SPI Roadmap to Maturity

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SPI Roadmap to Maturity

• George Sharkov Director European Software
  Institute Center Bulgaria

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ESI Center Bulgaria regional excellence center

• ESI Center Bulgaria Implement leading strategic
  management and software engineering methodologies
  to increase industry maturity in Eastern Europe

Founders
Partners
United NationsDevelopment Program
Ministry of Transportand Communications
www.undp.bg
www.mtc.government.bg
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ESI Global Alliance
ESIBilbao, Spain
ESI CenterSofia, Bulgaria
ESI Center Tec de MonterreyGuadalajara, Mexico
ESI Center SSEACShanghai, China
ESI Center UNISINOSRio Grande do Sul, Brasil
ESI CenterVictoria, Australia
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European Software Institute Bilbao, Spain

• Created in 1993
• Supported by the European Commission, the Basque
  Government and through company membership
• Established in Zamudio, Bilbao, Spain
• International team

ESI mission is to contribute to the development
of competitiveness of the European industry
through the promotion, continuous improvement and
knowledge in Information and Communication
Technologies
http//www.esi.es
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Compete by excellence
Balanced IT Scorecard TRANSLATES CORPORATE
STRATEGY INTO ACTIONS
Capability Maturity Model Integration CUSTOMIZED
APPROACH IN CONSULTING AND APPRAISALS
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Why should a manager care about the software
process?

• Its very difficult to consistently deliver
  quality products to your customers, while also
  making a profit, if your development process is
  poor.

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The sad truth

• 25 of all software projects are killed.
• Companies are releasing products to their
  customers with 15 of the defects remaining in
  the product.
• Many companies are spending from30 to 44 of
  their time and money on reworking software they
  have already written.
• Companies meet their schedules only 50 of the
  time.

Sources Capers Jones and Bill Curtis
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Successful software process improvement programs

• Reduce the number of defects delivered to
  customers by 95
• Reduce software development schedules by 71
• Increase productivity (measured in lines-of-code
  or function points per day) by 222.
• Realize and average ROI of 51

Sources Capers Jones and Software Engineering
Institute
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Underlying premise of process improvement
The quality of a product is largely determined
by the quality of the process that is used to
develop and maintain it.
Based on TQM principles as taught by Shewhart,
Juran, Deming and Humphrey.
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The shift to increased profitability
1988 - CMM Level 1
1990 - CMM Level 2
1992 - CMM Level 3
1995 CMM Level 4
ROI 7.71, Productivity ?140, 4.48M savings
over 6 projects in 1 year
Source Ratheon Electronic Systems Experience in
Software Process Improvement, CMU/SEI-95-TR-017,
November 1995
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Compete by strategy

• The Balanced IT Scorecard (BITS) developed at the
  ESI is an effective communication mechanism for
  formulating, transmitting and agreeing on the
  strategy of an organisation, facilitating the
  alignment of improvement initiatives with the
  overall strategic business plan and the
  elaboration of a comprehensive and balanced
  strategic measurement system.
• BITS helps to  
• Improve the organisation's ability to serve all
  customer segments
• Proactively manage the knowledge development
  agenda
• Enhance relationships with the key stakeholders

DIAGNOSE STRATEGIC ALIGNMENT
DEVELOP QUANTITATIVE MANAGEMENT SYSTEM
DEVELOP STRATEGY
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So what is the Balanced Scorecard?

• The Balanced Scorecard is a framework for
  translating a vision into a strategy by focusing
  on shareholder, customer, internal and learning
  requirements which collectively describe the
  strategy of an organisation and how that strategy
  can be achieved.

Source Kaplan Norton, Harvard Business Review
,1992 The Balanced Scorecard - Measures that
Drive Performance
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Balanced IT scorecard
How do our software processes and SPI add
value to the company?
How do we know that our customers (internal
and/or external) are delighted?
Are our software development processes performing
at levels sufficient enough to fulfil our
customers value proposition?
Do our people have the necessary skills to
perform their jobs, and are they happy doing what
theyre doing where theyre doing it?
Are process improvement, technology and
organisational infrastructure issues being
addressed to implement a sustainable improvement
programme?
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Compete by maturity

• Many top-level managers see Process Improvement
  as an activity invented by quality fanatics with
  the idea of reaching some level of Process
  Utopia. What they fail to see is that it enables
  the organisation to prosper by combining
  effective processes with skilled, motivated and
  creative people focusing on adding value to the
  business in areas where changes can yield the
  greatest long-term benefits. David Reo ESI

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CMMI models

• Model options
• software engineering (CMMI-SW)
• systems software engineering (CMMI-SE/SW)
• systems software engineering integrated
  product and process development (CMMI-SE/SW/IPPD)
• systems software engineering integrated
  product and process development supplier
  sourcing (CMMI-SE/SW/IPPD/SS)
• systems software engineering supplier
  sourcing (CMMI-SE/SW/SS)
• Representation options
• staged
• continuous

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CMMI - bridging the divide

• Systems engineering and software engineering
  processes are integrated.
• Integrates systems and software disciplines into
  one process improvement framework.
• Provides a framework for introducing new
  disciplines as needs arise.

