SOFTWARE PROCESS IMPLEMENTATION & IMPROVEMENT by Mitta Rout Capgemini - India

1. SOFTWARE PROCESS IMPLEMENTATION & IMPROVEMENTbyMitta RoutCapgemini - India

2. SETTING EXPECTATION • Understand the definition and need of process & quality • Understand the concepts of process frameworks/models like ISO, CMM, Six Sigma • Apply the rationale of process models to the business scenario

3. FINDING THE STARTING.. • PARTICIPANTS • Name • Experience • Knowledge of Quality / Process / Models • Your expectations • FACULTY

4. FINDING THE STARTING.. • FACULTY • Mita Rout (Head – QA, Capgemini – India) • 17 yrs. of s/w industry experience • SCQA, SEI trained Lead Assessor • Project execution, management, process implementation • Experience of over 10 CMM/CMMI assessments • Conducted tutorials and presented papers in international seminars in India, Asia Pacific & Europe • Help you to appreciate the benefits of process framework like CMM & learn from your sharing

5. What is Quality - A few definitions • Fitness for use or purpose (Juran) • Conformance to customer’s requirements (Philip Crosby) • A product possesses quality if it helps somebody and enjoys a good and sustainable market (Deming) • Quality is what your customer perceives it to be! (Anonymous)

6. Needs - A Moving Target! • Needs are not constant; they depend on • product’s ability to meet the expectations • Availability of alternative products • changes in technology, life-style, etc...

7. What suits one customer might not suit the next

8. PROCESS INPUT OUTPUT Definition of Process PROCEDURES & TASK RELATIONSHIPS INTEGRATE TO PRODUCE DESIRED END RESULTS PEOPLE TOOLS

9. High Level Process Architecture

10. Evolution of Quality Approaches • Product oriented - inspect after production • Process oriented - inspect during production • System oriented - cross-functional process design and inspection • Human oriented - training in depth • Development oriented - new product development capability • Customer oriented - new customer understanding capability development

11. Process Models Software process development & maintenance methodologies are guided by • ISO (International Standard Organization) • CMM / CMMI (Capability Maturity Model – Integrated) • Six Sigma • ITIL (Information Technology Infrastructure Library) • BS7799 (British Standard for Information security) • SAS70 (Statement of Audit standard) Etc. etc….

12. ISO: Quality Mgmt. System / Continual Improvement Management Responsibility Measurement, analysis, improvement. Resource Mgmt. CUSTOMER NEEDS CUSTOMER SATISFACTION Product realization

13. Business Drivers BUSINESS RESULTS Customer Tracking Capability Development Listening to customers Preserving through operations what was heard Surveying capability building activities around the world and by competitors Building capabilities through process change, training

14. Capability Maturity Model -Integrated (CMMI) V1.1 Developed by : Software Engineering Institute : Carnegie Mellon University, Pittsburgh, Pennsylvania Provides : How to gain control of their processes for developing and maintaining software and how to evolve towards a culture of software engineering and management excellence

15. Maturity Framework • Based on CPI: • Based on many small, evolutionary steps rather than revolutionary innovations. • Foundation: • Each maturity level provides a layer in the foundation for continuous process improvement. • Priority Order: • The levels also help an organization prioritize its improvement efforts. • Guidelines: • A guide for evolving toward a culture of engineering excellence • Basis for Measurement: • The underlying structure for reliable and consistent software process assessments, software capability evaluations, and interim profiles

16. CMMI – 5 Maturity Levels LEVEL 5 Optimizing Continuously improving process LEVEL 4 Qnt.Managed Predictable process Focus on process improvement LEVEL 3 Defined Consistent process Process measured & controlled LEVEL 2 Managed Disciplined process Process characterized & understood LEVEL 1 Initial Can repeat previous task

17. Management View at Level 1 • Requirements flow in - little control over inputs • A software product is (usually) produced. Visibility into the process is missing • The product flows out and (hopefully)works - little control over outputs IN OUT

18. Level 1 Environment • Performance driven by competence & heroics of the people doing the work • Consistency & compliance to standards driven by management priorities - usually schedule is top priority • High quality and exceptional performance possible so long as the best people can be hired • Unpredictability - for good or ill - characterizes the initial level organisation • Jobs may get done - but the costs in financial and human terms for both producers and users is too high

19. Transitioning L1 – L2 • @ L1 (Little Control Over Inputs & Outputs) - hence fix: • Requirements Management • Software Quality Assurance • Software Configuration Management • Institute Project Management • sets expectation via policies • enable discipline project processes such that successful projects in terms of costs, schedule and meeting requirements are norm

20. OUT IN Management View of L2 • Requirements and resources flow in • The production of the software product is visible at defined points • Artifacts of the process are controlled

21.      Moving From Level 2 To Level 3 • At Level 2, focus is on systematic management of projects • At Level 3, focus shifts to the organization • common processes and measurements are established • best practices are recorded and used across the organization • processes are tailored, as appropriate from organizational procedures

22. Management View of L3 • Roles and responsibilities in the software processes are understood • Production of software product is visible throughout the software process OUT IN

23. Moving From Level 3 To Level 4 • At Level 3, all the measurement parameters are defined and data are collected • At Level 4, • data are analyzed • decisions taken based • on data analysis Quantitatively Managed Defined

24. Voice Of The Process SPC People Technology Resources Environment The Way We Work Products or Services Customers Process/System Outputs Inputs Changed needs Voice of Customers Quantitative Process Management PROCESS CONTROL SYSTEM MODEL WITH FEEDBACK

