Get documents about "Techniques Used in Reaching Level 3
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Reaching Level 3
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Presented by:
Ms. Jacquelyn Langhout
U.S. Army Missile Command,
Software Engineering Directorate
Software Engineering Process Group Lead
at the
Huntsville SPIN and IEEE Computer
Society Joint Meeting
18 February 1997
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Agenda
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• Briefing Objectives
• Organizational Overview
• Process Improvement Background
• Challenges and Responses
• Summary
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Briefing Objectives
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• Present the techniques used by the SED to overcome
the challenges encountered in moving the organization
to a Level 3 maturity rating.
• Share proven methods and lessons learned.
• Answer questions that you may have.
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Acronyms
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• CADM - Configuration and Data Management
• KPA - Key Process Area
• MWG - Metrics Working Group
• PASH - Procedures and Standards Handbook
• PH - Procedures Handbook
• QMB - Quality Management Board
• SED - Software Engineering Directorate
• SEI - Software Engineering Institute
• SEPG - Software Engineering Process Group
• SEPH - SED Engineering Process Handbook
• SPDO - Software Process Definition Overview
• SQA- Software Quality Assurance
• TAC - Training Advisory Council
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The SED Organization
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Dept. of Mission
the Army - Provide Mission Critical Computer Resource
(MCCR) expertise to support MICOM
Army Materiel weapon systems over their life cycle.
Command - MICOM focal point for MCCR
- Acquisition and Technology
Missile
- Post Deployment Software Support
Command
- Interoperability Engineering and
Research, Development, Testing
and Engineering Center
Software Engineering
Directorate (SED)
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SED Characteristics
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• 600+ Government and contractor personnel.
• 155,000 sq. ft. facility with office, lab and high bay
featuring tactical hardware.
• 10 - 15 active software development or maintenance
projects (approximately 200 of the work force).
• Typical software development or maintenance project
size:
– Project Team: 3 - 25
– Build cycle: 3 - 18 months
– Maintained Source Lines of Code: 5 - 800 K
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SED Project Team Concept
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Director &
Deputy Dir.
Division
Chiefs
Project
Project
Leads
Team
CADM Engineering SQA
Staff
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SEI Capability Maturity
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Model Levels
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5. OPTIMIZING
4. MANAGED
3. DEFINED
Organization Process Focus (OPF)
Organization Process Definition (OPD)
Training Program (TP)
Integrated Software Management (ISM)
Software Product Engineering (SPE)
2. REPEATABLE Intergroup Coordination (IC)
Requirements Management (RM) Peer Reviews (PR)
Software Project Planning (SPP)
Software Project Tracking & Oversight (SPTO)
Software Subcontract Management (SSM)
Software Quality Assurance (SQA)
Software Configuration Management (SCM)
1. INITIAL
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Process Improvement
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Director &
Deputy Dir. QMB
Division
Chiefs SEPG TAC MWG
Project
Teams
Resources:
SEPG = 2 full-time, 4 part-time members (4 MYs)
TAC = 5 part-time members (1.75 MYs)
MWG = 6 part-time members (1.5 MYs)
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SED Process Improvement
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Effort Timeline
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Strategic Processes and
Process Level 2 Procedures
Action Plan
Improvement Processes & Restructured
SED/SEI Updated
Partnership Infrastructure Procedures for Level 3
Established Established Documented
1991 1992 1993 1994 1995 1996 1997
L1 Organizational L2 L3
Newsletter Organizational Mentoring
Established Training Process Established
Developed
Strategic Organizational
Vision Metrics
Statement Action Plan Software Product
Developed Developed Engineering Collection
Group Formed Enhanced
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SED’s Major Challenges for
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1. Process documentation
2. Project diversity
3. Organizational acceptance
4. Project specific tailoring
5. Organization standard metrics
6. Formal training program
7. Rapid institutionalization of the process
8. Maintaining focus
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Challenge #1 and
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• CHALLENGE: Documenting the processes and
procedures for the Level 3 Key Process Areas (KPAs).
• RESPONSES:
– Build on the Level 2 processes and procedures
previously implemented.
– Develop a combined KPA documentation strategy.
