Brian Groarke SPAWAR Systems Center, San Diego (SSC San Diego)

1. Transitioning to CMMI from the SW-CMM: Shifting Gears from a Software Process Focus to a Project Management Focus Brian Groarke SPAWAR Systems Center, San Diego (SSC San Diego) Systems Engineering Process Office (SEPO) November, 2003

2. Objectives of the Briefing • Provide overview of SSC San Diego and SEPO • Discuss the current CMMI transition efforts at SSC San Diego • Transition challenges • Transition approach

3. Space and Naval Warfare Systems Center San Diego (SSC San Diego) • Mission: to be the Navy’s RDT&E, engineering and fleet support center for command and control, communications, ocean surveillance, and the integration of those systems which overarch multi-platforms • Vision: to be the nation’s pre-eminent provider of integrated C4ISR solutions for warrior information dominance • ~3,500 civilians, 70 military, and several thousand contractors • Actual funding for FY 03 was ~$1.3 billion • Attained SW-CMM Level 3 in Oct 2000; reassessed at Level 3 Aug 2003

4. SSC San Diego Process Improvement Organization Systems Engineering Process Office (SEPO) Core 4 wkyrs Full -Time Contractors 5 wkyrs Full & Part-Time Department SPI Agents 10 wkyrs Full & Part-Time Instructors (SEPO/Depts) .25 wkyrs Part-Time • Funded by overhead

5. SEPO Products and Services • Maintains SSC San Diego’s Process Asset Library (PAL): Comprehensive web page of software and systems engineering material: at http://sepo.spawar.navy.mil/ • Facilitates systems process improvement across all SSC San Diego Departments • Conducts training courses • Assists with both internal and external appraisals on organizations and projects to determine best practices and areas for improvement • Maintains Software Community Alias: Email alias with over 800 members for announcements, requests for assistance • Facilitates Systems Process Improvement Working Group (SPIWG): periodic meetings, seminars, lectures, debates, demos about systems engineering issues • Maintains SEPO Library: Software-engineering related books, guidelines, standards, products, processes, publications, proceedings, articles, videos • Performs Community Liaison: Interface with the software communityoutside of SSC San Diego, both government and commercial

6. SSC San Diego Organizational PAL:http://sepo.spawar.navy.mil/

7. Transition Challenges • Updating current process assets to cover software and systems instead of software only • Updating/reengineering training curriculum • Redesigning SPI infrastructure to support many more projects • Will every project be CMMI Level 3? • Establishing accountability for adoption; measuring compliance and success • Clarifying Project Manager roles and responsibilities

8. Transition Approach • SSC San Diego has developed: • Software Engineering Process Policy • Software engineering processes, templates, example documents • Training courses • Software projects have improved their project management and software engineering process maturity • What about non-software projects? Are they operating in accordance with project management and engineering best practices? • Entire organization would benefit from adoption of the CMMI, but where do you start? • Transition to CMMI will affect virtually every project in the organization • Senior management has decided to start by focusing on standardizing technical work processes across the organization as part of our implementation of the Balanced Scorecard • Development of a “Project Management Guide” is the focal point of this effort

9. The Balanced Scorecard Project Management guidelines support this BSC objective

10. Migrating from SW-CMM to the CMMI SW-CMM Key Process AreasCMMI Process Areas Defect prevention Causal analysis and resolution Technology change mgmt Org. innovation & deployment Process change mgmt Quantitative process mgmt Org. process performance Software quality mgmt Quantitative project mgmt Org. process focus Org. process focus Org. process definition Org. process definition Training program Organizational training Integrated software mgmt Integrated project mgmt Risk Management Software product engr Technical solution Product Integration Intergroup coordination Verification Peer reviews Validation Requirements Development Decision Analysis / Resolution Requirements management Requirements management Software project planning Project planning SW project track & oversight Project Monitoring & Control Measurement and Analysis Software subcontract mgmt Supplier agreement mgmt Software quality assurance Product & Process QA Software configuration mgmt Configuration mgmt Focus still on continuous improvement LEVEL 5 OPTIMIZING LEVEL 4 MANAGED Focus still on quantitative management LEVEL 3 DEFINED Focus still on process standardization LEVEL 2 REPEAT- ABLE Focus still on basic project management

