CMMI Institute conference submission

How We Quit Complying and Just Did What Made Sense
Seeing the Business Value in High Maturity
Suzanne Lawson, MBA, PMP, CSM
General Dynamics Health Solutions
Sr. Manager, Quality and Standards
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General Dynamics Information Technology
Overview
• Systems integrator for more than 50 years
• General Dynamics Information Technology, a business unit of
General Dynamics, provides systems engineering, professional
services and enterprise IT solutions to customers in the
defense, federal civilian government, health, homeland security,
intelligence, state and local government, and commercial
sectors
• General Dynamics Health Solutions is a sub-brand
• Working under CMM/CMMI for more than 15 years
Health Capabilities
● Health Systems Development & Integration
● Medical Facility Outfitting & Transition
● Health Information Exchange
● Medical Logistics & Supply Chain
Management
● Subsidy, Reimbursement & Claims
Processing Systems –
Development & Support
Managing project
● Implementation of Health IT & Support
complexity
and ensuring the
Services
continuity of care
Reducing operational
● Medical Record
Review accurate
burden,
ensuring
● ICD-10 Transition
payments
and streamlining
● Eligibility Determination & Enrollment
compliance
● Multi-Channel Contact Center Management
● Medical Research Support
● Data & Infrastructure Management
● On-Demand Inbound & Outbound
Communications & Print Fulfillment
● Clinical Support Staff
● Networking & Communications
● Data Warehousing and Analytics
Expanding Insight, Ensuring
● Population Health Management
Value, Advancing Outcomes
● Quality Measurement, Management,
Reporting & Payment Solutions
● Program Integrity Solutions
● Big Data
Engaging and connecting
patients, providers and the
public
● System Development, Integration &
Process Design
Advancing today’s
research for tomorrow’s
care
● Virtual Desktop Environment
Delivering secure, cost
●
Cyber Security
effective
and responsive
health IT
● Cloud
Background
• Mature CMMI Level 3 organization
Recognize that you
don’t know what
• Three distinct programs
trust to have your
you don’t know and
• System development, operations, and maintenance
best interest at heart
seek input from
• Different processes
and know what you
organizations that
can trust.
have trod this path.
• Client required that we be rated Level 4 by
September
Know
who you2012
can
• High Maturity journey began in late 2010
• Hired outside consultants
Training
• Understanding CMMI High Maturity Practices (UCHMP)
Really
• Improving Process Performance
understanding Using
High Six Sigma (IPPSS)
Maturity
is a Using Six Sigma
• Designing Products and
Processes
process in itself.
(DPPSS)
JMP
Minitab
But….Did we understand the concepts of High Maturity?
Decision Optimizer
Be wise about the
Process Model
time and money you
spend on training.Crystal Ball
@Risk If you are
DEC
AUG
OCT
JAN
NOV
SEP
confused,
speak up!
Approach # 1:
“We have to do this so let’s just dig in and get it done”
Ensure you have a strong
“The
where
• We found out what measurement data
wegap
hadbetween
and what
and useful Measurement and
were
as an
organization
quantitative management tools we we
could
build
from
that data
Analysis program that
in terms of measurement &
supports and provides value
analysis
• …as opposed to defining our business
needsand
andhaving the
to your business.
right data for the goal was
identifying where quantitative management tools would
often deep and wide.”
improve our business
clear about why
you are level models and baselines
• Be
Organizational
vs. program
embarking on the journey to
High Maturity. Share that
vision. Keep sharing it.
Be wary of “one
size fits all”.
OPP and QPM
• Complied with each practice, step by step
OPP SP1.2
QPM SP1.2
QPM SP2.3
OPP SP1.1
“We spent more time in the
Focus on business
first appraisal
documentingvalue?
OPP
SP1.4
Where’s
the
business
value, rather than
and QPM
diagramming
(and
SP2.2
trying to comply
QPM SP1.4 selling)
our modeling
QPM SP2.4
with
the
CMMI
QPMprocess
SP2.1than we did
model practice by
actually deciding how to
practice.
OPP
SP1.3
QPM SP1.1
use the output.”
QPM SP1.3
OPP SP1.5
“Try…”
“Try, Try Again…”
• June 2011: SCAMPI-C
• November 2011: SCAMPI-C2
• May
что нам
делать
2012:дальше
SCAMPI-B
• August 2012: SCAMPI-A
???
Que
devonsnous faire
ensuite
???
JAN
APR
FEB
SEP
JUL
MAR
OCT
MAY
JUN
NOV
DEC
AUG
Circumstances change…
• Engaged a statistician
• Level 4 requirement rescinded
• Retained one program in the Level 4 organization
Approach # 2:
Really make High Maturity work for the organization
• Teamed the statistician with a senior analyst
• Re-evaluated existing baselines and models
• Reconvened cross-functional modeling team
Plan ahead for
special resources
or skills.
