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- USAF Software Technology Support Center
- Hill AFB, Utah
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- Does it really matter ML 3 - ML 4 ?
- State of Software Development
- Capability Maturity Model for Software (CMM-SW)
- Does CMM-I solve the problem?
- ACAT 1 demographics
- What’s the problem?
- What’s the real solution?
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- Corporate America spends more than $275 billion each year on
approximately 200,000 application software projects.
- 31.1% of projects will be canceled before they ever get completed.
- 52.7% of projects will cost 189% of their original estimates
- 16.2% for software projects that are completed on-time and on-budget.
- 9% of [large company] projects
come in on-time and on-budget.
- Projects completed by the largest American companies have only
approximately 42% of the originally-proposed features and functions
- “… most will fail for lack of skilled project management”
- ‘ I’m sick and tired of getting 60% functionality, on time, at twice the
original cost ! ’ Lt.Col. USAF
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- “When the team has achieved full coverage of the CMM ... the rating
process may begin by rating each goal for each KPA within the assessment
scope … If the team decides that there are no significant weaknesses
that have an impact on a goal, it is rated satisfied.”
- “For a KPA to be rated satisfied, all goals for the KPA must be rated
satisfied.”
- “For a particular maturity level rating to be achieved, all KPA’s within
and below a given maturity level must be satisfied.”
- An organization must satisfy all the GOALS of Maturity Levels 2 & 3
to be considered a CMM Level 3 organization
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- Software Project Planning KPA
- Goal 1: Software estimates are
documented for use in planning and tracking the software project.
- Goal 2: Software project
activities and commitments are planned and documented.
- Software Project Tracking and Oversight KPA
- Goal 1: Actual results and
performances are tracked against the software plans.
- Goal 2: Corrective actions are
taken and managed to closure when actual results and performance
deviate significantly from the software plans.
- Goal 3: Changes to software
commitments are agreed to by the affected groups and individuals.
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- A NEW MEASUREMENT PROCESS AREA
- Measurement & Analysis Process Area (PA)
- “MONITORING” IS MORE PRO-ACTIVE THAN “TRACKING”
- Project Monitoring & Control PA
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- “Goal ratings are a function of the extent to which the corresponding practices
are present in the planned and implemented processes of the
organization.”
- “In the SCAMPI method, a fundamental premise is that satisfaction of
goals can be determined only upon detailed investigation of the extent
to which each corresponding practice is implemented”
- Practice Implementation Indicators
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- Specific Goal 1: Measurement
objectives and practices are aligned with identified information needs
and objectives
- Specific Practice -1
Establish Measurement Objectives
- Specific Practice -2
Specify Measures
- Specific Practice -3
Specify Data Collection and Storage Procedures
- Specific Practice -4
Specify Analysis Procedures
- Specific Goal 2: Measurement
results that address identified information needs and objectives are
provided
- Specific Practice -1
Collect Measurement Data
- Specific Practice -2
Analyze Measurement Data
- Specific Practice -3 Store
Data and Results
- Specific Practice -4 Communicate
Results
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- Specific Goal 1: Estimates of
project planning parameters are established and maintained
- Specific Practice -2 Establish
and document estimates of the attributes of the work products and tasks
- Sub-Practice - 2 Use appropriate methods to determine the attributes
of the work products and tasks that will be used to estimate the
resource requirements
- NOTE: Methods for determining size
and complexity should be based on validated models or historical data
- Specific Practice - 4 Estimate
the project effort and cost for the attributes of the work products and
tasks based on estimation rationale
- Sub-Practice - 3 Estimate the effort and cost using models and/or
historical data
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- Specific Goal 2: A project plan
is established and maintained as the basis for managing the project
- Specific Practice - 1 Establish
and maintain the project's budget and schedule
- Specific Practice - 3 Plan for
the management of project data
- Specific Practice - 7 Establish
and maintain the overall project plan content
- Generic Practice 2.8 Monitor and
control the project planning process against the plan and take
appropriate corrective action
- Examples of measures used in monitoring and controlling the activities
of the Project Planning process area include the following
- Number of revisions to the plan
- Cost, schedule, and effort variance per revision
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- Specific Goal 1 Actual performance and progress of the project is
monitored against the project plan
- Specific Practice -1 Monitor
the actual values of the project planning parameters against the
project plan
- Sub-Practice - 1 Monitor progress against the schedule.
- Sub-Practice - 2 Monitor the project's cost and expended effort.
- Sub-Practice - 3 Monitor the attributes of the work products and tasks
- Sub-Practice - 4 Monitor resources provided and used
- Sub-Practice - 5 Monitor the knowledge and skills of project personnel
- NOTE: … monitoring … typically includes the following:
- Periodically measuring the actual ...
- Comparing actual ...
- Identifying significant
deviations from ...
