Implementation of High Maturity Model

In an Organization
-Rajesh TV
Amit Chauhan
(Siemens)

SDE For public use

Page 1 May 2010
Implementation of High Maturity
Model in an Organization
Amit Chauhan
Sr. Consultant

Rajesh TV
Chief Manager

SDE © SIS India - All rights reserved.

Objective

 From Maturity Level 2 to 3, organization is more reactive to the past as

compare to the future

 Although organizations know when corrective actions must be taken,

organization may not be able to predict the effectiveness of these corrective
actions

 Our focus is to share key steps in defining and implementing High Maturity Level
4 processes based on our experience and lessons learnt

SDE For public use

Page 3 May 2010
To Start with….Moving from Hygiene to High Maturity Processes

SDE For public use

Page 4 May 2010
High Maturity Processes Implementation Evaluation

 Balance Scorecard reflects

 Organization strategy for it’s vision
 Current vs “to be”
“ What is the Focus”

 Business Goal Matrix specifies

 Selection of Key Indicators to measure the
progress of strategy achieved
“How do we measure”

 Process Baseline Report determines

 Current capability to achieve organization
vision/goal
 Scope of improvement
(short/medium/Long term)
“Where are we”

 Process Prediction Model evaluates

 Certainty to achieve organization goal
based on current capability
“How do we perform”

SDE For public use

Page 5 May 2010
High Maturity – Quick View

Business Goals
Process
Improvement Objectives (Y)
Opportunity

Process Process
Composition
Selection

Controllabl
Prediction
e Factors
Model
(X)

Capability
Goals for X
Baseline for X

SDE Project Level Organization Level For public use

Page 6 May 2010
 Business Goal Matrix Plan

Senior Management evaluate and select business goals for critical to customer and
critical to business

Voice of Business Business Issues Critical to Quality/ Customer Issues Voice of Customer
Critical to Business

Reduce cycle time to High Cycle Time On time Delivery High Cost due to late Defect Free
deliver Quality delivery economical product
product with in Budget
Variation in Effort Productivity High Cost due to <
Improvement agreed efforts

High Defects with Reduce Defect High Defect

SDE Delivery For public use
Page 7 May 2010
Business Goal Matrix: Flow Down

Business goal must be validated and prioritize with the help of Business goal matrix plan
SDE For public use
Page 8 May 2010
Organization Procedure for Process and Quality Performance

 Define Measures for common understanding and to avoid any ambiguity

Scope of Controllable X
Process Objective Processes Definition
Measurement Factors
Schedule Difference in between planned
Schedule Variance should At each Actual Efforts
Estimation and date of completion with actual
not be greater than 5% Milestone Skill Level
Monitoring date of completion
Actual Efforts
Improve Productivity by Ratio of actual efforts and At each Skill Level
Engineering
5% every quarter actual size Milestone Review Methods
Review Cycles
Actual Efforts
Review, Testing Less than 1 defects (review +
Delivered Defect Density At each Skill Level
Estimation and Testing defects ) per actual unit
<1defect/per unit Milestone Review Methods
Monitoring size
Review Cycles

 Establish Measurement Procedure

 Define process and measurement system to determine organization process performance

 Define goal for process as well as individual controllable factor

SDE For public use

Page 9 May 2010
Organization Baseline: Key Ingredients

 Base Data: Data for each controllable X factor should be:

 Independent
 Repeatable
 Time series based
 Measurable
 Impact on Y

 Statistical tool as per data type : Discrete (Attribute) or Continuous (Variable)

 Histogram
 Box Plot
 Control Chart Individual X Chart
 Trend Chart
 Cause Effect Diagram/Fishbone
 Correlation and Regression

 Test of Stability : Ensure data is free from special causes

 Inference Detail: Stability and Capability based on control limits and

specification limits
SDE For public use
Page 10 May 2010
Organization Baseline Report

 Data stratification is the critical step before development of organization baseline report

 Data stratification should be based on organization strategy for it’s vision

 Data Stratification can be done in different levels. For ex: Stratification based on
 Life Cycle
 Technology
 Customer type
 Market type Data Stratification
 Estimation technique Feature Point, Use Case Estimation
Estimation Technique

