Agenda

1
Analytical Services, Inc. Your Advantage. And
Then Some.
CMMI Pilot Program Review For Mr. Bill Craig
Mrs. Jackie Langhout
Analytical Services, Inc. 689 Discovery
Drive Suite 300 Huntsville, Alabama 35806 Voice
[phone] Fax [phone] e-mail
asi_at_asi-hsv.com www.asi-hsv.com
2
Agenda

• Introduction of Team Members
• ASI Overview
• CMMI Pilot Project Highlights
• Benefits from Pilot
• Benefits from CMMI Implementation
• Path Forward for ASI Pilot and Beyond
• SED Feedback and Plans

3
Company Overview

• Management and Technical Services Company
• Incorporated in 1992, 8(a) Status 1995-2004
• Hispanic, Woman-Owned, Small Disadvantaged
  Business
• ISO 90012000 Registered
• Top Secret Facility

325
279
Employee Growth 1995 - 2003
Revenue Growth 1995 2003 (M)
95 96 97 98 99 00
01 02 03
95 96 97 98 99 00
01 02 03
4
Company Philosophy
Customer satisfaction is only the beginning of
our business relationships. The difference
between average and top-notch is in three
words and then some. The points of our
three-pronged logo represent our customers,
employees and community. We are poised to face
the futureand then some.
5
National Presence
Gunter AFB, AL Maxwell AFB, AL Redstone Arsenal,
AL Little Rock, AR Denver, CO Washington, DC Ft.
Benning, GA Moody AFB, GA Ft. Campbell, KY Ft.
Bragg, NC Omaha, NE Ft. Monmouth, NJ Columbus,
OH Lewisville, TX Ft. Eustis, VA Eau Galle,
WI Puerto Rico

• Headquarters Huntsville, Alabama
• 3 Offices Montgomery, AL, Vicksburg, MS,
  Shalimar, FL
• Employee Presence at Locations Across
  Southeastern United States Puerto Rico

Corporate headquarters Field office
locations Employee presence
6
Core Expertise
Management and Technical Services
Professional and Organizational Development
Engineering and Scientific Analysis
Systems Engineering/ Program Management
Information Technology

• Facilitation
• Strategic Planning
• Training
• Needs Analysis
• Courseware Design
• Automation Training
• Web Design Content Management
• Strategic Communications
• Market Research Analysis
• Creative/Technical Writing
• Document Control
• Business Process Reengineering
• Change Management

• Environmental Sciences
• Environmental Eng.
• Modeling Simulation
• Test Planning/Execution
• Data Collection/Reduction
• Expert Analysis
• Technology Assessment
• Software Engineering
• SW IVV
• Research Development
• Product Development
• Technical Writing

• Requirements Analysis
• Cost Analysis
• Schedule Analysis
• Risk Assessment
• Conference Management
• Roadmap Development
• Program Documentation
• IPPD/IPT Establishment
• Manpower Planning
• Earned Value Analysis
• Logistics Support

• Computer Facilities
• Network Management
• Data Communications
• HW/SW Integration
• Information Security
• Web Services
• Help Desk Operations
• Multimedia Support
• Custom Application Development
• Enterprise IT Policy Planning

7
Customer Base
U.S. Army

• Aviation and Missile Command (AMCOM)
• Communications - Electronics Command (CECOM)
• U.S. Total Army Personnel Command (PERSCOM)
• PEO Air, Space and Missile Defense (PEO ASMD)
• PEO Combat Support and Combat Service Support
  (PEO CS CSS)
• Corps of Engineers, Engineering Research and
  Development Center (ERDC)
• PEO Simulation, Training, and Instrumentation
  (PEO STRI)
• PEO Tactical Missiles
• PEO Enterprise Information Systems (PEO EIS)

U.S. Air Force

• AF HQ Initiatives Office Battle Labs
• Air Combat Command (ACC)
• Standard Systems Group (SSG)
• Air Armament Center (AAC)

Missile Defense Agency (MDA)

• Ground-based Midcourse Defense (GMD) Program

Defense Information Systems Agency (DISA)
Defense Finance and Accounting Service (DFAS)
Office of the Secretary of Defense (OSD)
National Aeronautics Space Administration (NASA)

• Marshall Space Flight Center (MSFC)

8
ASI Business Base O2K Technical - SCRS

• Actual O2K Revenue through 2003 6,791,399
• Funded O2K Revenue for 2004/5 4,246,943
• Total ASI-O2K SCRS Revenues 11,038,342
• Current customers supported through SED
• PM TMDE (PEO CSCSS) Engineering, Logistics,
  Programmatic, Software, Computer Based Training
  Products, Conference Support
• US Army TMDE Activity (AMCOM) Tech pubs,
  Computer Based Training, Customized Software
  Development
• PM Close Combat Weapons Systems (PEO TM)
  Customized Software Development
• SAMD (AMCOM) Customized Software Development
  and Maintenance

9
State of ASI Quality Management System

• Achieved ISO 9001-2000 Registration in April 2003
  Audit by NQA, with follow up audit in October
  2003
• NQA Surveillance Audit to be conducted in 1 April
  2004
• First annual QMS documentation review underway
• Improvements and updates to QMS processes
  completed
• Quality commitment from employees
• Moving from ISO to Quality Management System
  mentality
• Exploring QMS improvement tools through CMMI
  pilot program
• The QMS is considered our way of doing business,
• not an ISO issue.

