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The Journey to CMMI Level 4 Dr. Thomas F. Christian & Millee Sapp

The Journey to CMMI Level 4 Dr. Thomas F. Christian & Millee Sapp Warner Robins Air Logistics Center 18 November 2003. CMMI is registered in the US Patent & Trademark Office by Carnegie Mellon University. Process Improvement Background. Software Engineering.

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The Journey to CMMI Level 4 Dr. Thomas F. Christian & Millee Sapp

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  1. The Journey to CMMI Level 4 Dr. Thomas F. Christian & Millee Sapp Warner Robins Air Logistics Center 18 November 2003 CMMI is registered in the US Patent & Trademark Office by Carnegie Mellon University.

  2. Process ImprovementBackground Software Engineering • Individual software organizations assessed at various levels of the Software Capability Maturity Model (CMMR) • Avionics Management Directorate - Level 3 (March 1995) • Electronic Warfare Directorate - Level 2 (May 1996) • F-15 Directorate - Level 2 (December 1996) • Software organizations consolidated into Software Engineering Division in April 1997 • Infrastructure established to support process improvement • Software Engineering Division was assessed at SW-CMMR Level 3 in April 2000

  3. WR-ALC CMMIInvolvement • Air Force Representative to draft CMMI Reviewer Team • Air Force Member on CMMI Configuration Control Board • Participated in Alpha Testing of CMMI Training at OO-ALC • Participated in OO-ALC pilot appraisal • Participated in two WR-ALC pilots – Phase I and Phase II • Authorized Standard CMMI Appraisal Method for Process Improvement (SCAMPI) Lead Appraiser by SEI • Authorized CMMI Instructor by SEI

  4. CMMI Appraisals • Phase I Pilot (Enterprise – Wide) • Conducted 12-30 June 2000 across 4 Directorates • (LF, LN, LU, LY) • Utilized draft CMMI-SE/SW/IPPD V0.9, Continuous Representation • Phase II Pilot (SOF SPO/LU) • Conducted 2-13 April 2001 • Utilized CMMI-SE/SW/IPPD/A V1.02d, Continuous Representation • CMMI Quick Look (F-15 SPO/LF) • Conducted 23-26 October 2001 • Utilized CMMI-SE/SW/IPPD V1.02d, Continuous Representation

  5. Pilot Appraisal Objectives • Provide feedback to the CMMI Product Development Team on: • appropriateness of CMMI model • appropriateness of SCAMPI method • Provide findings to understand strengths & improvement opportunities relative to CMMI • Provide data to make business decision to support new CMMI model

  6. CMMI Implementation at WR • Software providers are transitioning to CMMI • Apply staged representation • Obtain maturity level rating • Several different domains • Wide spectrum of project types and scopes

  7. Software Engineering Division MAS Software Engineering Division (632) MASW Resource Management Branch SEPG QMG Financial Admin SCC MASA Avionics TPS Software Branch MASF F-15 OFP Software Branch MASN Electronic Warfare OFP Software Branch MAST EW/Support Equip Software TPS Branch MASB Avionics OFP Software Branch MASK JSTARS OFP Software Branch MASS SOF/CSAR OFP Software Branch

  8. CMMI Transition Approach (1)MAS • Revise strategic plan • Re-evaluate mission, vision, and goals • Identify quantifiable measures • Focus on lessons learned and recommendations from previous process improvement efforts • Assessment findings • Process improvement recommendations • Restructure process improvement teams • Establish Branch Process POCs • Spread the wealth – get more people involved

  9. CMMI Transition Approach (2)MAS • Restructure documentation • Simplify documentation • Use more checklists, templates, and examples • Begin with process architecture used for SW-CMM Level 3 • Streamline processes • Map practices to CMMI • Identify holes • Fill gaps • Determine tailoring requirements

  10. CMMI Transition Approach (3)MAS • Identify projects to begin transition • Provide CMMI training to projects • Have projects complete the CMMI cross reference matrix • Perform class B/C appraisals and internal audits • Verify implementation • Identify areas of improvement

  11. CMMI Current Effort • Class B/C appraisals critical to gauge status • Looking at all PAs at Levels 2 – 5 in CMMI SE/SW • 4 classes B/C appraisals on 7 projects • As of today: 2 appraisals completed • (18 Nov 03) 1 appraisal ongoing • 1 to be done in Dec

  12. Summary • Maintenance organizations need to appropriately scale the CMMI • Workforce involvement is critical • Quantifiable business goals are a necessity • Robust measurement program needs to be in place early • Clearly define measures • Establish automated methods for collecting data • Practical (not theoretical) approach to Level 4/5 is essential • Process improvement takes time

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