CMMI what’s that....?
Angus MacIntyre
Software Engineering Institute Lead Appraiser
Agenda
2 /
•Objectives of the presentation
•Thales Overview
•What are you trying to solve
•CMMI History, Status & Models
•Concerns and Worries
•Benefits
•Objectives of the presentation
Objectives of the presentation
3 /
The participants will after the presentation be able to state

What does CMMI and SCAMPI stand for

What are the different CMMI models

What is involved in SCAMPI assessments

What are the potential benefits
Thales
4 /
Global reach, local expertise
68,000 employees in
50 countries
11.4bn Euros sales in 2011
Core Activities
5 /
DEFENCE
AEROSPACE
and SPACE
50%
25%
SECURITY
25%
Thales
6 /
Domain Structure
Civil and Defence
DSC
DAO
DAV
DSP
7 domains

4 dual activity (civil and defence)

2 exclusively defence

1 exclusively civil activities
DMS
DLD
DTS
Land Defence in the UK
7 /
What is Land Defence ?
A 100% focus on the Defence market

1650 staff across 9 sites
Core Activities:
MISSILE SYSTEMS
VEHICLE INTEGRATION
MISSILE ELECTRONICS
OPTRONICS & SOLDIER SYSTEMS
Land Defence UK
8 /
What is OPT, ARM & PRV ?

Optronics, Armaments and Protected Vehicles
900 staff across 5 sites





Basingstoke
Bristol
Bury St. Edmunds
Glasgow
Swansea

Continued growth over past 5 years

Increased presence in export markets

Unique capability in Optronics and

Armoured Vehicle Integration
Some Business Objectives Set in THALES
9 /

Probasis

Reduce cost of non quality

Adapt faster to market driven advances in
technology

Improve efficiency of projects by reducing cost
overrun and delays

Have better visibility of the workload forecast

Develop fixed price subcontracting capability

Establish common practices between different
business units (Systems and Platforms) in order to
enable people mobility between business units

Have efficient shared functions such as
Purchasing, HR, Training, Sales, Finance, etc

Maintain an efficient IT infrastructure to support
operation with common tools for project
management, engineering and communication
What About Yours ?
How Can We Achieve The Business Objectives?
10 /
Achieving Business Objectives
means :
Achieving Higher Performance
means :
Obtaining superior outcomes
implies :

Conduct disciplined change management to
implement new efficient ways of working

Reduce cost of quality by eliminating or at
least reducing rework and waste
What is CMMI ?
11 /

Capability Maturity Model Integrated (CMMI)

CMMI is a list of good practices (“good” from Industry and SEI)
organised by themes (Process Area) related to key or critical activities
of project development delivery and service.

Concept : you need to master these activities if you want to increase
your chance of success and reduce your business risks

