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“SEI CMMI Based PMO” Project Management Office - PMO Capability Maturity Model® Integration (CMMI) “SEI CMMI Based PMO” Project Management Office - PMO Capability Maturity Model® Integration (CMMI) Software Engineering Institute (SEI) Carnegie Mellon University Marko Wolf-Pany, P. Eng. , PMP SITE BC The Society of Internationally Trained Engineers of British Columbia Saturday, June 19, 2010 “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 0

Agenda – 1/2 § Marko Wolf-Pany, P. Eng. , PMP § OAO Technology Solutions Agenda – 1/2 § Marko Wolf-Pany, P. Eng. , PMP § OAO Technology Solutions - OAO Corporation § OAO – Orbiting Astronomical Observatory – the “Hubble” satellite § § § CHAOS Report Results - Software Wall of Shame Benefits of SEI CMMI® for Development, Version 1. 2 § 22 CMMI Process Areas § Four Categories of CMMI Process Areas § § “SEI CMMI based PMO” Saturday, June 19, 2010 Process Management Project Management Engineering Support Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 1

Agenda – 2/2 § PMs CMMI Process Areas § Project Management § Engineering § Agenda – 2/2 § PMs CMMI Process Areas § Project Management § Engineering § PMO CMMI Process Areas § Process Management § Support § Appendix A: Four Categories of CMMI Process Areas § Appendix B: Generic Processes and Practices “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 2

Marko Wolf-Pany, P. Eng. , PMP § § § Professional Engineer (P. Eng. ), Marko Wolf-Pany, P. Eng. , PMP § § § Professional Engineer (P. Eng. ), Ontario B. Eng. Honours, Electrical Engineering, Carleton University PMP – Project Management Professional – PMI - Project Management Institute Software Capability Evaluator (SCE) Software Engineering Institute (SEI) BC Provincial Instructor Diploma Program - Adult Education § Principal, Wolf-Pany Consulting § CMMI / ITT Senior Manager, Accenture / TELUS / Vancouver § Director, Software Engineering Management § Program Manager -SEI CMM based Software Process Improvement (SPI) Programs § Member of the company’s Baldrige National Quality Program Steering Council § Director, Systems Engineering -Technical Authority responsible for all Information Technology (IT) Projects in Latin America § Project Manager / Technical Manager, Land (Army) Software Engineering Centre (LSEC), Department of National Defence (DND) § Member of the Software Engineering Process Group (SEPG) “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 3

OAO Technology Solutions Greenbelt, Maryland – 1/2 § Director, Software Engineering Management § OAOT OAO Technology Solutions Greenbelt, Maryland – 1/2 § Director, Software Engineering Management § OAOT (www. oaot. com) provides IT outsourcing solutions - main clients at the time: AT&T, IBM, and Nissan § Managed the OAOT SEI CMM based Software Process Improvement (SPI) Programs § Enabled a new business unit to grow from nothing to over 800 people and from $0 to over $50 million / year in revenue in three years “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 4

OAO Technology Solutions Greenbelt, Maryland – 2/2 § The OAOT e-Business Solution Centers, in OAO Technology Solutions Greenbelt, Maryland – 2/2 § The OAOT e-Business Solution Centers, in Moncton, New Brunswick, and Toronto, Ontario, achieved CMM Level 3 § Responsible for the “Measurement, Analysis, and Knowledge Management” Category 4 in company’s Baldrige National Quality Program (www. quality. nist. gov) § OAOT received the 2001 Baldrige Bronze Level Award for the State of Maryland, U. S. Senate Productivity and Quality Awards program “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 5

OAO Corporation, Greenbelt, Maryland § OAO – Orbiting Astronomical Observatory – the “Hubble” satellite OAO Corporation, Greenbelt, Maryland § OAO – Orbiting Astronomical Observatory – the “Hubble” satellite § OAO provided custom computer programming services - Customers: federal, state, and local governments, NASA, IBM, EDS, AT&T, and Lockheed-Martin § OAO Software Engineering Centre achieved CMM Level 4 § OAO was purchased by Lockheed Martin Corporation, to create a new organization, Lockheed Martin Information Technology (LMIT) “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 6

How Well is the Industry Doing ? “SEI CMMI based PMO” Saturday, June 19, How Well is the Industry Doing ? “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 7

CHAOS Report Results & Software Wall of Shame “SEI CMMI based PMO” Saturday, June CHAOS Report Results & Software Wall of Shame “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 8