10
Reactive vs. Proactive Approach

• Typically after the initial rush of a QMS
  certification, enthusiasm and activity diminishes
  only to regain momentum around scheduled audits.
  This is a reactive QMS.
• Continuous commitment by upper level
  management to the QMS is a proactive approach.
  This is the ASI approach.

11
ASIs Proactive Approach

• Commitment and responsiveness from top-level
  management sets the standard
• Following through on commitments and actions
• Recognizing those within the company that
  actively support and work to improve the QMS
• Enhancing/expanding the QMS as business grows
• Investing in system improvements

12
ASI CMMI PILOTStatus Briefing
13
Activities To Date (1 of 6)
Site Kickoff Meeting
Gap Analysis Session
Action Plan Implementation
Close Interaction Between ASI And Consultants

• CMMI Overview Tutorial that covered Process Areas
  of Maturity Levels 2 3 and focused upon the
  typical business impacts related to the area
• Business Analysis to capture high impact/high
  need Process Areas for ASI
• Had simple thumbs-up voting technique to
  determine level of impact/need
• Also polled participates for the level of impact
  (H M L)
• The high impact areas were obvious and it was
  easy to select the Process Areas to focus on for
  the pilot

14
Activities To Date (2 of 6)
Site Kickoff Meeting
Gap Analysis Session
Action Plan Implementation
Close Interaction Between ASI And Consultants

• 3 Process Areas were selected by the joint
  SED/SEI/ASI team
• Project Planning
• Requirements Management
• Measurement Analysis
• Decided to informally work on Organizational
  Process Focus

15
Activities To Date (3 of 6)
Site Kickoff Meeting
Close Interaction Between ASI And Consultants
Gap Analysis Session
Action Plan Implementation

• Workshop to analyze the process areas selected -
  the concepts/methods used for the SCAMPI B/C
  development project were adapted for ASI
• Current ASI practices documented and mapped to
  relevant CMMI model components
• Interpretation of model intent for ASI made and
  gaps documented
• Developed Action Plan for ASI Team to address
  gaps found

16
Activities To Date (4 of 6)
Site Kickoff Meeting
Close Interaction Between ASI And Consultants
Gap Analysis Session
Action Plan Implementation

• ASI Team Members are in various stages of
  implementing their Action Plan
• ASI Team Members developed Project-Specific
  Process Descriptions
• Project Planning
• Requirements Management
• Measurement and Analysis
• ASI Quality Facilitator evaluating impact at the
  organizational level and relationship to QSM

17
Activities To Date (5 of 6)
Gap Analysis Session
Site Kickoff Meeting
Action Plan Implementation
Close Interaction Between ASI And Consultants

• Monthly Face-to-Face sessions to status progress
  and get help/guidance from Consultants
• Tutorial on writing process guidance
  documentation
• Tutorial on business-oriented metrics
• Tutorial on Process Capturing Techniques
• Tutorial on CMMI Institutionalization Concepts
• Feedback on Action Plans and Process Descriptions

18
Activities to Date (6 of 6)
Site Kickoff Meeting
Gap Analysis Session
Action Plan Implementation
Close Interaction Between ASI And Consultants

• Weekly teleconferences to keep the project
  progressing
• Review Action Items
• Provide feedback on recently reviewed material
• Provide guidance on any issues/problems
  encountered

19
Planned Activities (1 of 4)
Execute New Processes
Appraise Pilot Projects
Share Lessons Learned
Publish Pilot Results

• Baseline Process Descriptions (PP, RM, MA)
• Execute processes in Pilot Projects
• Collect Metrics
• Gather lessons learned (including benefits) and
  process improvements
• Update processes to reflect process improvements
• Evaluate processes for standardization at the
  Organizational Level

