State of Michigan

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State of Michigan

• Achieving Software Process Improvement with
• Capability Maturity Model (CMM)

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Outline

• What is CMM?
• What is a Maturity Level?
• Improved Process Workflow
• Quality versus CMM Level
• Process for CMM Assessment

• Implementation Approach
• Prerequisites to Initiate Process
• Guidelines
• Next Steps

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What EXACTLY is Software CMM?

• The CMM is a framework that describes the key
  elements of an effective software process
• The CMM guides software organizations striving to
  gain control of their processes for developing
  and maintaining software, evolve toward a
  software engineering culture, and management
  excellence
• The CMM describes an evolutionary improvement
  path for software organizations from an ad-hoc,
  immature process to a mature, disciplined one

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What is a Maturity Level?

• A well defined evolutionary plateau on the path
  toward achieving a mature software process.
• Indicates a level of process capability.
• The CMM has 5 maturity levels.

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The Challenge SW-CMM Size Characteristics
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Example of Improved Process Workflow

• A common, integrated vision of improvement for
  all elements of an organization.
• Software estimates are documented for use in
  planning and tracking the software project.

• Software project activities and commitments are
  planned and documented.
• Affected groups and individuals agree to their
  commitments related to the software project.

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Example of Improved Process Workflow (cont.)

• Changes to software commitments are agreed to by
  the affected groups and individuals.
• Adherence of software products and activities to
  requirements is verified objectively.

• The prime contractor and the software
  subcontractor agree to their commitments to each
  other.

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Example of Improved Process Workflow (cont.)

• The prime contractor tracks the software
  subcontractors actual results and performance
  against the commitments.

• Changes to identified software work products are
  controlled.
• Affected groups and individuals are informed of
  the project status.

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Quantifiable Benefits

• Cost of development goes down
• Better level of control on project changes
• Project metrics at enterprise level controls
  impact of change

• Process consistency across all agencies allows
  benchmarking and best practices to be shared at
  the enterprise level
• Reduced time to market has a positive impact on
  business and IT

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Quantifiable Benefits (cont.)

• Better resource allocation
• Mitigates single point of failure
• Increases percentage of projects on-time and
  on-budget

• Better project forecasts based on historical
  project data
• Systems Development Lifecycle (SDLC) will lend
  itself to Level 3 compliance (Defined)
• A better product

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Quality vs. CMM Level
Consider 500K SLOC Level 2 450 defects, rework
equals 16 hrs/defect estimated at
100/hr 1,600 x 450 720K rework Level
3 360K rework Level 4 180K rework Level 5 90K
rework
Defect rate halved per maturity level
MAELOC million assembly-equivalent lines of
code

• A defect is a bug or error that escapes the
  phase in which it was introduced
• SLOC software lines of code

M. Diaz and J. Sligo, How Software Process
Improvement Helped Motorola, IEEE
Software,September/October 1997, p. 76.
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Improvements in Cost, Quality, and Productivity
Software Estimates

• Accuracy of project estimates
• improved 87
• Software quality improved 130
• Cycle time reduced 36
• Productivity improved 62
• Employee satisfaction
• increased 22

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0
Over/under percentage
-145
Level 1 2 (Without historical data)
Level 3 (With historical data)
Staffing Requirements
Post Release Defects
-12
Productivity
-26
Average number of defects/1Ksloc
-38
Percent of staff support per system
-62
Level 1
Level 2
Level 3
Level 1
Level 2
Level 3
Based on data from 120 projects in Boeing
Information Systems, when an organization
maturity increased from SW-CMM Level 1 to 3
Source SEPG 2000 Keynote Briefing by Scott
Griffen
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Process for CMM Assessment

• Create a Process Improvement Team which has been
  trained in CMM.
• A Mini-Assessment is completed via a maturity
  questionnaire for all agencies or IT
• organizational units.
• The responses are tallied, evaluated and a list
  of findings are produced.

• The results become a basis for recommendation for
  process improvement.
• Develop a project plan to address needed
  improvements
• Plan on-going monitoring

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Implementation Approach
Average time to achieve Level 2 certification
24-36 months
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Prerequisites to Initiate Process

• Commitment of staff resources and availability
• Orientation to CMM process
• Change in organizational culture
• Allowing time to follow process
• Process improvement
• Management Support

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Prerequisites to Achieve Process

• Systems Development Lifecycle be in place and
  being followed.
• Software Configuration Management
• Software Quality Assurance Program
• Software Subcontract Management
• Project Tracking and Oversight
• Project Planning
• Requirements Management

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Guidelines(States of Transition)

DesiredState
CurrentState
TransitionState
PRODUCTIVITY
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CMM Level 2 Next Steps

• Establish an Process Improvement Team to
  standardize a process for internal CMM
  certification prior to official CMM
  certification.
• Create a center of excellence
• Commitment of resources
• Policy decision
• Introduce Mini-Assessment to IT community
• Agency continues to operate toward level 2 or
  higher
• Identify IT organizational units that we could
  use as a pilot.

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Agency
Pilot Project?
IT
Development
Technical Support
Client/ Server
Main- frame
Web
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Conclusion

• It is clear, that software process improvement
  can pay off. The rough calculations of business
  value ratios indicate that the returns can be
  very substantial.
• However, We need to learn how, when, why, and for
  whom process improvement pays off.