“Most software projects fail. In fact, the Standish group reports that over 80% of “Most software projects fail. In fact, the Standish group reports that over 80% of projects are unsuccessful either because they are over budget, late, missing function, or a combination. Moreover, 30% of software projects are so poorly executed that they are cancelled before completion. ” “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 9

CHAOS Report Results § § 1994 1996 1998 2000 Successful 16% 27% 26% 28% CHAOS Report Results § § 1994 1996 1998 2000 Successful 16% 27% 26% 28% Challenged 53% 33% 46% 49% Failed 31% 40% 28% 23% § § 2002 2004 2006 2009 Successful 34% 29% 35% 32% Challenged 51% 53% 46% 44% Failed 15% 18% 19% 24% “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 10

Closer to Home § The Canadian Federal Government has spent over $2 billion on Closer to Home § The Canadian Federal Government has spent over $2 billion on a Gun Registry that is nothing more than a giant database for storing information about legal owners of guns who have volunteered to register their weapons – 20002009 § e. Health scandal a $1 B waste: auditor § A scathing report on the e. Health Ontario spending scandal charges that successive governments wasted $1 billion in taxpayer money – 2000 -2009 “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 13

What is Missing ? “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, What is Missing ? “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 14

Why Focus on Process ? The quality of a system is highly influenced by Why Focus on Process ? The quality of a system is highly influenced by the quality of the process used to acquire, develop, and maintain it A long-established premise in manufacturing “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 15

How Do You Want to Work? § Random motion – lots of energy, not How Do You Want to Work? § Random motion – lots of energy, not much progress § § § No teamwork – individual effort Frequent conflict You never know where you’ll end up § Directed motion – every step brings you closer to the goal § Coordinated efforts § Cooperation § Predictable results “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 16

Benefits of SEI CMMI is a process improvement approach that provides organizations with the Benefits of SEI CMMI is a process improvement approach that provides organizations with the essential elements of effective processes that ultimately improve their performance. CMMI can be used to guide process improvement across a project, a division, or an entire organization. “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 17

Performance Results: CMMI § The next slide provides examples from 25 different organizations that Performance Results: CMMI § The next slide provides examples from 25 different organizations that achieved benefits in one or more of the following six categories of performance measures: § § § Cost Schedule Productivity Quality Customer Satisfaction Return on Investment “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 18

Performance Measures Improvements Median # of Data Points Low High Cost 20% 21 3% Performance Measures Improvements Median # of Data Points Low High Cost 20% 21 3% 87% Schedule 37% 19 2% 90% Productivity 62% 17 9% 255% Quality 50% 20 7% 132% Customer Satisfaction 14% 6 -4% 55% 4. 7 : 1 16 ROI “SEI CMMI based PMO” Saturday, June 19, 2010 2: 1 27. 7 : 1 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 19

CMMI Worldwide Adoption § Appraisals of organizations using CMMI have been conducted in the CMMI Worldwide Adoption § Appraisals of organizations using CMMI have been conducted in the following countries: § Argentina, Australia, Belarus, § Belgium, Canada, Chile, China, § Columbia, Denmark, Finland, France, § Germany, India, Israel, Japan, Korea, § Republic of Malaysia, Philippines, § Portugal, Russia, Singapore, Slovakia, § South Africa, Spain, Sweden, § Switzerland, Taiwan, Thailand, Turkey, § United Kingdom, Vietnam, United States “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 20

Organizations Using CMMI § The following is an abbreviated list of organizations that are Organizations Using CMMI § The following is an abbreviated list of organizations that are using CMMI: § Accenture Boeing Dyncorp FAA General Dynamics Honeywell Intel L 3 Communications NASA Nokia NTT Data Raytheon Samsung U. S. Air Force U. S. Treasury Dept. Bank of America Bosch EDS Fannie Mae General Motors IBM Global Services J. P. Morgan Lockheed Martin NDIA Northrop Grumman OUSD (AT&L) Reuters Social Security Administration U. S. Army Wipro BM Ericsson Fujitsu Hitachi Infosys KPMG Motorola NEC NRO Polaris SAIC TRW U. S. Navy Zurich Financial Services “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 21

CMMI Benefits § § § § § CMMI-based process improvement benefits include: 1. improved CMMI Benefits § § § § § CMMI-based process improvement benefits include: 1. improved schedule and budget predictability 2. improved cycle time 3. increased productivity 4. improved quality (as measured by defects) 5. increased customer satisfaction 6. improved employee morale 7. increased return on investment 8. decreased cost of quality “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 22

