Benefits of Coaching in a Process Improvement Initiative

© Nokia Siemens Networks 405d_Voltti_S.ppt / P. Voltti, K. Saikku, I.Heilimä, S. Alander / 14. June 2007 1Public

Benefits of CMMI Coaching in aProcess Improvement InitiativeEuropean SEPG Conference, 14th of June 2007

Petri VolttiKirsti SaikkuIrene HeilimäSari Alander


Background•Nokia Networks•Nokia CMM(I) History

Nokia Networks’CMMI Initiative•Company transition to a business driven CMMI utilizer

CMMI Coaching Concept•Steering Structures•CMMI Coaching Components

BenefitsRelationships to TSPSM and IDEALSM

Conclusions

Outline of presentation


BackgroundAbout Nokia NetworksNokia Networks SW-CMM and CMMI history


Nokia Networks in a nutshell

Nokia Networks provides network infrastructure,communications and networks service platforms, aswell as professional services to operators and serviceproviders. Nokia Networks focuses on the GSM familyof radio technologies and aims at leadership in threeareas: GSM, EDGE and 3G/WCDMA networks; corenetworks with increasing IP and multiaccesscapabilities; and services.

At the end of 2005, Nokia Networks had more than 150mobile network customers in more than 60 countries,with our systems serving in excess of 400 millionsubscribers.

Source: www.nokia.com


Nokia CMM(I) history

SW-CMM

Low prioritywith SWprocessimprovement

Need for businessdriven processimprovement

ProcessImprovementawarenessestablished

CMMI v1.1

Nokia SoftwareProcess Initiative

Nokia Networks CMMIInitiative

1993 2002 2006

CMMI-DEV

CMMI-ACQ

Nokia SiemensNetworks

CMMI Initiative


Nokia Networks’CMMI InitiativeState of process improvement at the start of the initiativeNew mindset for transition


State of practice in 2002

Understanding of the value of continuous processimprovementGeneral SW-CMM understanding across the organizationDoubts of SW-CMM bringing business benefits

CMM history and experiences from the pastSmall group of company internal CMM expertsCMM competence development capability


Starting point for CMMI initiative

Basic principle for the initiative: “Processimprovement work has to be based on business needsand has to provide clear business benefits”

The following issues were critical•Need to integrate CMMI process improvement to the

mode of operations•Business owners’role and responsibilities in process

improvement•Responsibilities for improvement actions•Identification and assurance of critical success factors


New mindset

“CMMI and process

improvement aware

company”

“Efficient and business

driven CMMI utilizer”


Operative mode

The objective of the initiative is to improve the efficiency ofimprovement activities in the organization, not to replaceimprovement activities and structures with new ones

CMMI initiative•had to operate continuously with several organizational levels•had a small team CMMI experts available

Business driven use of CMMI requires•commitment, skills and knowledge•short and long term planning

=> Coaching was a natural approach for the initiative


Definitions of coaching

A sophisticated form of teaching which expands theclient's awareness of the internal and external roadblocksand speed bumps in the way of reaching the goal

Assists in designing and supporting an environmentwhich reinforces and drives the desired change

Solves problems and manifests change faster than theclient would have done alone

Source: “www.saveyourmarriagecentral.com”


CMMI Coaching Concept


CMMI Coaching concept

Steering structures•Initiative steering and management•Integration to decision making

CMMI Coaching components•Business need definition•Set targets, assess and monitor•Action planning and implementation•Identification and assurance of critical success factors


Initiative steering and management

Business representatives are providing business needsand steering the initiative

At Company level•Senior Executive as CMMI initiative sponsor and CMMI

steering group chair•Product Line representatives nominated as steering

group members

Within the initiative•CMMI Coaches network•Bi-weekly CMMI Coaches meeting


Integration to decision making

Decisions are made in Company’s management boards andin Product Line management teams

At Company level•Status reporting to Senior Executives in Nokia Board and in

Networks Technology Board

At Product Line level•Product Lines are responsible for steering their own process

improvement actions•Adaptation to Product Line management teams for decision making•Nominated CMMI Sponsors and owners from the management team


Business need definition

Business case for the initiativeAt product lines: processperformance metrics andscorecards

