utilize multiple models and standards to enhance your

Utilize Multiple Models and Utilize Multiple Models and Standards to Enhance Your Standards to Enhance Your

Project Management Knowledge Project Management Knowledge and Skillsand Skills

PMIPMIEastern Iowa Eastern Iowa

ChapterChapterChapterChapterUnited StatesOctober 2010

Tim KasseTim KasseTim KasseTim KasseKasse Initiatives LLCKasse Initiatives LLC

+1 +1 –– 972 972 -- 987 987 -- 7706 USA7706 USA45 72 19 42 18 E45 72 19 42 18 E+45 72 19 42 18 Europe+45 72 19 42 18 Europe

WelcomeWelcome

Tervetuloa

Project Planning – Multiple Model - 2Version 2.4© 2010 Kasse Initiatives, LLC

Presentation AbstractPresentation Abstract

The guidance provided by the CMMI constellations of CMMI-DEV, CMMI-ACQ, and CMMI-SVC greatlyof CMMI DEV, CMMI ACQ, and CMMI SVC greatly enhances an organization’s capability to successfully and effectively implement project management whether they develop and acquiremanagement whether they develop and acquire, develop and provide service, acquire and provide service or some combination of all threeThe purpose of this presentation is to focus on how the influence of CMMI-ACQ and CMMI-SVC enhances the project management principles p j g p pprovided in CMMI-DEV as well as other models or standards


SCRUM

PMI RUP

KI's Integrated Approach to Process Improvement

CMMI® SIX SIGMA

Assessment

LEAN

ISO

AGILE

SPICE

Assessment

Action Planning(Incremental Approach)

ITIL

AGILE

Training

REPM QE CM SAM MA RSK CHG PROCREPM

TESTPR

QE CM SAM MA RSK CHG MGT

PROC DEV


Handholding Coaching Support for Methods and Tools

P j t Pl i (PP)P j t Pl i (PP)Project Planning (PP)Project Planning (PP)


Project Planning DefinitionProject Planning Definition

In the CMMI Product Suite, a project is a managed set of interrelated resources that delivers one or moreof interrelated resources that delivers one or more products or services to a customer or end user

A project has a definite beginning (i.e., project startup) and typically operates according to a documented planand typically operates according to a documented plan that specifies what is to be delivered or implemented, the resources and funds to be used, the work to be done, and a schedule for doing the workgA project can be composed of projects

Project planning is based on the Acquisition Strategy,which is a guide for directing and controlling the projectand a framework for integrating activities essential to acquiring an operational product or service

Project Planning – Multiple Model - 6Version 2.4© 2010 Kasse Initiatives, LLC© 2009 Kasse Initiatives, LLC Version 1.5 Project Planning - ACQ - 6

Project Planning Definition Project Planning Definition -- 22

Project Planning involves the development and maintenance of plans for all Acquirermaintenance of plans for all Acquirer processes, including those required for effective Acquirer-Supplier interactionProject planning includes establishing and maintaining a plan for the orderly, smooth transition of the acquired product from atransition of the acquired product from a Supplier to its use by the Acquirer or its customers


SG 1 SG 1 –– Establish EstimatesEstablish Estimates

SG 1E ti t f j t l iEstimates of project planning

parameters are establishedand maintained

SP 1 2SP 1.3

E t bli h E ti tSP 1.1 SP 1.2

Estimate the Scope of the Project

Establish Estimates of Work Product

and Task Attributes

Establish theAcquisition

Strategy

SP 1.4Define Project

SP 1.5Determine Estimates


jLife-Cycle of Effort and Cost

© 2009 Kasse Initiatives, LLC Version 1.5 Project Planning - ACQ - 8

Establish EstimatesEstablish Estimates

The Acquirer develops estimates for project work based on the acquisition strategywork based on the acquisition strategy, including high-level estimates for the work to be done by suppliers


Acquisition StrategyAcquisition Strategy

The acquisition strategy outlines:A i iti bj ti d t i tAcquisition objectives and constraintsAvailability of resources and technologiesConsideration of acquisition methodsConsideration of acquisition methodsPotential supplier agreement typesAccommodation of end-user considerationsAccommodation of end user considerationsAccommodation of business considerationsAvailability of resources and technologiesy gTerms and conditionsConsiderations of risk


