Minimizing Unintended Consequences of Process Streamlining

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MinimizingUnintended Consequences of Process
Streamlining
A Contextual Support Role of Standards in
Achieving Desired Outcomes

• Joe Jarzombek, PMP
• Deputy Director for Software Intensive Systems
• Acquisition Resources and Analysis Directorate
• Office of the Under Secretary of Defense (ATL)

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Standards As Sources of Best Practice Information

• Standards, are consensus-based, codified best
  practices.
• They have seven essential attributes that aid in
  process engineering
• represent the collected experience of others who
  have been down the same road,
• tell in detail what it means to perform a certain
  activity,
• can be attached to or referenced by contracts,
• help to assure that two parties have the same
  meaning for an engineering activity,
• increase professional discipline,
• protect the business and the buyer (adherence
  legal),
• improve the product.

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But what do you do with a list of best practices?

• Which ones apply to my program?
• Which ones have to be used in conjunction with
  others to be effective?
• How much do they cost to implement?
• Can they be implemented?
• What are expected benefits?
• When would benefits be
• realized?

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Observations

• Discipline-specific courses normally incorporate
  relevant standards to teach best practices yet
  what we do after the course is sometimes
  different from what we learn
• Best Practices require Best Execution to
  influence success (TAI Systemic Analysis)
• Recognize and address issue and performance
  interdependencies (TAI Systemic Analysis)
• Understand that outcomes associated with
  individual practices are often dependent upon the
  grouping of practices exercised in tandem
• What you do depends on what youre trying to
  accomplish (Agile Development and the CMMI)
• Successful programs are more proactive they
  aggressively manage the trade space (TAI
  Systemic Analysis)

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Standards -vs- Standardization

• Standards support interoperability
• In systems and networks
• Among various communities of practice
• Standards are agents for the promulgation of a
  common language among interested parties
• Naming conventions enable movement among
  communities of practice (support enterprise
  perspective)
• Standards enable learning
• Standards and CMMs enable creativity and
  improvement within a contextual framework
• Many practices in standards and CMMs are
  informative providing insight as to what might
  be done to accomplish expected practices
• Practitioners should be encouraged to improve the
  practices that are used to accomplish project and
  organizational objectives

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Steps to Organizational Maturity
Commitment
1. Vision Goals
Organization Processes
Best Practices
3. Gap Analysis
2. Process Capture
4. Process Transformation
From Process, all good things flow!
Performance Measurement
Activity Based Costing
Process Level Evolution
Project Management
Simulation
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8 Steps to Success WithBest Practice Information
Aids
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Agile Development Practices in support of CMMI
Level 5 objectives

• Improvements are selected based on a quantitative
  understanding of their expected contribution to
  achieving the organizations process improvement
  objectives versus the cost and impact to the
  organization.
• Optimizing processes that are agile and
  innovative depend on the participation of an
  empowered workforce aligned with the business
  values and objectives of the organization.
• The organizations ability to rapidly respond to
  changes and opportunities is enhanced by finding
  ways to accelerate and share learning.
• Alternative practices must clearly and
  unequivocally accomplish a result that meets the
  goal

Agile Development and the CMMI Anti-Matter
and Matter or Reconcilable Differences?
presentation at Software Technology Conference, 1
May 2002, Steve Ornburn David Kane
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Role of Standards Relative to CMMI

• Based on codification of best practices,
  standards have provided the basis for CMMI model
  content and appraisal methods
• Used in conjunction with ISO IEEE standards,
  CMMI provides a framework for integrated process
  improvement with supporting guidance for
  implementing best practices
• Standards and guidebooks will continue to provide
  rich informative guidance for organizations
  seeking to strengthen their process methodologies
• Mapping of CMMI to standards enables a better
  understanding of how organizational
  process/practice descriptions relate to CMMI
  standards and related guidebooks
• Standards and guidebooks can provide the basis
  for CMMI discipline extensions (normative and
  informative material)
• The potential application of alternative method
  practices, in evolving standards, might be used
  to satisfy CMMI goals

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Contact Information

• Joe Jarzombek, PMP
• Deputy Director for Software Intensive Systems
• Acquisition Resources and Analysis Directorate
• Office of the Secretary of Defense (ATL)
• Crystal Mall 3, Suite 104
• 1931 Jefferson Davis Highway
• Crystal City, Arlington VA 22202
• Business Ph [phone], Ext 105
• Mobile Cell Ph [phone]
• Fax [phone]
• Joe.Jarzombek_at_osd.mil

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Process Framework Standards

• Systems Life Cycle
• ISO/IEC 15288
• Software Life Cycle
• ISO/IEC 12207
• IEEE/EIA 12207.0, 12207.1, 12207.2
• Process Assessment
• ISO/IEC 15504

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ISO/IEC 15288 Systems Life Cycle Process Framework
(25)
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IEEE/EIA 12207 Software Life Cycle Process
Framework
(171)
Source Singh97
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Applying Best Practices
Performance
Process Baseline
Framework Standards
Continuous Process Improvement
Process Deployment
Supporting Standards
Standards-Based Knowledge Products