© Mahindra Satyam 2009 Effective: November 01, 2007 Training on “CMMI for Development – ver...

© Mahindra Satyam 2009

Effective: November 01, 2007

Training on“CMMI for Development – ver 1.2”


Process Management | SSU Quality Mahindra Satyam Confidential | For internal use only

Training Overview

Question & answer session at the end of the sessionFeedback by participants at the end of the session

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Title of the training program Training on CMMI for Development – ver 1.2

Training material Available in Web Qualify

Duration 04:00 Hours

Type of training Instructor led class room training



Course Content

What is CMMI?CMMI process area componentsIntegrated Product and Process Development (IPPD) AdditionMaturity levels – staged representationProcess areas – staged representationProcess area categoriesProcess areas – category wiseEngineering PAsProject management PAsSupport PAsProcess PAsCMMI assessment roadmapRole of project teamsProcess implementation indicator document

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What is CMMI?

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C

CapabilityM

I

Maturity Model Integration

CMMI for Development is a reference model that covers the development and maintenance activities applied to both products and services. The CMMI for Development constellation consists of two models: CMMI for Development +IPPD and CMMI for Development (without IPPD).

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CMMI Process Area Components

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Process Area

Generic PracticesGeneric Practices

Generic GoalsGeneric Goals

Expected InformativeInformativeRequiredKEY:

Purpose Statement

IntroductoryNotes

RelatedProcess Areas

SubpracticesSubpractices

Specific GoalsSpecific Goals

Specific PracticesSpecific Practices

Typical WorkProducts

Typical WorkProducts

SubpracticesSubpractices SubpracticesGeneric Practice Elaborations



Integrated Product and Process Development (IPPD) Addition

Model provides option for implementing CMMI for development with or without IPPD addition. IPPD is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to better satisfy customer needs, expectations, and requirements.Stakeholders represent not just the technical expertise for product and process development, but also the business implications of product and process development.Mahindra Satyam is implementing CMMI with IPPD addition

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Maturity Levels

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Process unpredictable, poorly controlled and reactive

Process Characterized for projects and is often reactive

Process characterized for the Organization and is proactive

Process measured andcontrolled

Focus on continuousimprovement

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2

3

4

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Levels



Process Areas - Maturity Level Wise

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Level 2 Level 3 Level 4 Level 5

• Requirements Management

• Project Planning • Project Monitoring

and Control • Measurement and

Analysis• Configuration

Management• Process and

Product Quality Assurance

• Supplier Agreement Management

• Requirements Development

• Technical Solution • Product Integration • Validation• Verification• Risk Management • Integrated Project

Management +IPPD• Decision Analysis

and Resolution• Organizational

Process Definition +IPPD

• Organizational Process Focus

• Organizational Training

• Quantitative Project Management

• Organizational Process Performance

• Organizational Innovation and Deployment

• Causal Analysis and Resolution



Process Area Categories

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Process Areas – Category Wise

Engineering Project Management Requirements Management

Requirements Development

Technical Solution

Product Integration

Verification

Validation

Project Planning

Risk Management

Integrated Project Management +IPPD

Project Monitoring and Control

Quantitative Project Management

Supplier Agreement Management

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Support Process

Configuration Management

Measurement and Analysis

Process and Product Quality Assurance

Decision Analysis and Resolution

Causal Analysis and Resolution

Organizational Process Definition +IPPD

Organizational Process Focus

Organizational Training

Organizational Process Performance

Organizational Innovation and Deployment


Engineering PAs

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Requirements Management

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Requirements Management, a Level 2 Process Area, addresses the process needs for obtaining the project requirements and executing the project based on them. The requirements form the basis for project planning and project monitoring activities and Acceptance criteria as well.



Requirements Development

Requirements Development, a Level 3 Process Area, addresses the process needs for deriving functional and non-functional requirements and forms the basis for the Design.

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Technical Solution

Technical Solution is a Level 3 Process Area is to design, develop, and implement solutions to requirements.

Solutions, designs, and implementations encompass products, product components, and product-related lifecycle processes.

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Product Integration

Product Integration, a level 3 process areas, is to assemble the product from the product components, ensure that the product, as integrated, functions properly, and deliver the product.

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Verification

Verification, a level 3 process area, is to ensure that selected work products meet their specified requirements.

Verification encompasses the reviews of artifacts at various phases of the project lifecycle, involves the following: verification preparation, verification performance, and identification of corrective action

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Validation

Validation, level 3 process area, is to demonstrate that a product or product component fulfills its intended use when placed in its intended environment.

Validation confirms the implementation of the requirements as stated in Functional / Technical Specification Document

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Understanding Verification & Validation

Both verification and validation activities use similar approaches (e.g., test, analysis, inspection, demonstration, or simulation). Both validation and verification activities often run concurrently and may use portions of the same environment.