Support for the acquired product over its lifecycle


Acquisition Strategy Acquisition Strategy -- 22

The acquisition strategy:R fl t th ti f th j tReflects the entire scope of the projectEncompasses the work to be performed by the Acquirer and the Supplier(s), for the full lifecycleAcquirer and the Supplier(s), for the full lifecycle of the productIs the basis for formulating solicitation packages, supplier agreements and project planssupplier agreements, and project plansIdentifies dependencies on planned or existing capabilities of other projects or productsp p j pEvolves over time and should continuously reflect the current status and desired end point of the project


the project


Steps in Developing an Steps in Developing an Acquisition StrategyAcquisition Strategyq gyq gy

Identify the capabilities and objectives the acquisition is intended to satisfy or provideacquisition is intended to satisfy or provideIdentify the acquisition approachDocument Business Considerations such as:Document Business Considerations such as:

Establishing or maintaining access to competitive suppliers for critical products or product componentscomponentsAvailability and suitability of commercial items

Extent to which interfaces for these items have broad k t t t d d i ti tmarket acceptance, standards, organization support,

and stabilityInternational and domestic sources that can meet th i d d i


the required need as primary sources


Steps in Developing an Steps in Developing an Acquisition Strategy Acquisition Strategy -- 22q gyq gy

Identify major risks and which risks will be addressed jointly by the Acquirer the Supplieraddressed jointly by the Acquirer the SupplierIdentify the preferred supplier agreement typeIdentify the product support strategyIdentify the product support strategy

If support is going to be performed by an organization different from the supplier, a sufficient overlap period should be defined to ensure a smooth transition


SG 1 SG 1 –– Establish EstimatesEstablish Estimates

SG 1E ti t f j t l iEstimates of project planning

parameters are establishedand maintained

SP 1 2SP 1.3

E t bli h E ti tSP 1 1 SP 1.2Estimate the Scope

of the Project

Establish Estimates of Work Product

and Task Attributes

SP 1.1Establish Project

Strategy

SP 1.4Define Project

SP 1.5Determine Estimates


jLife-Cycle of Effort and Cost

© 2009 Kasse Initiatives, LLC Version 1.5 Project Planning - SVC - 14

Project StrategyProject Strategy

The project strategy provides the business framework for planning and managing theframework for planning and managing the project The project strategy typically takes a long-termThe project strategy typically takes a long term view of a project, reflecting its entire scope, and considering long-term risks, The project strategy serves as the basis for senior management approving a project and committing resources to itcommitting resources to it

Project Planning – Multiple Model - 15Version 2.4© 2010 Kasse Initiatives, LLC© 2009 Kasse Initiatives, LLC Version 1.5 Project Planning - SVC - 15

Project Strategy Project Strategy -- 22

The project strategy includes consideration of the following factors:following factors:

Objectives and constraints for the projectPossible approaches to meeting those objectives and constraintsResources (e.g., key skills, environmental needs, tools, and new technologies) that will be neededg )Key risks associated with these and how they are addressed

Th j t t t i l dThe project strategy may include:Top-level description of the services to be providedThe approach to developing the service system


The approach to developing the service systemThe approach to service delivery

© 2009 Kasse Initiatives, LLC Version 1.5 Project Planning - SVC - 16

SP1.2 Estimate the Scope SP1.2 Estimate the Scope of the Projectof the Project

Establish a top-level Work Breakdown Structure (WBS) to estimate the scope of the project


Work Breakdown Structure Work Breakdown Structure

An initial set of requirements and project objectives form the basis for establishing the j gWBS

Found in the acquisition strategyThe Acquirer must develop a WBS that clearly identifies the project work performed by the Acquirer and the project work performed by the S li i l di il t d d li blSupplier including milestones and deliverables

Ensures the full scope of the project is estimatedThe Supplier work identified in the WBS becomesThe Supplier work identified in the WBS becomes the foundation for the statement of work (SOW) defined in the Solicitation and Supplier Agreement Development


Agreement Development


SP1.4 Define Project LifecycleSP1.4 Define Project Lifecycle

Define the project life-cycle phasesupon which to scopeupon which to scopethe planning effort


