CMMI Tutorial Agenda

1
Quality via CMM/CMMI , ISO andLEAN/Six Sigma
Presented By Michael Martino [phone],
martinomj_at_npt.nuwc.navy.mil NAVAL UNDERSEA
WARFARE CENTER DIVISION, NEWPORT RI
Name of File Here and on Master
2
What is a Process?

• The System of all tasks, tools, standards,
  methods, procedures, and practices involved in
  the production and evolution of a product
  throughout the life cycle
• Technical Processes
• Managing Processes
• Support Processes

3
Power of ProcessMisconception 1
100
Thrashing
Percent of Effort
Productive Work
0
Beginning of Project
End of Project
Time
Ignoring Process Increases Productivity
Proportionately
4
Power of ProcessMisconception 2
100
Thrashing
Productive Work
Percent of Effort
Process
0
Beginning of Project
End of Project
Time
Attention to Process Decreases Productivity
Proportionately
5
Power of ProcessReality 1
100
Thrashing
Productive Work
Percent of Effort
Process
0
Beginning of Project
End of Project
Time
Little Attention to Process Increases Thrashing
and Process in the End
6
Power of ProcessReality 2
100
Thrashing
Productive Work
Percent Of Effort
Process
0
Beginning Of Project
End Of Project
Time
Early Attention to process reduces thrashing and
process in the end
7
What is Process Maturity?
The extent to which a specific process is
explicitly defined, managed, measured, and
effective. Maturity implies a potential for
growth in capability, and indicates both the
richness... and consistency with which Processes
are applied across the organization. Capability
Maturity Model for Software CMM Glossary p.18
8
Characteristics of Immature Organizations

• When in doubt, CODE!!
• No objective measurements
• Requirements not managed
• Testing unpredictable
• Schedule Drives Everything
• Quality sacrificed to meet schedule
• Imposed deadlines with no negotiation

9
Characteristics of Mature Organizations

• Formal processes followed
• Formal measurements taken, understood, and used
• Schedules negotiated
• Quantitative basis for judging product quality
• Focus is on product and process problems analyzed

10
What is the CMM?

• The Capability Maturity Model is a model for
  judging the maturity of the processes of an
  organization and for identifying the key
  practices that are required to increase the
  maturity of these processes.

Its a framework for measuring process capability.
11
How does CMM Compare to Other Models
http//www.software.org/quagmire/
12
Maturity Level

• Is a well-defined evolutionary plateau toward
  achieving a mature software process
• Indicates a level of process capability

13
Capability Maturity Model (CMM)
14
ISO vs CMM
15
ISO Vs. CMM
16
BackgroundCMMI Design

• Integrate the source models, eliminate
  inconsistencies, reduce duplication
• Reduce the cost of implementing model-based
  process improvement
• Increase clarity and understanding
• Common terminology
• Consistent style
• Uniform construction rules
• Common components
• Be sensitive to impact on legacy efforts

17
BackgroundCMMI Benefits

• Efficient, effective assessment and improvement
  across multiple process disciplines in an
  organization
• Reduced training and assessment costs
• A common, integrated vision of improvement for
  all elements of an organization
• A means of representing new discipline-specific
  information in a standard, proven process
  improvement context

18
Model OverviewStaged Representation

• Provides a pre-defined roadmap for organizational
  improvement based on proven grouping and ordering
  of processes and associated organizational
  relationships

19
Model Overview Continuous Representation

• Provides flexibility for organizations to choose
  which processes to emphasize for improvement, as
  well as how much to improve each process

20
Model Overview Comparing the Different
Representations

• Both representations provide ways of implementing
  process improvement to achieve business goals
• Both representations provide the same essential
  content but organized in different ways

21
Model Overview Comparing Model Representations
22
What is Lean?

• Lean is less less waste, less design time,
  fewer organizational layers
• Lean eliminates unnecessary tasks and improves
  efficiency by getting the right things to the
  right place at the right time the first time
• Lean is more more customer satisfaction, more
  empowerment, flexibility and capability, more
  productivity

Inputs
Outputs
The Process
What is Six Sigma ( 6s )?
6s reduces variation in processes such that they
yield no more than 3.4 defects per million
opportunities 6s uses data to drive decisions 6s
is a disciplined approach to improving quality
Lean and Six Sigma are Many Things to Many People
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Why do we need bothLean and Six Sigma?
Reduce Steps/Parts
Move North East
Perfection
Pull
Flow
LM21 Operating Excellence
Value Stream
Value
Lean
Define
Measure
Analyze
Improve
Control
Reduce Defects/Variability
Six Sigma
- Eliminate waste, and only wasteful Process!
24
Five Principles of Operating Excellence

• Specify Value of the product from our Customers
  perspective
• Identify the Value Stream for each product
• Enable product to Flow without interruptions
• Allow the customer to Pull value from the
  producer
• Continuously Improve pursue Perfection

Perfection
Pull

Flow
efficiency Operating Excellence
Value Stream
Value from Customers Perspective
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The Starting PointCustomer Value

• Value must be specified from our Customers
  perspective
• Value is Activity that
• 1. Changes form, fit, or function
• 2. The customer is willing to pay for
• 3. Is done right the first time

Are we focused on what our Customer values
? Price, service, convenience, flexibility, and,
yes, quality
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The Value Challenge!

