1 partners in problem solving …. 2 have you ever dreamed with the solution to your business...
TRANSCRIPT
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Partners in problem solving …
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Have you ever dreamed with the Have you ever dreamed with the solution to your business problems?solution to your business problems?
Would you believe us if we tell you Would you believe us if we tell you that we have the right solution for that we have the right solution for
you…you…
Now you don’t have to wait any moreNow you don’t have to wait any more
ISO-XpertISO-Xpert®®
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ISO-XpertISO-Xpert®®
ISO-Xpert is one of Pakistan’s leading ISO-Xpert is one of Pakistan’s leading Management & IT consultancy firm registered Management & IT consultancy firm registered with the Ministry Of Science & Technology. with the Ministry Of Science & Technology. Offering full range of technical, creative, Offering full range of technical, creative, operational and consulting services.operational and consulting services.
We are committed to solve organization, management & IT problems promoting quality management practices in the country for the last five years. The company specializes in implementing customized solutions to help organizations meet and exceed their quality and performance objectives.
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ISO-XpertISO-Xpert®® Organization Organization
M an ag er O p era tion s(D C )
Tra in ee C on su ltan t
A ssoc ia te C on su ltan t
C on su ltan t
M an ag er O p era tion s(IS O )
B u s in ess A n a lys t
M an ag er O p era tion s(IT)
M arke tin g E xecu tive O ffice A d m in is tra to r
M an ag er M arke tin g
C .E .O
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ConsultingConsulting SoftwareSoftware
ISO 9000 seriesISO 9000 series SEI-CMMSEI-CMMRevision 2000Revision 2000 ERPERPISO 14000ISO 14000 CRMCRMISO 18000ISO 18000 Web DevelopmentWeb DevelopmentSA 8000SA 8000 3D Virtual Tour3D Virtual TourWal-Mart ComplianceWal-Mart ComplianceOeko-Tex 100Oeko-Tex 100 Factory setup & Factory setup &
maintenance maintenance WRAPWRAP HR PlacementHR PlacementHACCPHACCP Training CoursesTraining Courses
Our Expertise…Our Expertise…
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Our ClienteleOur Clientele
We have a clientele of 50 plus satisfied We have a clientele of 50 plus satisfied organizations in different areas.organizations in different areas.
Textile SectorTextile Sector Engineering Engineering & Other.& Other.
Fazal Textiles LimitedFazal Textiles Limited LG Precold.LG Precold.Nadia Textile , Lotus TextileNadia Textile , Lotus Textile Exide Pakistan Limited.Exide Pakistan Limited.Silver Textile, Casual ModeSilver Textile, Casual Mode Javedan Cement Javedan Cement
Limited.Limited.
PharmaceuticalsPharmaceuticals Buying Houses.Buying Houses.Efroze ChemicalsEfroze Chemicals Li & Fung , IKEA.Li & Fung , IKEA.Zafa PharmaceuticalsZafa Pharmaceuticals Ammar , Medsons.Ammar , Medsons.
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How Do We Serve You?How Do We Serve You?• Initial meeting.• Awareness Presentation.• Scope of services interested.• Gap Analysis on the interested services.• Draft of Project Planning.• Proposal/Agreement (Terms of payment,
Duration and Role).– Signing Contract.
• Master Project Plan & Execution.– Time & Action Plan (Responsibilities).– Task & Activities Plan.
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Our Role…Our Role…
• Consultant :– Designer & Engineer– Knowledge of Work & Industry
• Project manager:– Planner, Implement & Monitor
• Inspectors :– Inspect, Analyze & Act Audit
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Monitoring & ControlMonitoring & Control
• Master Project Plan & Schedule.• Resource Requirement.• Activities & Task Plan with time.• Monthly progress report of work, which is
linked with project plan.• Delays Reasons & Recommendations.• Work Break Down sheet of each project
visit.
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How Do We Run Project?How Do We Run Project?