Defining the Project’s LifecycleDefining the Project’s Lifecycle

The determination of a project’s lifecycle phases provides for planned periods ofphases provides for planned periods of evaluation and decision making

Waterfallate aOverlapping WaterfallSpiralSpiralIncrementalEvolutionaryEvolutionary


Defining the Project’s LifecycleDefining the Project’s Lifecyclefor Acquisitionfor Acquisition

The Acquirer includes the entire product lifecycle (i.e., from user needs through initiallifecycle (i.e., from user needs through initial and subsequent upgrades)A complex project can involve managing

lti l li t i lt lmultiple supplier agreements simultaneously or in sequenceAny acquisition lifecycle can end during anyAny acquisition lifecycle can end during any phase of the project lifecycle


Defining the Project’s LifecycleDefining the Project’s Lifecyclefor Servicesfor Services

The selection of a lifecycle for development and delivery of services will depend on thedelivery of services will depend on the characteristics of the services and their environmentOften, individual services have implicit lifecycles associated with them that involve points of communication evaluation and decision andcommunication, evaluation, and decision and should be considered when estimating what is required to support delivery of such a servicey

Project Planning – Multiple Model - 22Version 2.4© 2010 Kasse Initiatives, LLC© 2009 Kasse Initiatives, LLC Version 1.5 Project Planning - SVC - 22

SP1.5 Estimate Effort SP1.5 Estimate Effort and Costand Cost

Estimate the project’s effort and costfor work products and tasksfor work products and tasks


Acquirer Work Needed to Acquirer Work Needed to Manage a SupplierManage a Supplierg ppg pp

The amount of Supplier work for a projectlargely determines the amount of Acquirer worklargely determines the amount of Acquirer work required to manage the project and the supplier

It is not for FREE!It is not for FREE!Does Management, the Technical Team, the Support Team and other departments such as the Fi i l Pl d t d thi dFinancial Planners understand this and manage accordingly?


Acquirer Work Needed to Acquirer Work Needed to Manage a Supplier Manage a Supplier -- 22g ppg pp

Effort for the Acquirer includes:Eff t i t d ith d fi i th f thEffort associated with defining the scope of the projectEffort associated with the development of the

li it ti d li t t dsolicitation and supplier agreement; agreement and technical management; project planning, monitoring and control; acquisition requirements development, verification and validation; configurationverification and validation; configuration management; measurement and analysis; process and product quality assurance; requirements management; and risk managementOperating and maintenance effort associated with the sustainment of the solutionDisposal effort


Disposal effort


SG 2 SG 2 –– Develop a Project PlanDevelop a Project Plan

SG 2A project plan is establishedand maintained as the basis

SP 2.1 SP 2 3

and maintained as the basisfor managing the project

SP 2.1Establish the Budget

and Schedule

SP 2.3Plan for DataManagement

SP 2.2Identify Project Risks

SP 2.4Plan for Project

Resources

SP 2.5Plan for Needed Knowledge and

SP 2.6Plan Stakeholder

InvolvementResourcesSkills Involvement

SP 2.8SP 2.7

Plan Transition to


Establish theProject Plan

Plan Transition toOperations and

Support© 2009 Kasse Initiatives, LLC Version 1.5 Project Planning - ACQ - 26

Risk Management and Risk Management and AcquisitionAcquisitionqq

The Acqusition Strategy identifies risks associated with the acquisition process and the use of a supplier tothe acquisition process and the use of a supplier to perform project workJoint Acquirer and Supplier Responsibility

Both the Acquirer and Supplier must understand the project risksManaging project risks requires a close partnershipManaging project risks requires a close partnershipbetween the acquirer and supplierBoth must:

Sh i t i k t d t tiShare appropriate risk management documentationUnderstand the risksDevelop and execute risk management mitigation and

ti l


contingency plans

Risk Management and Acquisition Risk Management and Acquisition -- 2 2 Joint Risk ManagementJoint Risk Management