25. Software Quality Management QUALITY – ITS IMPORTANCE AND MEASUREMENT “You may fool all the people some of the time; you can even fool some of the people all the time, but you can’t fool all of the people all the time” - Abraham Lincoln What you can not measure, you can not control

26. Moving from Level 4 to Level 5 • At Level 4, processes are quantitatively controlled • At Level 5, • process capability is improved in a controlled • way • everyone is involved in process improvement • continuous improvement is way of life Optimizing Quantitatively Managed

27. Dealing with Common causes of variation Control chart of process improvement New zone of efficiency Original zone of efficiency

28. Level 5 – Not an End, But is a Foundation FOR BUILDING EVER-IMPROVING CAPABILITY… • Join Hands in Process Improvement • Understand Purpose of Quality Procedure before following it • Procedures are owned by you • Procedures will improve quality of your work if they are defined for you, • Suggest improvements !!

29. Demonstrating 5 Levels Preparation Input to To Forecast To produce Standards Results Activity Input to Input to To improve To improve Evaluation

30. Continuous Improvement - Six Sigma What is Sigma?

31. Continuous Improvement - Six Sigma • Sigma is a statistical measure used to help measure, analyze, control and improve our project execution, processes and products. • A measure of “goodness” that shows the degree to which a product or project deliverable is free from defects. • Six Sigma quality represents very few defects given the complexity of the service or product.

32. What is Six Sigma? • Philosophy and a Goal • Methodology • Symbol of quality • Usage of statistics to reduce variation • Excellence “For problem solving for improving organization’s bottom line and business goals”

33. Implementing Six Sigma (DMAIC) • D: Define projects, goals • M: Measure process (current performance) • A: Analyze process (to determine root causes) • I: Improve the process to eliminate defects • C: Control the performance “Integrates Juran, Deming and TQM principles”

34. Implementing Six Sigma: DFSS, DMADV • D: Define VOC / CTQ • M: Measure (Quantify CTQ, establish measurement systems) • A: Analyze (CTQ to Sub systems, derive targets, tolerances, Risk assessment) • D: Design process / product • V: Verify process / product “Integrates Juran, Deming and TQM principles” Analogous to Engineering Life cycles

35. Value of Process Improvement

36. MATURITY CAPABILTY PERFORMANCE EVA IVA IMMATURE SITUATION MATURITY EXPECTATIONS Expectations

37. Software Process Improvement • SPI occurs within the context of: • the organization's strategic plans • its business objectives • its social and work culture • its organizational structure • the technologies in use • its management & value system SPI is a systematic, collaborative method to evolve the way software work is organised and performed

38. Management---------------Project Probability Levels Target 5 N-z Time/$/... 4 N-y 3 N-x 2 N+a 1 In Out N

39. EVA 1 – Cost to do Work 5 4 COST TO DO WORK 3 MATURITY 2 1 TIME

40. EVA 2 – Defects Level 5 4 DEFECTS RATES / LEVEL 3 MATURITY 2 1 TIME

41. EVA 3 – Cycle Time 5 4 CYCLE TIME MATURITY 3 2 1 TIME

42. EVA 4 – Customer Satisfaction 5 4 3 CUSTOMER SATISFACTION 2 1 TIME

43. IVA 1 – CMM & Job Satisfaction 5 4 3 JOB SATISFACTION 2 1 TIME

44. IVA 2 – CMM & Change Adoption 5 4 3 WILLINGNESS TO EMBRACE CHANGE 2 1 TIME

45. IVA 3 – CMM & Collective Learning 5 4 3 COLLECTIVE LEARNING & SHARING 2 1 TIME

46. Client Organization Investors Helps in driving Vision Ý J Meet or Exceed expectations J Ý J Client Satisfaction or Delight J Ý J Competitiveness J J Cycle time Þ Þ J Productivity Ý Ý J Profitability Ý Ý Post release defects Þ Þ J Quality Culture J J Continuous improvement Ý Ý J Benefits : to different stakeholders

47. Some ripple effect facts of low-sigma performance • A dissatisfied customer will tell nine to ten people about an unhappy experience, even more people if the problem is not serious • The same customer will only tell five people if a problem is handled satisfactorily • Thirty-one percent of customers who experience service problems never register complaints, because it is “too much trouble”, there is no easy channel of communication, or because they believe that no one cares • Of that 31 percentage, as few as 9 percent will do additional business with company As customers get more and more demanding and impatient, these high levels of defects put a company in serious risk

48. Higher Maturity….Benefits to Customer • Value for money • Consistency & predictability of service • On time delivery • Improved metrics driven Project planning & tracking • Estimation process stabilized • Productivity increased • Lower defects • Lower reworks • Ability to adapt to newer technology • Ability to adapt to shorter duration projects • Ability to manage the impact of attrition ……

49. The Benefits – to the organization • Improved customer satisfaction • Through consistent & predictable delivery • Ability to help customers in planning • Ability to motivate people to perform better • Able to confront/support views with data • Defect prevention • productivity improvement • Sleepless nights have reduced for technical persons • Quality has moved from preaching to practicing in major part of the organization Basics are not questioned anymore

50. …Benefits to individual • Enhances team working conditions as each member becomes more reliable • Shorter learning curves as experiences are recorded and lessons learnt taught to newcomers • Personal satisfaction in improved performance and relationships with other team members G