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Verification Validation– Verification addresses whether

the work product properly reflects the specified requirements

– Validation demonstrates that the product, as provided, will fulfill its intended use

– Verification ensures that “you built it right”

– Validation ensures that “you built the right thing”

– Often, the end users and other relevant stakeholders are involved in the validation activities.


Project Management PAs



Project Planning

Project Planning, level 2 process area, is to establish and maintain plans that define project activities. Involves the following:Developing the project planInteracting with stakeholders appropriatelyGetting commitment to the planMaintaining the planPlanning involves scoping, estimation, defining project lifecycle, budgeting, scheduling, identifying risks, resources required, knowledge & skills needed, identifying & involving stakeholders

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Project Planning

At the commencement of the project, a detailed project plan encompassing other related plans viz., Quality Plan, Configuration Plan, Metrics Plan, Training Plan etc. is prepared, reviewed and base-lined with commitments from relevant stakeholders.

This forms the basis for the project monitoring and control activities.

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…contd.



Risk Management

Risk Management, a level 3 process area, is to identify potential problems before they occur so that risk-handling activities can be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives

Risks are potential problems that may occur during the project execution. Their occurrence may have adverse effect on the project. Risk management process area addresses identification, monitoring, mitigation and handling of the risk-prone areas in the project.

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Risk Management

Based on probability and severity of impact and of the identified risks, risk criticality is calculated for each risk.

Overall project risk rating (on a 1-5 scale) is calculated for each project.

Risk responses are planned and implemented

Risks are monitored throughout the execution of the project.

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…contd.



Integrated Project Management + IPPD

Integrated Project Management, a level 3 process area, is to establish and manage the project and the involvement of the relevant stakeholders according to an integrated and defined process that is tailored from the organization’s set of standard processes.

Tailoring the standard web qualify process to meet project specific requirementsImplementing the project as per the defined processesContributing lessons learnt, best practices, sample documents, risks, etc to the project knowledge baseProactively managing stakeholder (customers, customer facing units, collaborating units, HR, CS, N&S, etc) needs, commitments, concerns and resolving coordination issues

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Integrated Project Management + IPPD

The Project Knowledge Base (PKB) comprises of Best Practices, Lessons Learnt, Risks and Sample Artifacts obtained from previous projects. This PKB is managed by the Process Management Group (PMG) and is available in eSupport. Project teams upload the artifacts in PKB and PMG reviews them.

The specific process for each project is derived from the QMS, with inputs from the tailoring guidelines and the Project Knowledge Base. The project specific process is documented in the Project Plan and the Project Tailoring Record. This forms the basis for the execution of the project by the project team.

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…contd.



Project Monitoring & Control

Project Monitoring and Control, a level 2 process area, is to provide an understanding of the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan.

Project Plan forms the basis for the project monitoring and controlling activities.

The project’s progress is monitored against the plan. The analysis of planned vs actual facilitates early detection of slippages and

implementation of corrective actions. Periodic reviews and metrics analysis provide inputs for taking appropriate

actions in a timely manner.

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Quantitative Project Management

Quantitative Project Management, a level 4 process area, is to manage the project with metrics to achieve the project’s established quality and process-performance objectives.

Identifying goal metrics (refer to contract, MSA, SLA, PMI for identifying applicable metrics) and target, lower limit and upper limit valuesIdentifying control metrics for each goal metric to monitor & control during the execution of the projectDetermine target, lower limit and upper limit values for control metrics from the BU / Organization level baselinesStatistically analyzing the control metrics data to identify and understand process variationPredict the performance of goal metrics based on control metric performanceImplementing corrective actions in case control metrics are operating outside the established limits

Six sigma projects executed at project level can be demonstrated

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Supplier Agreement Management

Supplier Agreement Management, a level 2 process area, is to manage the acquisition of products from suppliers.

Implementation of SAM will be demonstrated at the organization levelSelecting suppliers, Establishing and maintaining agreements with suppliers, Executing the supplier agreement, Accepting delivery of acquired products, and Transitioning acquired products to the project teams will be covered

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Support PAs

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Configuration Management

Configuration Management, a Level 2 Process Area, addresses configuration identification, configuration control, configuration status accounting, and configuration audits.

The SCIs are identified at the project planning stage. These are documented along with their naming convention in the Software Configuration Management Plan (SCMP) section of the Project Plan. The typical SCIs are requirements document, Software Requirements Specifications, Design, test cases, source code, etc. Microsoft Visual Source Safe (VSS) is the default Configuration Management tool that is being used n Mahindra Satyam. However, based on customer or project requirement, a different tool may be used. This shall be documented in the project plan.Changes are controlled as per the defined process. The Traceability Matrix plays a major role during this.The frequency and timelines for configuration status reporting and configuration audits are planned at the project planning stage and documented in the SCMP section of the project plan.