Baseline RiskId tifi ti

Baseline RiskId tifi ti

Acquirer SupplierIdentification

Master List of Risks

Identification

Master List of Risks

Filter

JointRisk Management

TeamR i

Filter

Review

Joint


JointRisk Management

SP2.3 Plan for Data ManagementSP2.3 Plan for Data Management

Plan for the managementof project data


Data ManagementData Management

Data are the various forms of documentation required to support a program in all of its areas including:

AdministrationEngineeringConfiguration managementConfiguration managementFinanceLogisticsQualitySafetyManufacturingManufacturingProcurementSupplier data


Requirements and procedures to ensure privacy and security of the data must be established

Data Management StoresData Management StoresData Stores toData Stores toSupport Project

Project (Examples)Status Reports

C d CM Organizational Baselines

Financial Data (EV)

Correspondence

Emails

Project level CMTechnical Data

CM Organizational Baselines

Project-level CM

Actuals to Estimates

Systems Test Data

Error Reporting Data


Supply Management Data

Project Data When Project Data When Including AcquisitionIncluding Acquisition

Project data include both acquirer and supplier created datacreated dataThe Acquirer must identify the minimal data required to cost-effectively operate maintainrequired to cost effectively operate, maintain, and improve the acquired product throughout the product’s lifecycle in the Acquirer’s or customer’s intended environmentcustomer’s intended environmentAcquirer must consider how the data will be shared between acquirer and supplier as wellshared between acquirer and supplier as well as across relevant stakeholders


Project Data When Project Data When Including Acquisition Including Acquisition -- 22

Requirements for acquirer use, reproduction, manipulation, alteration, or [transfer ofmanipulation, alteration, or [transfer of possession of data], should be part of the data management plan

The Supplier Agreement must specify appropriateThe Supplier Agreement must specify appropriate Acquirer rights to the data acquired, in addition to requirements for delivery or access

D t h d li d t th i t bData, when delivered to the acquirer, must be formatted according to accepted data standards, to ensure its usability by the acquirer


Controlling Sensitive DataControlling Sensitive Data

The implications of controlling access to classified and sensitive data (e.g., proprietary, export ( g , p p y, pcontrolled, source selection sensitive) and other access-controlled data also must be consideredSecurity and access control are critical when theSecurity and access control are critical when the Acquirer provides data access to the Supplier

When the supplier performs work for the acquirer off-site the acquirer must consider additional securitysite, the acquirer must consider additional security measures

EXAMPLE: A firewall between acquirer and supplier networks and restricted access to thesupplier networks and restricted access to the acquirer’s work place


SP2.4 Plan for Project SP2.4 Plan for Project Resources Resources

Plan for necessary resources to performthe project


Plan for Project ResourcesPlan for Project Resources

The resource plan should identify the project resources expected from the Supplier includingresources expected from the Supplier, including critical facilities or equipment needed to support the workThe resource plan must include

Staffing expected by the Supplier to complete its portion of the work as defined in the WBSportion of the work as defined in the WBSPlanning for staff with appropriate training and

experience to evaluate supplier proposals and p pp p pparticipate in negotiations with suppliers


Facilities and Equipment for Facilities and Equipment for Acquirer and SupplierAcquirer and Supplier

The Acquirer must consider what it may need in the way of facility equipment and componentway of facility, equipment, and component requirements to:

Provide for acceptance of supplier deliverables Provide for transition and support of the acquired productProvide to the supplier, for project work


SP2.5 Plan for Needed SP2.5 Plan for Needed Knowledge and SkillsKnowledge and Skills

Plan for knowledge and skillsneeded to perform the project


Needed Knowledge Needed Knowledge and Skillsand Skills

The Acquirer plans for knowledge and skills required by the project team to perform their tasksrequired by the project team to perform their tasksThe Acquirer also plans for knowledge and skills needed from the SupplierPlanning for needed knowledge and skills includes ensuring that appropriate training is planned for personnel involved in the transitioned product:personnel involved in the transitioned product:

Receiving the transitioned productStoring the transitioned productStoring the transitioned productUsing the transitioned productSupporting the transitioned product


Supporting the transitioned product


SP2.7 Plan Transition to SP2.7 Plan Transition to Operations and SupportOperations and Support