• As per nature of the project:
– Daily Visit– Weekly visit– Fortnightly visit– Monthly Visits– After mutual discussion
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CMMCMMCapability Maturity ModelCapability Maturity Model
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HistoryHistoryIn November 1986, the Software In November 1986, the Software Engineering Institute (SEI) with Engineering Institute (SEI) with
the assistance from Mitre the assistance from Mitre Corporation, began developing a Corporation, began developing a process maturity frame work that process maturity frame work that would help organizations improve would help organizations improve
their software processes.their software processes.
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Capability Maturity Capability Maturity Models Are Based on 1 Models Are Based on 1
Primary ConceptPrimary ConceptIt’s very difficult to consistently It’s very difficult to consistently
deliver quality products to your deliver quality products to your customers, while also making a customers, while also making a profit, if your development profit, if your development process is poor.process is poor.
Improve your processImprove your processAnd you improve your product.And you improve your product.
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Why Use CMM Why Use CMM Approach?Approach?
• Accepted way of Accepted way of definingdefining practices practices and and improvingimproving capability capability
• Increasing use in acquisition as an Increasing use in acquisition as an indicator of capabilityindicator of capability
• Return on investment for software Return on investment for software indicates successindicates success
- productivity gains per year - productivity gains per year 9 – 9 – 67%67%
- yearly reduction in time to market - yearly reduction in time to market 15 – 23%15 – 23%- yearly reduction in post-release defect reports- yearly reduction in post-release defect reports 10 – 10 –
94%94%- value return on each rupee invested - value return on each rupee invested 4 - 4 -
8.8%8.8%
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SEI Industry SEI Industry SurveySurvey
• Software Engineering Institute surveyed Software Engineering Institute surveyed 167 people representing 61 assessments.167 people representing 61 assessments.
• 86% of those surveyed believed the CMM 86% of those surveyed believed the CMM provides a valuable improvement provides a valuable improvement roadmaproadmap
Schedule
Budget
Product Quality
Productivity
Customer Satisfaction
Employee Morale
Level Level Level
40 58 801 2 3
40 58 62
78 9010058 62 84
80 7010025 50 60
% of people working for at a specific CMM level that believed their performance in that category was either “good” or “excellent”
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What Is a Software What Is a Software Process?Process?
A software process can be defined as a A software process can be defined as a set of activities, methods, practices, set of activities, methods, practices, and transformation that people use and transformation that people use to develop and maintain software to develop and maintain software and the associated products… (e.g., and the associated products… (e.g., project plans, design documents, project plans, design documents, code, test cases, and user manuals.). code, test cases, and user manuals.).
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Software Process Software Process Capability Capability
Software process capability Software process capability describes the range of describes the range of expected results that can be expected results that can be achieved by following a achieved by following a software process. software process.
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Software Process Software Process Performance Performance
Software process performance Software process performance represents the actual results represents the actual results achieved by following a achieved by following a software process. software process.
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Software Process Software Process Maturity Maturity
Software process maturity is Software process maturity is the extent to which a specific the extent to which a specific process is explicitly defined, process is explicitly defined, managed, measured, managed, measured, controlled, and effective. controlled, and effective.
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What Is CMM?What Is CMM?
The capability maturity model for The capability maturity model for software provides software software provides software organizations with guidance on how to organizations with guidance on how to gain control on their processes for gain control on their processes for developing and maintaining software developing and maintaining software and how to evolve toward a culture of and how to evolve toward a culture of software engineering and management software engineering and management excellence. excellence.
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What Is What Is CMM?CMM?
1.1.Describes the essential discipline-Describes the essential discipline-unique and common management unique and common management tasks that any organization must tasks that any organization must perform.perform.
2.2.Road map for achieving improved Road map for achieving improved product quality and schedule product quality and schedule predictability.predictability.
3.3.Periodic measurement tool to Periodic measurement tool to periodically evaluate the capability periodically evaluate the capability of the organization’ s processes. of the organization’ s processes.
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Capability Maturity Capability Maturity ModelModel
The CMM is designed to guide software The CMM is designed to guide software organizations in selecting process organizations in selecting process improvement strategies by determine improvement strategies by determine current process maturity and identifying current process maturity and identifying the few issues most critical to software the few issues most critical to software quality and process improvement.quality and process improvement.
By focusing on these issues an By focusing on these issues an organization can steadily improve its organization can steadily improve its organization-wide software process to organization-wide software process to enable continuous and lasting gains in enable continuous and lasting gains in software process capability. software process capability.
