A LOOK INSIDE

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A LOOK INSIDE
PURPOSE PRINCIPLES BEHIND PROCESS IMPROVEMENT
By Carl W. Hall DCS Corp.
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CURRENT POSITION

• DCS Process Improvement Lead at AWL

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PRESENTATION OUTLINE

• Fundamental Overview of A Process
• NAVAIR BPI Study 1998/1999
• F/A-18 AWL Overview
• Overview of CMMi
• Overview of Airspeed
• Conclusion

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WHAT IS A PROCESS?

• PROCESS n., a logical organization of people,
  procedures, and technology into work activities
  designed to transform information, materials, and
  energy into a specified result. A high level
  view of how work is accomplished.

Information, Materials, energy
Specified Result i.e., Product or process or
policy, etc.
WBS 1. Mgt establishes Mgt Oversight Team 1.1
Select Leader 1.2 Select Members 1.3 Charter 1.4
Review Policy 2.0 Mgt forms Working Grp.
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PROJECT LEVERAGE AREAS

• There are three major determinants which affect
  the success or failure of a program. These are
  Product cost, schedule and Quality. The leverage
  areas are depicted in the triad. While each area
  is important, process is the unifying factor in
  the three.

PEOPLE
PROCESS
TECHNOLOGY
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WHY IS A PROCESS IMPORTANT?

• Process provides a methodology for intelligently
  and efficiently integrating people, tools,
  procedures and technology
• People usually are only as capable as they are
  trained to be so
• Working harder and longer hours are not the
  solution
• But working smarter and more efficiently using
  processes is the Solution
• Technology applied without a supporting
  infrastructure is disaster. It could bring the
  expected benefits if the people are trained and
  if a process is applied judiciously.

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PROCESS MANAGEMENT ASSUMPTIONS

• The ultimate assumption verified by the military
  and commercial sectors is that the QUALITY of a
  system is highly influenced by the QUALITY of the
  process used to Design, Development and Maintain
  the system.
• The cost, performance and delivery of systems
  will all be improved when processes are defined
  and used consistently across the project.

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NAVAIR BPI STUDY 1998

• Study initiated to improve our business practices
  under the leadership of NAVAIR head, Admiral
  Lockhard.
• Darrell Maxwell and Carl Hall co-chairs on Best
  Practices Initiative (BPI) Software Development
  Strategy Core Processes Team CP5-1 with Admiral
  J. Dyer manager.
• One year to visit commercial and military sectors
  and determine a solution to improve our SSA
  business practices. Briefing given to NAVAIR in
  Feb. 1999.
• I will present a portion of our committees
  research and findings today.

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Site Visit Best Practices

• Utilize the Software Engineering Institute
  Capability Maturity Model (SEI-CMM).
• Process improvements defined by the SEI-CMM
  Levels (1 through 5) results in 30 productivity
  increase for each level improvement.
• Test costs shift from 50 of the total costs to
  30 by improving from a Level 3 to a Level 5
  organization.
• 30 reduction in defects for each Level
  improvement.
• People are motivated to improve by Senior
  Management commitment and vision.
• An initial investment and reinvestment up to 5
  of the S/W product cost in process improvement
  initiatives.
• Improve by using corporate leadership teams
  (SEPGs, PATs, and SECs) to motivate and
  encourage the development of processes and
  procedures.
• Integrate Systems and Software Engineering
  processes together.
• Organizations with similar maturity levels work
  better together.

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System Strategies for Tomorrows Success

• Process Focus
• TEAM will reduce the cost of software development
  and maintenance through the use of disciplined
  processes that are defined and implemented by
  both TEAM and contractor organizations.
• Organization/Capabilities Focus
• TEAM will optimize and maintain the best skills
  mix within government and industry, develop and
  maintain the core system software expertise
  within TEAM, and eliminate redundancies among the
  various system software entities. The system
  software organization will be flexible and
  responsive to the fluctuating marketplace.
• Workforce Focus
• TEAM will develop a corporate culture
  characterized by excellent communications,
  knowledgeable leadership, and commitment to
  employee professional and personal growth.
  Empowered employees use policy, documented
  guidance, and defined TEAM processes supported by
  training, in the fulfillment of their job
  responsibilities. Our TEAM places value on, and
  works to maintain, work force continuity in core
  capabilities.