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Measurement & Analysis

Measurement and Analysis, a level 2 process area, is to develop and sustain a measurement capability that is used to support management information needs. Involves the following: Specifying the measures, Analysis techniques Mechanism for data collection, data storage, reporting, and feedback Providing objective results that can be used in making informed decisions, and taking appropriate corrective actions Metrics section in project plan, DCF, MAR, data is various tools are the artifacts related to this process area

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Process & Product Quality Assurance

PPQA, a level 2 process area, ensures that defined processes are implemented in projects, while the practices in the Verification process area ensure that the products meet the specified requirements. These two process areas may on occasion address the same artifact, but from different perspectives.

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Decision Analysis and Resolution

Decision Analysis and Resolution, a level 3 process area, is to analyze possible decisions using a formal evaluation process that evaluates identified alternatives against established criteria.

DAR can be invoked for making critical decisions that have an impact on the project effort, schedule, quality and scope.Typical scenarios where DAR is applicable are:Evaluating multiple design alternativesEvaluating decisions for make / buy / reuse of software componentsEvaluating technology and process improvement proposalsTaking critical decisions during project planning and executionDeciding on Risk Management strategies

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Causal Analysis and Resolution

Causal Analysis and Resolution, a level 5 process area, is to identify causes of defects and other problems and take action to prevent them from occurring in the future.

Defect data is gathered from Reviews, Inspections and Testing. A subset of this data is subjected to causal analysis and resolution to identify the potential causes for the same.

Pareto chart is used for prioritizingRoot cause analysis (using fish-bone diagram) is done for identifying the root causesCorrective & preventive actions are initiated and tracked to closure

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Process PAs

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Organization Process Definition + IPPD

Organizational Process Definition, a level 3 process area, is to establish and maintain a usable set of organizational process assets and work environment standards.

Web Qualify (Mahindra Satyam’s QMS) comprises various lifecycle methodologies, procedures, guidelines, work-products, sample documents, process database (baselines), training materials, etcWeb Qualify is maintained by PMG. PKB (in eSupport) is repository for best practices, lessons learnt, risks, etc.

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Organization Process Focus

Organizational Process Focus, a level 3 process area, is to plan, implement, and deploy organizational process improvements.

PMG continuously identifies the potential areas that require process improvements. The inputs for this are the industry standard global quality models, requirements from the customers, process implementation, project process monitoring and internal quality audits.

PMG draws and implements plans to define the project / organization level process improvements.

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Organization Training

Organizational Training, a level 3 process area, is to develop the skills and knowledge of people so they can perform their roles effectively and efficiently.

Addresses imparting training to associates at both Project Level and Organization LevelThe training needs for the associates are identified at project planning stage and also during the performance appraisals. These training needs are collated by SLC in order to arrive at the training calendar.Project specific training can also be arranged and conducted by BU. The training may also cover QMS and software engineering topics as well. SLC release training calendar that cover technical, management, soft skill disciplines

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Organization Process Performance

OPP, a level 4 process area, is to establish and maintain a quantitative understanding of the performance of the organization’s set of standard processes in support of quality and process-performance objectives, and to provide the process-performance data, baselines, and models to quantitatively manage the organization’s projects.

Relationship between goal metrics and control metrics are identified and establishedBusiness unit / organization level metrics baselines are establishedDefect prediction model is used to predict delivered defect density based on defect injection rate, defect detection efficiencies

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Organization Innovation & Deployment OID, a level 5 process area, is to select and deploy incremental and innovative improvements that measurably improve the organization’s processes and technologies.

At Mahindra Satyam, improvements are identified via the following means:Process improvements identified by PMG based on process performance dataQMS Feedback given by associates Idea junction Best practices and project innovations from projects Initiatives identified by Senior ManagementTechnology improvements identified by IIS From an external industry practice

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CMMI Assessment Roadmap

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# Milestones

1 CMMI Overview training

2 Process Adequacy Review

3 High Maturity Practice Review

4 Implementation Review - 1




8 Preparation of PIID

9 CMMI Intro Training

10 ATM Team

11 SCAMPI Class B Assessment

12 SCAMPI Class A Assessment



Role of Project Teams

Understand the model and the quality management systemExecute the projects as per the defined processes. Ensure completeness and correctness of all the work-products / quality records / metrics data & reports / etcEnsure integrity of data between various tools and templatesPrepare the PIID (Process Implementation Indicator Document ) document for your projectParticipate in reviews and assessments:Implementation ReviewsSCAMPI Class B assessmentSCAMPI Class A assessmentSCAMPI Class B / Class A assessment comprising of two activities:Presentation on the project (1 ½ hour)Interview by the assessment team (1 ½ hour)

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Process Implementation Indicator Document (PIID)

PIID template list all the process areas category wise – Engineering, Project Management, Process and Support process areasSite practices, applicable procedures, guidelines and templates for each goal is identifiedProject teams need to update the PIID template with the relevant project documents for each of the applicable process areas

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Question & Answer Session

For any suggestions, please mail to: [email protected]

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