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• Is your company successful at Is your company successful at learning from past mistakes?learning from past mistakes?
• Are you confident in your ability to Are you confident in your ability to deliver a high quality product on deliver a high quality product on time and within budget?time and within budget?
• Do you know if you’re spending your Do you know if you’re spending your limited improvement resources limited improvement resources effectively? effectively?
• Do you find that there is rarely Do you find that there is rarely enough time to do the task over enough time to do the task over again (and again)?again (and again)?
Can a CMM Help You?Can a CMM Help You?
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Can a CMM Help You?Can a CMM Help You?
• Does everyone agree which Does everyone agree which problems within the organization problems within the organization are the highest priority issues that are the highest priority issues that need to be fixed first?need to be fixed first?
Unless you’re exceptional, your Unless you’re exceptional, your answer to most of the questions is answer to most of the questions is
“NO” and a Capability Maturity “NO” and a Capability Maturity Model can help you…Model can help you…
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• Enhance quality of software productsEnhance quality of software products• Increase productivity of development Increase productivity of development
personnelpersonnel• Reduce cost of developmentReduce cost of development• Provide better estimates of cost and Provide better estimates of cost and
scheduleschedule• Increase management visibility into Increase management visibility into
software developmentsoftware development
Why Capability Maturity Why Capability Maturity Model?Model?
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• Reduce software development riskReduce software development risk• Attract and retain higher quality Attract and retain higher quality
software developers and managers software developers and managers • Reduce dependence on heroesReduce dependence on heroes• Reduce legal risk of defective Reduce legal risk of defective
productsproducts• Respond to government Respond to government
procurement requirementsprocurement requirements
Why Capability Maturity Why Capability Maturity Model?Model?
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Models for Models for Software Process Software Process
ImprovementImprovement
• Software Engineering Institute Software Engineering Institute (SEI) Capability Maturity Model (SEI) Capability Maturity Model for software (SW-CMM)for software (SW-CMM)
• International organization for International organization for standardization--- standardization--- ISO 9000 ISO 9000 series, Technical Report 15504series, Technical Report 15504
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Why Choose SEI’s SW-Why Choose SEI’s SW-CMMCMM
Business ValueBusiness ValueCategory Median
Total yearly cost of Software Process Improvement (SPI) activities
Years engaged in SPI
Early detection gain per year (defects discovered pre-test)
Yearly reduction in time to market
Yearly reduction in post-release defect reports
Business value of investment in SPI (value returned on each dollar invested)
$245,000
3.5
22%
19%
39%
5.0
To Do ItYourself
Benefits
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Quality Vs. Quality Vs. CMMCMMLevelLevel
*MAELOC = million assembly-equivalent lines of code• A defect is a bug or error that escapes
the phase in which it was introduced
Consider 500K SLOCConsider 500K SLOCLevel 2Level 2 450 defects, rework 450 defects, rework
equals 16 hrs/defectequals 16 hrs/defectestimated at $100/hrestimated at $100/hr$1,600 x 450 = $1,600 x 450 = $720K rework$720K rework
Level 3Level 3 $360K rework$360K rework
Level 4Level 4 $180K rework$180K rework
Level 5Level 5 $90K rework$90K rework
Defect rate halved per maturity level
“How Software Process Improvement Helped Motorola,
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Improvements in Improvements in Cost,Cost,
Quality, and Productivity Quality, and Productivity
Level 1 & 2(Without historical data)
Level 3(With historical data)
Ove
r/u
nd
er
perc
en
tag
e
Software Estimates
0
5
10
15
Level 1 Level 2 Level 3
Ave
rag
e n
um
ber
of
defe
cts/
1K
sloc
Post Release Defects
0255075
100
Level 1 Level 2 Level 3
Staffing Requirements
-12%-26%
-38%
-62%
Perc
en
t of
staff
su
pp
ort
p
er
syst
em Productivi
ty
Based on data from 120 projects in Boeing Information Systems, when an organization maturity increased from SW-CMM Level 1 to 3
• Accuracy of project estimates improved 87%• Software quality improved 130%• Cycle time reduced 36%• Productivity improved 62%• Employee satisfaction increased 22%
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How Can How Can CMMs Be UsedCMMs Be Used
• GuidanceGuidance- Develop documented or undocumented - Develop documented or undocumented
processesprocesses
• Measurement Measurement - Benchmark- Benchmark
- Baseline an organization- Baseline an organization
- Measure improvement- Measure improvement
• PrioritizationPrioritization- Prioritize initiatives using assessment - Prioritize initiatives using assessment
data and/or levels data and/or levels
• Risk Reduction Risk Reduction - A criteria in source selection- A criteria in source selection
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The Five Levels of CMMThe Five Levels of CMM
Continuous process improvement is Continuous process improvement is based on many small, evolutionary based on many small, evolutionary steps rather than revolutionary steps rather than revolutionary innovations.innovations.