Plan transition to operations and supportp pp


Planning for TransitionPlanning for Transition

Planning for transition must be considered part of initial planning for the project!initial planning for the project!Transition and support plans include:

Approach for introducing and maintaining readinessApproach for introducing and maintaining readiness, sustainment, and the operational capability of the products delivered by the supplierAssignment of responsibility for transition to operations and support of the productActivities needed to manage the transition and toActivities needed to manage the transition and to support the product in its intended or operational environment


Transition to Operations and Transition to Operations and Support Plans Typical ContentsSupport Plans Typical Contents

Transition to operations and support plans typically include the following:include the following:

Processes and procedures for the transition to operations and supportEvaluation methods and acceptance criteria for transitioning the product to operations and supportR di i i f h dReadiness criteria for the productReadiness criteria for the operations organizationReadiness criteria for the product support organizationExpectations for supplier execution of the transition


Expectations for supplier execution of the transition


Transition to Operations and Support Transition to Operations and Support Plans Typical Contents Plans Typical Contents -- 22

Warranty expectations for the acquired productT iti f i t ll t l t th A iTransition of intellectual property or other Acquirer assets to the acquirer’s designated repositoryTransition responsibilities and resources includingTransition responsibilities and resources including post-transition support enhancements and lifecycle considerationC fi ti t d f th t itiConfiguration management needs of the transitionTraining needs for operations and support


Project Monitoring and Project Monitoring and Project Monitoring and Project Monitoring and Control (PMC)Control (PMC)


SG 1 SG 1 –– Monitor the Project Monitor the Project Against the PlanAgainst the Plan

SG 1Actual performance and progress of

the project are monitored

SP 1 1

the project are monitoredagainst the project plan

SP 1.1Monitor Project

Planning Parameters

SP 1.3Monitor Project Risks

SP 1.2Monitor Commitments

SP 1.4Monitor Data Management

SP 1.5Monitor Stakeholder

Involvement

SP 1.6Conduct Progress

ReviewsManagement Involvement Reviews

SP 1.7C d t Mil t

SP 1.8Monitor Transition to


Conduct MilestoneReviews

o to a s t o toOperations and

Support

Role of Monitoring and Role of Monitoring and Control with SuppliersControl with Suppliers

The Acquirer monitors and controls its own activities and work productspThe Acquirer also monitors and controls the progress and performance of the supplier(s) activities that affect the overall project planp j pThe Acquirer typically confirms that the organization, physical environment, and operations and support resources are equipped to execute operations and support q pp p ppactivitiesThe Acquirer also reviews operations and support organizations designated to take responsibility for the g g yoperation of the product to ensure that resources identified and budgeted are available when needed

In-house organization and support organization


SupplierThird Party


Configuration Configuration Configuration Configuration Management CM)Management CM)


Configuration Management Configuration Management Approach for AcquisitionApproach for Acquisitionpp qpp q

Configuration management involves interaction between the Acquirer and Supplierbetween the Acquirer and SupplierAcquired products may need to be placed under configuration management by both the Supplierconfiguration management by both the Supplier and the AcquirerProvisions for conducting configuration management should be established in Supplier AgreementsThe Acquirer retains the authority and responsibilityThe Acquirer retains the authority and responsibility for approving design changes that impact the product’s ability to meet contractual requirements


Sharing Configuration ItemsSharing Configuration Items

The Acquirer must consider how configuration items are shared between the Acquirer anditems are shared between the Acquirer and Supplier as well as among relevant stakeholders

If the use of an Acquirer’s configuration managementIf the use of an Acquirer’s configuration management system is extended to a Supplier, the Acquirer must exercise security and access control procedures

Th li t t ifThe supplier agreement must specify appropriate Acquirer rights to Supplierdeliverables, in addition to requirements for d lidelivery or access


Change Requests from Change Requests from Acquirer or SupplierAcquirer or Supplier

Change requests can be initiated either by the Acquirer or SupplierAcquirer or Supplier

Supplier Agreement should specify who is the contact point for each Acquirer – Supplier

l ti hirelationship

Changes that impact Acquirer work products and Supplier deliverables as defined in the supplierSupplier deliverables as defined in the supplier agreement are handled through the Acquirer’sconfiguration management process


