PIID creation process – how to raise its maturity?

PIID creation process – how to raise its
maturity?
European SEPG, Amsterdam, 15th June 2006
© 2006.
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
V1
2006-06-12
The Vector Group today
Vector France
Vector Informatik
Vector Consulting
Vector Scandinavia
Paris, France
Stuttgart, Germany
Stuttgart, Germany
Gothenburg, Sweden
11 employees
378 employees
60 employees
7 employees
Vector CANtech
Vector Japan
Michigan, USA
Tokyo and
Nagoya, Japan
64 employees
Vector Group
585 employees
Date: April 2006
65 employees
Customer
Customer
Center North Center South
Braunschweig
Munich
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 2
Strategic Business Fields
T
Vector supports the networking of electronic systems with
tools, software components and engineering services.
T
For the development of electronic control units Vector offers
tools for the development, calibration and diagnostics as well as
software components and development services.
T
Vector supports the development process of electronic
systems in the automotive area with consulting services as well
as process tools.
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 3
Agenda
T
What does it mean creating PIIDs?
T
New approach for PIID creation
T
Phases of the PIID creation process
T
Conclusion
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 4
Agenda
T
What does it mean creating PIIDs?
T
New approach for PIID creation
T
Phases of the PIID creation process
T
Conclusion
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 5
What are PIIDs good for?
Definition of PIIs:
T
Practice Implementation Indicators (PIIs) are footprints resulting
from practice implementation.
Documents
Process
descriptions
Tools
Oral/Written
statements
PII
Database
(PIID)
T
PIIDs support the appraisal team to conduct the appraisal
effectively and efficiently.
T
Real-World Hint: Having bad PIIDs is worse than having no PIIDs.
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 6
Impact of PIIDs
T
Good PIIDs
T
T
T
T
PIIDs are finished before the initial document review and readiness
review start.
PIIDs contain the appropriate documents for showing practice
implementation and the appraisal team can rely on it.
Requests by the appraisal team concerning the PIIDs are closed by
the PIID creator at agreed milestones.
Bad PIIDs
T
T
T
PIIDs are not finished on time.
Projects and the organization are not represented adequately by the
PIIDs and the appraisal team feels uncertain regarding judgement.
The appraisal schedule must be revised, because discussions with
PIID creators take too much time.
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 7
Agenda
T
What does it mean creating PIIDs?
T
New approach for PIID creation
T
Phases of the PIID creation process
T
Conclusion
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 8
PIID creation on higher Capability Level
T
Creating PIIDs effectively end efficiently means applying Capability
Level 2.
Generic Practices GP 2.1 to GP 2.10
PIID creation as
a process on CL2
Activities for PIID creation
T
Understanding Capability Level 2 as a set of requirements, they
lead to a detailed process with different phases and work products.
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 9
Analysis of Capability Level 2 requirements
General Impact of generic Practices on PIID creation (CL 2):
GP
2.1
GP
2.2
GP
2.3
GP
2.4
GP
2.5
GP
2.6
GP
2.7
GP
2.8
GP
2.9
PIID creation
The PIID creation process
= has impact
= no impact
T
must be planned and tracked.
T
needs clear responsibility and skilled resources.
T
needs close stakeholder involvement.
T
forces work products to be put under configuration
management.
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 10
GP
2.10
Concept of PIID creation process
Phases of SCAMPI Appraisal
...
SCAMPI Appraisal
Plan and Prepare
for Appraisal
Start of
SCAMPI
PIID Creation I
Conduct Appraisal
Readiness
Review
PIID creation
PIID Creation II
PIID Creation III
PIID Creation IV
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 11
Report
Results
Final
Findings
Phases and milestones for PIID creation
Phases of SCAMPI Appraisal
Start of
SCAMPI
Readiness
Review
Final
Findings
PIID creation
Implementing
generic PIIDs
Generic mapping of the organization’s processes to CMMI is
done.
Preparing PIID
implementation
Mapping of project’s and
organization’s specific
documents to CMMI is
done.
Plan for the activities during implementation and
maintaining of PIIDs in detail.
Implementing PIIDs
Revise PIIDs based on
appraisal team’s
feedback.
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 12
Maintaining PIIDs
Agenda
T
What does it mean creating PIIDs?
T
New approach for PIID creation
T
Phases of the PIID creation process
T
Conclusion
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 13
Phase Implementing generic PIIDs I/III
Impact of Generic Practices on Implementing generic PIIDs:
Implementing
generic PIIDs
GP
2.2
GP
2.3
GP
2.4
GP
2.5
PIID-Creator:
PIID creation
T
CMMI and process knowledge
T
Clear responsibility and resources
Generic PIID will change due to different
reasons (e.g. process improvement).
