Quality CMMI Training

7/31/2019 Quality CMMI Training

1/50

7/18/2012 1

QUALITY


2/50

7/18/2012 2

Objective of this session

To:

Refresh on the essence of process initiative Commence the CMMI journey at abc ltd

Understand the CMMI framework

Understand our role and expectations in the journey


3/50

7/18/2012 3

Why Processes?

Processes enable:

Standardization of activities Consistency of outputs

Predictability of operations

Institutionalizing discipline culture in the organization

Processes are not meant for mere certifications or accreditations!

Processes are not about documentation!!


4/50

7/18/2012 4

What is a Process?

A process is a defined set of steps required to be adopted for executing a given

task.

Do processes associate with science or art?

Lets debate!

Examples?


5/50

7/18/2012 5

What processes apply at abc ltd?

Organizational processes

Engineering processes Project management processes

Support processes


6/50

7/18/2012 6

What is a Process made of?

Policies

Procedure documents for defining the scope and the work steps Templates

Forms

Checklists

Guidelines


7/50

7/18/2012 7

Are Processes an overhead!?

Process adoption does require an additional effort

This effort does have to be optimized! Cost ofQuality measurement tabs the scenarios:

- without Processes

- with ineffective Processes

- with effective Processes


8/50

7/18/2012 8

Cost of Quality

COQ = COF + COA + COP

COF (Failure)

Rework, Losing Clients, Damage claims

COA (Appraisal)

Reviews, Inspection, Testing

COP (Prevention)

Project Management, Training, Configuration mgmt, etc


9/50

7/18/2012 9

Failure

Appraisal

Prevention

Development

Failure

Appraisal

Prevention

Development

Return onInvestment

with effective QA


10/50

7/18/2012 10

3 keys to Process journey?

Attitude!

Attitude!! Attitude!!!


11/50

7/18/2012 11

What are Process standards?

QA standards and QC standards

ISO 9001 CMMI

PCMM

Prince2

Six sigma

Malcolm Baldridge

etc


12/50

7/18/2012 12

Overview of Quality - The big picture

Business (Profitability)

Customer Satisfaction

Process Predictability

Process Performance

Process Maturity

Process Capability


13/50

7/18/2012 13

Capability Maturity Model Integration (CMMI)


14/50

7/18/2012 14

CMMI initiative at abc ltd

To benchmark the processes against the global best practices of CMMI

Leverage CMMI framework for:- Minimizing the delivery lead time

- Minimizing the costs

- Maximizing the Quality of services and hence customer satisfaction

Accomplish CMMI level 5 via level 2


15/50

7/18/2012 15

Three core source models / disciplines of CMMI

Software CMM

SW CMM ver 2 ( c )

CMMI

Systems Engg Capability Model Integrated Product Devt CMM

EIA / IS 731 IPD CMM ver 0.98


16/50

7/18/2012 16

CMMI - 5 Maturity levels

Initial (1)

Managed (2)

Defined (3)

QuantitativelyManaged (4)

Optimizing (5)

Disciplinedprocess

Standardconsistent process

Predictable

process

Continuouslyimproving process


17/50

7/18/2012 17

22 Process Areas in CMMI-DEV v 1.2

Initial (1)

Managed (2)Requirements managementProject Planning

Project Monitoring and Control

Configuration Management

Process & Product Quality Assurance

Measurement and Analysis

Supplier Agreement Management

Defined (3)Organizational Process Focus

Organizational Process Definition

Integrated Project Management

Requirements Development

Technical Solution

Product Integration

Verification

Validation

Decision Analysis and Resolution

Risk Management

Organizational Training

Quantitatively Managed (4)Organizational Process Performance

Quantitative Project Management

Optimizing (5)

Organizational Innovation & DeploymentCausal Analysis and Resolution


18/50

7/18/2012 18

Level 1: Initial

Immature organization

Ad hoc; hero-driven functioning

No engineering and management practices are in place

An organization may be assessed at Maturity Level 2 / 3 / 4 / 5, but if the

processes are evaded under project pressure, the organizations Maturity

Level stands at Level 1


19/50

7/18/2012 19

Level 2: Managed

Basic Project Management and Support practices are in place, with a flavour

of Engineering practices

Different projects may follow different processes

Initial project successes can be repeated due to their repeatable nature


20/50

7/18/2012 20

Level 2: Managed

Process Areas:

1. Requirements Management

2. Project Planning

3. Project Monitoring and Control

4. Configuration Management

5. Process and Product Quality Assurance

6. Supplier Agreement Management

7. Measurements and Analysis


21/50

7/18/2012 21

Level 2: Managed

Requirements Management:

Mutual understandingbetween client and software organization on system

requirements exists

As and when client requirements change during the project execution, all

corresponding Work Products are kept consistent

Technical and Non-technical requirements are duly tracked

Bi-directional Traceability Matrixis duly maintained Acceptance criteria are established


22/50

7/18/2012 22

Level 2: Managed

Project Planning:

Project schedule, effort, cost and size are estimated

Hardware, Software and Human Resources (for different skills and levels) areplanned

Project milestones and deliverables are planned

Risks are planned, and reviewed & tracked throughout project execution

Involvement of all relevant Stake holders for each SDLC phase is planned

Work Breakdown structure is planned

Project related trainings are planned


23/50

7/18/2012 23

Level 2: Managed

Project Monitoring and Control:

A mirror image of Project Planning

Project execution is tracked against the Project Plan, through structured andperiodic Project reviews

Milestone / Phase-end reviews are conducted

The significant deviations are 1) Identified, 2) Analyzed, 3) Recorded, 4) and

tracked to closure, through corrective actions Corrective actions comprise of either revision of plans, or correcting the

practices


24/50

7/18/2012 24

Level 2: Managed

Process and Product Quality Assurance:

Standards and Procedures are implementedin software projects

Compliance of Standards and Procedures is objectively verified acrosssoftware projects, in their Processes and (Work) Products

Non-compliances are reported, and tracked to closure. If un-resolvable, they

are reported to Higher level management.

PPQA covers non-project functions also, like Training


25/50

7/18/2012 25

Level 2: Managed

Configuration Management:

Baselines and Configuration Items (CIs) are identified

Managed and Controlledwork products are identified

Strict Change Control Mechanism is followed for every revision of a

Configuration Item

Integrity (Baseline) audits are conducted


26/50

7/18/2012 26

Level 2: Managed

Supplier Agreement Management:

DAR is used for selecting the suppliers

Maps to Procurement process


27/50

7/18/2012 27

Level 2: Managed

Measurements and Analysis:

Integration of Business Goals Information needs Measurements reqd


28/50

7/18/2012 28

Level 3: Defined

Standard process exists at the organization level

Process Assets are maintained for Knowledge Management

Focus shifts from Project Management to Process Management

Engineering activities are performed rigorously


29/50

7/18/2012 29

Level 3: Defined

Process Areas:

1. Organizational Process Focus

2. Organizational Process Definition

3. Integrated Project Management4. Requirements Development

5. Technical Solution

6. Product Integration

7. Risk Management

8. Verification

9. Validation

10. Decision Analysis and Resolution

11. Organizational Training


30/50

7/18/2012 30

Level 3: Defined

Organizational Process Focus:

Strengths and weaknesses of organizations processes are evaluated through

(Software Engineering Process Group ) SEPG

SEPG is responsible for process definition, continuous improvement,

maintaining Process Assets, metrics collection and analysis, establishing and

revising Process Capability (at Level 4) and Defect Prevention (at Level 5)


31/50

7/18/2012 31

Level 3: Defined

Organizational Process Definition:

Organizations Standard Set of Processes (OSSP) is developed and

maintained

Process Assets (Process library, Process database, Tailoring Guidelines,

Lifecycle models) are developed and maintained


32/50

7/18/2012 32

Level 3: Defined

Integrated Project Management:

OSSP is tailored into PDP (Projects defined process), using Process Assets

Project contributes to enriching the OSSP

Relevant stakeholders are involved for all inter-group coordination activities

Service Level Agreements for for all stakeholders are prepared and monitored


33/50

7/18/2012 33

Level 3: Defined

Requirements Development:

System requirements are exhaustively analyzed and recorded, and clients

approval (Requirements validation) received on the same

Requirements are duly elicited using Use Cases / UML, Activity diagrams, etc

Internal and external interfaces of the system are identified and documented


34/50

7/18/2012 34

Level 3: Defined

Technical Solution:

This PA covers Design and Coding activities in a project

Alternate Design solutions are worked out, and finalized using DAR

methodology

Baseline used for implementation of Design (i.e., Coding) to be available

End user documentation is prepared

RD

REQM TS


35/50

7/18/2012 35

Level 3: Defined

Product Integration:

All interfaces between software and software, software and hardware,

hardware and hardware are covered in this PA

All internal and external interfaces are executed

Integration Testing is performed for all levels of Integration

Top down integration / Bottom up integration, as suitable

This PA covers the final delivery. The application is accompanied by Release

notes, which include Build / Installation instructions, source / exe file transfer

instructions, list of known errors, etc


36/50

7/18/2012 36

Level 3: Defined

Verification:

Technical Peer Reviews for selected work products, and various levels of

Testing of the application (Unit / Integration / System / Regression testing) are

performed

Formal plan is prepared for both Peer Reviews and Testing, with complete

details on the scope, schedule, approach / method, resources for each level of

review / testing

The defects detected are recorded, and tracked to closure


37/50

7/18/2012 37

Level 3: Defined

Validation:

Testing of the application in the intended user environment is planned and

performed, either at client location or developers end

Formal Validation plan covers complete details on the scope, schedule,

approach / method, resources for each level of testing

The defects detected are recorded, and tracked to closure


38/50

7/18/2012 38

Level 3: Defined

Risk Management:

Internal and external risks are identified for the software project

Risks are categorized as Technical, Environment related, Business related,

etc Risk management plan is prepared, with:

1) Risk Exposure (Severity x Probability) calculated for every risk

Total Risk Exposure for the project is calculated

2) Mitigation Plan for every risk

3) Prioritization of risk management

Risk management plan is revised on periodic and event driven basis

Risk database is maintained at organization level


39/50

7/18/2012 39

Level 3: DefinedDecision Analysis and Resolution:

The areas of the DAR application are identified (Supplier selection and

Technical Solution, at minimum)

The following methodology shall be applied for structured decisions

Sl Description Options Evaluation critera Outcome

1 Technical Solution Design I

for Project xxx Design II..

Criteria A

Criteria B

Design II

2

3

Supplier selection

Make or buy

4 Requirements QFD


40/50

7/18/2012 40

Level 3: DefinedOrganizational Training:

Trainings are planned at Organization and Project level

Skill database is maintained at organization level, which provides input to

trainings planned

Training effectiveness is measured for every trainee and training

Service Level Agreements are prepared and monitored for Training function

No. of Training hours / person is planned and monitored


41/50

7/18/2012 41

Level 4: Quantitatively Managed

This level focuses on special causes of variation

Quantitative Quality Goals at organization level are set, established and

monitored

Process Capability of the organization is reviewed on periodic basis

Process Performance is monitored against Process Capability

Process Capability need not be world class, but the process predictability

should exist.

Process Capability is of utmost important in setting the customer

expectation right


42/50

7/18/2012 42

Process MetricsSchedule Slippage

Effort Slippage

Productivity

Review Effectiveness

Product MetricsDefect Density

Size deviation


43/50

7/18/2012 43


Process Areas:

1. Organizational Process Performance

2. Quantitative Project Management


44/50

7/18/2012 44

Level 4: Quantitatively ManagedOrganizational Process Performance:

Process Capability and Sub Process Capabilities (Process Elements) are

baselined at organization level, based on the inherent capability of theorganizations processes

Process Capability is a mix of Process and Product attributes

Suitable Process Performance model is adopted, documented and followed


45/50

7/18/2012 45


Quantitative Project Management:

Process Performance across projects is tracked against the Process

Capability

Deviations are identified, and root causes are analyzed & tracked to closure

Based on the metrics of the current SDLC phase, the performance of the

future phases is predicted


46/50

7/18/2012 46

Level 5: Optimizing

This level focuses on common causes of variations

Continuous Improvement is the bottom line

Prevention of defects and other identified problems at organization andproject level is performed


47/50

7/18/2012 47

Level 5: Optimizing

Process Areas:

1. Organizational Innovation and Deployment

2. Causal Analysis and Resolution


48/50

7/18/2012 48

Level 5: Optimizing

Organizational Innovation and Deployment:

Process Improvements are initiated through Process Improvement Proposals (PIPs)

invited from across the organization

PIPs are duly evaluated by SEPG vis--vis their viability

Cost Benefit Analysis is performed for all PIPs

PIP database is maintained at organization level


49/50

7/18/2012 49

Level 5: Optimizing

Causal analysis and resolution:

Defect Prevention activities are planned and executed at organization and project level

Input for DP at Organization level Project wise DP spreadsheet

Input for DP at Project level Peer Reviews, Testing, Phase-end / Kick-off meetings

Defects are duly analyzed, and Selective Corrective / Preventive Actions are taken

Defect database is maintained at organization level, with categorization of cause wise

defects

Other problems are identified, root cause analysis performed, and CA / PA taken


50/50

Thank You!!

Quality CMMI Training

Documents