S li A t S li A t Supplier Agreement Supplier Agreement Management Management


Supplier Agreement Supplier Agreement Management OverviewManagement Overview

Open

gg

SisterDivisions

Other Projectsin Business

Unit

Open Source

ProjectOff-the-Shelf

ProductsContractors(Resource Hiring) Project(Resource Hiring)

Collaboration

Reuse Components

To Partner


Subcontractors Outsourcing

Monitor Selected Monitor Selected Supplier Processes Supplier Processes

In situations where there must be tight alignmentbetween some of the processes implemented bybetween some of the processes implemented by the supplier and those of the project, monitoring these processes will help prevent interface problemsproblemsThe processes selected for monitoring should include:

EngineeringProject management S i i l f l jSupport processes critical to successful project performance such as quality assurance and configuration management


Evaluate Selected Evaluate Selected Supplier Supplier Work Work ProductsProducts

Selected work products produced by the supplier should be evaluated to help detect issues as early as possiblebe evaluated to help detect issues as early as possiblethat may affect the supplier's ability to satisfy the requirements of the agreementThe work products selected for evaluation shouldThe work products selected for evaluation should include critical products, product components, and work products that provide insight into quality issues as early as possibleas possible


Measurement and Measurement and Measurement and Measurement and Analysis (MA)Analysis (MA)


Measurement and Measurement and Analysis OverviewAnalysis Overview

A measurement initiative involves the following:Specif ing the objecti es of meas rement andSpecifying the objectives of measurement and analysis such that they are aligned with established information needs and business objectivesD fi i th t b d th d tDefining the measures to be used, the data collection process, the storage mechanisms, the analysis processes, the reporting processes, and the feedback processesthe feedback processesImplementing the collection, storage, analysis, and presentation of the dataP idi bj ti lt th t b d iProviding objective results that can be used in making business judgments and taking appropriate corrective actions


Measurement and Analysis Measurement and Analysis for the Supplierfor the Supplierpppp

Measurement and analysis of product components provided by suppliers is essential for effective p o ded by supp e s s esse t a o e ect emanagement of the quality and costs of the projectThe Acquirer should specify measures that enable it to gauge:it to gauge:

Its own progress and outputIts Supplier’s progress and output per contractual pp p g p prequirementsThe status of the evolving products acquired

An Acquirer should establish measurementAn Acquirer should establish measurement objectives for its activities and work products and for its Supplier’s activities and deliverables


Measurement Objectives for Measurement Objectives for Acquirer and SupplierAcquirer and Supplier

Measurement objectives focus on Acquirer performance, Supplier performance, and p , pp p ,understanding the effects of their combined performance on Customer operational and financial performanceperformance

Measurement objectives for the supplier enable defining and tracking service level expectationsdocumented in the supplier agreement

Acquirer should review appropriate measurement objectives with potential Suppliers throughout theobjectives with potential Suppliers throughout the solicitation, obtaining their feedback and commitment


Example Measurement Example Measurement ObjectivesObjectives

Example Measurement Objectives for either the organization and/or the project with more emphasis on quantitative measures include:quantitative measures include:

Reduce time to delivery to a specified percentageReduce total lifecycle costs of new products by a percentagey p y p gDeliver specified functionality by a specified increased percentageImprove prior levels of quality by reducing the number ofImprove prior levels of quality by reducing the number of defects of type A that get shipped with the productImprove prior customer satisfaction ratings by a specified percentage compared to past ratingsMaintain and improve the relationships between the acquirer and supplier

The ability to reach and then predict reaching these tit ti l ifi d l ill i th


quantitatively specified goals will increase as the organization increases in its process capabilities

Project’s Measurement ObjectivesProject’s Measurement Objectives

O i ti ’

Customer Demands

Organization’s Measurement

Objectives

Competition Demands

New Technologies OpportunitiesppPast Project

Quality DefectsQuality Goals

Project’s jMeasurement

Objectives


Supplier’s Measurement ObjectivesSupplier’s Measurement Objectives

O i ti ’