The Bottom Line PROCESS IMPROVEMENT SHOULD BE DONE TO HELP THE BUSINESS — NOT The Bottom Line PROCESS IMPROVEMENT SHOULD BE DONE TO HELP THE BUSINESS — NOT FOR ITS OWN SAKE. “IN GOD WE TRUST, ALL OTHERS BRING DATA. ” W. EDWARDS DEMING “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 23

“SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 24

CMMI® for Development, Version 1. 2 “Improving processes for better products” CMU/SEI-2006 -TR-008 ESC-TR-2006 CMMI® for Development, Version 1. 2 “Improving processes for better products” CMU/SEI-2006 -TR-008 ESC-TR-2006 -008 August 2006 “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 25

“If You Don’t Know Where You’re Going, Any Road Will Do. ” Chinese Proverb “If You Don’t Know Where You’re Going, Any Road Will Do. ” Chinese Proverb “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 26

“If you don’t know where you are, a map won’t help. ” Watts S. “If you don’t know where you are, a map won’t help. ” Watts S. Humphrey “Father” of the Capability Maturity Model (CMM) Software Engineering Institute Carnegie Mellon University “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 27

22 CMMI Process Areas Alphabetical Order By Acronym – 1/2 § There are 22 22 CMMI Process Areas Alphabetical Order By Acronym – 1/2 § There are 22 process areas, presented here in alphabetical order by acronym: § § § § § Causal Analysis and Resolution (CAR) Configuration Management (CM) Decision Analysis and Resolution (DAR) Integrated Project Management +IPPD (IPM+IPPD) Measurement and Analysis (MA) Organizational Innovation and Deployment (OID) Organizational Process Definition +IPPD (OPD+IPPD) Organizational Process Focus (OPF) Organizational Process Performance (OPP) Organizational Training (OT) “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 28

22 CMMI Process Areas Alphabetical Order By Acronym – 2/2 § § § Product 22 CMMI Process Areas Alphabetical Order By Acronym – 2/2 § § § Product Integration (PI) Project Monitoring and Control (PMC) Project Planning (PP) Process and Product Quality Assurance (PPQA) Quantitative Project Management (QPM) Requirements Development (RD) Requirements Management (REQM) Risk Management (RSKM) Supplier Agreement Management (SAM) Technical Solution (TS) Validation (VAL) Verification (VER) “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 29

CMMI - Capability Levels vs. Maturity Levels Continuous Representation Staged Representation Capability Levels Level CMMI - Capability Levels vs. Maturity Levels Continuous Representation Staged Representation Capability Levels Level Maturity Levels Level 0 Incomplete N/A Level 1 Performed Initial Level 2 Managed Level 3 Defined Level 4 Quantitatively Managed Level 5 Optimizing “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 30

Four Categories of CMMI Process Areas § Process areas can be grouped into four Four Categories of CMMI Process Areas § Process areas can be grouped into four categories: § § Process Management – (PMO) Project Management – (PM) Engineering – (PM) Support – (PMO) § Appendix A has additional information “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 31

PMs & PMO CMMI Process Areas § PMs Process areas: § Project Management – PMs & PMO CMMI Process Areas § PMs Process areas: § Project Management – (PM) § Engineering – (PM) § PMO Process areas: § Process Management – (PMO) § Support – (PMO) “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 32

PMs - CMMI Process Areas Project Management - Engineering Process Area Category Maturity Level PMs - CMMI Process Areas Project Management - Engineering Process Area Category Maturity Level Project Planning Project Management 2 Project Monitoring and Control Project Management 2 Supplier Agreement Management Project Management 2 Integrated Project Management +IPPD Project Management 3 Risk Management Project Management 3 Quantitative Project Management 4 Requirements Management Engineering 2 Requirements Development Engineering 3 Technical Solution Engineering 3 Product Integration Engineering 3 Validation Engineering 3 Verification Engineering 3 “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 33

PMO CMMI Process Areas Support - Process Management Process Area Category Maturity Level Measurement PMO CMMI Process Areas Support - Process Management Process Area Category Maturity Level Measurement and Analysis Support 2 Process and Product Quality Assurance Support 2 Configuration Management Support 2 Decision Analysis and Resolution Support 3 Causal Analysis and Resolution Support 5 Organizational Process Focus Process Management 3 Organizational Process Definition +IPPD Process Management 3 Organizational Training Process Management 3 Organizational Process Performance Process Management 4 Organizational Innovation and Deployment Process Management 5 “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 34

CMMI Process Areas – Maturity Level 2 Process Area Category Requirements Management Engineering 2 CMMI Process Areas – Maturity Level 2 Process Area Category Requirements Management Engineering 2 Project Planning Project Management 2 Project Monitoring and Control Project Management 2 Supplier Agreement Management Project Management 2 Measurement and Analysis Support 2 Process and Product Quality Assurance Support 2 Configuration Management Support 2 “SEI CMMI based PMO” Saturday, June 19, 2010 Maturity Level Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 35