The CMM provides a framework for The CMM provides a framework for organizing these evolutionary steps organizing these evolutionary steps into five maturity levels that lay into five maturity levels that lay successive foundations for successive foundations for continuous process improvement. continuous process improvement.
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These five maturity levels define an These five maturity levels define an ordinal scale for measuring the ordinal scale for measuring the maturity of an organization’s maturity of an organization’s software process and for evaluating software process and for evaluating its software process capability.its software process capability.
The levels also help an organization The levels also help an organization prioritize its improvement efforts. prioritize its improvement efforts.
The Five Levels of CMMThe Five Levels of CMM
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It is a well-defined evolutionary plateau It is a well-defined evolutionary plateau toward achieving a mature software toward achieving a mature software process. Each maturity level provides process. Each maturity level provides a layer in the foundation for a layer in the foundation for continuous process improvement.continuous process improvement.
Each level comprises a set of process Each level comprises a set of process goals that, when satisfied, stabilize an goals that, when satisfied, stabilize an important component of the software important component of the software process.process.
The Five Levels of CMMThe Five Levels of CMM
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The Five Levels of CMMThe Five Levels of CMM
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Level 1: InitialLevel 1: Initial
The software process is characterized The software process is characterized as ad hoc , and occasionally even as ad hoc , and occasionally even chaotic. Few processes are defined, chaotic. Few processes are defined, and success depends on individual and success depends on individual effort. effort.
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Level 2: Repeatable Level 2: Repeatable
Basic project management processes Basic project management processes are established to track cost, are established to track cost, schedule, and functionality. The schedule, and functionality. The necessary process discipline is in necessary process discipline is in place to repeat earlier successes on place to repeat earlier successes on projects with similar applications. projects with similar applications.
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Level 3: DefinedLevel 3: Defined
The software process for both The software process for both management and engineering management and engineering activities is documented, standardized, activities is documented, standardized, and integrated into a software and integrated into a software standard process for the organization. standard process for the organization. All projects use an approved, tailored All projects use an approved, tailored version of organization’s standard version of organization’s standard software process for developing and software process for developing and maintaining software. maintaining software.
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Level 4: ManagedLevel 4: Managed
Detailed measures of the software Detailed measures of the software process and product quality are process and product quality are collected. Both the software process collected. Both the software process and products are quantitatively and products are quantitatively understood and controlled. understood and controlled.
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Level 5: OptimizingLevel 5: Optimizing
Continuous process improvement is Continuous process improvement is enabled by quantitative feedback enabled by quantitative feedback from piloting innovative ideas and from piloting innovative ideas and technologies. technologies.
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Understanding the Initial Understanding the Initial Level Level
Level 1 organizations are frequently Level 1 organizations are frequently characterized as having ad hoc, even characterized as having ad hoc, even chaotic, processes, they frequently chaotic, processes, they frequently develop products that work, even develop products that work, even though they may be over the budget though they may be over the budget and schedule. and schedule.
Success in level 1 organizations depends Success in level 1 organizations depends on the competence and heroic of the on the competence and heroic of the people in the organization. Selecting, people in the organization. Selecting, hiring, developing and/or retaining hiring, developing and/or retaining competent people are significant issues competent people are significant issues for organizations at all levels of for organizations at all levels of maturity, but they are largely outside maturity, but they are largely outside the scope of CMM.the scope of CMM.
