SSC San Diego SEM Training Plan - DOC

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					                                                                  SEM Training Plan
                                                                    PL-OT-01 v1.2
                                                                          06/09/05




SPACE & NAVAL WARFARE SYSTEMS CENTER SAN DIEGO

  SYSTEMS/SOFTWARE ENGINEERING MANAGEMENT
                TRAINING PLAN

                         PL-OT-01 V1.2

                          JUNE 9, 2005




           Systems Engineering Process Office, Code 20203
         Space and Naval Warfare Systems Center, San Diego
                         53560 Hull Street
                     San Diego CA 92152-5001

         Approved for public release; distribution is unlimited
                                                                                      SEM Training Plan
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                              RECORD OF CHANGES
                                                    *A - ADDED M - MODIFIED D - DELETED
                     NUMBER OF          *A                                                   CHANGE
VERSION
          DATE       FIGURE, TABLE OR   M    TITLE OR BRIEF DESCRIPTION                      REQUEST
NUMBER
                     PARAGRAPH           D                                                   NUMBER
  V1.0    4/27/04    All                A     Transitioned SWE Training Plan PL-TP-01        OT-0006
                                              v2.7 from CMM to CMMI/PMBOK and
                                        M     best practices. Deleted SPI Agent and
                                        D     Instructor training databases. Updated plans
                                              and schedules for CY2004. Added Project
                                              SPI Lead category to personnel roles.
                                              Updated formatting. Included emerging
                                              requirements from the Strategic Planning
                                              Meeting of 4/09/04


  V1.1    04/15/05                      M     Update for CY 2005, link additional SEPO  OT-0042
                                              training requirements from PR-OPD-14, and
                                              document PMCC waiver criteria.            TP-0003
                                                                                        WR-112
  V1.2    06/09/05   TOC                D     Remove book mark error from TOC                OT-0046




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                                                         TABLE OF CONTENTS
Section                                                                                                                                                   Page

SECTION 1. SCOPE ................................................................................................................................... 1
   1.1        Purpose.......................................................................................................................................... 1
   1.2        Engineering Management Personnel Categories .......................................................................... 1
SECTION 2. REFERENCES....................................................................................................................... 3

SECTION 3. PLANNING & TRAINING RESPONSIBILITIES ............................................................... 4
   3.1        Management Ownership ............................................................................................................... 4
   3.2        Authorship and Revision Ownership ............................................................................................ 4
   3.3        Stakeholder Ownership ................................................................................................................. 4
SECTION 4. TRAINING OBJECTIVES .................................................................................................... 6
   4.1     Organizational Goals Supported ................................................................................................... 6
   4.2     Abilities of Engineering And Management Personnel.................................................................. 6
      4.2.1     Executive Board .................................................................................................................... 6
      4.2.2     Senior Manager ..................................................................................................................... 6
      4.2.3     Project Manager .................................................................................................................... 6
      4.2.4     Task Leader and Functional Manager ................................................................................... 7
      4.2.5     Practitioner ............................................................................................................................ 7
      4.2.6     Technical Specialist .............................................................................................................. 7
      4.2.7     SPI Agent .............................................................................................................................. 7
      4.2.8     Project SPI Lead.................................................................................................................... 8
      4.2.9     Instructor ............................................................................................................................... 8
   4.3     Transitioning Training to Best Practices ....................................................................................... 9
SECTION 5. SYSTEMS/SOFTWARE ENGINEERING MANAGEMENT CURRICULUM ................ 10
   5.1        Course Descriptions .................................................................................................................... 10
   5.2        Course Requirements by Job Category ....................................................................................... 24
SECTION 6. CY2004 TRAINING NEEDS ANALYSIS AND SCHEDULE .......................................... 25
   6.1        Priorities ...................................................................................................................................... 25
   6.2        Training Schedule ....................................................................................................................... 26
SECTION 7. CY2005 TRAINING RESOURCE REQUIREMENTS ...................................................... 28
   7.1        Staff Effort .................................................................................................................................. 28
   7.2        Tools and Materials..................................................................................................................... 29
   7.3        Facilities ...................................................................................................................................... 30
APPENDIX A. SPI AGENT TRAINING PLAN ........................................................................................ 1
   A.1        Training Staff ................................................................................................................................ 1
   A.2        Skills Needed ................................................................................................................................ 1
   A.3        Training Requirements.................................................................................................................. 1
   A.4        Training Records ........................................................................................................................... 2
   A.5        SPI Agent Designation .................................................................................................................. 2
APPENDIX B. INSTRUCTOR TRAINING PLAN ................................................................................... 1


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   B.1        Skills Needed ................................................................................................................................ 1
   B.2        Training Requirements.................................................................................................................. 1
   B.3        Training Records ........................................................................................................................... 1

                                                             LIST OF TABLES
Table                                                                                                                                                 Page
Table 5-1. Project Management Core Course ............................................................................................ 10
Table 5-2. Process Improvement for Everyone Workshop ........................................................................ 11
Table 5-3. Project Management Guide - Executive Overview .................................................................. 12
Table 5-4. Peer Review Workshop ............................................................................................................ 13
Table 5-5. Guidelines for Successful Teams Workshop ............................................................................ 14
Table 5-6. Requirements Management and Definition Workshop ............................................................ 15
Table 5-7. Estimation Workshop ............................................................................................................... 15
Table 5-8. Basic Earned Value Tracking Workshop ................................................................................. 16
Table 5-9. Project Data Form Workshop ................................................................................................... 17
Table 5-10. Statistical Process Control Basics Workshop ......................................................................... 18
Table 5-11. Proposal Preparation Workshop ............................................................................................. 19
Table 5-12. Orientation to the Capability Maturity Model Integration...................................................... 19
Table 5-13. Standard CMMI Appraisal Method for Process Improvement V1.1 Training ....................... 20
Table 5-14. Standard CMMI Appraisal Method for Process Improvement Overview .............................. 20
Table 5-15. Train the Trainer ..................................................................................................................... 21
Table 5-16. High-Maturity Processes ........................................................................................................ 21
Table 5-17. SSC San Diego Contracting For Project Managers Workshop .............................................. 22
Table 5-18. SSC San Diego Finanacial Management For Project Managers Workshop ........................... 23
Table 5-19. Courses by Job Category ........................................................................................................ 24
Table 6-1. CY2005 Training Analysis ....................................................................................................... 25




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                                          SECTION 1. SCOPE

Engineering and project management training for systems and software engineering projects is intended
to develop the skills and knowledge of individuals to expand the core expertise of Space and Naval
Warfare (SPAWAR) Systems Center (SSC) San Diego to develop, implement, and support integrated
information systems; and to develop the professional excellence of employees to perform their roles more
effectively and efficiently.
While training is an organizational responsibility, the individual projects are responsible for identifying
their needed skills and providing the necessary training when the project's needs are unique.

1.1        PURPOSE
The purpose of this Systems/Software Engineering Management (SEM) Training Plan is to document
decisions and to gain consensus on the direction of the Type II (Systems Engineering Process Office
(SEPO)-provided) training needed to meet the SSC San Diego training objectives. This document
supercedes the SSC San Diego SEM Training Plan PL-OT-01 v1.0 and covers training for Calendar Year
2005 (CY2005).