CMMI Process Areas – Maturity Level 3 Process Area Category Maturity Level Requirements Development CMMI Process Areas – Maturity Level 3 Process Area Category Maturity Level Requirements Development Engineering 3 Technical Solution Engineering 3 Product Integration Engineering 3 Validation Engineering 3 Verification Engineering 3 Organizational Process Focus Process Management 3 Organizational Process Definition +IPPD Process Management 3 Organizational Training Process Management 3 Integrated Project Management +IPPD Project Management 3 Risk Management Project Management 3 Decision Analysis and Resolution Support 3 “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 36

CMMI Process Areas – Maturity Levels 4 & 5 Process Area Category Organizational Process CMMI Process Areas – Maturity Levels 4 & 5 Process Area Category Organizational Process Performance Process Management 4 Quantitative Project Management 4 Organizational Innovation and Deployment Process Management 5 Causal Analysis and Resolution Support 5 “SEI CMMI based PMO” Saturday, June 19, 2010 Maturity Level Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 37

CMMI Process Areas “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. CMMI Process Areas “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 38

CMMI Process Areas “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. CMMI Process Areas “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 39

"70 per cent of all problems on technical projects are communication problems" Watts S. Humphrey “Father” of the Capability Maturity Model (CMM) Software Engineering Institute Carnegie Mellon University “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 40

Are the PMO’s Processes in Balance with the Organization’s Requirements ? “SEI CMMI based Are the PMO’s Processes in Balance with the Organization’s Requirements ? “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 41

“SEI CMMI Based PMO” Q & A Marko Wolf-Pany, P. Eng. , PMP Principal, “SEI CMMI Based PMO” Q & A Marko Wolf-Pany, P. Eng. , PMP Principal, Wolf-Pany Consulting Integrity – Leadership – Teamwork e-mail: [email protected] on. ca http: //www. linkedin. com/in/wolfpany “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 42

Appendix A: Four Categories of CMMI Process Areas Process areas can be grouped into Appendix A: Four Categories of CMMI Process Areas Process areas can be grouped into four categories: Process Management Project Management Engineering Support “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 43

Process Management Process Areas § Process Management process areas contain the crossproject activities related Process Management Process Areas § Process Management process areas contain the crossproject activities related to defining, planning, deploying, implementing, monitoring, controlling, appraising, measuring, and improving processes. § The Process Management process areas of CMMI are as follows: § § § Organizational Process Focus Organizational Process Definition +IPPD Organizational Training Organizational Process Performance Organizational Innovation and Deployment “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 44

Basic Process Management Process Areas “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Basic Process Management Process Areas “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 45

Advanced Process Management Process Areas “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Advanced Process Management Process Areas “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 46

Project Management Process Areas § Project Management process areas cover the project management activities Project Management Process Areas § Project Management process areas cover the project management activities related to planning, monitoring, and controlling the project. § The Project Management process areas of CMMI are as follows: § § § Project Planning Project Monitoring and Control Supplier Agreement Management Integrated Project Management +IPPD Risk Management Quantitative Project Management “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 47

Basic Project Management Process Areas “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Basic Project Management Process Areas “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 48

Advanced Project Management Process Areas “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Advanced Project Management Process Areas “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 49

Engineering Process Areas – 1/3 § Engineering process areas cover the development and maintenance Engineering Process Areas – 1/3 § Engineering process areas cover the development and maintenance activities that are shared across engineering disciplines. § The Engineering process areas were written using general engineering terminology so that any technical discipline involved in the product development process (e. g. , software engineering or mechanical engineering) can use them for process improvement. “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 50

Engineering Process Areas – 2/3 § The Engineering process areas also integrate the processes Engineering Process Areas – 2/3 § The Engineering process areas also integrate the processes associated with different engineering disciplines into a single product development process, supporting a productoriented process improvement strategy. § Such a strategy targets essential business objectives rather than specific technical disciplines. § This approach to processes effectively avoids the tendency toward an organizational “stovepipe” mentality. “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 51

Engineering Process Areas – 3/3 § The Engineering process areas apply to the development Engineering Process Areas – 3/3 § The Engineering process areas apply to the development of any product or service in the development domain (e. g. , software products, hardware products, services, or processes). § The Engineering process areas of CMMI are as follows: § § § Requirements Development Requirements Management Technical Solution Product Integration Verification Validation “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 52

