The document outlines NetSol's experience with implementing the Capability Maturity Model (CMM). It discusses the road map to CMM implementation, including understanding the need and value, initiating software process improvement, planning activities, building infrastructure, building process assets, and preparing for appraisals. It also covers common mistakes, critical success factors, and NetSol's progress achieving CMM levels 2 and 3 and plans for achieving level 4.

1. Road Map to CMM
Implementation
NetSol’s Experience
Muhammad Furqan Khan
Manager Quality Engineering
NetSol Technologies (Pvt.) Ltd.
Furqan.Khan@netsolpk.com

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3. Contents
• Process, Capability & Maturity
• Road Map to CMM
– Understand Need & Value of CMM
– Initiate Software Process Improvement
– Plan Process Improvement Activities
– Build Infrastructure for Process Improvement
– Build Process Assets & Rollout
– Prepare Organization for Appraisals
• Common Mistakes
• Critical Success Factors
• SPI Progress at NetSol
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4. What is a Process?
• Software process - a set of activities,
methods, practices, and transformations that
people use to develop and maintain software
and the associated products (SEI-CMM)
• "The Actual Process is what you do, with all
its omission, mistakes, and oversights. The
Official Process is what books say you are
supposed to do"
Watts Humphrey
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5. Process in Organizational Context
Standards
Policy
The “operational definition” or
The “laws” or “regulations” that
“acceptance criteria” for final &
govern or constrain operation
interim products
Constrain the process
Processes
Describe “what happens” within the
organization to build products that conforms
to the constraints
are implemented by
Procedures
Describe “how to” or step-by-step instructions
to implement process
are supported by
Training Tools
Knowledge/skills required to Automated support needed to
Use a procedure implement the procedures
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6. Process Capability & Maturity
• Capability
– the range of expected results that can be achieved
by following a software process
– means of predicting the most likely outcomes to be
expected from the next software project
• Maturity
– extent to which a specific process is explicitly
defined, managed, measured, controlled, and
effective
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7. Software Capability Maturity Model®
Continuously
Improving Optimizing
Process (5)
Managed Continuously
Predictable
Process (4) improving
Standard
Defined Predictable
Consistent
Process (3)
Disciplined Repeatable Consistent
Process (2)
Initial Disciplined
(1)
Unpredictable
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8. Software Capability Maturity Model®
Optimizing (5)
Process Change Management
Technology Change Management
Defect Prevention
Managed (4)
Software Quality Management
Quantitative Process Management
Defined (3)
Peer Reviews
Inter-group Coordination
Software Product Engineering
Integrated Software Management
Training Program
Organization Process Management
Organization Process Focus
Repeatable (2)
Software Configuration Management
Software Quality Assurance
Software Subcontract Management
Software Project Tracking & Oversight
Software Project Planning
Requirements Management
Initial (1)
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9. Software Capability Maturity Model®
Maturity Levels
Indicate Contain
Process
Capability
Key Process Areas
Achieve Organized by
Goals
Common Features
Address Contain
Implementation or
Institutionalization Key Practices
Describe
Infrastructure or
Activities
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10. 10
NetSol’s Experience
LUMS-21/10/2003
http://www.sei.cmu.edu/sema/pdf/2002aug.pdf

11. Road Map To CMM
• Understand Need & Value of CMM
• Initiate Software Process Improvement
• Plan Process Improvement Activities
• Build Infrastructure for Process
Improvement
• Build Process Assets & Rollout
• Prepare Organization for Appraisals
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12. Value of CMM®
• Two Fundamental Question
– Why do software process improvement?
• What is the impact on bottom line?
• Will this give us competitive advantage?
– Will the CMM help my organization improve?
• What about other approaches?
• Project Management Processes: A Problem
– “Project management issue emerge as the main
reasons for runaway projects.” (KPMG)
– “The most software productivity and quality
improvements today are management … driven.”
(SRI International)
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13. Value of CMM®
• The Bottom line
– Software process improvement should be done to
help the business-not for its own sake
– Improvement means different things to different
organizations
• What are your business goals?
• How do you measure progress?
