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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Understanding the CMMI
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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Topic Outline
• Scope and purpose of the CMMI
• Activities that support the purpose of a given process area
• How Quality Management (QM) relates to CMMI
• QM goals • Behavior exhibited by a
high-maturity organization• What the Software
Engineering Institute (SEI) expects
Friends R
omans
Lend Me
Your Ears
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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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CMMI: A Process Maturity Model
Project and Organization
Project
ExecuteProcess
MeasureControlDefine
Improve
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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Process Areas
Six Engineering process areas
2 – Requirements Management (REQM)3 – Requirements Development (RD)3 – Technical Solution (TS)3 – Product Integration (PI)3 – Verification (VER)3 – Validation (VAL)
Staged Maturity Level
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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Process Areas (cont.)
Six Project Management process areas
Basic2 – Project Planning (PP)2 – Project Monitoring and Control (PMC)2 – Supplier Agreement Management (SAM)
Advanced3 – Integrated Project Management (IPM)3 – Risk Management (RSKM)4 – Quantitative Project Management (QPM)
Staged Maturity Level
Copyright © 2009, Systems and Software Consortium, Inc.
Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Process Areas (cont.)
Five Support process areas
Basic2 – Configuration Management (CM)2 – Process and Product Quality Assurance
(PPQA)2 – Measurement and Analysis (MA)
Advanced3 – Decision Analysis and Resolution (DAR)5 – Causal Analysis and Resolution (CAR)
Staged Maturity Level
Copyright © 2009, Systems and Software Consortium, Inc.
Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Staged Maturity Level
Process Areas (cont.)
Five Process Management process areas
Basic
3 – Organizational Process Focus (OPF)
3 – Organizational Process Definition (OPD)
3 – Organizational Training (OT)
Advanced
4 – Organizational Process Performance (OPP)
5 – Organizational Innovation and Deployment (OID)
Copyright © 2009, Systems and Software Consortium, Inc.
Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
Version 2.1
Measurement and Analysis
Purpose
To develop and sustain a measurement capability that is used to support management information needs.
– CMMI V1.2
Copyright © 2009, Systems and Software Consortium, Inc.
Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
Version 2.1
SG 1: Align Measurement and Analysis Activities
Measurement objectives and activities are aligned with identified information needs and objectives.
SG 2: Provide Measurement ResultsMeasurement results that address identified information needs and objectives are provided.
– CMMI V1.2
MA Specific Goals
Copyright © 2009, Systems and Software Consortium, Inc.
Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
Version 2.1
MA Goal Overview
PA: Measurement and Analysis (MA)
Procedures; Tools
MA SG 1: Align Measurement and Analysis Activities
MA SG 2: Provide Measurement Results
Measurement repositoryOPD
Delivered reports PMC
Business information
needsRD PP PMC
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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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MA Goal 1 Detail
PA: Measurement and Analysis (MA)
MA SG 2: Provide Measurement Results
MA SG 1: Align Measurement and Analysis Activities
Measurement objectives
Procedures; Tools
EstablishMeasurement
Objectives
1.1
SpecifyMeasures
1.2
SpecifyData Collection
and StorageProcedures
1.3
Measurement specifications
Business information
needs
QPM
SpecifyAnalysis
Procedures
1.4
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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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MA Goal 2 Detail
PA: Measurement and Analysis (MA)
MA SG 2: Provide Measurement Results
MA SG 1: Align Measurement and Analysis Activities
Indicators
Analyze Measurement
Data
2.2
CollectMeasurement
Data
2.1
Measurement repository
Measures Delivered reports
Communicate Results
2.4
Procedures; Tools
CM
StoreData andResults
2.3
Copyright © 2009, Systems and Software Consortium, Inc.
Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
Version 2.1 7-13
Fundamental Premise
Quality of products is largely determined by the quality of the processes used to develop the products
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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Quality and Performance Objectives
• Achieving objectives depends on successfully establishing an infrastructure that enables and encourages all people in an organization to propose potential improvements
• Improvement proposals are systematically gathered and addressed
• Pilots are conducted to evaluate significant changes
• Best practices and lessons learned are collected and shared
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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Quantitative Management
• Adapts and applies proven process and QM principles to software-intensive systems
• Defines, manages, and controls quality of software processes and work products, so that– Processes perform as expected– Products conform to customer, project, and
organizational requirements
• Depends on collection and analysis of appropriate measures
• Relies on coordination of analysis results across the organization to maximize knowledge
• Supplements traditional project management measurementsSource: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.
Copyright © 2009, Systems and Software Consortium, Inc.
Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Quantitative Management Process
Organizational Assets•Goals•Models•Historical Problems•Historical Process Performance
Quality andPerformance
Planning
ProductQuality
Measures
QualityManagement
QMPlan
ProcessControl
ProcessPerformance
Measures
QMPlan
ProjectManagement
ProjectPlan
Project Assets•Customer Needs•Performance Rqmts•Resources
MeasurementDefinitions
QM Plan
Project
Organization
Owner
Feedback for future planning
Indication for Quality
Correction
Indication for Process
Adjustment
Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.