Life Cycle Development, Maintenance

Technology

Microsoft, Java

SDE For public use

Page 11 May 2010
Base Data: Test for Stability

Check for Data

stability using
control charts and
Box Plot

SDE For public use

Page 12 May 2010
Organization Baseline Report

Control Limits are

considered as +/- 3
Sigma Limits

Conclusion of each
baseline should clearly
define the “Stability” and
“Capability” of process
and also corrective
preventive actions

 Generate Baseline Report for each process and sub process for all controllable factors
SDE For public use
Page 13 May 2010
Establish Project Objectives

Customer Specific Objectives

Organization Objective

Project Specific Goals

Part of Project Quality Plan

 Project specific goals are defined as per organization as

well as customer specific objectives

 Sensitive processes are identified and controlled

SDE For public use

Page 14 May 2010
 Data Distribution

 Each process has a trend of distribution

 Selection of right distribution from more
than 12 distribution are critical

Implement
SDE “mistake proofing” in project quality reporting. For public use
Data quality
Page 15 is very critical else prediction will mislead you May 2010
 High Maturity Process Evaluation

 High Maturity Processes are evolved and not revolutionized

Added “SKILL” as
process
composition
Identified and
updated more
factors for process
Maturity

composition
Trade off between
Defects and
Efforts

Updated PPM
with process
composition
using “Efforts”
Prediction Model
for Productivity

SDE For public use

Time
Page 16 May 2010
Process Prediction Model

 Select tool to determine co relationship to predict future performance like regression model

 With the help of Crystal Ball, process prediction model have been developed using regression
equations

Matrix Plot of CRY, Developer Co, Design Rewor, Coding Rewor, ...

CRY

6 Developer Competency

5
20.00%

10.00%
Design Rework Effort

0.00%
8.00%

4.00% Coding Rework Effort

0.00%

20.00%

10.00% Design Review Effort

0.00%
30.00%

15.00% Coding Review Effort

0.00%
5 10 155 6 70.00% 10.00% 20.00%
0.00% 4.00% 8.00%
0.00% 10.00% 20.00%

SDE Select and prioritize X factors based on co-relationship For public use
Page 17 May 2010
 Compose Defined Processes

 Project defined process is based on historical stability and capability of data

 Project defined Process consists of
Process with high
 Selecting sub processes variation
 Adjusting / trade off level and depth of intensity of application of the sub-
processes or resources

Process
Composition

Prediction
SDE For public use
Page 18 May 2010
Process Composition: Skill Matrix

SDE For public use

Page 19 May 2010
 Process Composition

Process Composition 1: Code Review 80% offline and 20% Walkthrough

Process Composition 2: Code Review 20% offline and 80% Walkthrough

With change in code review method, overall efforts and defects are impacted
SDE For public use
Page 20 May 2010
 Execution and Analysis of Process Prediction Model
Selected : Process Composition 1: Code Review 80% offline and 20% Walkthrough

Planned Effort:
55 man hours

At Start of Project End of Requirement Phase: Not a sensitive process

SDE of Design Phase: 2nd most sensitive process

End For public use
End of Code Review: Sensitive Process
Page 21 May 2010
Control Sensitive Processes

Control chart for sensitive process

shows “process is stable and
capable”
SDE For public use
Page 22 May 2010
Summary: Golden Rules for High Maturity Processes
Implementation…some

1. Business goal must be validated and prioritize with the help of Business goal matrix plan

2. Involve practitioners, constitute various task forces such as

 Metric Task Force (MTF): Having members with good skills on statistics and
business
 Tailoring Approval Task Force (TATF): Good process knowledge
*Tailoring will have impact on productivity

3. Support from Management and buying from project stakeholders is critical

4. Select and prioritize X factors based on co-relationship

5. Must have minimum 15 data points to determine the data distribution, stability and
capability

SDE For public use

Page 23 May 2010
Summary: Golden Rules for High Maturity Processes
Implementation…some

6. Implement Mistake proofing in project quality reporting. Data quality is very critical else
prediction will mislead you

7. Encourage sharing the implementation high maturity practices and lessons learnt by
each project on a periodic basis

8. Constitute process award to encourage of process implementation

9. Implement high maturity processes with evolutionary mode

10.Don’t implement all controllable factors in “one go”

SDE For public use

Page 24 May 2010
Discussion: Q & A

SDE For public use

Page 25 May 2010
 Click here for:

High Maturity best practices

HMBP 2010 Presentations
organized by QAI

Click here

SDE For public use

Page 26 May 2010