1.2        ENGINEERING MANAGEMENT PERSONNEL CATEGORIES
This training plan applies to all SSC San Diego systems and software engineering projects and service
activities, and to the following categories of SSC San Diego personnel:
      a. Executive Board - The Commanding Officer, Executive Director, and Department Heads.
      b. Senior Manager - Department Head, Division Head, or Branch Head (Line Management)
         responsible for systems, software or service projects. This category also may include sponsors
         from Systems Commands and other customer organizations.
      c. Project Manager - According to the SSC San Diego Project Management Guide (PMG),
         reference (a), the project manager is the Center employee responsible for leading and planning
         the project, resource management, timely execution, risk management, and overall control of
         project quality and execution. This includes: directing the project's resources; planning project
         activities; developing the project plan; and ensuring that the project is completed on time, within
         budget, and with acceptable quality. The project manager also is responsible for product and
         service delivery, and if applicable, post-delivery support or disposal. The project manager is
         delegated authority from senior management to make the required decisions and to deliver
         products of high quality using the organization's approved processes.
      d. Task Leader - The front-line supervisor of a systems or software engineer project or service
         activity, or product developer, who manages a group of practitioners. The task leader is an
         experienced practitioner and is assigned responsibility to plan and direct the work of subordinates
         in all phases of a project's life cycle, following standard processes developed for use on the
         project. The task leader takes direction from a project manager.
      e. Functional Manager - The front-line supervisor (as defined above in Task Leader) of functional
         contributors who may be part of the project team, such as QA or CM.
      f.    Practitioner - The engineer, analyst, developer, programmer, or functional contributor working
            as an individual contributor on any phase of a project's life cycle. The practitioner is primarily
            responsible for developing the work products or providing the service associated with the project
            and takes direction from a task leader, functional manager or project manager.


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g. Technical Specialist – Technical support staff member of a project's support group such as CM
   or QA. The technical specialist's activity may be directed by the project manager on a small
   project, or by a task leader or functional manager on larger projects.
h. SPI Agent - An assigned Department Systems/Software Process Improvement (SPI) Agent, or
   member of SEPO.
i.   Project SPI Lead – An assigned project member responsible for leading process improvement
     activities for the project. Interfaces with and is guided by the Department SPI Agent.
j.   Instructor - An individual responsible for the preparation and/or presentation of training
     materials.




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                                SECTION 2. REFERENCES

The following documents provide guidance for SSC San Diego Training:
   a. SSC San Diego Project Management Guide, PR-OPD-29, SSC San Diego.
   b. SSC San Diego Strategic Plan, TD-3000, March 1997. Identifies Core Values and Core
      Competencies.
   c. SSC San Diego Training Program Process, PR-TP-03, SSC San Diego. Defines overall training
      program process and three types of SSC San Diego training, of which Type II is SEPO‟s
      responsibility covered by this Plan.
   d. SSC San Diego Balanced ScoreCard, SSC San Diego.
   e. Training Material Reproduction Process, PR-OPD-34, SSC San Diego. Describes the required
      documentation and chain of events that are necessary to successfully obtain timely printing
      support, while also ensuring accurate accounting for the cost and resources necessary to support
      these print services.
   f.   Draft Project Management Policy, SSC San Diego Instruction 5234.1A, SSC San Diego.
        Identifies SSC San Diego Project Management Goals.
   g. Capability Maturity Model Integration (CMMI) Version 1.1 for Systems Engineering, Software
      Engineering, Integrated Product and Process Development, and Supplier Sourcing, CMU/SEI-
      2002-TR-012, Software Engineering Institute ( SEI), March 2002. Identifies the Organizational
      Training as a Process Area for Maturity Level 3.
   h. Draft Systems/Software Engineering Management (SEM) Policy, PR-OPD-09, SSC San Diego.
      Identifies additional guidelines for managing systems and software engineering projects, beyond
      those listed in the PM Policy.
   i.   A Guide to the Project Management Body of Knowledge, PMBOK Guide, 2000 Edition.
        Identifies core competencies or knowledge areas for senior and project managers and their
        professional development programs.
   j.   SEPO / SPI Agent / SPI Lead Job Description, DC-OPF-11, SSC San Diego
   k. New SEPO People Information, PR-OPD-14, SSC San Diego
   l.   Standard for Information Technology - Software Life Cycle Processes, Institute of Electrical and
        Electronic Engineers (IEEE) / Electronic Industries Association (EIA) 12207, March 1998.
        Defines training as an organizational life cycle process; requires that "a training plan … be
        developed and documented." (paragraph 7.4.1.1)
   m. System Engineering – System Life Cycle Processes, International Organization for
      Standardization (ISO) /International Electrotechnical Commission (IEC) 15288, November 2002.
   n. Processes For Engineering A System, EIA Standard 632, January 1999.
   o. SEPO Training Program Process, PR-TP-02, SSC San Diego. Contains guidelines and steps for
      conducting training. Includes Course Development and Acquisition Procedure, Student Selection
      and Enrollment Procedures, Course Delivery Standards, and Training Evaluation and Tracking
      Procedures.




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             SECTION 3. PLANNING & TRAINING RESPONSIBILITIES

3.1      MANAGEMENT OWNERSHIP
The Executive Board shall perform the following functions:
       a. Establish systems and software engineering, and project management goals that support the SSC
          San Diego Strategic Plan, reference (b).
       b. Establish policies regarding training of SSC San Diego Core Competencies.
       c. Review and approve this SEM Training Plan to ensure it is consistent with the SSC San Diego
          strategic/business plans and core competency goals and training policies.
       d. Track the progress of SSC San Diego systems and software engineering, and project management
          training.

3.2      AUTHORSHIP AND REVISION OWNERSHIP
SEPO shall perform the following functions:
       a. Prepare and maintain the SEM Training Plan for Type II training
       b. Maintain this plan in the SSC San Diego Process Asset Library (PAL)
       c. Report the progress of SSC San Diego training to Center senior management
       d. Update this plan annually based on updated training requirements.

3.3      STAKEHOLDER OWNERSHIP
SSC San Diego managers at the Department, Division, and Branch shall perform the following functions:
       a. Identify training requirements* for the members of their staff (Course Descriptions in Section 5.1
          and Course Requirements by Job Category in Section 5.2 are provided as guidance).
       b. Ensure that training requirements* are identified and necessary training is provided for projects
          within their organization. If needed, develop a department training plan (see guidance in the SSC
          San Diego Training Program Process, reference (c)).
       c. Review training activities on a periodic basis for adequacy, appropriateness, and timeliness.
The SSC San Diego Training Office shall perform the following functions:
        a. Conduct a periodic command training needs analysis
        b. Provide facilities, scheduling, announcements, and record keeping of selected SEPO and SSC San
           Diego training courses.
        c. Use the Training Material Reproduction Process, reference (e), to requisition training material
           reproduction services, procure binders or other material used by Document Automation and

 *
     Once these requirements are identified and documented in the Department Process Improvement Plan, they are
     summarized by the SPI Agents and sent to SEPO for inclusion in this plan.




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         Production Services (DAPS) to assemble print materials, report costs and reconcile credit card
         and other accounts.
Project Managers shall perform the following functions:
    a. Identify training requirements for the members of their projects (Course Descriptions in Section
       5.1 and Course Requirements by Job Category in Section 5.2 are provided as guidance).
    b. Develop a project-training plan (see guidance in reference (c)).
    c. Review successfully completed training during performance reviews and for consideration in
       assignment of staff members.
    d. Maintain records of training completed by project members.
SPI Agents shall perform the following functions:
    a.    Summarize and consolidate training needs from individual department projects and plan for its
          accomplishment through individual Department Process Improvement Plans.
    b.    Support project management training through attending the SPI Agent Caucus in the Project
          Management Core Course training, and helping project managers to plan and implement best
          practices on their projects, and reporting the satisfactory implementation of reference (a).
SEPO shall perform the following functions:
    a. Provide guidance to SSC San Diego project managers in preparation of project training plans with
       regard to engineering training requirements.
    b. For in-house systems and software engineering process courses, designate instructors to develop
       and conduct training based on command training requirements as documented in this plan.
    c. Prepares initial requisition for training material reproduction services, and receives and accepts
       completed products, in accordance with reference (e).
    d. Locate sources of training for systems and software engineering and management skills identified
       in this plan.
    e. Collect and review feedback from training courses.
    f.   Maintain records of training provided by SEPO.