CMMI practices address project processes and organisational
processes

CMMI can be used to evaluate an organisation using the Standard CMMI
Appraisal Method for Process Improvement (SCAMPI).
CMMI Models versus Project Types
12 /
Project Management
Systems Engineering
Service
Delivery
Software & Hardware
Engineering
Subcontracting / Procurement / Acquisition
CMMI-DEV
CMMI-SVC
CMMI-ACQ
It is useful to have an integrated approach
and a common tool for process improvement,
especially when all these types of projects coexist in the same company
CMMI for Development v1.3 Process Areas
13 /
Level
Project
Management
Engineering
CAR: Casual Analysis
and Resolution
5 Optimising
4 Quantitatively
Managed
3 Defined
QPM: Quantitative Project
Management
IPM: Integrated Project
Management
RSKM: Risks
Management
2 Managed
1 Initial
Support
PP: Project Planning
PMC: Project Monitoring
and Control
REQM: Requirements
Management
SAM: Supplier agreement
Management
Process
Management
OPM: Organisational
Performance
Management
OPP: Organisational
Process Performance
RD: Requirements
Development
TS: Technical Solution
PI: Product Integration
VER: Verification
VAL: Validation
DAR: Decision Analysis
& Resolution
MA: Measurement and
Analysis
PPQA: Process and
Product Quality
Assurance
CM: Configuration
Management
OPF: Organisational
Process Focus
OPD: Organisational
Process Definition
OT: Organisational
Training
CMMI for Acquisition v1.3 Process Areas
14 /
Level
Project
Management
Acquisition
Engineering
CAR: Casual Analysis
and Resolution
5 Optimising
4 Quantitatively
Managed
QPM: Quantitative
Project Management
IPM: Integrated Project
Management
3 Defined
RSKM: Risks
Management
2 Managed
1 Initial
Support
PP: Project Planning
PMC: Project Monitoring
& Control
REQM:Requirements
Management
SSAD: Sollicitation &
Supplier Agreement
Development
AM: Agreement
Management
Process
Management
OPM: Organisational
Performance
Management
OPP: Organisational
Process Performance
ATM: Acquisition
Technical Solution
AVER: Acquisition
Verification
AVAL: Acquisition
Validation
DAR: Decision Analysis
& Resolution
PPQA: Process and
Product Quality
Assurance
ARD: Acquisition
Requirements
Development
CM: Configuration
Management
MA: Measurement and
Analysis
OPF: Organisational
Process Focus
OPD: Organisational
Process Definition
OT: Organisational
Training
CMMI for Service v1.3 Process Areas
15 /
Level
Project and Work
Management
Service
Establishment
and Delivery
CAR: Casual Analysis
and Resolution
5 Optimising
4 Quantitatively
Managed
3 Defined
2 Managed
1 Initial
Support
QWM: Quantitative Work
Management
IWM: Integrated Work
Management
RSKM: Risks
Management
SCON: Service
Continuity
WP: Work Planning
WMC: Work Monitoring
& Control
REQM:Requirements
Management
SAM: Supplier
agreement Management
Process
Management
OPM: Organisational
Performance
Management
OPP: Organisational
Process Performance
SSD: Service System
development
SST: Service System
Transition
IRP: Incident Resolution
and Prevention
STSM: Strategic Service
Management
DAR: Decision Analysis
& Resolution
PPQA: Process and
Product Quality
Assurance
SD: Service Delivery
CM: Configuration
Management
MA: Measurement and
Analysis
OPF: Organisational
Process Focus
OPD: Organisational
Process Definition
OT: Organisational
Training
16 /
CMMI : the Manager ’s Vision
Quantitatively
Managed
4
Defined
3
Business-oriented process
management, the
performance of the process is I
predictable
The processes defined at the
organisation level are tailored
to the project. Performance is I
more predictable
O
O
O
Probability
Optimising Continuous and measurable
process improvement is a way I
of life
5
Business view
Management
visibility
Target
Time / Cost
Target
Time / Cost
Probability
Characteristics
Probability
Maturity Level
2
Initial
1
Project management is more
disciplined. Past successes
can be expected on similar
projects
I
O
Target
Performance is difficult to
predict. Practices may not be
effective, rely on individuals
I
O
Time / Cost
Probability
Managed
Time / Cost
Probability
Target
Target
Time / Cost
CMMI Achievement
17 /
5
4
Focus on process
improvement
Process measured
and controlled
Continuous Change Management
to stay in line with the business
needs (Technology and Process)
Optimizing
Efficient Project
Management
supported by models
and simulation
Quantitatively
Managed
Defined
3
Process characterized for
the organization and is
proactive
Managed
2
Process characterized for
projects and is often reactive
Organisational
infrastructure to
support projects
(tools, processes,
data)
Professional Project
Management
Performed
1
Process unpredictable, poorly
controlled and
reactive
No « Silver Bullet » ! Just Risk Mitigation for Business Objectives
Thales Actual Example
18 /
Distributions of PTR Correction date - Entry date (in calendar days)
Normal
One distribution per year (all PTR entries for this year)
Year
2002
2003
2004
2005
2006
2007
600
2007 : Go for CMMI Lev 3
Frequency
500
400
300
Mean StDev
N
513,2 66,97
82
384,0 474,5 796
252,8 271,8 1876
185,6 203,6 2647
206,5 125,8 3584
93,27 64,03 3873
2006 : CMMI Lev 2
200
100
0
Number of PTR/year
PTR created in this
year and corrected
-650
-325
0
325
650
975
Correction date - Entry date
1300
1625
Mean of PTR correction
duration/year
CMMI Maturity Profile from the SEI (Sept 2010)
19 /
CMMI
®
: Sept 2010
10- UK : 118
2 - China : 1475
7 - Korea : 176
About 6130
appraisals in 4900
organisations
since April 2002
6- France : 183
1 - USA : 1719
4 – Japan : 324
5 - Spain : 198
9 – Taiwan : 147
75 % outside USA
8 - Brazil : 167
3-India : 576
Brazil, Mexico, Chile, Colombia, Egypt, Taiwan reported
appraisals are increasing at a rapid rate
20 /
CMMI Maturity Profile
21 /
Organisational Size
22 /
Appraisals by Continent
23 /
Move between Levels
Industries using CMMI
24 /