= has significant impact
= no significant impact
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 14
GP
2.6
GP
2.7
GP
2.8
Phase Implementing generic PIIDs II/III
Phases of SCAMPI Appraisal
Start of
SCAMPI
Readiness
Review
Final
Findings
PIID creation
Implementing
generic PIIDs
Preparing PIID
implementation
Process
descriptions
Implementing PIIDs
Generic
PIIDs
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 15
Maintaining PIIDs
Phase Implementing generic PIIDs III/III
Real-World Example: Excerpt of a generic PIID (PA REQM)
REQM
SG 1 Manage Requirements
DA could be
Preferred DA
Suggested Comment for DA
could be
SP 1.1 Obtain an
Contracting, Customer Specification
Understanding of Requirements
Contracting
Side 1 (chapter 1.1) of the
contracting shows usually a
signature of the project's client
as commitment to
requirements (Chapter 2.1).
SP 1.2 Obtain Commitment to
Requirements
Kick-off Protocoll , Checklist Customer
Specification, Change Request List
(CRL)
Kick-Off Protocol
See list of participants in the
upper part of the protocol.
...
...
...
...
General hints for implementing generic PIIDs:
T
Generic PIIDs should document one preferred DA and a set of
typical ones.
T
Generic PIIDs usually do not contain IAs.
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 16
Phase Preparing PIID implementation I/IV
Impact of Generic Practices on Preparing PIID implementation:
GP
2.2
Implementing
generic PIIDs
GP
2.3
GP
2.4
GP
2.5
GP
2.6
GP
2.7
GP
2.8
Preparing PIID
implementation
PIID creation
PIID Creation Plan:
= has significant impact
= no significant impact
T
shows timeslots for every mapping from PA to
project or PA to organizational level
T
documents the estimated efford for every PA
a PIID is created for
T
clarifies the involvement of stakeholders
during implementing and maintaining PIIDs
(e.g. project manager, appraisal team)
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 17
Phase Preparing PIID implementation II/IV
Phases of SCAMPI Appraisal
Start of
Scampi
Readiness
Review
Final
Findings
PIID creation
Implementing
generic PIIDs
Preparing PIID
implementation
Information from
Appraisal Input:
T
T
T
Appraisal focus
Projects
...
Implementing PIIDs
PIID creation plan:
T
T
T
Timeslots for projects
Responsibility
Involvement of
stakeholders
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 18
Maintaining PIIDs
Phase Preparing PIID implementation III/IV
Real-World Example: Estimated efforts and work breakdown structure
PA
REQM
PP
PMC
SAM
MA
CM
PPQA
Close open issues of PIID
implementation
Revise PIIDs after 1.
readiness review
Revise PIIDs after feedback
of appraisal team
T
Estimated Efford
CMMI ML2
(h / project)
8
10
6
5
4
4
3
4
Implementing PIIDs
8
8
Estimation rationale is true only for this sequence of PAs.
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 19
Maintaining PIIDs
Feedback AT
Phase Preparing PIID implementation IV/IV
Real-World Example: PIID creation plan CMMI Level2 Appraisal:
Appraisal Projects
Project 1
Project 2
Project 3
Project 4
Project 5
RB Projecmanager
Projectmanager 1
Projectmanager 2
Projectmanager 1
Projectmanager 1
Projectmanager 1
PIID-Creator
Date
Appraisal Plan
04.05.05
Start of Appraisal
Braatz (VC)
Döttling (VC)
Döttling (VC)
Braatz (VC)
Braatz (VC)
05.05.05
06.05.05
07.05.05
08.05.05
09.05.05
10.05.05
11.05.05
12.05.05
13.05.05
14.05.05
15.05.05
16.05.05
17.05.05
18.05.05
19.05.05
20.05.05
21.05.05
22.05.05
23.05.05
24.05.05
25.05.05
26.05.05
27.05.05
28.05.05
29.05.05
30.05.05
31.05.05
01.06.05
02.06.05
REQM, PP
PP,PMC
PMC, SAM
MA, PPQA
OPL, CM
Readiness Review
Absent?
Absent?
Absent?
Absent?
Absent?
available
available
available
available
available
vacation
vacation
vacation
vacation
vacation
available
available
available
available
available
vacation
vacation
vacation
vacation
vacation
available
available
available
available
available
available
available
available
available
vacation
vacation
vacation
vacation
REQM, PP
PP, PMC
PMC, MA
available
available
available
available
available
available
available
available
available
available
available
REQM, PP
available
available
available
available
MA, CM, PPQA available
available
available
available
available
available
available
available
available
PP, PMC
available
available
available
REQM, PP
available
PMC,SAM
MA, CM
available
available
available
available
available
available
available
available
available
available
available
available
PP, PMC
PMC, PPQA
CM, OPL
available
available
available
available
available
available
available
available
SAM, OPL
available
available
available
available
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 20
REQM, PP
PP, PMC
PMC, SAM
MA, CM
PPQA, OPL
Phase Implementing PIIDs I/III
Impact of Generic Practices on Implementing PIIDs:
Implementing
generic PIIDs
Preparing PIID
implementation
GP
2.2
GP
2.3
GP
2.4
GP
2.5
GP
2.6
GP
2.7
GP
2.8
The PIIDs must be baselined at
specific milestones (e.g. readiness
review, release of Master PIID).
PIID creation
Implementing
PIIDs
= has significant impact
The well-skilled PIID Creator implements the
PIIDS according to the PIID creation plan.