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                          SECTION 4. TRAINING OBJECTIVES

4.1     ORGANIZATIONAL GOALS SUPPORTED

Systems and software engineering and project management training at SSC San Diego is designed to meet
objectives which are derived from SSC San Diego's Balanced ScoreCard (BSC) measures (L1:Ensure A
Workforce With Critical Skills, L5: Promote A Culture of Teaming, and I7: Standardize Technical Work
Processes), reference (d), desired personnel abilities, training priorities, Project Management Policy,
reference (f), the Organizational Training Process Area listed in the Capability Maturity Model
Integration (CMMI), reference (f) and Systems/Software Engineering Management Policy, reference (h).
The objectives are listed below:
      a. Create a core group of SSC San Diego systems and software engineers and project managers with
         strong engineering management skills.
      b. Create a SSC San Diego workforce with a general understanding and appreciation for disciplined
         management and engineering best practices.
      c. Support the establishment of a culture of disciplined and improving systems and software
         engineering and project management practices.

4.2     ABILITIES OF ENGINEERING AND MANAGEMENT PERSONNEL
The categories of SSC San Diego personnel require the abilities listed in the sections that follow.
4.2.1     Executive Board
The abilities required of the Executive Board are listed below:
      a. Establish, promulgate, and monitor and control the objectives derived from reference (d).
      b. Establish and enforce policy and infrastructure for the SSC San Diego systems and software
         process improvement program.
      c. Understand the concepts covered in best practices (e.g. reference (d) and A Guide to the Project
         Management Body Of Knowledge, reference (i)) and process improvement.
4.2.2     Senior Manager
The abilities required of a senior manager are listed below:
      a. Support, promulgate, monitor and control the objectives derived from reference (d).
      b. Monitor and control various types of projects throughout SSC San Diego.
      c. Establish, implement, and track systems and software process improvement initiatives.
      d. Understand the concepts covered in best practices and process improvement.
4.2.3     Project Manager
The abilities required of a project manager are listed below:
      a. Support, promulgate, monitor and control the objectives derived from reference (d).
      b. Plan and manage various types of projects throughout SSC San Diego.
      c. Understand the phases and components of the systems, software and/or project life cycles.



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    d. Clarify and control the project technical needs, budget and schedule constraints, standards and
       guidelines, and customer expectation and desires.
    e. Plan for, estimate, monitor and control project activities and risks.
    f.   Manage the quality and configuration of product deliverables and documentation.
    g. Support the definition, documentation, and improvement of project planning and engineering
       processes.
    h. Understand the uses of best practices and process improvement.
    i.   Foster cooperation and teamwork among team members, customers, contractors, and senior
         management.
    j.   Guide the project team in implementing appropriate technologies and improvements.
4.2.4    Task Leader and Functional Manager
The abilities required of a task leader or functional manager are listed below:
    a. Understand the phases and components of the systems, software and/or project life cycles.
    b. Direct the work of engineering teams, functional areas or support staff engaged in project
       activities.
    c. Understand the uses of best practices and process improvement.
    d. Lead and oversee adherence to project processes, standards, and improvement activities.
    e. Ensure accuracy and quality of process, project, and product measurement data.
4.2.5    Practitioner
The abilities required of a practitioner are listed below:
    a. Understand the phases and components of the systems, software and/or project life cycles.
    b. Understand the specific architecture, application, and requirements of the project.
    c. Understand the uses of best practices and process improvement.
    d. Understand the need for objectivity and diligence in reporting measurement information.
    e. Implement relevant, approved planning and engineering processes and improvement activities.
4.2.6    Technical Specialist
The abilities required of a technical specialist are listed below:
    a. Understand the phases and components of the systems, software and/or project life cycles.
    b. Understand the specific architecture, application, and requirements of the project.
    c. Understand the uses of best practices and process improvement.
    d. Understand the need for objectivity and diligence in reporting measurement information.
    e. Implement relevant, approved planning and engineering processes and improvement activities.
4.2.7    SPI Agent
The abilities required of a SPI Agent to fulfill its required duties as identified in the SEPO / SPI Agent /
SPI Lead Job Description reference (j), are listed below:



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    a. Describe why best practice use and implementation, and process improvement are good business
       decisions for SSC San Diego.
    b. Define the SSC San Diego infrastructure and approach to process improvement and
       implementation of best practices.
    c. Champion and facilitate best practices and process definition implementation and improvement.
    d. Build and document a process, and tailor an organizational process.
    e. Describe the structure of reference (g) and process improvement.
    f.   Describe the knowledge areas and key best practices (e.g. reference (i)).
    g. Perform appraisals of projects against key SSC San Diego and process requirements.
    h. Develop process improvement plans for an SSC San Diego organization.
    i.   Facilitate monitoring, controlling and reporting of best practices and process improvement status
         at the Department level.
4.2.8    Project SPI Lead
The abilities required of a Project SPI Lead to fulfill its required duties as identified in its job description
reference (j), are listed below:
    a. Describe why best practice use and implementation, and process improvement is a good business
       decision for SSC San Diego.
    b. Define the project infrastructure and approach to process improvement and implementation of
       best practices.
    c. Facilitate best practices and process definition implementation and improvement at the project
       level.
    d. Describe the structure of the CMMI, reference (g), and process improvement.
    e. Describe the knowledge areas and key best practices (e.g. reference (i)).
    f.   Assist the Department SPI Agent in preparing for appraisals of projects against key center and
         process requirements.
    g. Develop process improvement plans for the project.
    h. Facilitate monitoring, controlling and reporting of best practices and process improvement status
       at the project level.
4.2.9    Instructor
The abilities required of an instructor are listed below:
    a. Understand the roles and responsibilities of various project and engineering personnel.
    b. Understand the structure and uses of reference (g) and process improvement.
    c. Describe the knowledge areas and key best practices (e.g. reference i)).
    d. Demonstrate skills and knowledge to perform training activities.
    e. Prepare and present training courses on systems and software engineering and project
       management topics.




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4.3   TRANSITIONING TRAINING TO BEST PRACTICES
For CY2005, SEPO and SSC San Diego will continue modifying their engineering and management
curricula from Capability Maturity Model (CMM)-based courseware to those oriented in engineering and
management best practices. For example, general orientation training for CMMI, the Project
Management Guide (PMG) and other best practices used within the process improvement infrastructure
and SEPO, is planned and will be executed within Systems / Software Engineering Management curricula
over the next year as discussed in Section 5.




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  SECTION 5. SYSTEMS/SOFTWARE ENGINEERING MANAGEMENT
                       CURRICULUM

5.1   COURSE DESCRIPTIONS
The following tables describe the Type II (SEPO-provided) courses currently available or in development
for SSC San Diego personnel. Tables 5-17 and 5-18 show related courses (Contracting and Financial
Management) presented with the PMCC, but are not owned or controlled by SEPO. They are listed here
for completeness.
                      TABLE 5-1. PROJECT MANAGEMENT CORE COURSE
Purpose         To provide an overview of the fundamental and key project management concepts to
                enable current and future project managers to execute various projects at SSC San Diego.
                This class provides contact and awareness of the SSC San Diego Project Management
                Guide and uses case studies to enhance learning.
Objectives      1. Introduce the knowledge needed by project managers to perform the listed activities:
                      Initiate proposals and establish projects
                      Plan and manage projects
                      Select the best of alternative courses of action
                      Measure progress
                      Understand the importance of standards
                      Promote sound engineering planning, principles, and best practices
                      Manage and deliver quality products and services on time and within budget
                      Formalize acceptance of the project or phase and bring it to an orderly end.
                2. Enhance project management skills in key areas such as project initiation, planning,
                    estimating, process definition, technical peer reviews and managing subcontractors
                    and vendors.
                3. Provide a forum for interchange among projects.
Attendees       Primarily Project Managers. (Secondarily Functional Managers, SPI Agents, SPI Leads,
                and soon-to-be Project Managers)
Prerequisites    Completion of HPO seminar
                 Experience in managing tasks or projects at SSC San Diego
Topics          Business Case for Best Practices                     Configuration Management
                Proposal Preparation                                 Reviews & Meetings
                Requirements and Standards                           Staffing and Contracting
                Project Planning                                     Implementation and Evaluation
                Project Estimation                                   Cultivating Teamwork
                Process Definition                                   Project Monitoring & Control
                Tailoring                                            Project Closeout
                Risk Management                                      Implementing the PMG
                Project Quality                                      Guest Speakers: PMC reps, etc.