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Understanding the Understanding the Repeatable & Defined Repeatable & Defined
LevelsLevelsTo achieve level 2, management must focus To achieve level 2, management must focus
on its own processes to achieve a on its own processes to achieve a disciplined software process. Level 2 disciplined software process. Level 2 provides the foundation for level 3 because provides the foundation for level 3 because the focus is on management acting to the focus is on management acting to improve its processes before tackling improve its processes before tackling technical and organizational issues at level technical and organizational issues at level 3.3.
Management establishes a leadership Management establishes a leadership position in achieving level 2 by position in achieving level 2 by documenting and following project documenting and following project management processes. management processes.
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Level 3 builds on this project management Level 3 builds on this project management foundation by defining, integrating, and foundation by defining, integrating, and documenting the entire software documenting the entire software process.process.
The outputs of one task flow smoothly into The outputs of one task flow smoothly into the inputs of the next task. When there the inputs of the next task. When there are mismatches between tasks, they are are mismatches between tasks, they are identified and addressed in the planning identified and addressed in the planning stages of the software process, rather stages of the software process, rather than they are encountered while than they are encountered while enacting the process. enacting the process.
Understanding the Understanding the Repeatable & Defined Repeatable & Defined
LevelsLevels
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The Five Levels of CMMThe Five Levels of CMM
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Visibility into Software Visibility into Software Process Process
Software Engineers have Software Engineers have detailed insight into the state detailed insight into the state of a project because they of a project because they have first-hand information have first-hand information on project status and on project status and performance.performance.
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A Management View of Visibility Into the Software A Management View of Visibility Into the Software Process at Each Maturity Level Process at Each Maturity Level
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At Level 1: At Level 1:
The software process is an The software process is an amorphous entity-a black amorphous entity-a black box-and visibility into the box-and visibility into the project’s processes is project’s processes is limited.limited.
Requirement control into the Requirement control into the software process in an software process in an uncontrolled manner, and a uncontrolled manner, and a product results.product results.
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At Level 2: At Level 2:
The customer requirement and work The customer requirement and work products are controlled, and basic products are controlled, and basic project management practices have project management practices have been established.been established.
The process of building software can The process of building software can be viewed as a succession of black be viewed as a succession of black boxes that allows management boxes that allows management visibility at transition points as visibility at transition points as activity flows between boxes activity flows between boxes (project milestones).(project milestones).
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At Level 3: At Level 3:
The internal structure of the boxes, The internal structure of the boxes, I.e., the tasks in the project’s I.e., the tasks in the project’s defined software process, is visible.defined software process, is visible.
The internal structure represents the The internal structure represents the way the organization’s standard way the organization’s standard software process has been applied software process has been applied to specific projects.to specific projects.
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At Level 4: At Level 4:
The defined software processes are The defined software processes are instrumented and controlled instrumented and controlled quantitatively. Managers are able to quantitatively. Managers are able to measure progress and problems.measure progress and problems.
Their ability to predict outcomes Their ability to predict outcomes grows steadily more precise as the grows steadily more precise as the variability in the process grows variability in the process grows similar. similar.
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At Level 5: At Level 5:
New and improved ways of building New and improved ways of building the software are continually tried, the software are continually tried, in a controlled manner, to improve in a controlled manner, to improve productivity and quality.productivity and quality.
Managers are able to estimate and Managers are able to estimate and then track quantitatively the impact then track quantitatively the impact and effectiveness of change.and effectiveness of change.
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What Is What Is KPA?KPA?
Key Process Area (KPA) is the key that indicate Key Process Area (KPA) is the key that indicate the areas an organization should focus on to the areas an organization should focus on to improve its software process.improve its software process.
Key process area identify the issues that must Key process area identify the issues that must be address to achieve a maturity level.be address to achieve a maturity level.
Each KPA identifies a cluster of related activities Each KPA identifies a cluster of related activities that, when performed collectively, achieve a that, when performed collectively, achieve a set of goals considered important for set of goals considered important for enhancing process capability. enhancing process capability.