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Guiding Principles

• Committee used 4 principles
• Organized abandonment of Products, Services,
  Processes, Markets, distribution channels
• Organize for systematic, continuing improvement
• Organize a systematic and continuous
  exploitation, especially of its successes, the
  organization has to build a different tomorrow on
  a proven day
• Organize a systematic innovation, that is, to
  create the different tomorrow that makes obsolete
  and, to a large extent replaces even the most
  successful products of today
• These Disciplines are not just desirable, they
  are conditions for survival

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Probability of Success
(1) Capers Jones, Becoming Best In Class,
Software Productivity Research, 1995 briefing (2)
1 Function Point 50 SLOC ADA, 40 SLOC C, 320
SLOC Assembly
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STRATEGIC GOALS

• Goal 1.1 Implement the SEI CMM across all team
  software organizations
• Goal 1.2 Utilize Software Suppliers that are
  evaluated at Software CMM Level 3 or higher
• Goal 2.1 Establish Team Software Development
  Center of Excellence. Team Software Development
  will be accomplished by these Centers
• Goal 2.2 Develop and maintain core system
  software expertise within Team that provides
  flexibility and skills which enhance integrated
  government/industry software development Teams.
• Goal 2.3 Provide Weapons Systems capability and
  readiness through affective use of integrated
  government and contractor facilities and
  personnel throughout the life cycle
• Goal 2.4 Provide funding and align budgets with
  approved product life cycle financial management
  plans
• Goal 3.1 Team is committed to the personal and
  professional growth of employees. In turn,
  employees accept responsibility to play an active
  role in their growth.
• Goal 3.2 Improve Workforce Continuity in
  Software Expertise

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F/A-18 AWL OVERVIEW
75 of Naval Aviation
90 of Naval Aviation
F/A-18s will be flying well into the second
quarter of the 21st Century
2006
Now
Over 1300 aircraft, and still in production
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F/A-18 IPT MISSION

• MISSION
• To improve the warfighting capability of U.S.
  Navy, U.S. Marine Corps and Foreign Military
  Sales F/A-18 EA-18Gs. CHARTER
• Transform an operational need into a description
  of system performance parameters
• Develop a system configuration through the use of
  an iterative process of definition, synthesis,
  analysis, design, test, and evaluation
• Integrate technical parameters and ensure
  compatibility of all physical, functional, and
  program interfaces in a manner that optimizes the
  total system definition and design
• Integrate reliability, maintainability, safety,
  survivability, and human engineering, into a
  total engineering effort to meet cost, schedule,
  and performance objectives

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SCS LIFE CYCLE PHASES
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AWL PRODUCTS

• System Configuration Sets
• Additions to, and modifications of, over 10
  million lines of software code
• Acquisition Products - stand alone RDTE projects
• New technology radars
• Improved infrared sensor for air-to-air and
  air-to-ground combat
• Reconnaissance system
• Improve existing radars for air-to-air and
  air-to-ground combat
• Plus additional, similar projects
• Weapon Integrations
• JDAM - All weather, GPS guided, precision bomb
• JSOW - Glider with bomblets
• Sidewinder (all-aspect, infrared guided,
  air-to-air missile)
• Stand-Off Land Attack Missile Enhanced Response
  (cruise missile)
• And many more
• Fleet Response
• System problems and new, unpredicted threats
• 7 Foreign Military Sales customer requirements