Length          24 hours
Handouts        PM Core viewgraphs and exercises (approx. 350 pages)



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                Various engineering and management processes
                SSC San Diego Project Management Guide (40 pages)
                PM and SEM Policies (7 pages)
                Draft Project Health and Troubleshooting Handbook (48 pages)
Taught by       SEPO
Waivers         This class may be waived (considered an equivalency) through completing one of the
                two methods presented below:
                Either:
                 Satisfactory completion of Software Project Management Class, dated October 11,
                   2001 or later
                 Completion of Project Management Guide – Executive Overview
                 Bona fide (via internal or external appraisal) CMM/CMMI Level 3 Project Manager
                   for at least six months
                Or:
                 100 % implementation of the PMG as per Appendix A for Tier 1 project

                Once objectively verified by the appropriate Dept SPI Agent, SEPO will be notified and
                training records will be updated with the following designation: PMCC-W.
Registration    See SSC San Diego Training website. Department PMC representatives provide primary
                and back-up student lists (along with current WBS / NWA numbers on Short Form 1556)
                to, and coordinate them with, SSC San Diego Training Office 3-4 weeks prior to each
                scheduled PMCC.




               TABLE 5-2. PROCESS IMPROVEMENT FOR EVERYONE WORKSHOP
Purpose         This workshop presents the fundamentals of best practices and the fostering of
                continuous improvement of engineering and project management practices at the Center.
                It covers the Center‟s approach for adopting best practices and improving its processes.
                This will be accomplished by discussing the rationale for the development and use of
                engineering and management processes. The importance and application of
                measurement in tracking project progress and process improvement at various
                management levels also will be emphasized.
                Note: This workshop replaces the previous Software Management for Everyone (SME)
                workshop
Objectives      1. Clarify the business case for using best practices and its return on investment
                2. Identify the Center‟s approach to implementing best practices
                3. Describe how to implement best practices on a project
                4. Describe the structure and purpose of the Capability Maturity Model Integration
                   (CMMI)
                5. Describe some areas in which to begin implementing best practices and how to track
                   progress implementing best practices




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Attendees        Senior Managers, Project Managers, Task Leaders, Practitioners, Technical Specialists,
                 SPI Agents, Project SPI Leads. SSC San Diego contractors are also welcome.
Prerequisite     Knowledge of the systems / software life cycle and a desire to start process improvement
                 and best practice implementation within their own groups
Topics           Understanding the Business Case for Best Practices. Return on investment data,
                     references to success stories, and a business case for why project resources should be
                     expended on process improvement activities.
                 Implementing Best Practices at SSC San Diego. SSC San Diego‟s Project
                     Management Policy (Draft) and the Systems/Software Engineering Management
                     Policy (Draft) set the stage for process improvement within the organization and all
                     Departments. The details of each are covered in this section.
                 Describing the CMMI. The structure, format, and content of the CMMI; one of two best
                     practices chosen by SSC San Diego to guide improvement activities.
                 Where to start? Some Recommended Best Practices for Your Project. This section
                     describes some high-return, low-effort best practices, project staff can start
                     implementing immediately to save time and reduce propagation of defects in
                     products. Methods for tracking best practice implementation and process
                     improvement status of SSC San Diego projects are also addressed.
Length           6-8 hours
Handouts         Course Materials: (approx. 125 pages)
                      Course Slides
                      Project Management Guide
                      Project Management Policy
                      Process Improvement Initiatives At SSC San Diego
Taught by        SEPO
Waivers          Attendance at previous SME courses
Registration     SEPO Training website on SEPO PAL, http://sepo.spawar.navy.mil/




               TABLE 5-3. PROJECT MANAGEMENT GUIDE - EXECUTIVE OVERVIEW
Purpose          The purpose of this course is to introduce managers, supervisors, and New Professionals
                 (NPs) to the contents of the SSC San Diego Project Management Guide (PMG). This
                 introduction will enable managers and supervisors to successfully oversee the initiation
                 and execution of projects under their cognizance. The course will also be used to
                 introduce NPs to the project management best practices used at SSC San Diego and help
                 prepare them for future project management opportunities.
Objectives       1. To introduce, at a high-level, engineering and project management knowledge
                    needed by Project Managers and Supervisors to perform oversight of project
                    managers who are performing the activities listed below:
                     Initiate proposals and authorize projects
                     Plan and manage projects
                     Select the best of alternative courses of action
                     Measure progress



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                   Understand the importance of standards
                   Promote sound engineering and planning principles and best practices
                   Manage and deliver quality products and services on time and within budget
                   Formalize acceptance of the project or phase and bring it to an orderly end
               2. To introduce NPs to SSC San Diego‟s project management best practices
               3. To provide a forum for interchange among projects managers and supervisors
                   regarding the oversight of project managers.
Attendees      All current and future managers and supervisors who oversee the activities of project
               managers. The course also provides a good overview for NPs wishing to learn about the
               project management best practices that are employed at SSC San Diego.
Prerequisite   None
Topics         Business Case for Best Practices                 Configuration Management
               Proposal Preparation                             Reviews & Meetings
               Requirements and Standards                       Staffing and Contracting
               Project Planning                                 Implementation and Evaluation
               Project Estimation                               Cultivating Teamwork
               Process Definition                               Project Monitoring & Control
               Tailoring                                        Project Closeout
               Risk Management                                  Implementing the PMG
               Project Quality                                  Guest Speakers: PMC reps, etc.
Length         4 hours
Taught by      SEPO
Waivers        None
Registration   SEPO Training website on SEPO PAL, http://sepo.spawar.navy.mil/




                             TABLE 5-4. PEER REVIEW WORKSHOP
Purpose        To provide students with the skills necessary to improve product quality through a
               process of eliminating defects in deliverable and non-deliverable work products.
Objectives     Help all parties involved in the product development and maintenance process to
               eliminate defects and defect propagation from work and deliverable products.
Attendees      Project Managers, Task Leaders, Functional Managers, Technical Specialists,
               Practitioners, SPI Agents, Project SPI Leads
Prerequisite   None
Topics          How to conduct a productive peer review of any work product
                How to determine the description and severity of a defect
                How to collect data (metrics) for tracking one measure of product quality
Length         4-6 hours: Lectures, and one or two exercises
Taught by      SEPO
Waivers        Demonstrated proficiency, or attendance at equivalent training (e.g., SPM before 3/99),
               as approved by the SEPO Director or the individual‟s Project Manager
Registration   SEPO Training website on SEPO PAL, http://sepo.spawar.navy.mil/



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               TABLE 5-5. GUIDELINES FOR SUCCESSFUL TEAMS WORKSHOP
Purpose        To help individuals learn to work together efficiently and effectively as a team to
               accomplish a given task.
Objectives     Identify guidelines that will help teams in the areas listed below:
                    Achieve team success
                    Organize and operate effectively
                    Solve problems
                    Promote team member cooperation and communication
                    Enhance team member awareness and desire to improve teamwork.
Attendees      All categories listed in Section 4.2
Prerequisite   None
Topics          Why teams are needed, and why teamwork is important
                How to tell if a team is successful
                What is involved in forming a team
                How to organize and run a team
                How to hold effective team meetings
                What behaviors are necessary to promote teamwork
                How to make decisions and work through problems
Length         4 hours
Taught by      SEPO or outside vendor
Waivers        Attendance at equivalent training, as approved by the SEPO Director or Project Manager
Registration   SEPO Training website on SEPO PAL, http://sepo.spawar.navy.mil/