Engineering Process Areas “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Engineering Process Areas “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 53

Support Process Areas – 1/2 § Support process areas cover the activities that support Support Process Areas – 1/2 § Support process areas cover the activities that support product development and maintenance. § The Support process areas address processes that are used in the context of performing other processes. § In general, the Support process areas address processes that are targeted toward the project and may address processes that apply more generally to the organization. “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 54

Support Process Areas – 2/2 § For example, Process and Product Quality Assurance can Support Process Areas – 2/2 § For example, Process and Product Quality Assurance can be used with all the process areas to provide an objective evaluation of the processes and work products described in all the process areas. § The Support process areas of CMMI are as follows: § § § Configuration Management Process and Product Quality Assurance Measurement and Analysis Decision Analysis and Resolution Causal Analysis and Resolution “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 55

Basic Support Process Areas “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, Basic Support Process Areas “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 56

Advanced Support Process Areas “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, Advanced Support Process Areas “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 57

What are your Organization’s PMO Requirements ? What are your Organization’s PMO Requirements ? "Demystifying the SEI CMMI” Wednesday, February 10, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 58

Appendix B: Generic Processes and Practices Institutionalization Common Features Generic Processes and Practices “SEI Appendix B: Generic Processes and Practices Institutionalization Common Features Generic Processes and Practices “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 59

Institutionalization § Institutionalization is the ingrained way of doing business that an organization follows Institutionalization § Institutionalization is the ingrained way of doing business that an organization follows routinely as part of its corporate culture. § The generic goals and practices enable the organization to institutionalize best practices. § A managed process is institutionalized by performing all the generic practices. “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 60

Common Features – 1/3 § Common features are predefined attributes that group generic practices Common Features – 1/3 § Common features are predefined attributes that group generic practices into categories. § Common features are model components that are not rated in any way. § They are only groupings that provide a way to present the generic practices. § There are four common features used in CMMI models with a staged representation: § § Commitment to Perform Ability to Perform Directing Implementation Verifying Implementation. “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 61

Common Features – 2/3 § Commitment to Perform (CO) § groups the generic practices Common Features – 2/3 § Commitment to Perform (CO) § groups the generic practices related to creating policies and securing sponsorship. § Ability to Perform (AB) § groups the generic practices related to ensuring that the project and/or organization has the resources it needs. “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 62

Common Features – 2/3 § Directing Implementation (DI) § groups the generic practices related Common Features – 2/3 § Directing Implementation (DI) § groups the generic practices related to managing the performance of the process, managing the integrity of its work products, and involving relevant stakeholders. § Verifying Implementation (VE) § groups the generic practices related to review by higher level management and objective evaluation of conformance to process descriptions, procedures, and standards. “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 63

Commitment to Perform § Establish and maintain an organizational policy for planning and performing Commitment to Perform § Establish and maintain an organizational policy for planning and performing the process. “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 64

Ability to Perform § Establish and maintain the plan for performing the process. § Ability to Perform § Establish and maintain the plan for performing the process. § Provide adequate resources for performing the process, developing the work products, and providing the services of the process. § Assign responsibility and authority for performing the process, developing the work products, and providing the services of the process. § Train the people performing or supporting the process as needed. § Establish and maintain the description of a defined process. “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 65

Directing Implementation § Place designated work products of the process under appropriate levels of Directing Implementation § Place designated work products of the process under appropriate levels of configuration management. § Identify and involve the relevant stakeholders as planned. § Monitor and control the process against the plan for performing the process and take appropriate corrective action. § Collect work products, measurement results, and improvement information derived from planning and performing the process to support the future use and improvement of the organization’s processes and process assets. “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 66

Verifying Implementation § Objectively evaluate adherence of the process against its process description, standards, Verifying Implementation § Objectively evaluate adherence of the process against its process description, standards, and procedures, and address noncompliance. § Review the activities, status, and results of the process with higher level management and resolve issues. “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 67

CMMI Generic Practices “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. CMMI Generic Practices “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 68

“SEI CMMI Based PMO” The End Marko Wolf-Pany, P. Eng. , PMP Principal, Wolf-Pany “SEI CMMI Based PMO” The End Marko Wolf-Pany, P. Eng. , PMP Principal, Wolf-Pany Consulting Integrity – Leadership – Teamwork e-mail: [email protected] on. ca http: //www. linkedin. com/in/wolfpany “SEI CMMI based PMO” Saturday, June 19, 2010 Marko Wolf-Pany, P. Eng. , PMP Process Improvement Specialist – Project Management Consultant 69