Bi-annual “CMMI Coaching plans”to define Product Line specificneeds


Set targets and monitor

Focus shift from maturity levels to company and ProductLine process performance

Business managers took leadership on process improvement•Strategic target setting and progress monitoring at Company level•Operative target setting and progress monitoring at Product Line

levels

CMMI initiative’s role•Coach in strategic target definition at company level•Report CMMI status and CMMI improvement impacts•Coach Product Lines in short term target setting•Conduct CMMI assessments


Example: CMMI integration to operational management

Product Lines have a 6-month operational planning cycleCMMI roadmaps were developed to adapt to the cycles (plan andmonitor)


Action planning and implementation

Product Lines are responsible for process improvementaction planning and implementation

CMMI coaches are responsible for coaching Product Linesin process improvement


Identification and assurance of criticalsuccess factorsImprovement initiatives fail if critical success factors arenot assured

–It is initiatives’responsibility to identify the success factors andmaintain them

–Usually the critical success factors relate to executiveleadership

Example 1: Continuous Management sponsorship

Example 2: Adaptation to turbulent business environment

Ref: Executive responsibilities in Process Improvement, B. Curtis, March 2006


Main responsibilities in the CMMI Coaching concept

CMMI initiative

•Plan and monitor the initiative

•Coach and communicate to Executives

•Measure and report impacts

•Coach the Coaches

•Maintain the CMMI Coaches network

Company

•Set strategy and initiative targets

•Commit, steer, and monitor

•Review progress

•Act

•Align management

Product Line

•Define the improvement strategy

•Set improvement goals

•Provide improvement resources

•Commit to CMMI assessments

•Integrate improvement actions

•Improve and monitor progress

CMMI Coach

•Create and maintain awareness

•Align to Product Line organization

•Create and maintain coaching plans

•Conduct CMMI assessments

•Facilitate action planning

•Share good practices

Glo

bal

Loca

l

Business Initiative


BenefitsIntroduction to measurement solutionsExamples of measured results


Measurement background

Measurements are based on Nokia Networks’standardmeasurement systems and Project Management Systems•NET Product Creation Process Metrics System, ProgRess

Comparisons:•Product Lines with CMMI Coaching / achieved maturity levels•Product Lines without CMMI Coaching / w.o. maturity level ratings

Up to 65 Product releasesProduct development efforts: 7 –438 person years (median: 68person years)Timeframe: 2003-2007

# of related personnel: ~ 6 000


1

2

3

4

5

6

Baseline releases Baseline+1 releases Baseline+2 releases

Products without CMMI Coaching Products with CMMI Coaching

2 times better capability to find Product Faults internally

Initial capability

Current

capabilities


3 times faster correction of problem reports

0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

Month1

Month2

Month3

Month4

Month5

Month6

Month7

Month8

Month9

Month10

Month11


Relative correction

times


Internally detected faults per R&D efforts reduced

0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

0.9

1


Relative amounts

of product faults

per R&D efforts


1

1.01

1.02

1.03

1.04

1.05

1.06

1.07

Initial Year 2 Year 3

Company’s personnel satisfaction is exceeded

Comparison to Nokia Networks’Personnel satisfaction


Relationships to TSPSM and IDEALSM


Models

The IDEALSM

Model

TSPSM CoachingDevelopment Teams


From Team Software Process (TSPSM)Coaching is the main component which has been adoptedfrom TSP

We have extended coaching to cover Executives, SeniorManagers and Development Teams•Executives and management needs Coaching on

strategic topics•Coaching at the Product Line level is operational

•Coaching of Coaches is important for CMMI teamintegrity


From IDEALSM

The IDEAL model provides a platform for the continuousimprovement of processes

IDEAL needs to be deployed on several organizationallevels and contexts across the Company•Company level IDEAL cycle deals with company level

strategic targets•At the Product Line level, IDEAL cycles are focused on

operational targets•Additionally, IDEAL is an efficient platform for running an

initiative


Conclusions


Benefits of CMMI Coaching

CMMI Coaching concept helps an organization to takebusiness needs and strategies as the drivers for processimprovement

Coaching is a cost efficient and fast approach when thereare few CMMI experts available

Coaching boosts process improvement both on Companyand Product Line levels


Thank you!

[email protected]@[email protected]@nsn.com

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