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          TABLE 5-6. REQUIREMENTS MANAGEMENT AND DEFINITION WORKSHOP
Purpose        To present the activities for managing the evolution of requirements.
Objectives      Provide an understanding of the critical nature of requirements
                   to the project
                Identify a process for requirements definition and management
                Explore the implementation and management of a requirements definition process
                Appreciate the benefits of standards as both functional and non-functional
                   requirements
Attendees      The course is intended for small, project-centric groups including all project managers
               and requirements stakeholders
Prerequisite   None
Topics          Requirements Management and Development Processes
                Key stakeholders and activities
                Deriving functional and non-functional requirements
                Requirements characteristics
                Requirements evolution
                Normalizing higher-level requirements
Length         1-hour presentation with time for student interaction and questions
Taught by      SEPO
Waivers        Attendance at equivalent training, as approved by the SEPO Director or Project Manager
Registration   By previous arrangement with SEPO: send email request to sepo@spawar.navy.mil


                             TABLE 5-7. ESTIMATION WORKSHOP
Purpose        The workshop is designed as a Just-in-Time (JIT) course to familiarize personnel
               involved in managing projects with how to develop more accurate cost, schedule, and
               resource estimates. The process will employ the industry-recognized Constructive Cost
               Model (COCOMO). COCOMO provides basic algorithms for estimating cost, resources,
               and schedule. In addition, COCOMO identifies high impact cost drivers that are project
               variables that can impact an estimate. Tailoring COCOMO to a project involves
               analyzing historical data from similar projects and modifying the basic algorithms to
               create a model of the project needing estimation. This course will demonstrate using the
               SSC San Diego Organization Measurement Repository (OMR) in creating project
               models, using those models with COCOMO tools to generate estimates, and interactively
               analyzing risk by varying project variables, the cost drivers.
Objectives     Provide project personnel involved in estimation with an understanding of a repeatable
               process that will produce low risk estimates for cost, resources, and schedule.
               Fundamentals addressed include those listed below:
                Learn basic algorithms to estimate effort and schedule
                Identify project-unique process variables and their impact on an estimate
                Learn how to analyze the SSC San Diego OMR to provide data points needed to
                   modify the basic algorithms
                Understand how to apply tools to facilitate the estimation process.
Attendees      The course is intended for small, project-centric groups


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Prerequisite   None
Topics          A basic estimation process
                Algorithms fundamental to estimation
                Methods for tailoring the algorithms to a project
                The use of a calibration tool to create a model of an engineering process
                The use of an estimation tool, based a project‟s model, to create estimates
                Evaluating project risk by varying project process variables
Length         1-hour presentation with time for student interaction and questions
Taught by      SEPO
Waivers        Attendance at equivalent training, as approved by the SEPO Director or Project Manager
Registration   By previous arrangement with SEPO: send email request to sepo@spawar.navy.mil


                 TABLE 5-8. BASIC EARNED VALUE TRACKING WORKSHOP
Purpose        The workshop is designed as a Just-in-Time (JIT) course to familiarize personnel
               involved in managing project tasking with the basic concepts of earned value
               management. Earned value is an "early warning" tool that is an enhancement over
               traditional management measures that focus on planned costs and actual costs. Earned
               value goes one step further to examine actual task accomplishments relative to the
               expenditures (planned and actual). The course utilizes basic tools that may be tailored
               from the SSC San Diego Process Asset Library to demonstrate by example a process for
               accomplishing earned value tracking on a project.
Objectives     Explain the key terminology and concepts of earned value and demonstrate by example
               how to facilitate earned value tracking. The student will understand and be able to track
               the following:
                Budgeted Cost of Work Scheduled (BCWS)
                Budgeted Cost of Work Performed (BCWP)
                Actual Cost of Work Performed (ACWP)
                Cost Variance (CV)
                Schedule Variance (SV)
                Cost Performance Index (CPI).
Attendees      The course is intended for small, project-centric groups
Prerequisite   None
Topics          Key earned value terminology
                An understanding of the value added to management of earned value tracking
                The SSC San Diego process assets that are available to help implement earned value
                    tracking
                A basic process for applying earned value tracking to the project
                A demonstration of earned value tracking using SSC San Diego process assets
Length         1-hour presentation with time for student interaction and questions
Taught by      SEPO
Waivers        Attendance at equivalent training, as approved by the SEPO Director or Project Manager
Registration   By previous arrangement with SEPO: send email request to sepo@spawar.navy.mil


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                        TABLE 5-9. PROJECT DATA FORM WORKSHOP
Purpose        The workshop is designed as a Just-in-Time (JIT) course to educate project personnel on
               data collection requirements. The Capability Maturity Model Integration (CMMI),
               Levels 3 and above, calls for the organization to collect and analyze project data to
               evolve toward a quantitative understanding of project processes. The data requested in
               the Project Data Form (PDF) are the inputs to the Organization Measurement Repository
               (OMR). The OMR provides the data for the analysis that will lead to constant process
               improvement in estimation accuracy, defect containment, cycle time reductions,
               customer satisfaction, and other issues critical to an organization‟s success. This
               workshop clarifies the PDF requirements to ensure accurate and timely submittal of the
               necessary data.
Objectives     Provide guidance on data submittal for the following items:
                Project identification and categorization
                Schedule, resource and cost profiles
                Documentation identification, size, and peer review methods
                Computer resource utilization
                Software size factors
                Requirements test coverage
                Defects
                Maintenance
                Customer satisfaction
                Project risks characteristics
                New technology adaptation
                Lessons learned and project tools.
Attendees      The course is intended for small, project-centric groups
Prerequisite   None
Topics          The importance of the data to constant process improvement
                The structure of the PDF
                Required PDF submittal frequency
                The data requirements and tailoring latitude for each section of the PDF
Length         1-hour presentation with time for student interaction and questions
Taught by      SEPO
Waivers        Attendance at equivalent training, as approved by the SEPO Director or PM.
Registration   By previous arrangement with SEPO: send email request to sepo@spawar.navy.mil




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               TABLE 5-10. STATISTICAL PROCESS CONTROL BASICS WORKSHOP
Purpose         The workshop is designed as a Just-in-Time (JIT) course to familiarize personnel
                involved in managing and tracking project product development with a basic knowledge
                of the terminology and application of Statistical Process Control (SPC). SPC is a tool
                that provides precise quantitative insights into processes that impact the development of
                product or service. SPC is best known in industry through the work of W. Edwards
                Deming on quality. Deming is quoted as saying, “A state of statistical control is not a
                natural state. It is instead an achievement, arrived at by elimination, one by one, by
                determined effort, of special causes of excessive variation”. The course utilizes basic
                SPC concepts to illustrate the terms, application, and impacts on product quality to help
                the student better understand Deming‟s observation.
Objectives      Fundamentals addressed include those listed below:
                 The inter-relationship of SPC and the higher levels of maturity as defined by the
                     Capability Maturity Model Integration (CMMI)
                 Understanding process variations in quantifiable terms
                 Establishing process baselines in quantifiable terms
                 Quantitative insight for process improvement
                 Validating quantitatively the effect of process changes
                 Decision making based on quantitative analysis rather than opinion.
Attendees       The course is intended for small, project-centric groups
Prerequisite    None
Topics           Key SPC terminology
                 How to establish „Natural‟ process baselines
                 Tools for setting „Targets‟ for process improvement
                 How to identify „Out of Control‟ events
                 Determine process stability (Magnitude of Variation)
                 Examples of applying the most commonly used charts
                      X Chart - individual sample measurement
                      MR Chart - moving range of variation between samples
                 A quantitative view of process and quality
                 How SPC facilitates higher levels of maturity of the CMMI
Length          1-hour presentation with time for student interaction and questions
Taught by       SEPO
Waivers         Attendance at equivalent training, as approved by the SEPO Director or Project Manager
Registration    By previous arrangement with SEPO: send email request to sepo@spawar.navy.mil