Customer Demands

Organization’s Measurement

Objectives

Competition Demands

New Technologies OpportunitiesppPast Project

Quality DefectsQuality Goals

Project’s S li Supplier’s j

MeasurementObjectives

SupplierAgreement

ppMeasurement

Objectives


Example Measurement Example Measurement RelationshipsRelationships

Example Measurement Objectives

Measurement Information Categories

Example Base Measures Example Derived Measures

Shorter Time to Delivery Schedule and Progress Estimated and Actual Start and End Dates by Task

Estimated and Actual Start and End Dates of Acquisition Tasks

Milestone PerformancePercentage of Project on TimeSchedule Estimation Accuracy

Reduced Total Lifecycle Cost Effort and Cost Estimated and Actual Effort Hours Return on Investment

Estimated and Actual Cost Cost Variance

Deliver Specified Functionality Completely

Size and Stability Requirements Count Requirements VolatilitySize Estimation Accuracyp y y

Function Point Count Estimated and Actual Function Points Completed

Lines of Code Count Amount of New, Modified, and Reused Code

I L l f Q lit Q lit P d t D f t C t D f t R l Effi iImprove Levels of Quality Quality Product Defects Count Defect Removal EfficiencyNumber of Defects Per Phase

Total Unresolved Defects

Customer Satisfaction Survey Scores Customer Satisfaction Trends


Supplier Performance and Relationship Scores

Supplier Performance and Relationship Trends

Web Site Response Time Variance from Throughput Target

Supplier MeasuresSupplier Measures

To adequately manage projects, an Acquirer must use Supplier data (i e base measures) anduse Supplier data (i.e., base measures) and supplier-reported derived measures in addition to measures of acquirer progress and outputI th S li illIn some cases, these Supplier measures will augment Acquirer measures (e.g., supplier’s schedule performance index and size estimation accuracy)accuracy)Supplier measures must be defined in the Supplier Agreement, including the supplier’s measurement

ll ti i t d t tcollection requirements and measurement reports to be provided to the Acquirer


Operational DefinitionsOperational Definitions

Operational definitions for the measures must be specified in precise and unambiguous termsspecified in precise and unambiguous termsbased on criteria including:

CommunicationCommunicationWhat has been measured?How was it measured?What are the units of measure?What has been included or excluded?

A t it i b d ti lAcceptance criteria based on operational definitions for measures that come from Suppliers to the Acquirer must be specified in


pp q pthe Supplier Agreement

Measurement Data from Measurement Data from the Supplierthe Supplierpppp

The supplier agreement must specify:The measurement data the Supplier must provide to the acquirerIn what format the data has to be provided to theIn what format the data has to be provided to the Acquirer?How the measurement data will be collected and

d b h li ( i i d f d )?stored by the supplier (e.g., retention period of data)?How and how often the measurement data will be transferred to the Acquirer?transferred to the Acquirer?Who has access to the measurement data and at what times?


Measurement Data from Measurement Data from the Supplier the Supplier -- 22pppp

Supplier data considered proprietary by the Supplier needs to be protected as such by the Acquirerneeds to be protected as such by the AcquirerAcquirer measurement data (e.g., total project cost data) may be considered proprietary and should not be shared with suppliersbe shared with suppliersAn acquirer must plan for the collection, storage, and access control of sensitive data!

It is critical for the Acquirer to insist in the supplier agreement on accurate data collection gby the Supplier for the Acquirer’s measurement and analysis


SP1.4 Specify Analysis ProceduresSP1.4 Specify Analysis Procedures

Specify how measurement data l d d i t dare analyzed and communicated

Project Planning – Multiple Model - 67Version 2.4© 2010 Kasse Initiatives, LLC© 2009 Kasse Initiatives, LLC Version 1.5 Measurement & Analysis – ACQ - SVC - 67

Specify Analysis ProceduresSpecify Analysis Procedures

Specifying analysis procedures in advance ensures that appropriate analyses will be conducted andthat appropriate analyses will be conducted and reported to address documented measurement objectives

The Supplier Agreement defines the required data analysis and the definition and examples of measures the Supplier must provide to theof measures the Supplier must provide to the Acquirer

Project Planning – Multiple Model - 68Version 2.4© 2010 Kasse Initiatives, LLC© 2009 Kasse Initiatives, LLC Version 1.5 Measurement & Analysis – ACQ - SVC - 68