= no significant impact
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 21
Phase Implementing PIIDs II/III
Phases of SCAMPI Appraisal
Start of
Scampi
Readiness
Review
Final
Findings
PIID creation
Implementing
generic PIIDs
Master PIID
Preparing PIID
implementation
Process
Descriptions
and
Project
Documents
Generic
PIIDs
Implementing PIIDs
PIID creation
plan
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 22
Maintaining PIIDs
PIIDs
Phase Implementing PIIDs III/III
Real-World Examples: Excerpt of a Generic PIID and PIID:
REQM (generic)
SG 1 Manage Requirements
DA could be
SP 1.1 Obtain an
Contracting, Customer Specification
Understanding of Requirements
REQM
Preferred DA
Suggested Comment for DA
could be
Contracting
Side 1 (chapter 1.1) of the
contracting shows usually a
signature of the project's client
as commitment to
requirements (Chapter 2.1).
(specific)
SG 1 Manage Requirements
DA
SP 1.1 Obtain an
Contracting (Doc Nr. 1)
Understanding of Requirements
Comment for DA
IA
OPL (Doc.-Nr. 4)
Side 1 (chapter 1.1) of the contracting
shows the signature of Mr. Meier as the
project's client (additionally you can find
him in the Stakeholderlist as
requirementsprovider, Doc.-Nr. 7).
Requirements of this Project can be
found in Chapter 2.1.
Comment for IA
In Line #7 and #24
measures resulting by
telecons with the
requirements provider
(Mr. Meier) can be
found.
General hints for implementing PIIDs:
T
Implement PIIDs for a master project first.
T
Search for one preferred DA and don’t spent much time for IAs.
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 23
Phase Maintaining PIIDs I/III
Impact of Generic Practices on Maintaining PIIDs:
Implementing
generic PIIDs
Preparing PIID
implementation
PIID creation
Implementing
PIIDs
GP
2.2
GP
2.3
GP
2.5
GP
2.6
GP
2.7
GP
2.8
The PIIDs must be baselined at
specific milestones (e.g. Revised
PIID).
Appointments with the Appraisal Team:
T
The way of communication the open issues
has to be agreed on and tracked.
T
Milestones for revised PIIDs has to be fixed.
Maintaining
PIIDs
= has significant impact
= no significant impact
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 24
GP
2.4
Phase Maintaining PIIDs II/III
Phases of SCAMPI Appraisal
Start of
Scampi
Readiness
Review
Final
Findings
PIID creation
Implementing
generic PIIDs
Preparing PIID
implementation
Process
descriptions
and
Project
documents
Revised
PIID 1
Master PIID
Implementing PIIDs
PIID creation
plan
T
T
Actions
Status AT
Status PIID
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 25
Maintaining PIIDs
Open Issues:
T
Revised
PIID 2
PIIDs
Phase Maintaining PIIDs III/III
Real-World Example: Excerpt of a PIID and appropriate open issues:
REQM
SG 1 Manage Requirements
DA
SP 1.1 Obtain an
Contracting (Doc Nr. 1)
Understanding of Requirements
Comment for DA
IA
Comment for IA
OPL (Doc.-Nr. 4)
Side 1 (chapter 1.1) of the contracting
shows the signature of Mr. Meier as the
project's client (additionally you can find
him in the Stakeholderlist as
requirementsprovider, Doc.-Nr. 7).
Requirements of this Project can be
found in Chapter 2.1.
In Line #7 and #24
measures resulting by
telecons with the
requirements provider
(Mr. Meier) can be
found.
REQM
SG 1 Manage Requirements
DA
SP 1.1 Obtain an
Contracting (Doc Nr. 1)
Understanding of Requirements
IA
Action to do
OPL (Doc.-Nr. 4)
CRL shows, that
there must be newer
version of the
contracting. We
would like to see it
here.
Status by
AT
OPEN
Status by PIID
Creator
Contracting (Doc
Nr.1) is now the one
from December 2004
(Newest version).
Comment
PIID Creator
Closed
General hint for maintaining PIIDs:
T
F2F is preferred, don’t communicate by means of documents (e.g. Open
Issues).
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 26
Agenda
T
What does it mean creating PIIDs?
T
New approach for PIID creation
T
Phases of the PIID creation process
T
Conclusion
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 27
Conclusion
Proposed PIID creation
Typical PIID creation
Maturity:
T
Process:
T
Capability level 0 to 1
PIID creation is based on
uncertain estimations of
effort and is driven by ad
hoc activities.
T
capability level 2
T
The PIID creation process:
T
T
T
T
Tools:
T
Office Tools (e.g. Excel)
T
Implementing generic PIIDs
Preparing PIID implementation
Implementing PIIDs
Maintaining PIIDs.
Assessment tools
The proposed process was applied successfully by Vector Consulting.
T
Approximately 10 applications
T
Different organizations and Lead Appraisers
T
Perfectly repeatable process is based on experience and measurement
values
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 28
Thank you for your attention.
For additional information about Vector Consulting
please have a look at:
www.vector-consulting.de
Author:
Dr. Arnulf Braatz
Vector Consulting GmbH
Ingersheimer Str. 24
70499 Stuttgart
2006 Vector Informatik GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector.
© 2006.
Slide: 29