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                     TABLE 5-11. PROPOSAL PREPARATION WORKSHOP
Purpose        To present the process, templates and support mechanisms available to prepare proposals
               for new or follow-on work.
Objectives     To be developed
Attendees      To be determined
Prerequisite   To be determined
Topics         To be determined
Length         To be determined
Taught by      To be determined
Waivers        To be determined
Registration   To be determined


    TABLE 5-12. ORIENTATION TO THE CAPABILITY MATURITY MODEL INTEGRATION
Purpose        To introduce the Capability Maturity Model Integration (CMMI), the framework that
               organizations use to improve their capability to develop and maintain systems, software
               and products. This course introduces the fundamental concepts of CMMI, goals and
               practices of the process areas (PAs) and inter-relationships of the PAs. Discussion
               emphasizes understanding of the five maturity levels and their characteristic PAs.
Objectives     CMMI training helps prepare individuals to make valid judgments regarding an
               organization‟s implementation of the PAs. The course is helpful in identifying issues
               that should be addressed in performing process improvement and best practice
               implementation.
Attendees      SPI Agents, Project SPI Leads and Technical Specialists responsible for process
               improvement
Prerequisite   None
Topics          Scope and Model Structure
                Overview of CMMI PAs by Maturity Level
                   o Managed Level Process Areas
                   o Defined Level Process Areas
                   o Quantitatively Managed & Optimizing Level Process Areas
                Generic Goals & Practices & Exercise
                Center Transition to CMMI
                Quiz & Summary, References & Glossary
Length         8 hrs to 3 days
Taught by      SEPO (8 hr)
               SEI Transition Partner (e.g., Software Engineering Institute) (3 days)
Waivers        CMMI V1.1 Training from SEI Transition Partner
Registration   By previous arrangement with SEPO: send email request to sepo@spawar.navy.mil




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 TABLE 5-13. STANDARD CMMI APPRAISAL METHOD FOR PROCESS IMPROVEMENT V1.1
                                 TRAINING
Purpose        To provide in-depth training of team members responsible for conducting a Standard
               CMMI Appraisal Method for Process Improvement (SCAMPI).
Objectives     Provide team members with an understanding of the SCAMPI method, and the skills to
               be part of an appraisal team. Individuals are trained in a team environment.
Attendees      SPI Agents
Prerequisite   10 years of software acquisition, development, or management experience recommended.
               Introduction to CMMI (24 hours from an SEI Transition partner) required.
Topics          Key requirements and process documents
                Appraisal framework and method description overview
                Process relationships and other methods
                In-depth guided and independent case studies
Length         24 hours. Lectures and exercises
Taught by      SEI Transition Partner SCAMPI Lead Appraiser (e.g., ProcessVelocity, etc)
Waivers        Not allowed
Registration   By previous arrangement with SEPO: send email request to sepo@spawar.navy.mil


    TABLE 5-14. STANDARD CMMI APPRAISAL METHOD FOR PROCESS IMPROVEMENT
                                 OVERVIEW
Purpose        To provide a high-level orientation of a method for appraising projects implementing
               CMMI.
Objectives     Provide participants with an understanding of the SCAMPI methods, key artifacts
               required, process areas ratings and equivalencies.
Attendees      SPI Agents and Project Managers who will be undergoing a SCAMPI
Prerequisite   Project Manager or Department SPI Agent from a bona fide “focus” project who will be
               undergoing a SCAMPI.
               Orientation to the Capability Maturity Model Integration (CMMI)
Topics          Key requirements and process documents
                Estimating appraisal efforts and scope
                Appraisal framework and method description overview
                Determining and rating sufficiency of collected data
                Final work products
Length         8 hours
Taught by      SEPO
Waivers        SCAMPI A V1.1 (or later) Training from SEI Transition Partner
Registration   By previous arrangement with SEPO: send email request to sepo@spawar.navy.mil




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                                TABLE 5-15. TRAIN THE TRAINER
Purpose        To present training techniques and styles needed to instruct engineering and management
               courses at SSC San Diego.
Objectives     Expand presentation skills of the instructors.
Attendees      Individuals assigned or desiring to teach engineering and management courses
Prerequisite   PM Core (or Software Project Management (SPM)) course. Instruction experience
               desired, but not required.
Topics          History of SEPO courses and training program
                Presentation skills and format
                Individual research on topics
                Walkthrough of course planning and presentation
                Dry runs of presentations
                Course logistics
Length         8 hours
Taught by      SEPO
Waivers        Attendance at equivalent training and/or demonstrated skills at instruction as approved by
               the SEPO Training Director
Registration   By previous arrangement with SEPO: send email request to sepo@spawar.navy.mil


                          TABLE 5-16. HIGH-MATURITY PROCESSES
Purpose        To assist systems and software projects and the organization to progress to higher
               maturity processes as described by Maturity Levels 4 and 5 of the CMMI.
Objectives     To be developed. High-Maturity Processes (HMP) is expected to address multiple
               topic areas for multiple audiences, and may evolve into several separate courses.
Attendees      As determined for different topics: Senior Managers, Project Managers, Task Leaders,
               Practitioners, Technical Specialists, SPI Agents
Prerequisite   To be determined
Topics         To be determined from the requirements of Level 4 and 5 Process Areas of the CMMI.
Length         To be determined
Taught by      To be determined
Waivers        To be determined
Registration   To be determined




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    TABLE 5-17. SSC SAN DIEGO CONTRACTING FOR PROJECT MANAGERS WORKSHOP
Purpose        This workshop provides the project manager with the fundamentals needed to manage
               the procurement and contracting tasks on a project.
Objectives       Identify the fundamental rules and regulations that govern procurement and
                    contracting
                 Gain an understanding of the procurement and contracting process
                 Learn where to go to get help regarding procurement and contracting questions
Attendees      Center employees, as project managers or others who are involved in the procurement
               and contracting aspects of a project.
Prerequisite   None
Topics          Procurement Overview
                Purchase Card Program
                Simplified Acquisition
                SSC Markets
                ERP (as related to procurement)
                Small Business
                Procurement Integrity
                Contracts Policy
                CPARS/e-Commerce Central
                Technical Assistance Office (TAO)
                Role of the Contracting Officer‟s Representative (COR)
                Business Solution Provider
Length         4 hours
Taught by      SSC San Diego Contracting organization
Waivers        None
Registration   See SSC San Diego Training website




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   TABLE 5-18. SSC SAN DIEGO FINANACIAL MANAGEMENT FOR PROJECT MANAGERS
                                   WORKSHOP
Purpose        This workshop provides the project manager with the fundamentals needed to manage
               the financial aspects a project.
Objectives       Identify the fundamental laws and regulations that govern the use and management
                   of government funds
                 Describe the types of funds received by the Center
                 Learn how the Center sets rates
                 Learn where to go to get help regarding financial management questions
Attendees      SSC San Diego project managers and others who are involved in the financial aspects of
               a project.
Prerequisite   None
Topics            Describe how Navy Working Capital Fund works
                  Learn how to plan and set up projects
                  Describe the funding process
                  Identify acceptance requirements
                  Identify types of funding documents
                  Describe the types of funding appropriations
                  Learn about carryover requirements and process
                  Describe the A-11 budget process
                  Learn about rates (direct, overhead)
                  Describe the Tri-annual review process
Length         4 hours
Taught by      Various SSC San Diego Resource Managers
Waivers        None
Registration   See SSC San Diego Training website




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5.2    COURSE REQUIREMENTS BY JOB CATEGORY

Required and optional courses by job category are shown in Table 5-19. Additional training requirements
for SPI Agents appear in Appendix A and in Appendix B for Instructors. New SEPO members (listed as
SPI Agents) are also required to complete additional training, as part of their in processing orientation, as
outlined in New SEPO People Information, reference (j).
                                     TABLE 5-19. COURSES BY JOB CATEGORY