Copyright © 2009, Systems and Software Consortium, Inc.
Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Quantitative Management Elements• Quality and
performance planning– Process
performance requirements
– Product quality requirements
• Quality management – Predicting achieved
quality– Projecting outcomes
• Measurement– Measuring achieved
performance
• Process control– Predicting process
performance– Investigating unusual
variation• Project management
– Taking corrective actions
• Organizational analysis– Developing models– Analyzing trends
Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.
Copyright © 2009, Systems and Software Consortium, Inc.
Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Terms and Definitions
• Quality– Economical conformance to requirements*– Meet needs of customer and user
• Process– Logical organization of people, materials, energy,
equipment, and procedures into work activities designed to produce a specified end result **
– Many dimensions: Level, scope, type• Process level
– Organization: One or more standard process models with supporting assets (e.g., process element descriptions)
– Project: Result of tailoring the organization’s process to achieve the goals of a specific project
* Source: Crosby, Philip B. Quality is Free. New York: McGraw-Hill, 1980.
** Source: Pall, Gabriel. Quality Process Management, 1987.
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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Historical Transition• From people control
– Minimum time, effort, and procedures for every task can be defined
– Time and motion studies are used to ensure optimization
– Process outcomes are deterministic• Failure is due to worker inattention
• To process control– All processes, including engineering processes, have
variation– Performance can be improved by understanding and
managing variation– Process outcomes are probabilistic
• Failure is due to process issues
Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.
Copyright © 2009, Systems and Software Consortium, Inc.
Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Characteristics of QM
• Focuses on the techniques that provide business value
• Integrates well-understood quality planning and process and QM techniques (e.g., Six Sigma)
• Supported by a systematic program of guidebooks, training, and workshops
Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.
Copyright © 2009, Systems and Software Consortium, Inc.
Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Quantitative Project Management
Purpose
To quantitatively manage the project’s defined process to achieve the project’s established quality and process-performance objectives.
– CMMI V1.2
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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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SG 1: Quantitatively Manage the ProjectThe project is quantitatively managed using quality and process-performance objectives.
SG 2: Statistically Manage Subprocess Performance
The performance of selected subprocesses within the project’s defined process is statistically managed.
– CMMI V1.2
QPM Specific Goals
Copyright © 2009, Systems and Software Consortium, Inc.
Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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QPM Goal Overview
PA: Quantitative Project Management (QPM)
Subprocess performance
Remedial actions
QPM SG 1: Quantitatively
Manage the Project
PMC
QPM SG 2: Statistically Manage
Subprocess Performance
Performancebaselines OPP
Selected subprocesses
Organizational process
performance objectives
OPP
Process performance
modelsOPP
Measurementrepository OPD
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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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QPM Goal 1 DetailPA: Quantitative Project Management (QPM)
QPM SG 1: Quantitatively Manage the Project
QPM SG 2: Statistically ManageSubprocess Performance
Predictions of performance
Subprocess performance
Project performance objectives
Remedial actions
Defined process
project
* QPM SG 1 SP 1.3: Select the Subprocesses that Will Be Statistically Managed
Organizational process
performance objectives
MA
Establish the Project’s
Objectives
1.1
SAM IPM
Compose the Defined
Process
1.2
RSKM MA
ManageProject
Performance
1.4
RSKM
Selectedsubprocesses
Select processes
for SPC *
1.3
Process performanc
e models
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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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QPM Goal 2 Detail
PA: Quantitative Project Management (QPM)
QPM SG 2: Statistically ManageSubprocess Performance
Measurement repository
QPM SG 1: Quantitatively Manage the Project Selected
subprocesses
Measures & techniques
Subprocess
performance
* QPM SG 2 SP 2.2: Apply Statistical Methods to Understand Variation** QPM SG 2 SP 2.3: Monitor Performance of the Selected
Subprocesses
MA
SelectMeasures
and AnalyticTechniques
2.1
OPD MA
Understand process
variation *
2.2
PMC
Remedial actions
process
Process capabilitymeasures
Statistical management
data
Monitor process
performance **
2.1
MA
RecordStatistical
ManagementData
2.4
Statistical control data
Performance baselines
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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Organizational Process Performance
Purpose
To establish and maintain a quantitative understanding of the performance of the organization’s set of standard processes in support of quality and process-performance objectives, and to provide the process performance data, baselines, and models to quantitatively manage the organization’s projects.