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THE AWL IN DETAIL
The Advanced Weapons Lab, China Lake -- where
Sensor / Smart Plane / Smart Bomb combinations
are developed, and wired together to test their
real-world, real-time performance - including
full-scale, in-lab mock-ups prior to
flying. Now, lets unpack that statement
Full-scale because it takes a nanosecond
(.000000001) for an electron to travel along 1
foot of computer cable. And, in digital warfare,
nanosecond precision is essential. So, you must
test with full-scale distances between sensors,
plane, and bombs. In-Lab Mock-ups because
in-flight testing costs more than 25 times as
expensive as in-lab, mock-up tests. Sensors
because these eyes and ears are our current
technological edge. Smart Planes because air
power is the USs preferred tool for power
projection. Smart Bombs because theyre more
precise and limit collateral damage. Combinations
because there are nine sensors, seven
airframes, and many kinds of weapons available to
accomplish various missions. Wired together
because it takes integrated software to make the
sensors, plane, and bombs talk to each
other. Test real-world, real-time performance
because its all just theory until this happens,
and it only happens at China Lake.
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WIRED TOGETHER i.e., an example of Weapons and
Systems Integration
Weapons
Interpret Threat Input Find Possible
Targets Identify Target Lock-on Target Pass
target to weapon Fire weapon Enroute weapon
adjustments Assess Damage
Plane
On-Board Sensors
Sidewinder
JSOW
Radar
JDAM
Non-Threats
Pilot
Pilot
Infrared
Laser Guided Bomb
Active RF
Cruise Missile
Mission Computer
Infrared Laser
Air-to-Air Missile
EW Suite
Passive RF
THREATS
Reconnaissance
Visual Infrared
Data Links
Active RF
Off Aircraft Sensors Seals, Satellites, other
aircraft
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IN LAB MOCK-UPS
EW SUITE
RADAR
Network
Pt Mugu Ranges
FLIR
Reconnaissance
China Lake Ranges
Access to open air range Existing range target
set Full scale Hi-fidelity simulation of
aircraft Real, live targets Efficient Cost
saving Effective Non-intrusive testing
Actual F/A-18 avionics, computers, sensors, and
controls
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COMBINATIONS
Sensors
Planes
Weapons
Software
Infrared Targeting Infrared Search Radar New
generation Radar Electronic Warfare Passive
signal location ID Electronic Warfare Jamming
and deceiving Laser designation
tracking Visual Data link from other-aircraft,
ground troops, ships, satellites, etc.
Laser guided GPS guided Inertial guided Radar
guided Infrared guided Anti-radiation Ballistic Ai
r-to-Air (In-close dog fighting beyond visual
range) Anti-Ship Bunker Cave Penetrators
Anti-armor Anti-personnel
Typically 50 or more microprocessors in an
aircraft requiring software Aircraft operational
flight programs. Subsystem operational flight
programs Data files of threat characteristics Weap
on internal operational flight programs
EA-18G F/A-18 E/F F/A-18 C/D F/A-18 A/B F/A-18 A
Lots of possible combinations. But, each
combination requires Weapons and Systems
Integration i.e., writing software code to make
the sensors, plane, and bombs talk to one
another. Over 10 million lines of software
code, so far, in the F/A-18!
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SENSORS AND NETWORK CENTRIC WARFARE
All targeting/sensor information is shared via
high speed data link Gives battlefield
commander excellent picture of battle Gives
aircrew situational awareness of all
threats Provides threat data that own-ship
sensors cant detect Improves survivability Provid
es many attack options Efficient target location,
identification, tracking, attack, and damage
assessment
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F/A-18SOFTWARE SIZE
Estimated
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PROGRESSION GROWTHOF F/A-18 WARFIGHTING
CAPABILITY
Upgrade to Radar
1993 New Computers
Legacy
2019
1995
New reconnaissance capacity
New capability Radar Infrared
1997
Upgrade to Stores Management Computers
2001
2003 - 2004
Continued Foreign Military Sales Upgrades
F/A-18E/F
C Language
Increasing complexity
Upgrade Electronic Warfare Suite
Lots of technological advances technology
insertion.
New Network Data Line
Next Technology
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F/A-18 IPTMANPOWER AND SPACE
MANPOWER Civil service 240 man years Local
contractors 175 man years On-site prime
contractors 25 man years Off-site
contractors 250 man years (Boeing AMS,
Raytheon, other contractors) SPACE Office
(including on-site contractors) 72,887 square
feet Hangar 5 49,680 Software
Bldg 8,692 Foreign Military Sales (FMS)
building 4,000 FMS Trailers 5,068 Test
Support 1,848 Boeing 3,599 Laboratories 19,720
square feet
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TESTED ON THE FINEST RANGES IN THE WORLD

• 353 Days of Unlimited Visibility a Year
• Full Spectrum Testing
• Joint Testing

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WORLD CLASS

• Winner of the CrossTalk 2001 Top 5 U.S.
  Government Quality Software Projects
• Awarded for 15C System Configuration Set.
• From CrossTalk January 2002 These top five
  projects were selected from 87 nominations in
  this first event. They demonstrate how competent
  software project teams go about building
  successful products
• This is a very large, real-time operational
  system that has made significant improvement in
  cost, schedule, and quality.
• Dr. Jack Ferguson a Top 5 Judge
• April 2005 F/A-18 AWL Software Development Task
  Team achieved a level 5 Maturity rating. This is
  the very first in the Navy.

