Standard CMMI Appraisal Method for Process Improvement (SCAMPI) A, Version 1.3: Method Description Document. Pittsburgh: Software Engineering Institute, March 2011.
  136. 136. Rock’n CMMI Training …and Appraisals! Bill Smith Mary Segnit More info? bill@cmmitraining.com www.CmmiTraining.com

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