– Improvement is a long term, strategic effort
– CMM addresses management processes
– CMM-based SPI has been broadly adopted
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14. Value of CMM®
• Possible Impacts Include
– Significant improvements in performance
• quality
• productivity
• cycle time
• predictability
– Increasing
• Visibility into organization performance?
• Predictability of results?
• Staff morale?
• Product performance?
• Ability to manage complexity?
• Visibility of business value?
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15. Value of CMM®
• Cost performance by maturity level
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16. Value of CMM®
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17. Initiate Process Improvement
• Prerequisites
– Identify business drivers
– Gain senior management support
– Ensure there are no hidden agenda
– Make it clear you are improving Processes
not People
– Set realistic expectation
– Ensure readiness & willingness to improve
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18. Initiate Process Improvement
• Principles
– Improvement direction must start at the top
– Fix the process not the people
– Everyone must be involved in the improvement
process
– Effective improvement requires knowledge of
current practices
– Improvement is continuous
– Improvement requires investment
– Use external help to reduce risk
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19. Initiate Process Improvement
• Areas to Address
– People & culture
• People need a reason to change
– Communication
• change without communication is driving without roads
– Management Commitment
• Support, resource availability, time allocation
– Planning
– Tools & Processes
• Need for Continuous Process Improvement
– Because of changing environment
• Customer
• Technology
• People
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20. Planning Process Improvement
• Understanding of the Problem
• Resource Availability
• Credibility of Plan
• Direction
• Focus
• Measures
• A documented diagnosis and recommendations
• Fundamental Plans
– Business plans
– Organizational improvement plan
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21. Build Infrastructure
• Management Steering Group (MSG)
• Dedicated Quality Engineering Function
• CMM Implementation Group (CIG) (or SEPG)
• Process Action Teams (PATs)
• Project Coordinators
• Improvement Assets
• Improvement Culture
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23. Build Process Assets
• Key Modes of Process Representation
– Process Model
• A detailed, formalized representation
• Often in graphical notation
• Primary users: process engineers
• Primary use:process engineering
– Process Guide
• A structured, work-flow oriented process
reference
• Primary users: process participants
• Primary use: enactment support
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24. Build Process Assets
• Notation/Language examples
– Process Models
• ETVX
• IDEF0
• Statemate®
• Flowcharts
• DFDs
• Activity Networks
– Process Guides
• Structured Text
• Templates/Forms
• Decision Trees/Tables
• Checklists
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25. Build Process Assets
• Principal Entity Classes
Activities what happens & how it is done
Artifacts what things are used & produced
Agents who (or what) does it
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26. Build Process Assets
• Principal Entity Classes
– Entity Description
• Attributes for each entity
– Name, purpose, description, skills, etc.
– Entity Aspects
• Relationships
– Within entity class
– Among entity classes
• Behavior
– Within entity class
– Among entity classes
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27. NetSol’s Standard Software Process
SQA Plan SQA Reporting
Software Quality
Assurance Activities
SQA Reviews SQA Audit
Independent inspection of work products
Configuration
Management Software development Management Activities
Activities Activities
Business Modeling SCM Plan
Define PDSP
RS Development
Baselining
Planning Integrated FS & Design Controlled by
with
Coding Change Management
Monitor/Control
Testing
Status Reporting
Closure
Deployment
SCM Audit
Supported and guided by
Other periodic
Organizational & Org. Structure, Process Asset Peer
Training Reviews & event driven
Policies Roles Database
Responsibilities Reviews
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28. NSSP Mapping to CMM Processes
IC SQA SQA Plan SQA Reporting
Software Quality
Assurance Activities
SQA Reviews SQA Audit
Independent inspection of work products
ISM
Configuration
Management Software development SPE Management Activities
Activities Activities
Business Modeling RM SCM Plan
Define PDSP
RM
RS Development
SPP Baselining
Planning
Integrated FS & Design RM
with
Coding Controlled by Change Management
Monitor/Control
SPTO
Testing
Status Reporting
Closure
Deployment
SCM Audit
Supported and guided by
OPF OPD TP PR
Other periodic
Organizational & Org. Structure, Process Asset Peer
Roles Training Reviews
& event driven
Policies Database Reviews
Responsibilities
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29. Prepare for Appraisal
• Why Assess?