• Who, exactly, are my Customers?
• When did I last personally meet with my key
  Customers?
• What are my Customers key concerns?
• How am I and my organization addressing these
  concerns?
• What actions did I take as a result of meeting
  with my Customers?
• Have I completed these actions and communicated
  back to the customer?
• How do I explain that eliminating excess
  checking doesnt
• increase risk?

Good Communication Skills are Essential for
Understanding Value
27
Customer Retention Grid
Exceeded Expectations
Outcome (Product Quality)
Expectations Met
Expectations Not Met
Dazzled
Dissatisfied
Satisfied
Process
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Leadership Role in Value

• Know our Customers
• Funders
• Acquisition Personnel
• End Users
• Know what our Customer Values
• Stay close, know when our Customer is not
  satisfied
• Ensure that our Customer Satisfaction recovery
  actions are swift, effective, and lasting

You and Your Organization Exist to Provide Value
Quality to Your Customers
29
Complete Red-Yellow-Green Dot Analysis

• Value-added Activities
• Activities which change the form, fit, or
  function of the product/service and
• What the Customer is willing to pay for and
• Activities done right the first time

• Non-Value-added but Required Activities
• Activities causing no value to be created but
  which cannot be eliminated based on current state
  of technology or thinking
• Required (regulatory, customer mandate, legal)
• Necessary (because of non-robustness of process,
  currently required, current risk tolerance)

• Non-Value-added Activities
• Activities that consume resources but create no
  value in the eyes of the customer
• Pure waste

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What is a Value Stream?

• A value stream is made up of the specific
  activities required to design, produce, and
  provide a specific product or service
• From
• Concept to launch
• Order to deliver
• Raw material into the hand of the Customer
• Follow-on Customer support
• Most Value Streams involve multiple functions,
  businesses and our supply chain

• Four Typical Major Value Streams
• Business capture flow
• Product/Service development flow
• Product build flow
• Product support flow

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Value Stream Analysis in 10 Steps

• Define the boundaries
• Define the Value
• Define the outcome
• Walk the product/service flow

Prepare

• Observe and gather data
• Map the Value Stream
• Customer
• Product flow
• Information flow

Current State

• Analyze Current State
• Develop Ideal State

Vision

• Develop Future State map
• Develop action plan and tracking

Plans
32
Value Added Example of the Results of a LEAN
Event

• 89 Production Support Software Build Process -
  Current State
• 89 Production Support Software Build Process -
  Future State

33
NUWC Sensors and Sonar Systems Department
Production Support Software Build Process -
Current State
CCB recommendation to IPT
CCB Track PTRs
PTR verification

• Generate list of ECPs with applicable PTRs.
• Assign investigators
• Develop schedule

Conduct IPT to review PTRs proposed
enhancements. Members include sponsor, fleet,
project, testers.
Perform detailed investigations as required
PI Tester
PI Tester
Peer review of integration test plans
Generate integration level test plans
External IPT input
preliminary package
Rework
PI
Document (see next page )

• Prepare TA package (ECPs, PTRs, VDD/SVD, build
  procedures).
• Move issue states

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PI Tester
Update VDD/SVD as required
PI
Change Type
SW (see next page )

• Perform system integration
• Run TA compile tape build procedures to
  generate SW test build. (conducted by independent
  PI member)
• Update TA procedures

2
Yes
No
Procedure Problem?

• Run VDD/SVD procedures to install media.
• Test S/W build

P/F
3
HW (see next page)
No
Yes
SAT
PI Tester
PI
CM
SAT
Obtain media from CM TA package

• Move issue states
• Generate test report

• Add test report to TA
• Update TA as required
• Forward TA to CM

Process TA rebuild media for SAT
No
CM
Perform SAT testing
No
Problem ?
Comments ?
Review/redline TA
Yes
Yes
34
NUWC Sensors and Sonar Systems Department
Production Support Software Build Process -
Current State, Cont.
35
NUWC Sensors and Sonar Systems Department
Production Support Software Build Process -
Future State
Per PTR
Further Investig. Define proposed Solution
Peer Review
Detailed Investigation
F
N
Send to correct Activity
Implementation
Risk Benefit Analysis
Dev. Build Env.
Rebuild out of Razor
Y
Developer Test
N
Generate SVD
Update SRP
Update SVD
CM Review SRP SVD
Build Disks/ Nodes
SFT Testing
SRP Generated
CM Build
Update Issues
To SAT
E