Engage team
members with the
right skills.
Circumstances change…again
• Lead Appraiser announced retirement
•
“SCAMPI stands for
Brought on CMMI
a new (to
Standardized
Appraisal Method for
Process Improvement.”
us) Lead Appraiser
“The approach to understanding the
Work
a Lead
organization
andwith
its goals,
and trying to
Appraiser
who model in
see the elements
of the CMMI
our work,
rather than the
previous
encourages
you
approach of rigorously ‘define the
to focus
on the– create the
process – follow
the process
business
value
of
artifact’
was very
helpful.”
the CMMI
model.
“If you take away
process
improvement, what
do you have?”
SCAM
The intervening years
• Decision Analysis & Resolution
• It’s not just for multi-million dollar decisions
• It’s what we do every day
The intervening years
• Model has been evolving over time
• Final Test Execution model
• Baselines:
•
•
•
•
Test Case Completion Chart
Problem Density
Idealized Testing Curve
Idealized Development Curve
Keep it simple!
Current state
• Passed our L4 appraisal with no negative findings, a multitude of
Understand
your
strengths,
and suggestions
where we can further improve.
Ensure you have
business needs and
senior management
what
provides
value
to
• We have quantitative management tools thatsupport.
are actually used
your
organization.
by the
business.
• The Modeling Team continues to function, asking business value
questions, building quantitative management
toolsactivities
to answer
Balance your
in
Make sure whatever
those questions, and growing in capability.
the context of adding value
you do makes sense for
to the organization and
and provides value to
• The Modeling
Team enjoys the full don’t
support
senioraway with
getofcarried
your business.
management.
models/statistics.
What has come out of this journey?
“There isn’t really a
“Modeling is only as good as
“Convey
to the
staff
they are
“Mindset
shiftwhy
from
‘magic
model’.
Let
the
“Wehopeful
have been
thatable
we’ll
the“I’m
underlying
data…before
collecting
data
and
value
“Greater
appreciation
of it
something
that what
weand
need
model
mature
“People
beginning
to
improve
andjourney,
put
see
you
setgreater
outare
onfamiliarity
that
mayquantitative
can
tools…these
tohave…[it
do inIt’s
order
toreinforce
achieve
grow.
more
about the
to
recognize
value.”
new
processes
in
and
appreciation
by
you
should
ensure
your
need]
torating
collect
itsomething
carefully
tools
can to
add
value.”
our
learning
during
the and
more place.”
of data
the staff.”
fundamental
collection
with
attention
tothe
accuracy.”
that
wethan
want
to actual
do.”
journey
tools are solid.”
final model.”
What’s next?
• Continue to identify opportunities to engage quantitative
management in our daily practice
• Address the issue of work culture
• Team members are starting to think about how these capabilities
could be used to improve processes
• At the conclusion of the SCAMPI-A last year, our Lead Appraiser
stated that we were already engaging in many L5 practices
• Planning on a successful Level 5 appraisal in 2018
Lessons Learned… Before you even start
• Really understanding High Maturity is a process in itself
• Ensure you have a strong and useful Measurement and
Analysis program that supports and provides value to your
business
• Recognize that you don’t know what you don’t know and seek
input from organizations that have trod this path
• Know who you can trust to have your best interest at heart and
know what you can trust
Lessons Learned… Before you even start (cont’d.)
• Be clear about why you are embarking on the journey to High
Maturity. Share that vision. Keep sharing it.
• Understand your business needs and what provides value to
your organization
• Ensure you have senior management support
• Plan ahead for special resources or skills
Lessons Learned… While you’re ramping up
• If you are confused, speak up
• Engage team members with the right skills
• Be wise about the time and money you spend on training
• Be wary of “one size fits all”
Lessons Learned… When you’re underway
• Focus on business value, rather than trying to comply with the
CMMI model practice by practice
• Balance your activities in the context of adding value to the
organization and don’t get carried away with models/statistics
• Keep your models and baselines simple
• Work with a Lead Appraiser who encourages you to focus on
the business value of the CMMI model
• Make sure whatever your do makes sense for and provides
value to your business
In conclusion…
“The 2012 effort was about
“High Maturity
applying High Maturity
thinking“The
is journey
to achieve
practices
and tools into our
becoming thea Maturity
work Level
and the4 2015 effort was
‘norm’ of everyday
rating has
been
an uphill
about
what
could we do from a
work.” battle but
occasionally
High
Maturity point of view to
the view
fromour
up business
here is and improve
better
incredible.”
our processes.”