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AWL PROCESSES

• F/A-18 SWDTT
• March 2005 Achieved highest Software Capability
  Maturity Rating possible which is a level 5
  They are only organization in the Navy to have
  done so.
• Better than commercial industry in Cost/SLOC,
  when normalized to DoD requirements, and
  continually improving
• Defined 110 processes used at the F/A-18 EA-18G
  AWL
• Processes are documented in the F/A-18 EA-18G
  Advanced Weapons Laboratory Management and
  Systems Engineering Process Manual

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OTHER PROCESS DOCUMENTS
F/A-18 MGMT Systems Engineering Process Manual
System Life Cycle Plan For F/A-18 Aircraft
Strategic Action Initiative (SAI)
Projects Systems Eng. Mgt. Plan
AWL Training Plan
AWL PPQA Plan
AWL CM Plan
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PROCESS TAILORING
Project Information
Projects Defined Process (SEMP)
TAILOR PROCESS FOR PROJECT
AWLs Standard Process
Instantiate Forms
External Outputs
Lessons Learned captured
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FUNCTIONAL REQUIREMENTS DOCUMENT
FRD
Functional Requirements Tree
Functional Requirements Sheets
Operational Intent
Statement of Requirements
Statement of Functionality
Statement of Limitations
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PROCESS MANAGEMENT

• Methodology for defining, managing and improving
  the AWL Standard processes and templates

ASSESS
IMPROVE
DEFINE
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SDR PROCESS
Entry Criteria Preliminary Agenda, CDRL items,
Input
(supplier) Preliminary FRD,
Documentation, SCR held, Risks, Hazards,

SCR package, CDRL,
Traceability matrix, System
Design
Documents (informal,
Design)
Responsibility
Process
Block Manager Design Agent Task Team SOR
Team FMS Case Manager
Signing Authority for SDR
Prepare memo, minutes, action items
Hold the System Design Review Present Info for
each SOR
Enter
Exit
Prepare SDR Materials And Package
Exit Criteria SDR actions closure, Memo,

Output (customer) Customer is
review minutes, risks ID, SDR

satisfied and feels the
key issues dispositioned

design is complete
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CAPABILITY MATURITY MODEL integration (CMMi) v 1.1

• The model consists of best practices that address
  the development and maintenance of products and
  services covering the product life cycle from
  conception through delivery and maintenance.
• Evolved from earlier Process Models
• The Capability Maturity Model for Software
  (SW-CMM) version 2.0 draft C
• The Systems Engineering Capability Model (SECM)
• The Integrated Product Development Capability
  Maturity Model (IPD-CMM) version 0.98
• Information Technology - Software life cycle
  Processes (ISO/IEC 12207)
• Information Technology Software Process
  Assessment (ISO/IEC 15504)

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CMMi STRUCTURE
CMMi

Process Area
Process Area
Process Area
Process Area
Purpose Statement
Related Process Area
Introductory Notes
Specific Goals
Generic Goals
Typical Work Products
Generic Practices
Specific Practices
Generic Practice Elaborations
Subpractices
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WHY IS A MODEL IMPORTANT?

• A model provides a template for processes
• Structure in which to define a process
• Utilizes other organizations successes
• Provides organizations a common language
• Framework for process improvement activities
• Allows an organization to adopt models goals
• A model founded upon widely-accepted practices
• It has a proven track record of benefits
• Allows organizations to build on others
  successes

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WHY USE CMMi?

• The purpose of CMMi To provide guidance for
  improving your organizations processes and your
  ability to manage the development, acquisition,
  and maintenance of products or services
• CMMi is a Model by which, an organization can
• Examine the effectiveness of their processes
• Establish priorities for improvement
• Help guide an organization in the implementation
  of these improvements
• The Over-arching Purpose To help a business be
  successful avoiding pitfalls experienced by other
  businesses and building on their successes.

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How does Six Sigma relate to CMM/CMMI?