• Goals for CBA-IPI
• Assessment Phases
• Assessment Participants
• Data Sources
• Data Consolidation
• Rating
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30. Why Assess?
• Business needs derive the requirements for
process improvement and assessment
• Business goals for process improvement are
usually related to
– reducing costs
– improving quality
– decreasing time to market
• Fundamental assumption:
– costs, quality, & schedule are largely determined
by
– the development process
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31. Goals for CBA-IPI
• Provide an accurate picture of existing
software processes relative to reference
model ;
e.g. SW-CMM®
– Provides a baseline of organization’s capability
– Provides strengths & weaknesses relative to the
CMM
– Provides findings to guide planning future process
improvement activities
• Support, enable, and encourage an
organization’s commitment to software
process improvement
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32. Assessment Phases
• Plan & Prepare
– training, briefing, questionnaire, document
review
• Conduct
– data collection, consolidation, rating
• Report Results
– draft findings, final findings,
recommendations
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33. Assessment Participants
• Sponsor
– business goals, commitment & support, scope
definition
• Lead Assessor
– qualified, plan, organize & manage assessment
• SEPG & Other Members
– SEPG helps above two, librarian, site coordinator
• Assessment Team Members
– meet selection criteria, opinion leaders, being
trained
• Assessment Participants
– follow schedule of participation
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34. Data Sources
• Documents
– organization, project, & implementation level
• Instruments
– maturity questionnaire
• Interviews
– project leaders, middle manager, functional area
representatives
• Presentations
– participants presentation, draft finding presentation
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35. Data Consolidation
• Information that has been seen & heard is
consolidated into observations that the team
determines through consensus are:
– accurate
– corroborated by at least two independent sources
– valid (consistent with each other)
• Sufficient data must be collected for each key
practice to cover the CMM scope, the
organization scope, and the software life
cycle
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36. Rating
• Rating is done for each goal for each key
KPA within assessment scope. If all goals are
satisfied, the KPA is “satisfied”
• If one goal is unsatisfied, the KPA may be
rated “partially satisfied” however, this is
unsatisfied to maturity rating
• If all KPAs within a maturity level are satisfied
and all KPA satisfied within each maturity
level below it, then a maturity level rating is
“achieved”
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37. Common Mistakes
• No Link Between Business & Improvement
• The Level 3 Syndrome
• Lack of Measurement
• Lack of Change Agent
• Communication Gaps
• Enforcing Maturity by Contract
• Maturity Arrogance
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38. Critical Success Factors
• Understand the Context First
• Establish Senior Management Commitment
• Quantify Business Goals
• Identify Process Improvement Approach
• Establish an Agreed Assessment & Training
Schedule
• Identify Gaps & Action Plan for Closure
• Manage Expectation by Effective
Communication
• Track Progress & Issues Effectively
• Measure Change
• Plan for Internal Assessment Prior to External
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39. Road Map to CMM
• Past:
– First ISO 9001 Certification – Dec 1998
– CMM Initiative – April 2000
– CMM Level 2 Rating – Mar 2002
– CMM Level 3 Pre-Assessment – Mar 2003
– CMM Level 3 Rating – Jul 2003
• Present
– Level 4 Implementation – In-progress
– Internal Assessment CMM Level 4 – Dec 2003 (Planned)
• Future
– CMM Level 4 Assessment – Planned
– CMM Level 5 Assessment – Planned
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40. CMM Implementation at NetSol
Jan 2000
Jan 2002
Jan 2001
May
May
Aug
Aug
Nov
Nov
Sep
Sep
Dec
Dec
Mar
Mar
Mar
Feb
Jun
Feb
Jun
Feb
Apr
Apr
Oct
Oct
Jul
Jul
S# SPI Activities
BOD Meeting &
1
Decision
2 Official CMM Training
3 Initial Planning
4 Staff Orientation
SEPG Formation &
5
Training
6 SEPG Efforts
QE Function
7
Established & Trained
CIG Established &
8
Trained
Process Development
9
for Level 2
Organization-wide
10
Training & Rollout
Process Development
11
for Level 3
Organization-wide
12
Training & Rollout
13 CBA-IPI
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41. Thank You