20
Planned Activities (2 of 4)
Execute New Processes
Appraise Pilot Projects
Share Lessons Learned
Publish Pilot Results

• Prepare for Appraisal
• Define Scope (Requirements Management, Project
  Planning, Measurement and Analysis, and
  Organizational Process Focus are candidate
  process areas)
• Have regular preparation sessions with Lead
  Appraiser
• Gather objective evidence to support appraisal
  activities
• Set expectations
• Conduct Appraisal
• ASI to provide one person for the Appraisal Team
• Team Training and Readiness Review (tentative
  04/27-04/30)
• Appraisal (tentative 05/24-05/27)

21
Planned Activities (3 of 4)
Execute New Processes
Appraise Pilot Projects
Share Lessons Learned
Publish Pilot Results

• ASI invited to present at SE2 Conference
• Half-day tutorial March 29
• Sharing materials and activities conducted with
  ASI and Cirrus with interested members of HSV
  small business community
• No ASI-specific information will be provided
  without ASI permission
• Opportunity for ASI to share what it deems
  appropriate
• CMMI Panel March 31
• Provide Small Business Perspective for CMMI
  Implementation
• Share Lessons Learned
• Possible Interviews with Huntsville Times for
  pre-conference articles

22
Planned Activities (4 of 4)
Execute New Processes
Appraise Pilot Projects
Brief SED
Share Lessons Learned
Publish Pilot Results

• An Interpretive Guide for Using CMMI in Small
  Businesses
• Focusing on general lessons learned/recommendation
  s gathered during implementation of the various
  processes at ASI/Cirrus
• Materials used (i.e., tutorials, pilot processes)
  to be included as jumpstart for other small
  businesses
• Case Study ASI
• Published jointly among ASI, SED, SEI
• All three organizations agree on content
• Case Study Cirrus
• Same conditions as for Cirrus case study

23
Benefits from Pilot
24
Benefits from Participation in Pilot Project

• Training on CMMI/Process Improvement 4 trained
  in 3 day course, approximately 6 more trained
  during pilot project meetings.
• Gained insight into different approaches to
  process improvement
• Learned several new techniques for analyzing and
  developing processes.
• Access to expertise of SEI/Carnegie Mellon
  Consultants
• New interest in improving processes in QMS
• ASI has gained understanding of what it takes to
  implement CMMI Process Areas and how to
  effectively approach implementation
• ASI will get more visibility in the community as
  a company that pursues and invests in quality

25
Benefits from Participation in Pilot Project
(Continued)

• The pilot project has widened the ASI Teams
  thoughts toward process design and improvement
• ASI Team Members will now have insight, skills,
  and initiative to develop new ideas into new
  practices, with confidence
• The fear of change has been released from those
  involved
• There seems to be a renewed sense of interest and
  understanding towards process automation
• CMMI has provided a best practice model to
  develop process and procedures needed in ASI QMS.
  Pilot project has provided some confidence that
  we are doing the right things.

26
Benefits from Participation in Pilot Project
(Continued)

• Bottoms-up encouraged by CMMI structure has
  made it easier to develop a difficult procedure.
  Expect expansion to other programs to work well.
• The Pilot provided the ASI Team with tools an
  techniques that will make implementation of
  improvements more cost-effective
• ASI staff has gained understanding of how a
  bottom-up approach can be used to improve
  processes in the QMS
• ASI has started to use best practices to respond
  to new requirements (Subcontractor Agreement
  Management is an example)
• ASI will gain CMMI appraisal experience and be
  counted as one of the few that have gone through
  an official appraisal

27
Benefits from Participation in Pilot Project
(Continued)

• Identifying the gaps in all three process areas
  has helped in current project tasks
• The SED/SEI Team added significant value to all
  the activities Overview Training, Business
  Analysis, Gap Analysis, Action Plan Definition
• Most Challenging so far Addressing our issues
  of diverse organization with the technical
  solution, project planning and execution
  processes
• The SEI/SED team provided at least an order of
  magnitude reduction in time to do the activities

28
Benefits from CMMI Implementation
29
Realized and Expected Benefits to ASI (1 of 7)
Patty

• CMMI Implementation has significantly improved
  ability to communicate status of the project
• Use of CMMI-recommended practices has reduced
  lottery-sensitivity on the project
• Much of what was only in project managers head
  is now accessible to other team members
• CMMI Implementation has positively affected the
  way project is organized
• Requirements Management Process Description
  developed during the pilot works for this project
  and should tailor easily to other service
  projects
• Will fully execute and document entire process
  with recently received major requirements changes
• There is no turning back now. I am hooked!
  Patty P, project manager

30
Realized and Expected Benefits to ASI (2 of 7)
Larry

• Documentation created as a result of using CMMI
• Fills in missing gaps in ISO documentation
• Is a natural follow onto ISO and meets ISO goals
  for continual improvement
• Communicates program roles to all stakeholders
• Provides (for the first time!) step-by-step
  instructions for new employees (especially PMs
  and TLs)
• Provides bragging rights in proposals and
  presentations
• Supports greater (and needed!) degree of
  granularity in organizational performance
  measurement
• Helps to identify trouble spots (and strengths)
  in organizational practices
• Provides a consistent approach for implementing
  ASI processes and procedures