• Not a replacement for CMM/CMMI Six Sigma works
  with it
• Six Sigma
• Methodology to organize the tools of the trade
• Addresses the root causes of the lack of needed
  change
• CMMI emphasis on what should be done not how to
  do it
• Six Sigma supplies a specific how method for
  applying measurement and analysis to problem
  solving
• DMAIC process improvement context of CMMI MA
• DFSS tied to project execution view
• Six Sigma puts emphasis on understanding/managing
  performance outcomes
• CMMI puts emphasis on compliance activities

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WHAT IS SIX SIGMA?

• Lean Six Sigma Theory of Contraints
• Specify customer value Define Identify the
  Constraint
• Identify value stream Measure Exploit the
  constraint
• Achieve Flow Analyze Subordinate everything
  else to the constraint
• Establish Pull System Improve Elevate the
  constraint
• Seek Perfection Control Avoid inertia

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Mathematical Concept
Control Variance and you control Quality of your
processes product
1 2 3 4 5 6 Sigma
1 2 3 4 5 6
Sigma
Yi Yi1 SLOC Yi2
Yi3 Yi4
N
Variance (Xi M)2 Xi
Measurement (N
1) N Number of measurements
M
Mean
i1
1 2 3 4 5
6 Defects
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NAVAIR AIRSpeed
PROJECTED WORKFORCE REQUIREMENT BEFORE
PRODUCTIVITY IMPROVEMENTS

• AIRSpeed PRODUCTIVITY APPROACH
• IMPLEMENT BEST COMMERCIAL PRACTICES TO MAXIMIZE
  RESOURCE INVESTMENTS
• LEAN
• SIX SIGMA
• THEORY OF CONSTRAINTS
• DEPLOY TRAINING PLAN
• COMPETENCIES/PEOs
• SEMDP CIRRICULUM
• NEW HIRES
• INTEGRATE WITH WORKFORCE SHAPING AND NCDPs TO
  MAXIMIZE ENABLING EFFECT
• INTERFACE WITH ERP, IMD TPTK

WORKFORCE REQUIREMENT WITH PRODUCTIVITY
IMPROVEMENTS
Everyone Understanding It and Using It Every Day
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NAVAIR AIRSpeed Six Sigma Deployment

• AIRSpeed is the application of Lean, Six Sigma,
  and Theory of Constraints tools to increase
  productivity and efficiency.

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SIX SIGMA DEPLOYMENT

• Owns vision, direct, integration, results
• Leads change

Executives / BU Leadership
All Employees
Project TeamMembers
Deployment Champions

• Leads business unit performance improvement
• Full time

• Provide project-specific support
• Part time

MasterBlack Belts

• Understand vision
• Apply concepts to their job and work area

Project Sponsors

• Trains and coaches Black Belts and Six Sigma
  Green Belts
• Leads large/complex projects
• Full time

• Project owner
• Implements solutions
• Owns financial results
• Part time as part of job

Black Belts
Green Belts

• Leads and Facilitates problem solving
• Trains and coaches Project Teams
• Full-time

• Participate on Black Belts teams and/or lead
  small projects
• Part time on projects

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THE PROCESS3 Distinct Separate Independent
Processes
Responsible MBB, DC, Level IIs, PS
Top Down Value Streams
Proposed Project Ideas
Rack Stack Grade Projects
Assign Project Sponsor
Identify Team
Select Projects
1
Bottoms-Up Ideas
Project Creation/Selection/Preparation(Continuous)
Charter Team
Projects(maybe)
Team members Depart
2
Responsible PS, Org
Responsible MB, BB, TMs, PS, DC
Continuously Measure
Reassess Restudy
Assign BlackBelt
Conduct Study DMAIC
Replicate
BlackBelt Generation process
Active Study
Sustainment
Blackbelt Departs
3
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NAVAIR AIRSpeed BENEFIT Categories

• Type 1 Hard savings can be readily identified
  to BLIs for return to Navy/DoD for
  recapitalization
• Type 2 Resources are freed-up that may be
  re-assigned to other value-added work
• Type 3 Intangible benefits

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DMAIC Road Map
Improve
Control
Measure
Define
Analyze
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CONCLUSION

• Judicious and intelligent use of processes can
  help to achieve business goals
• Processes have a proven record in industry and
  the military sector
• AIRSpeed and CMMi are not in conflict but are
  supplemental to each other
• If we are to survive in the future as leaders, we
  must integrate processes into our business
  practices.