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The Key Process Area The Key Process Area by Maturity Levelby Maturity Level
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KPA at Level KPA at Level 22
The key process area at level 2 The key process area at level 2 focus on the software project’s focus on the software project’s concerns related to establishing concerns related to establishing basic project management basic project management controls. Descriptions of each of controls. Descriptions of each of the key key process areas for the key key process areas for level 2 are: level 2 are:
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KPA at Level KPA at Level 22
• Requirement Management: Requirement Management: The purpose of requirement management is The purpose of requirement management is
to establish a common understanding to establish a common understanding between the customer and the software between the customer and the software project of the customer’s requirement project of the customer’s requirement that will be addressed by the software that will be addressed by the software project.project.
• Software Project Planning:Software Project Planning:
The purpose of software project planning The purpose of software project planning is to establish reasonable plans for is to establish reasonable plans for performing the software engineering and performing the software engineering and for managing the software project. for managing the software project.
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KPA at Level KPA at Level 22
• Software Project Tracking & Software Project Tracking & Oversight:Oversight:
The purpose of software project tracking The purpose of software project tracking and oversight is to establish adequate and oversight is to establish adequate visibility into actual progress so that visibility into actual progress so that management can take effective actions management can take effective actions when software project’s performance when software project’s performance deviates significantly from the software deviates significantly from the software plans.plans.
• Software Subcontract Management:Software Subcontract Management:The purpose of software subcontract The purpose of software subcontract
management is to select qualified management is to select qualified software subcontractors and manage software subcontractors and manage them effectively.them effectively.
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KPA at Level KPA at Level 22
• Software Quality Assurance:Software Quality Assurance:The purpose of software quality assurance The purpose of software quality assurance
is to provide management with is to provide management with appropriate visibility into the process appropriate visibility into the process being used by software project and of the being used by software project and of the products being built.products being built.
• Software Configuration ManagementSoftware Configuration Management
The purpose of software configuration The purpose of software configuration management is to establish and maintain management is to establish and maintain the integrity of the products of the the integrity of the products of the software project throughout the project’s software project throughout the project’s software life cycle. software life cycle.
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KPA at Level KPA at Level 33
• Organization Process Focus:Organization Process Focus:The purpose of organization process focus The purpose of organization process focus
is to establish the organizational is to establish the organizational responsibility for software process responsibility for software process activities that improve the organization’s activities that improve the organization’s overall software process capability.overall software process capability.
• Organization Process Definition:Organization Process Definition:
The purpose of organization process The purpose of organization process definition is to develop and maintain a definition is to develop and maintain a usable set of software process assets that usable set of software process assets that improve process performance across the improve process performance across the projects and provide a basis for projects and provide a basis for cumulative, long-term benefits to the cumulative, long-term benefits to the organization. organization.
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KPA at Level KPA at Level 33
• Training Program:Training Program:The purpose of The purpose of
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The The ChallengeChallenge
Multiple Process CategoriesMultiple Process CategoriesProcessCategory
MaturityLevel
SoftwareProject-levelManagement
KPAs
Organization-levelManagement and
TechnicalKPAs
SoftwareProject-levelEngineering
KPAs
Defect prevention
Software qualitymanagement
5Optimizing
4Managed
3Defined
2Repeatable
Technology change management
Process change management
Quantitative process management
Integrated software managementIntergroup coordination
Organization process focusOrganization process definition
Training program
Requirements managementSoftware project planningSoftware project tracking & oversight Software subcontract managementSoftware quality assuranceSoftware configuration management
Software productengineering
Peer reviews
Process Improvement for Process Improvement for the the
New MillenniumNew Millennium
ISO-XpertISO-Xpert ®®
Partners in problem solving…Partners in problem solving…
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ISO-ISO-XpertXpert®®
• Defined Processes.Defined Processes.. . . includes all policies, procedures, guidelines, criteria, . . . includes all policies, procedures, guidelines, criteria, templates, and forms in role-based, step-by-step instructions, templates, and forms in role-based, step-by-step instructions, ready for use.ready for use.
. . . fully compliant with the Capability Maturity Model® for . . . fully compliant with the Capability Maturity Model® for Software (SW-CMM).Software (SW-CMM).
• Project Repository. . . total document management with version control, change control, and process history.