                                                                                          Project Manager
                                                  Job




                                                                            Sr. Manager



                                                                                                            Task Leader /



                                                                                                                            Practitioners#
                                                             Exec. Board




                                                                                                                                             Technical *


                                                                                                                                                           SPI Agents




                                                                                                                                                                                     Instructors
                                                                                                             Functional




                                                                                                                                                                         SPI Leads
                                                                                                                                              Specialist
                                                                                                              \Manager
                                             Category



SEPO Course

Project Management Core                                                                   x                     x            o                 o           x              x            x
Process Improvement for Everyone (PIE)                       x             x              x                     x           o/x                o           x              x
Peer Review                                                                               x                     x            o                 o           x              x
Guidelines for Successful Teams                                                           x                     x            x                 x           x              x
Project Management Guide – Executive                         x             x              o                     x           o/x
Overview
Requirement Mgt & Definition                                                              o                     x                                          x              o
Estimation                                                                                o                     o                                          x              o
Basic Earned Value Tracking                                                               o                     o                                          x              o
Project Data Form                                                                         o                     o                                          x              o
Statistical Process Control Basics                                                        o                     o                                          x              o
Orientation to the CMMI                                                                   o                     o                              o           x              x            x
SCAMPI Overview                                                                           o                     o                                          x              o            o
Train the Trainer (TTT)                                                                                                                                                                x
High-Maturity Processes, Proposal                                                                                   To be determined
Preparation




  #
    Some Practitioners, designated by the Center as New Professionals (NPs) are required to complete the PMGEO and PIE training in order to
  fulfill hiring training requirements as listed in their Individual Training Plans (IDPs).
  *
    Smaller projects or those using a matrix organization should use the requirements listed in Task Lead/Functional Manager category for
  adequate coverage. x = Required. o = Optional; could be required depending on role, project type or project phase.



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  SECTION 6. CY2004 TRAINING NEEDS ANALYSIS AND SCHEDULE

6.1   PRIORITIES
Priorities for Type II training, established by SEPO and SPI Agents, as of Jan 2005, are shown in Table 6-
1.
                             TABLE 6-1. CY2005 TRAINING ANALYSIS
                                                                      CY2005 CY2005 CY CY 2005
                                                 CY2005 CY2005 CY2005
                                Pop.   Comple-                          Need     Need 2005     Need
          Priority                                Need Need: Need: PM
                                         ted                           Gdlnes    Peer  Need SCAMPI
                                                  PMG-   PIE    Core
                                                                      for Succ. Review Orient. Ovrvw
                                                   EO
                                                                        Tms     Wkshp to the
                                                                                       CMMI
a. All SPI Agents complete     18         16                  2
    PIE or SME
b. All SPI Agents and          18         16                           2
    Instructors complete PM
    Core or SPM
c. All SPI Agents complete     18         17                                     1
    Guidelines for Successful
    Teams
d. All SPI Agents, Task       Est 25      17                                               ~8
    Leads and SPI Leads
    complete Peer Review
    Workshop
e. All SPI Agents complete     18         17                                                        1
    Orientation to the CMMI
f. All SPI Agents complete     18         17                                                                  1
    SCAMPI Overview
g. Executive Board, Senior     82         69                 13
    Managers, in chain of
    command of SPI Projects
    complete PIE or SME
h. Executive Board, Senior ~82            ~10      ~72
    Managers, and other Line
    Management complete
    PMG - EO
i. SPI Project Managers        39         33                           6
    and SPI Leads complete
    PM Core or SPM
j. Center NPs complete PIE ~280           ~85               195

k. Center NPs complete         ~280       ~85      195
   PMG-EO



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                                                                         CY2005 CY2005 CY CY 2005
                                                    CY2005 CY2005 CY2005
                                  Pop.   Comple-                           Need     Need 2005     Need
              Priority                               Need Need: Need: PM
                                           ted                            Gdlnes    Peer  Need SCAMPI
                                                     PMG-   PIE    Core
                                                                         for Succ. Review Orient. Ovrvw
                                                      EO
                                                                           Tms     Wkshp to the
                                                                                          CMMI
l. Key SPI project                Est.   Est. 400             Est.
   personnel complete PIE         500                         100
   or SME
m. All SPI project personnel      613    Est. 350                                 250
   complete Guidelines for
   Successful Teams
n. All SSC San Diego              Est.      10                Est.
   military officers              50                          40
   complete PIE or SME
o. All SSC San Diego              Est.       5           45
   military officers              50
   complete PMG-EO
                         Totals                      ~312     ~ 350      8       ~ 251       1        1         1

6.2     TRAINING SCHEDULE
Based on the above training analysis and modifications to the training courses to incorporate the best
practices of references (g) and (i), the CY2005 schedule for the courses in Table 6-1 are listed below: For
ease of estimating, scheduling and logistics some courses / workshops are grouped together, as detailed
below.
      a. Project Management Core Series – each class to be held six times: 01/05, 03/05, 06/05,
         08/05,10/05, and 12/05
              PM Core Course (18-24 students per class)
              SSC San Diego Contracting for Project Managers Workshop (30 – 40 student per class)
              SSC San Diego Financial Mgt for Project Managers Workshop (30 – 40 student per class)
      b. 3-Day Series - each class to be held three times: 02/05, 05/05, and 10/05, (20-45 students per
         class)
              PIE Workshop
              PMG Executive Overview
              Guidelines for Successful Teams Workshop
              Peer Review Workshop
      c. 2-Day Series for New Professionals (NPs) to be held two times: 04/05 and 09/05, (20-50 students
         per class)
              PIE Workshop for NPs
              PMG Executive Overview for NPs



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Additional course offerings are listed below:
    a. Requirements Management & Definition Workshop: upon request of a Project Manager
    b. Estimation Workshop: upon request of a Project Manager
    c. Basic Earned Value Tracking Workshop: upon request of a Project Manager
    d. Project Data Form Workshop: upon request of a SPI project
    e. Statistical Process Control Workshop: upon request of a SPI project
    f.   Proposal Preparation Workshop (emergent requirement from the SSC San Diego Strategic
         Planning Meeting of 4/9/04): TBD
    g. Orientation to the CMMI (10-20 student per class) to be held: upon request of a SPI project
    h. SCAMPI Overview (10-20 students per class) to be held: upon request of a SPI project
    i.   Train-The-Trainer: upon request of SPI Agents or prospective Instructors




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           SECTION 7. CY2005 TRAINING RESOURCE REQUIREMENTS

7.1        STAFF EFFORT
Staff and hours estimated for the PM Core Course (only):
      a. Course modifications & updates for January 2005                              200 hours
      b. Course modifications & updates for March 2005                                150 hours
      c. Course modifications & updates for June 2005                                 300 hours
      d. Course modifications & updates for August 2005                               100 hours
      e. Course modifications & updates for Oct and Dec 2005 courses (250 each)       500 hours
      f.    Preparation & presentation by SEPO Instructors (48 hours x 6 courses)     352 hours
      g. Preparation of handouts and logistics (SEPO staff)                           440 hours
            PM Core total:                                                          2042 hours
Staff and hours estimated for the 3 Day Series:
      a. Course modifications and updates for:                                        180 hours
                   PIE
                   PMG-EO
                   Guidelines for Successful Teams
                   Peer reviews
      b. Presentation by SEPO Instructors                                              72 hours
      c. Preparation of handouts and logistics (SEPO staff)                            40 hours
            Total for 3-Day Series                                                    292 hours
Staff and hours estimated for the 2-Day Series for NPs:
      a. Course modifications and updates for:                                         30 hours
                   PIE
                   PMG-EO
      b. Presentation by SEPO Instructors                                              48 hours
      c. Preparation of handouts and logistics (SEPO staff)                            40 hours
            Total for 2-Day Series:                                                   118 hours
Staff and hours estimated for the Orientation to the CMMI:
      a. Presentation by SEPO Instructors                                               8 hours
      b. Preparation of handouts, updates, logistics (SEPO staff)                      20 hours
            CMMI total: 28 hours for 1 course in CY2005                                28 hours