Source Mike Phillips, CMMI V1.1 and Appraisal
Tutorial
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Model representations
Continuous
. . .for a single process area or a set of
process areas
Source Mike Phillips, CMMI V1.1 and Appraisal
Tutorial
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Structure of the CMMI staged representation
Maturity Level
Process Area
Process Area
Process Area
Generic Goals
Specific Goals
Common Features
Commitment to Perform
Ability to Perform
Directing Implementation
Verification
Generic Practices
Specific Practices
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CMMI maturity levels
Optimizing
Optimizing
Focus on processimprovement
Quantitatively Managed
Process measuredand controlled
Defined
Defined
Process characterized for the organization and is
proactive
Managed
Process characterized for projects and is often
reactive
Performed
Process unpredictable, poorly controlled and
reactive
Source Mike Phillips, CMMI V1.1 and Appraisal
Tutorial
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SW-CMM v1.1 vs. CMMIprocess areas
Defect Prevention Causal Analysis and
Resolution Technology Change Mgmt Organizational
Innovation Deployment Process Change
Management Quantitative Process
Mgmt Organizational Process Performance Software
Quality Mgmt Quantitative Project
Management Organization Process
Focus Organization Process Focus Organization
Process Definition Organization Process
Definition Training Program Organizational
Training Integrated Software Mgmt Integrated
Project Management Risk Management Software
Product Engr Requirements Development Technical
Solution Product Integration Intergroup
Coordination Verification Peer Reviews
Validation Decision Analysis and
Resolution Requirements Management Requirements
Management Software Project Planning Project
Planning Software Project Tracking
Oversight Project Monitoring and
Control Software Subcontract Mgmt Supplier
Agreement Management Software Quality
Assurance Product Process Quality Assurance
Software Configuration Mgmt Configuration
Management Measurement and Analysis
LEVEL 5 OPTIMIZING
LEVEL 4 MANAGED
LEVEL 3 DEFINED
LEVEL 2 REPEATABLE
Source Mike Phillips, CMMI V1.1 and Appraisal
Tutorial
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Process areas categories
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Countries where SwCMM appraisals have been
performed and reported to the SEI
Source Process Maturity Profile, March 2004
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Countries Where CMMI Appraisals have been
performed and reported to the SEI
Source Process Maturity Profile, March 2004
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Organization size
Based on the total number of employees within
the area of the organization that was appraised
Source Process Maturity Profile, March 2004
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Complete cycle of services
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Time to move up
Source Process Maturity Profile, March 2004
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ESI services

• Awareness and initial training
• Seminars, workshops for executives and
  practitioners
• SEI Accredited training courses
• Strategic planning and building the appropriate
  organisational infrastructure
• Initial assessment and improvement planning
• Initial Class B/C assessments
• Seminars for the implementation of SW CMM/CMMI
• Development of process improvement action plans
• Implementation of process improvement action
  plans
• Tracking performance of plans
• Technical solutions
• Interim inspections and assessments
• Certifications (Class A,B, C assessments)

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ESI capabilities

• 9 SW CMM and 2 CMMI Official Instructors,
  accredited by SEI
• 3 SEI Authorised CBA IPI Lead Assessors (SW CMM)
  and 2 SCAMPI Lead Appraisers (CMMI)
• SEI Transition Partner for performingSCAMPI
  Assessments since July 2002 and for CMMI Training
  since 2003
• More than 2.000 professionals officially trained
  by ESI worldwide from over 450 organisations in
  20 countries
• 12 full-time consultants allocated to CMM-based
  services

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ESI experience

• Achieved maturity level ratings (some of them)
• Level 4 Posdata (Korea) Exigen
  Latvia (Latvia)
• Level 3 Hyundai HIT, LG Innotek (Korea) Tecno
  sys, Mexico, IBM Global Services (Mexico) IBM
  Global Services (Peru) Advanced Information
  Services (USA) IBM Global Services, Cap
  Gemini (Spain)
• Level 2 Korea Securities Computer
  Corp. (Korea) Accenture, INSA, Caixa
  Galicia Softgal, Transiciel IBM Business
  Consulting Services Robert Bosch (Spain) Aze
  rtia (Mexico)
• Other organisations assessed in Spain, UK, Egypt

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ESI certification
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Be capable innovative actor

• If you feel passionate to be
• capable to meet the challenges of global market
• competition
• innovative to achieve organisational excellence
• and raise the level of excellence to maturity
• actor in global network for IT projects,
  resources
• and services
• ESI Center Bulgaria has the methodologies and
  provides the services your business goals to be
  achieved and you to become

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Thank you!

• George Sharkov Director European Software
  Institute Center Bulgaria

Capability Maturity Model, CMM and CMMI are
registered in the U.S. Patent and Trademark
Office. BITS is strategic management and software
process improvement methodology developed by the
European Software Institute.