31
Realized and Expected Benefits to ASI (3 of 7)
Jimi

• Experience gathered in communication of practices
  has proven to be of great benefit in clarifying
  expectations among team members
• Through CMMI Implementation, the ASI Team has
  gained knowledge of existing ASI systems and
  practices that were not previously clear
• After the pilot is complete, ASI will have the
  knowledge and experience necessary to implement
  process improvement more efficiently
• Software project is ahead of schedule because of
  using project planning and Requirements
  management process areas.
• Significantly reduced training time for new
  employee gave her processes to read before
  getting together to answer questions
• I see a future that includes many benefits
  currently unrealizedJim Hendrix, technical lead?

32
Realized and Expected Benefits to ASI (4 of 7)
Jack

• CMMI specifically addresses customer related
  processes, many of which are very relevant to the
  services we provide.
• Integrated view of processes, through CMMI
  Process Area interactions, has significantly
  improved our ability to define more effective
  processes.
• CMMI has helped me envision a path to take the
  company to the next level Jack Conway, VP of
  ????
• Develop consistent, lasting capabilities that
  support our business objectives and go beyond
  having good people
• Increase competitive advantage through specific
  capabilities, documented as ASI processes, that
  provide solutions for customers
• Move away from being totally people dependent to
  a capability-based organization with proven
  processes that deliver desired results to
  customers.

33
Realized and Expected Benefits to ASI (5 of 7)
Beth

• The CMMI can be easily incorporated into ASIs
  QMS
• The bottom-up approach encouraged by the CMMI,
  coupled with ASIs QMS, will connect those parts
  of the system which can benefit from specific
  process improvements
• Incorporating CMMI practices into ASIs QMS will
  give direction to our improvement goals and, in
  turn, increase customer satisfaction
• CMMI will strengthen ASIs QMS and support
  company objectives as we grow Beth Smith, QMS
  Manager
• If we incorporate strategic planning (both at he
  project and corporate levels) and measurable
  goals while streamlining our processes to suit
  our particular activities, our QMS would benefit

34
Realized and Expected Benefits to ASI (6 of 7)
Irma

• Very pleased with the progress on implementing
  CMMI
• Appreciate the hard work and the progress from
  the teams
• Most excited about the value you have found in
  the process.
• Buy in of those involved
• Appreciate the investment of SED in small
  business development
• Probably would not have been able to afford CMMI
  implementation without expertise assistance
  provided by the pilot

35
Realized and Expected Benefits to ASI (7 of 7)
Your SEI/SED team see the following as key
realized or expected benefits

• ASI can use CMMI implementation as risk avoidance
  for ISO audit findings looking for evidence of
  continual improvement
• CMMI is providing a common point of reference for
  working towards standardizing management
  approaches across different tasks
• Use of CMMI-referenced process descriptions has
  already started to reduce training effort for new
  staff
• CMMI usage has added insight to development of a
  standard work authorization process
• CMMI focus on measurement has added insight into
  risks related to staffing variances
• ASI will achieve higher visibility of
  relationship of processes to revenue, through
  quarterly reviews

36

• Path Forward for ASI Pilot and Beyond

37
Path Ahead

• Continuous improvement of QMS
• Streamlined processes to facilitate QMS
  efficiency
• Intranet consistency and stabilization to promote
  effective communication of QMS information
• Response mechanisms in place to improve PCAR
  (Problem/Corrective Action Records?) process
• Automated notification to QMS documentation
  changes
• Integrate offsite locations into the QMS by
  end-of-year via structured training schedule

38
Path Ahead

• Integrate current CMMI implementation into QMS
• CMMI Maturity Level appraisal may not be planned
  for the immediate future however, the practices
  will be integrated into our existing QMS
• The areas of Project Planning, Requirements
  Management, and Measurement and Analysis clearly
  support our QMS
• These areas will be integrated as an extension of
  our current QMS through Work Instructions and/or
  an additional COP
• CMMI will not take the place of or compete with
  ISO 9000-2001, rather will enhance our QMS

39
Path Ahead

• Continue implementing CMMI?? process areas
• Appraisal of additional CMMI?? process areas
• Attain Maturity??? levels of CMMI Implementation

40
Concerns

• Concerns of CMMI Implementation???
• Affordabilityparticularly appraisals
• Schedule to attain goals
• Customer motivation
• Customer requirements

41
Feedback

• Mr. Craig will provide feedback on
• Pilot Project implementation and future plans for
  
• Small Business CMMI Project.