• Integrated WorkflowIntegrated Workflow. . . automatic e-mail notification of tasking and actions. . . automatic e-mail notification of tasking and actions
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How Do We How Do We Assess? Assess?
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• We select a expert team, who has We select a expert team, who has expertise in CMM.expertise in CMM.
• Use the maturity questionnaire as a Use the maturity questionnaire as a springboard for the on-site visit.springboard for the on-site visit.
• Use the CMM as a map that guides Use the CMM as a map that guides the on-site investigation.the on-site investigation.
How Do We How Do We Assess? Assess?
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• Develop findings that identify software Develop findings that identify software process strengths and weaknesses in process strengths and weaknesses in terms of the key process areas in the terms of the key process areas in the CMM.CMM.
• Derive a profile based on an analysis of Derive a profile based on an analysis of the satisfaction of the goals within the the satisfaction of the goals within the key process area, and.key process area, and.
• Present their results, to the Present their results, to the appropriate audience, in terms of appropriate audience, in terms of findings and a key process area profile.findings and a key process area profile.
How Do We How Do We Assess? Assess?
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ISO-XpertISO-Xpert®® Success FactorsSuccess Factors
• Targets end-users – project Targets end-users – project management and technical personnel, management and technical personnel, not process action teamsnot process action teams
• Relies on industry-accepted standardsRelies on industry-accepted standards• Integrates process with day-to-day Integrates process with day-to-day
workwork• Launches your favorite toolsLaunches your favorite tools• Defines Organizational Roles Defines Organizational Roles
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Role-based Role-based ApproachApproach
ISO-Xpert ISO-Xpert®®
.
.
.
Senior Manager Responsibilities
Project Manager Responsibilities
Project Software Manager Responsibilities
Standards Compliance Manager Responsibilities
SCM Manager Responsibilities
Software Subcontract Manager Responsibilities
Requirements Management
Software Project Planning
Software Project Tracking and Oversight
Software Subcontract Management
Software Quality Assurance
Software Configuration Management
.
.
.
.
.
.
Senior Manager
Project Manager
Project Software Manager
Standards Compliance Manager
SCM Manager
Software Subcontract Manager
Organizationaland Project Roles
Organization’sProcess
SW-CMMKPAs
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Relies on Industry-Relies on Industry-accepted Standardsaccepted Standards
• SW-CMMSW-CMM
IEEE/EIA 12207IEEE/EIA 12207International Standard – Information International Standard – Information
Technology – Technology – Software Life Cycle Processes Software Life Cycle Processes ((superseded MIL-STD498)superseded MIL-STD498)
• Other IEEE Software Engineering Other IEEE Software Engineering StandardsStandards
• Project Management Institute’s “A Guide Project Management Institute’s “A Guide to the to the Project Management Body of Project Management Body of Knowledge Knowledge
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Why Not Do It Why Not Do It Yourself?Yourself?
• It is a distraction from your primary It is a distraction from your primary businessbusiness
• You must keep top performers on You must keep top performers on overhead for 2 yearsoverhead for 2 years
• Expertise is required in many topicsExpertise is required in many topicsSW-CMM, process definition, process SW-CMM, process definition, process
assessment, process improvement, software assessment, process improvement, software development, software management, formal development, software management, formal process modeling, and web product creationprocess modeling, and web product creation
• We have already done it for youWe have already done it for you
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The Bottom The Bottom LineLine
Typical do-it-yourself costs to achieve Typical do-it-yourself costs to achieve Software CMM Levels:Software CMM Levels:
1 million to 2.5 million 1 million to 2.5 million
You can buy ISO-Xpert for a small fraction of typical do-it-yourself cost and guarantee your process improvement success.
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Life With ISO-Life With ISO-XpertXpert®®
• Start operating at SW-CMM level 2 or 3 Start operating at SW-CMM level 2 or 3
immediatelyimmediately• Never fail an assessment or evaluation Never fail an assessment or evaluation • Reduce employee turnoverReduce employee turnover• Expose project status to managementExpose project status to management• Reduce legal risk of defective productsReduce legal risk of defective products• Become the prime contractorBecome the prime contractor