– CMMI V1.2
SG 1: Establish Performance Baselines and ModelsBaselines and models that characterize the expected process performance of the organization’s set of standard processes are established and maintained.– CMMI V1.2
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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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OPP Goal Overview
PA: Organizational Process Performance (OPP)
Organizationalprocessperformanceobjectives
QPM
Organizational process
objectivesOPF
Standard processesOPD
OPP SG 1: Establish Performance
Baselines and Models
Processperformancemodels
OIDQPM
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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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OPP Goal 1 Detail
PA: Organizational Process Performance (OPP)
OPP SG 1: Establish Performance Baselines and Models
Selected subprocesses from organization’s standard processes
Process performanc
emodels
Organizational process performance objectives
Organization’s standard measures
Establish quantitative objectives
*
1.1
EstablishProcess
Performance Models
1.5
* OPP SG 1 SP 1.3-1: Establish Quality and Process-Performance
Objectives
Organizational process objectives
Organization’s standard processes
Organizational
process performance
baselines
MA
Establish Process
Performance Baselines
1.4
MA
Establish Process
PerformanceMeasures
1.2
DAR
Select Processes
1.1
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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Performance Measurement
• Common measures are used tocapture the actual performanceof processes and products inindividual projects
• Measurements are analyzed toestablish a distribution and rangeof results
• Results characterize the expected performance of the process when used on any individual project in the organization
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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Organizational Process Performance
Measures, data, and analytic techniquesfor processes and products enable you to
• Determine whether the processes areconsistent, stable, and predictable
• Identify processes that perform withinconsistent bounds and across process implementation teams
• Establish criteria for identifying whether a process or process element should be statistically managed
• Identify processes that show unusual, sporadic, or unpredictable behavior
• Identify any aspects of the processes that can be improved in the organization's set of standard processes
• Identify best practices
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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Intent of CMMI Level 4
• Organizational and customer needs are quantified
• A quantitative understanding of the product and process exists– Process capability: range of expected results– Process performance: actual results achieved
• Statistical methods are applied• Special causes of process variation are
eliminated to stabilize process performance• Product quality is measured throughout the
lifecycle and compared to expected results
Copyright © 2009, Systems and Software Consortium, Inc.
Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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So What Does Level 4 Mean?
Process• Selected process
elements are quantitatively understood and stabilized
• Sources of individual problems are understood and eliminated
People• Strong sense of
teamwork exists within each project
Measurement• Data definition and
collection are standardized across the organization
• Data are used to understand the process quantitatively and stabilize it
Technology• New technologies are
evaluated on a quantitative basis
Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.
Copyright © 2009, Systems and Software Consortium, Inc.
Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Cultural Change Is Required
Organization is different when operating at Level 4• Level 4 is process and product measurement
(builds on Levels 2 and 3, project measurement)• Measuring and analyzing change behavior
– Management by numbers, not by “fire fighting”– Drive out fear
Use measurement to monitor and change process, not to threaten people*
Organizational changes need to be managed• Address changes with change management
techniques• Management requires new skills and experimental
approach* Source: Deming, W. Edwards. Out of the crisis: quality, productivity and competitive position.
Cambridge: Cambridge University Press, 1982.
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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Why Are Levels 4 and 5 Difficult?
• Organization must set quantitative business goals– Levels 2 and 3 focused on
generalized improvement– Levels 4 and 5 results are
maximized by goal-driven improvements
• Requires a paradigm shift – Levels 2 and 3 achieved
through conformance– Levels 4 and 5 require
initiative and creativity
• Change in management focus– Levels 2 and 3 focus on
project measurement– Level 4 introduces
process and product measurement
– Levels 4 and 5 seek to understand organizational performance
• New skills are required– Levels 2 and 3 document
existing skills– Levels 4 and 5 require
new measurement and statistical skills
Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.
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Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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What Are the Differences in Behavior?At Levels 2 and 3...• Management reacts
– Conducts comparative rather than internal analysis
– Manages to specifications– Does not understand
process capability
• Measurement program– Data available for
decision makers– Data analyzed at project
level– Data quality often still a
concern
At Levels 4 and 5…• Management anticipates
– Predicts results of critical processes
– Manages process variation and product quality
– Evaluates outcomes relative to capability
• Measurement program– Data used for decision
making– Data analyzed at
organizational and project levels
Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.
Copyright © 2009, Systems and Software Consortium, Inc.
Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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QM Resulting Capability
• Process is predictable because the process is measured and operates within known limits– Capability can be computed
• QM allows for predictive trends in process and quality within quantitative bounds and allows for corrective action when limits are exceeded
• Products are created with predictably high quality
Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.
Copyright © 2009, Systems and Software Consortium, Inc.
Introduction to an Integrated Lean Thinking, Six Sigma and CMMI Approach for Process Improvement
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Topic Summary
• CMMI is a process maturity model incorporating quantitative and process management concepts
• Level 4 is more than measurement program enhancement– Selected process and product
measurement data is used quantitatively to manage the project
– Statistical methods must be used
• Organization needs to understand and nurture behavioral and cultural changes while providing required infrastructure and skills