11. Policy:Follow Best Practices! Project Management Policy Implemented by Project Management Guide supported by 1498-likeData Proposal Proposal Development Guide Project Mgmt Plan - template and examples Project Manager job description Documents being Developed by SEPO

12. SSC San Diego Project Management Guide • Status: Draft completed

13. Principles for Development of the PM Guide • Define SSC San Diego standard project management process for Project Managers to use in the successful execution of a project. • Focus on management responsibilities, not practitioner details. (Audience: primarily Project Manager, and some levels above the Project Manager) • Serve as standard work process • Take advantage of best practices in the CMMI, but DO NOT mention it • Provide simplified method to measure project status; and provide guidance to SSC San Diego upper-level managers in successful oversight of projects. • Be a basis for management, training, Project Manager certification, QA • Be compatible with IEEE12207, EIA632, SPMN’s 16 best practices, Project Management Institute (PMI), and SSC San Diego’s Balanced Scorecard • Be SHORT! Comprehensive. Readable. Usable. Keep project goals in mind: quality products, on-time delivery, within budget

14. Key Purposes of the Project Management Guide • Aid in achieving the organization’s Balanced Scorecard strategic objective “Standardize Technical Work Processes” • Move away from “doing SPI” or “doing CMMI” to “following best practices” • Clarify and manage project requirements • Plan and schedule project activities • Apply engineering best practices (software and systems) • Track and control progress

15. Which Projects does this Apply to? All SSC San Diego projects (new and ongoing) that produce products or services. For example: Project Product System development A system Hardware fabrication Hardware Concept exploration A concept Analysis or study A document System integration An integrated system Software development Software program Life cycle maintenance Upgraded systems or software Support, guidance, assistance Service Testing, test beds Service Tailorable to small and large projects Tier I: “Small” projects; perform all activities in “Basic” PM Guide Tier II: “Large” (defined by Depts/Divs); perform activities in Advanced PM Guide with added rigor, depth, artifacts Project management best practices apply to ALL projects

16. The 5 Project Management Functions * Initiation Planning Control Execution • Initiation. Authorizing the project or phase. • Planning. Defining a plan, refining objectives, and selecting the best of the alternative courses of action to attain the objectives of the project. • Execution. Coordinating people and other resources to carry out the plan. • Control. Ensuring the project objectives are met by monitoring and measuring progress regularly to identify variances from plan so that corrective action can be taken when necessary. • Closeout. Formalizing acceptance of the project or phase and bringing it to an orderly end. * from the “Project Management Body of Knowledge” (PMBOK) Closeout

17. Or in shorthand notation: • In a bar chart: I Initiation P Planning Co Control E Cl Execution Closeout Overlap of PM Functions in a Project or Phase Executing Planning Level of Activity Closeout Initiation Control Start Time Finish

18. I I I I I I Init. P P P P P P Planning A Co Co Co Co Co Co Control E E E E E E Execution Cl Cl Cl Cl Cl Cl Close or B PM Flow Applied to DoD 5000 Phases (Program A B C FOC IOC Initiation) Concept & Technology Development System Development & Demonstration Production & Deployment Operations & Support Critical Design Review FRP Decision Review Concept Exploration Technology Development LRIP/OT&E Pre-Systems Acquisition Systems Acquisition Sustainment

19. 5 PM Functions and 16 Activities Function Activity Initiation 1. Authorize the project or phase Planning 1. Clarify product requirements 2. Define schedule and costs 3. Identify risks 4. Identify quality approach 5. Organize staff 6. Develop plans Execution 1. Carry out the plan 2. Select and administer procurements 3. Cultivate teamwork 4. Verify product quality Control 1. Monitor project performance 2. Manage requirements and configurations 3. Take corrective action 4. Report performance information Closeout 1. Close the project or phase PM best practices apply to ALL projects

20. Planning Initiation Identify Quality Approach Define Schedule and Costs Clarify Product Requirements Authorize Project/Phase Develop Plans Organize Staff Identify risks Control Execution Take Corrective Action Select and Administer Procurements Verify Product Quality Carry out Plan Cultivate Teamwork Closeout Close the Project/Phase Measure Project Performance Report Performance Info Manage Reqts & Configurations Project Management Functions and Activities

