Lean Sigma Optronics & Land* /
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CMMI History, Status & Models
The participants will after the presentation be able to state
What does CMMI and SCAMPI stand for
What are the different CMMI models  
What  is involved in SCAMPI assessments 
What are the potential benefits
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2 exclusively defence
What is Land Defence ?
1650 staff across 9 sites
Core Activities:
Basingstoke
Bristol
Increased presence in export markets
Unique capability in Optronics and
Armoured Vehicle Integration
Probasis
Adapt faster to market driven advances in technology
Improve efficiency of projects by reducing cost overrun and delays
Have better visibility of the workload forecast
Develop fixed price subcontracting capability
Establish common practices between different business units (Systems and Platforms) in order to enable people mobility between business units
Have efficient shared functions such as Purchasing, HR, Training, Sales, Finance, etc
Maintain an efficient IT infrastructure to support operation with common tools for project management, engineering and communication
What About Yours ?
Achieving Business Objectives
implies :
Conduct disciplined change management to implement new efficient ways of working
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Capability Maturity Model Integrated (CMMI)
CMMI is a list of good practices (“good” from Industry and SEI) organised by themes (Process Area) related to key or critical activities of project development delivery and service.
Concept : you need to master these activities if you want to increase your chance of success and reduce your business risks
CMMI practices address project processes and organisational processes
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It is useful to have an integrated approach
and a common tool for process improvement,
especially when all these types of projects coexist in the same company
Subcontracting / Procurement / Acquisition
Project Management
OPM: Organisational Performance Management
QPM: Quantitative Project Management
OPP: Organisational Process Performance
RD: Requirements Development TS: Technical Solution PI: Product Integration VER: Verification VAL: Validation
DAR: Decision Analysis & Resolution
PP: Project Planning PMC: Project Monitoring and Control REQM: Requirements Management SAM: Supplier agreement Management
MA: Measurement and Analysis PPQA: Process and Product Quality Assurance CM: Configuration Management
5 Optimising
3 Defined
2 Managed
1 Initial
Project Management
Acquisition Engineering
OPM: Organisational Performance Management
QPM: Quantitative Project Management
OPP: Organisational Process Performance
ATM: Acquisition Technical Solution AVER: Acquisition Verification AVAL: Acquisition Validation
DAR: Decision Analysis & Resolution
PP: Project Planning PMC: Project Monitoring & Control REQM:Requirements Management SSAD: Sollicitation & Supplier Agreement Development AM: Agreement Management
ARD: Acquisition Requirements Development
PPQA: Process and Product Quality Assurance CM: Configuration Management MA: Measurement and Analysis
5 Optimising
Project and Work Management
Service Establishment and Delivery
OPM: Organisational Performance Management
QWM: Quantitative Work Management
OPP: Organisational Process Performance
IWM: Integrated Work Management RSKM: Risks Management SCON: Service Continuity
SSD: Service System development SST: Service System Transition IRP: Incident Resolution and Prevention STSM: Strategic Service Management
DAR: Decision Analysis & Resolution
WP: Work Planning WMC: Work Monitoring & Control REQM:Requirements Management SAM: Supplier agreement Management
SD: Service Delivery
PPQA: Process and Product Quality Assurance CM: Configuration Management MA: Measurement and Analysis
5 Optimising
Time / Cost
Continuous and measurable process improvement is a way of life
Quantita-tively
Managed
4
Defined
The processes defined at the organisation level are tailored to the project. Performance is more predictable
Managed
Project management is more disciplined. Past successes can be expected on similar projects
Initial
Performance is difficult to predict. Practices may not be effective, rely on individuals
5
3
2
1
Management visibility
Principles of a staged model : the CMM/CMMI are based on 5 levels of maturiy
Level 1 is the level of the heroes : you may succeed your projects being level 1, but your success is due to people, and the customer cannot rely on the organization to repeat such successes unless other heroes are used on projects. Representation : you know what are the inputs, the outputs - not a clear vision of what is done insides the projects.
From L2 to L5, progressively, better definition of what is done : in term of activities, responsibility, internal deliverables, estimation of cost and schedule of tasks. A tracking is set up to compare the current data to the estimates, and analyses are performed to identify the causes of the deviations that can be too optimistic estimates, lack of efficiency of practices, workforce difficulties, ….and to try to solve these problems, either for the project itself, or for future projects
Another aspect relates to the predictability of cost & schedule. As the slide shows, at level 1, the probability to achieve the target is very low. When the maturity is higher, the probability increases.
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reactive
Process measured
and controlled
1
2
3
5
(tools, processes, data)
Efficient Project Management supported by models and simulation
Continuous Change Management to stay in line with the business needs (Technology and Process)
Quality
Risks
2006 : CMMI Lev 2
Number of PTR/year
34
CMMI® : Sept 2010
75 % outside USA
1 - USA : 1719
2 - China : 1475
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Lockheed Martin (L5)
Raytheon (L5)
Boeing (L5)
TRW (L5)
Motorola (L5)
Computer Sciences Corporation CMMI-DEV v1.3(Staged):Maturity Level 3
Credit Suisse CMMI-DEV+IPPD v1.2(Staged):Maturity Level 3
Credit Suisse AG CMMI-DEV v1.2(Staged):Maturity Level 2
IHS (Global) Ltd CMMI-DEV v1.3(Staged):Maturity Level 2
Lösungszentrum des Bundesamt für Informatik und Telekommunikation (BIT)
CMMI-DEV v1.3(Continuous):Maturity Level 2
NAGRA – KUDELSKI GROUP CMMI-DEV v1.3(Continuous):Maturity Level 2
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Process Suite
(Note - There is animation on this page that follows the description.)
Describe the process deployment/process improvement loop that occurs frequently, especially in larger organizations.
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Characteristics
High
Medium
Low
Person trained and experienced
State there are three classes of appraisals. They are described in a requirements document that can be found on the CMMI Web site.
The three key differentiating attributes for appraisal classes are:
degree of confidence in the appraisal outcomes
the generation of ratings
appraisal cost and duration
State that Class C is the least formal. Organizations may choose to use it routinely (maybe monthly).
State that Class B is more formal. Organizations may choose to use it periodically (maybe every 6-12 months).
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SCAMPI Assessment Method
For each CMMI practice, search for relevant data in the organisation, the project or work package documents.
Then, search for the definition of the data, and its associated management process :
1 – in the plans
Interviews are conducted to support understanding and validate the search results
Findings are validated with interviewees before final presentation
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Misconception #2: One process cannot work for all projects
Misconception #3: CMMI has high overheads
Misconception #4: CMMI means following a plan rather than changing the plan
Misconception #5: CMMI values process over people
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Reducing the opportunity for defects to occur
Data will enable understanding of where a defect was inserted and where it was detected in the lifecycle
Improving predictability of projects
Focus on what is required to get projects back on track earlier in the lifecycle
Robust requirements
Improve profitability
The participants will after the presentation be able to state
What does CMMI and SCAMPI stand for
What are the different CMMI models  
What  is involved in SCAMPI assessments
What are the potential benefits
* /
*
MISSILE SYSTEMS
VEHICLE INTEGRATION
MISSILE ELECTRONICS