Europe :





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
Accenture (L3 -> L5)
Alstom (L2)
Alcatel-Lucent (L3)
Atos Origin (L2->L3)
Bosch (L2 -> L3)
Siemens (L2 -> L4)
BAE Systems (L3 -> L5)
The rest of the world :







Lockheed Martin (L5)
Harris (L5)
Northrop Grumman (38 L5)
Cap Gemini ((L2->L5)
Bombardier (L2>L3)
General Dynamics (L3->L5)
Honeywell (L2->L5)

Eurocontrol (L3)
 Dassault Aviation (L2)
 EADS (L2->L3)
 Astrium (L2)
 SNCF (L2)
 DGA (L2)
 Renault (L3)
 BNP and Axa (L2->L3)






Raytheon (L5)
Boeing (L5)
TRW (L5)
Motorola (L5)
IBM (L3->L5)
Indra (L3->L4)
Swiss Industries using CMMI
25 /

Switzerland :

Bombardier Transportation CMMI-DEV v1.2(Continuous):Maturity Level 2

Computer Sciences Corporation CMMI-DEV v1.3(Staged):Maturity Level 3

Credit Suisse CMMI-DEV+IPPD v1.2(Staged):Maturity Level 3

Credit Suisse AG CMMI-DEV v1.2(Staged):Maturity Level 2

IHS (Global) Ltd CMMI-DEV v1.3(Staged):Maturity Level 2

Lösungszentrum des Bundesamt für Informatik und Telekommunikation (BIT)
CMMI-DEV v1.3(Continuous):Maturity Level 2

mimacom ag CMMI-DEV v1.3(Staged):Maturity Level 5

NAGRA – KUDELSKI GROUP CMMI-DEV v1.3(Continuous):Maturity Level 2
SCAMPI : The Appraisal Method
26 /
Appraisal
Requirements
The
Process
Actual
Practice
Appraisal Team
Findings,
Recommendations
Lessons Learned/
Improvements
Organization/
Projects
Organizational
Process Suite
Process
Deployment
Appraisal Method Classes
27 /
Characteristics
Class A
Class B
Class C
Amount of Objective Evidence
Gathered (relative)
High
Medium
Low
Ratings Generated
Yes
No
No
Resource Needs (relative)
High
Medium
Low
Team Size (relative)
Large
Medium
Small
Appraisal Team Leader
Requirements
Lead
appraiser
Lead appraiser
Person trained
and
experienced
Extracted from Appraisal Requirements for CMMI, Version 1.2 (ARC)
or person
trained and
experienced
28 /
SCAMPI Assessment Method
For each CMMI practice, search for relevant
data in the organisation, the project or
work package documents.
Then, search for the definition of the data,
and its associated management process :
1 – in the plans
2 – in the company management system
Interviews are conducted to support
understanding and validate the search
results
Findings are validated with interviewees
before final presentation
29 /
Misconceptions about CMMI®
Misconception #1: CMMI is prescriptive
Misconception #2: One process cannot work for all projects
Misconception #3: CMMI has high overheads
Misconception #4: CMMI means following a plan rather than
changing the plan
Misconception #5: CMMI values process over people
Benefits
30 /

Reducing the opportunity for defects to occur

Data will enable understanding of where a defect was inserted
and where it was detected in the lifecycle

Improving predictability of projects

Focus on what is required to get projects back on track earlier
in the lifecycle

Robust requirements

Improve profitability
Objectives of the presentation
31 /
The participants will after the presentation be able to state

What does CMMI and SCAMPI stand for

What are the different CMMI models

What is involved in SCAMPI assessments

What are the potential benefits
Questions
32 /
Thank you for taking the time to attend