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Organizational Process
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Policies Policies
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V Process Procedures V
E Process (SEPH) & Standards
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(SPDO) (PASH)
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Organizational Standard Software Process
2 3
Procedures
Projects’ Defined
(PH Software Process
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Consolidating Level 2 & 3
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Training SEPG
SED Engineering Process Operations
Program
Handbook (SEPH) Handbook Handbook
Software Organizational
Configuration Project Software Training
Quality Process
Management Management Engineering
Assurance Improvement
•SCM • SPP • SPE • TP
• SQA • OPF
• SPTO • PR • OPD
• RM
• IC
• ISM
Software Process Definition
Overview (SPDO)
Level 2 KPAs: SCM, SQA, SPP, SPTO, RM
Level 3 KPAs: IC, ISM, SPE, PR, TP, OPF, OPD
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Challenge #2 and
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• CHALLENGE: Developing an organizational standard
software process that accommodates a wide range of
project sizes and types.
• RESPONSES:
– Establish a high level process flow based on the
common activities of all projects.
– Provide tailoring guidelines.
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SED Software
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CUSTOMER PROJECT LEAD PROJECT TEAM MANAGEMENT
Analyze Kickoff
Initiate Request Request
PM-1 PM-2 Meeting PM-3
Generate Define
Offer Technical
PM-4 Approach ENG-1
Review Offer
Deliver PM-5
Review and
Concur PM-7 Offer
PM-6
Coordinate
Writing of Plans Write Plans
PM-8 ENG-2
Review and
Approve Plans
PM-9
Review Monitor and Execute the
PM-12 Control Plan ENG-3
PM-10
Review and
Assess
Accept Project Close Progress PM-11
Product Out and Write
PM-13 Report PM-14
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Challenge #3 and
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• CHALLENGE: Organizational acceptance of the
standard software process and procedures.
• RESPONSES:
– Charter key practitioners to define the software
product engineering processes and procedures.
– Allow all Project Leads to review and provide
feedback on the processes and procedures prior to
their implementation.
– Division Chiefs deliver the training for the
organizational process.
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• CHALLENGE: Generating the project’s defined
software processes from the organization’s standard
software process.
• RESPONSES:
– Projects “redline” the standard process to develop a
project specific defined software process in
accordance with the tailoring guidelines.
– SEPG mentors provide support and guidance during
the “redlining” activity.
– All affected groups concur with the project’s tailored
process.
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Challenge #5
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• CHALLENGE: Implementing standard metrics for all
projects.
• RESPONSES:
– Establish the Metrics Working Group (MWG) to
establish and implement organizational metrics
collection.
– Solicit input from Project Leads.
– Provide projects’ standardized effort, size, schedule
and defects data to the MWG bi-weekly.
– Provide monthly project metrics reports to the
Project Leads and annual organizational metrics
reports to the QMB.
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• CHALLENGE: Establishing a formal training program
for the organization.
• RESPONSES:
– Develop organizational training plans, processes
and procedures through dedicated resources such
as the Training Advisory Council.
– Develop project specific training plans consistent
with the organizational goals.
– Establish the training database to track the training
activities and generate training reports.
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Challenge #7 and
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• CHALLENGE: Rapid institutionalization of the
organization’s standard software process.
• RESPONSES:
– Provide mentors to each project to increase process
implementation effectiveness.
– Intensify the training of the process and procedures.
– Include active participation in improvement efforts in
employee’s performance evaluations.
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Challenge #8 and
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• CHALLENGE: Keeping the organization focused on
the process improvement objectives.
• RESPONSES:
– Maintain consistent emphasis by the senior
managers.
– Conduct regular QMB meetings with status reports
from the SEPG, TAC and MWG.
– Conduct SQA audits of process implementation and
the report results to the QMB.
– Keep everyone informed through the organizational
newsletter.
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Summary
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• Keys to Success
– Management involvement
– Thorough planning
– Practitioner’s participation
– Process training
– Communication and mentoring
• Next Steps for the SED
– Continue to refine our process and procedures.
– Enhance process automation tools.
– Build on the foundation established and move
toward a Level 4 capability.
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