21. Document Format Basic requirements in regular text Advanced requirements inside dashed boxes

22. Small project requirements Verification check boxes PM Guide Checklist Large project requirements

23. Enterprise Resource Planning (ERP) entries required at key milestones Checklists reviewed by Dept/Div authority such as Next-level management Dept/Div Product Assurance or QA Project reviews Other? Sample status report: How is Project Management Success Determined? Upper management support and verification will facilitate project management success

24. Transition Challenges • Updating current process assets to cover software and systems instead of software only • We are currently evaluating the scope of required changes • Updating/reengineering training curriculum • We are developing a basic project management training class • Redesigning SPI infrastructure to support many more projects • Redefining role of SEPO in the organization • Will every project be CMMI Level 3? • Two-tiered definition for projects; only Tier II projects would implement CMMI through Level 3 • Establishing accountability for adoption; measuring compliance and success • First line managers and middle mangers will be held accountable • Clarifying Project Manager roles and responsibilities • Project Manager position description being revised

25. Summary • Transition to CMMI has caused a rethinking of our entire process improvement approach and philosophy • Focusing on implementing “best practices” vs. implementing CMMI • Many issues to be worked out; we have started to address some • We believe the end result will be improved products and services across the organization

26. Brian GroarkeSSC San DiegoE-mail: “brian.groarke@navy.mil” http://sepo.spawar.navy.milPhone:(619)553-6248

27. Acronyms • C4ISR: Command, Control, Communication, and Computers, Intelligence, Surveillance, and Reconnaissance • EIA: Electronics Industry Association • IEEE: Institute of Electrical and Electronics Engineers • SW-CMM: Capability Maturity Model for Software • CMMI: Capability Maturity Model Integrated • ERP: Enterprise Resource Planning • PMI: Project Management Institute • QA: Quality Assurance • RDT&E: Research, Development, Test, and Engineering • SEPO: Systems Engineering Process Office • SPI: Software Process Improvement • SPMN: Software Program Manager’s Network • SSC San Diego: Space and Naval Warfare Systems Center, San Diego

28. Backup Viewgraphs

29. Project Management’s 57 Subactivities Project identified PM identified SSC assets PLANNING 3.4 Identify Quality Approach a.Define QA approach b.Define CM approach c.Plan peer reviews d.Determine measures 3.2 Define Schedule & Costs a.Estimate parameters b.Identify Life Cycle c.Identify tasks, phases d.Identify processes e.Develop schedule f.Estimate costs g.Define resources h.Identify environment INITIATION 2.1 Authorize project/phase a.Determine sponsor needs b.Determine SSC needs c.Review SSC environ-ment & guidelines d.Identify Mgt and team responsibilities 3.6 Develop plans a.Write plans b.Reconcile resources c. Hold peer reviews d.Get mgmt. approval 3.1 Clarify Product Reqts. a.Elicit candidate reqts b.Analyze reqts c.Formalize reqts d Identify Standards 3.5 Organize staff a.Define org structure b.Identify staff roles c.Plan contracts d.Plan comm’s e.Identify training needs Project Description PM prepared Constraints Assumptions 3.3 Identify Risks a. Identify candidate risks b. Determine risk avoidance. c. Set reduction/contingencies d. Determine measures Revisions CONTROL Baselined Requirements Project Plan Schedule & Milestones EXECUTION 5.1 Measure Project Performance a.Collect data b.Analyze data, determine status c.Monitor project and process quality 5.3 Take Corrective Action a.Analyze issues b.Take action c.Implement risk plans 4.2 Select and Administer Procurements a.Acquire outside support b.Administer outside support Revisions 4.1 Carry out Plan a.Design product b.Develop product c.Evaluate the product d.Review for defects 4.4 VerifyEvaluate Product Quality a.Implement QA b.Report work results 5.4 Report Perfor-mance Info a.Report status b.Communicate with stakeholders c.Submit results 5.2 Manage Reqts & Configurations a.Control project scope b.Manage product and doc configurations 4.3 Cultivate Teamwork a.Acquire staff members b.Build teamwork c.Get training Completed products Status measures CLOSEOUT 6.1 Close the Project/ Phase a. Deliver and support b. Conduct admin closure c. Close out contracts Delivered product Archived files Project Status

30. Coverage of CMMI Process Areas at Level 2 and 3

31. Coverage of 15 CMMI Level 2 Specific Goals

32. Coverage of 25 CMMI Level 3 Specific Goals