SummarySummary

The guidance provided by the CMMI constellations of CMMI-DEV, CMMI-ACQ, andconstellations of CMMI DEV, CMMI ACQ, and CMMI-SVC greatly enhances an organization’s capability to successfully and effectively implement project managementimplement project management

Utilizing the integrated guidance of all three CMMI constellations as well as other models and standards can be powerful not only project management butcan be powerful, not only project management but also on an organizations business objectives and results as well


Kasse InitiativesKasse InitiativesContact InformationContact Information

United States AddressTi KTim Kasse

CEO & Principal ConsultantKasse Initiatives LLC

1428 Chase Oaks DriveKeller, Texas 76248

United States of AmericaUnited States of America+1 817 – 576 - 3142 Business

+1 817 – 788 - 8331 FAX

k t @ l


[email protected]

Tim KasseTim Kasse

CEO and Principal pConsultant of Kasse Initiatives

Visiting Scientist - SoftwareVisiting Scientist Software Engineering Institute

Visiting Fellow - Institute for S stems Science / NationalSystems Science / National University of Singapore

Author of Action Focused Assessment for Software Process Improvement

Author of Practical Insight


Author of Practical Insight Into CMMI

Kasse InitiativesKasse InitiativesContact InformationContact Information

Pamelia S. RostExecutive VPBusiness Development

Kasse Initiatives LLC1428 Chase Oaks DriveKeller, Texas 76248United States of AmericaUnited States of America+1 817 – 576 - 3142 Business+1 817 – 788 - 8331 [email protected]


www.kasseinitiatives.com

Kobi ViderKobi Vider

Chief MethodologistPrincipal ConsultantCoordinate the integration and synchronization of newly d l d th d ldeveloped methodology documents with existing methodologiesAssess the applicability of industryAssess the applicability of industry state-of-the-art best practices related to software development methodologies, techniques, t d d d t lstandards, and tools

Six Sigma, Lean, SCRUM, [email protected]


@

Delta AxiomDelta Axiom


Method ParkMethod Parkth

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Project Planning – Multiple Model - 75Version 2.4© 2010 Kasse Initiatives, LLCBernd Hindel –CEO & Founder of Method Park

KI Cooperating PartnersKI Cooperating Partners

Method ParkDelta AxiomWynntrystProcess Plus Inc.Software IncSoftware Inc.SPI PartnersQ:PITKVP Consulting


Books Books From Kasse InitiativesFrom Kasse Initiatives


Books Books From Kasse Initiatives From Kasse Initiatives -- 22



Tim Kasse, Practical Insight to the CMMI – 2nd

Editi A t h H C b idEdition, Artech House, Cambridge, Massachusetts, 2008Schulmeyer G Gordon Handbook of SoftwareSchulmeyer, G. Gordon, Handbook of SoftwareQuality Assurance (4th Ed) – Artech House, 2007. Tim Kasse wrote the Chapter “CMMI PPQA Relationship to SQA”PPQA Relationship to SQATim Kasse, Practical Insight to the CMMI, Artech House, Cambridge, Massachusetts, g2004Tim Kasse, Action Focused Assessment for Software Process Improvement Artech House


Software Process Improvement, Artech House, Cambridge Massachusetts, 2002.


Tim Kasse, Action Focused Assessment for Software P I t (Chi T l ti )Process Improvement, (Chinese Translation). Electronics Industry , Beijing, China, 2002.Taz Daughtrey, Fundamental Concepts for theTaz Daughtrey, Fundamental Concepts for the Software Quality Engineer, ASQ Quality Press, 2002. Tim Kasse and Dr. Pat McQuaid contributed the chapter on Software Configuration Management for p g gProject Leaders. Mark C. Paulk, Charles V. Weber, Bill Curtis, Mary Beth Chrissis The Capability Maturity ModelBeth Chrissis, The Capability Maturity Model -Guidelines for Improving the Software Process,Carnegie Mellon University Software Engineering Institute Pittsburgh Pennsylvania 1995 Tim Kasse is


Institute, Pittsburgh, Pennsylvania, 1995. Tim Kasse is listed as a contributor

utilize multiple models and standards to enhance your

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