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Staff and hours estimated for the SCAMPI Overview:
      a. Presentation by SEPO Instructors                                                      8 hours
      b. Preparation of handouts, updates, logistics (SEPO staff)                             20 hours
            CMMI total: 28 hours x 1 course in CY2005                                         28 hours
Estimated staff and hours estimated to develop High-Maturity Processes (SEPO staff)          300 hours
Staff and hours estimated for the Proposal Preparation:
      a. Course development: TBD                                                             400 hours
      b. Course modifications & updates for next class: TBD                                  200 hours
      c. Presentation by SEPO Instructors                                                     24 hours
      d. Preparation of handouts and logistics (SEPO staff)                                  100 hours
            Proposal Preparation total:                                                      724 hours
            Total: estimated training hours in CY2005                                      3532 hours
Additionally, approximately two hours for presentation and two hours for preparation will be needed for
each Just-in-Time (JIT) Workshop presented. Additionally, approximately 8 hours for presentation and
four hours for preparation will be needed for each Train-The-Trainer (TTT) Workshop presented.

7.2        TOOLS AND MATERIALS
The equipment listed below is in the SEPO current inventory:
      a. PC Laptop computer and cordless mouse, extra batteries
      b. Epson Presentation Projector, extra bulb
      c. Viewgraph projector and screen, extra bulbs
Student handouts for each class are listed below:
      a. PM Core: 684 pages in one notebook
      b. PIE: 135 pages in one notebook
      c. Peer Reviews: 56 pages
      d. Guidelines for Successful Teams: 70 pages
      e. Orientation to the CMMI: 150 pages in one notebook plus CMMI (740 pages in comb-binding
         (est.).)
      f.    SCAMPI Overview: 100 pages in one notebook (est.)
      g. PMG-EO: 245 pages
      h. Proposal Preparation: 100 pages
      i.    Each Just-in-Time Workshop: 15 pages
Supplies purchased for each class include marker pens, paper, pencils, post-its, viewgraph blanks, etc.




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7.3   FACILITIES
Classroom space is generally utilized in Building 88 room 1, Building 128 Auditorium, and Building 600
room 233.




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                     APPENDIX A. SPI AGENT TRAINING PLAN

A.1 TRAINING STAFF
The Systems/Software Process Improvement (SPI) Agent Training Program Manager is the Systems
Engineering Process Office (SEPO) Director who is assisted by the Training Program Coordinator.
Implementers are assigned as needed.

A.2 SKILLS NEEDED
The SSC San Diego Systems/Software Engineering Management (SEM) Training Plan calls for the
following abilities for SPI Agents:
    a. Describe why best practice use and implementation, and process improvement are good business
       decisions for Space and Naval Warfare (SPAWAR) Systems Center (SSC) San Diego.
    b. Define the SSC San Diego infrastructure and approach to process improvement and
       implementation of best practices.
    c. Champion and facilitate best practices and process definition implementation.
    d. Build and document a process, and tailor an organizational process.
    e. Describe the structure of the Capability Maturity Model Integration (CMMI) and process
       improvement.
    f.   Describe the knowledge areas and key best practices (e.g. Project Management Body of
         Knowledge).
    g. Perform appraisals of projects against key SSC San Diego and process requirements.
    h. Develop process improvement plans for an SSC San Diego organization
    i.   Facilitate monitoring, control and reporting of best practices and process improvement status.

A.3 TRAINING REQUIREMENTS
SPI Agents are required to complete the following training courses:
    a. Project Management Core Course (PMCC)(formerly Software Project Management (SPM)).
    b. Process Improvement for Everyone (PIE) Workshop (formerly Software Management for
       Everyone (SME)).
    c. Peer Reviews; either in a Peer Review Workshop or as part of SPM before 3/1999.
    d. Guidelines for Successful Teams Workshop.
    e. Orientation to the CMMI; obtained by attending one of the classes listed below:
         1. CMMI class presented by Software Engineering Institute (SEI) (3 days)
         2. CMMI presentation at a national systems/software engineering conference
         3. An eight hour presentation by a qualified instructor/expert
         4. Attending SEPO‟s SPI meetings addressing 90% of the CMMI Level 2 and 3 Process Areas
            (PAs).



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    f.   Either Standard CMMI Appraisal Method for Process Improvement (SCAMPI) training, or a
         SEPO provided overview.
    g. High-Performance Organizations, or Accelerating Change, or SEPO‟s “Building Management
       Support for SPI” brief (4/3/00) AND SEPO‟s HPO Overview brief (3/7/00, 9/25/00).
    h. Situational Leadership II
    i.   Seven Habits of Highly Effective People
    j.   Microsoft Project (optional).
The last four courses are available through the SSC San Diego Training Office as Type I training. The
SSC San Diego Training Program Process, reference (c), details Type I training.
New SEPO members are also required to complete additional training, as part of their orientation, as
outlined in New SEPO People Information, reference (j).

A.4 TRAINING RECORDS
Training requirements and dates completed for current SPI Agents are tracked separately in the SEPO
Training Database. This database is maintained by the Training Coordinator and updated with course
completions and SPI Agent accomplishments.

A.5 SPI AGENT DESIGNATION
A SPI Agent Certificate will be issued to each SPI Agent who completes all required training.




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                   APPENDIX B. INSTRUCTOR TRAINING PLAN

B.1 SKILLS NEEDED
The Space and Naval Warfare (SPAWAR) Systems Center (SSC) San Diego Systems/Software
Engineering Management (SEM) Training Plan calls for the following abilities for Instructors:
    a. Understand the roles and responsibilities of various project and engineering personnel.
    b. Understand the structure and uses of key standards and best practice guides (e.g. IEEE/EIA 12207
       reference (l), Standard for Information Technology-Software Lifecycle Processes; ISO/IEC
       Systems Engineering – System Lifecycle Processes reference (m); Processes For Engineering A
       System, EIA Standard 632 reference (n); Project Management Guide reference (a); A Guide to
       the Project Management Body of Knowledge (PMBOK) reference (i); Capability Maturity
       Models Integration (CMMI) reference (g), etc.).
    c. Demonstrate skills and knowledge to perform training activities.
    d. Prepare and present training courses in systems or software engineering and project management
       topics.

B.2 TRAINING REQUIREMENTS
The following training applies to instructors:
    a. Complete the Training Program Personnel Orientation in SEPO Training Program Process
       (reference (o) of the SEM Training Plan) [required]
    b. Complete the Project Management Core Course (or previous versions since July 2004)[required]
    c. Complete Train the Trainer [required]
    d. Complete the Orientation to the CMMI [required]
    e. Complete the Standard CMMI Appraisal Method for Process Improvement (SCAMPI) Overview
       [optional]
    f. Be familiar with the PMBOK [optional]

B.3 TRAINING RECORDS
Training requirements and dates completed for current instructors are tracked separately in the SEPO
Training Database




                                                 B-1
                              DOCUMENT CHANGE REQUEST (DCR)
Document Title: SEM Training Plan                                           Tracking Number:


Name of Submitting Organization:


Organization Contact:                                                       Phone:


Mailing Address:


DCR Description:                                                            Date:


Change Location:
(use section #, figure #, table #, etc.)
Proposed change:




Rationale for Change:




Note: For the Systems Engineering Process Office (SEPO) to take appropriate action on a change request, please
provide a clear description of the recommended change along with supporting rationale.
Send to: Commanding Officer, Space and Naval Warfare Systems SSC San Diego, SEPO, Code 20203, 53560 Hull
Street, San Diego, CA 92152-5001
Fax to: (619) 553-6249
Email to: sepo@spawar.navy.mil
Submit online: http://sepo.spawar.navy.mil/
                                                                                              DCR Form 7/2003