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- Specific Goal 2 Corrective actions are managed to closure when the
project's performance or results deviate
significantly from the plan
- Specific Practice - 1 Collect
and analyze the issues and determine the corrective actions necessary
to address the issues
- Sub-Practice - 1 Gather issues for analysis
- Examples of issues to be gathered include:
- Issues discovered through performing verification and validation
activities
- Significant deviations in the project planning parameters from the
estimates in the project plan
- Commitments (either internal or external) that have not been
satisfied
- Significant changes in risk status
- Data access, collection, privacy, or security issues
- Stakeholder representation or involvement issues
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- Minimum Budget: $365,000,000
- Typical Budget: ~ $500,000,000 -
$ 3,000,000,000 +
- Software Budget: ~ $200,000,000 - $ 1,000,000,000 +
- Incremental Development (Multiple releases)
- ~ 5,000,000 - 20,000,000 SLOC
- ~ 250 - 1250 Configuration Items
- ~ 25,000 - 125,000 Modules
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- Why do we have an 18 month schedule slips 6 months before delivery ?
- How did we ever get to the point of overrunning our budgets by 189% ?
- Why do 80% + of our software projects either exceed budget, schedule, or
BOTH ?
- You can’t manage that which you do not measure
- “Thou shalt not fool thyself”
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- 1993 : First Maturity Profile
developed
- CMM Level 1: 72.1 %,
- CMM Level 2: 18.6 %
- CMM Level 3+: 9.3 %
- 1999 : SW-CMM Level 3 Policy
(Gansler Letter) developed
- CMM Level 1: 39.3 %,
- CMM Level 2: 36.3 % (75.6 %)
- CMM Level 3+: 24.4 %
- 2001
- CMM Level 1: 24.8 %,
- CMM Level 2: 39.9 % (64.7 %)
- CMM Level 3+: 35.3 %
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- QUANTITATIVE PROJECT MANAGEMENT
- Capability Maturity Model Integrated (CMMI)
- Staged Representation Maturity Level 4
- Continuous Representation w/ QPM / OPP as required PA’s
- My DoD policy proposal
- Require PM’s to perform a thorough program risk analysis
- Select PA’s based upon risk results
- Make QPM / OPP required PA’s
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- Specific Goal 1: The project is
quantitatively managed using quality and process-performance objectives
- Specific Practice 1: Establish
and maintain the project's quality and process-performance objectives
- Specific Practice 2: Select the
sub-processes ... based on historical stability and capability data
- Specific Practice 3: Select the
sub-processes ... that will be statistically managed
- Specific Practice 4: Monitor the
project to determine whether the project's objectives for quality and
process performance will be satisfied, and identify corrective action
as appropriate
- Specific Practice 5: The
performance of selected sub-processes ... is statistically managed
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- Specific Goal 2: The performance
of selected sub-processes within the project's defined process is
statistically managed
- Specific Practice 1: Select the
measures and analytic techniques to be used in statistically managing
the selected sub-processes
- Specific Practice 2: Establish
and maintain an understanding of the variation of the selected
sub-processes using the selected measures and analytic techniques
- Specific Practice 3: Monitor the
performance of the selected sub-processes to determine their capability
to satisfy their quality and process-performance objectives, and
identify corrective action as necessary
- Specific Practice 4: Record
statistical and quality management data in the organization's
measurement repository
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- Specific Goal 1: Baselines and
models that characterize the expected process performance of the
organization's set of standard processes are established and maintained
- Specific Practice 1: Select the
processes or process elements in the organization's set of standard
processes that are to be included in the organization's process
performance analyses
- Specific Practice 2: Establish
and maintain definitions of the measures that are to be included in the
organization's process performance analyses
- Specific Practice 3: Establish
and maintain quantitative objectives for quality and process
performance for the organization
- Specific Practice 4: Establish
and maintain the organization's
process performance baselines
- Specific Practice 5: Establish
and maintain the process performance models for the organization's set
of standard processes
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- If we are ever really going to get this software gorilla off our backs,
we need to get serious about management (measurement and control)
- If the Department of Defense really wants quality, high-performance
software delivered on-time and within budget, it needs to require
software producers to live in the world of objective, quantitative
management.
- It won’t be easy but … somebody has to step up and LEAD !
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- Key Process Area: Requirements
Management
- Goal 1: System requirements
allocated to software are controlled to establish a baseline for
software engineering and management use.
- Goal 2: Software plans,
products, and activities are kept consistent with the system
requirements allocated to software.
- Measurement 1: Measurements are
made and used to determine the status of the activities for managing
the allocated requirements.
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- Key Process Area: Software
Project Tracking and Oversight
- Goal 1: Actual results and
performances are tracked against the software plans.
- Goal 2: Corrective actions are
taken and managed to closure when actual results and performance
deviate significantly from the software plans.
- Goal 3: Changes to software
commitments are agreed to by the affected groups and individuals.
- Measurement 1: Measurements are
made and used to determine the status of the software tracking and
oversight activities.
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- Key Process Area: Software
Project Planning
- Goal 1: Software estimates are
documented for use in planning and tracking the software project.
- Goal 2: Software project
activities and commitments are planned and documented.
- Goal 3: Affected groups and
individuals agree to their commitments related to the software project.
- Measurement 1: Measurements are
made and used to determine the status of the software planning
activities.
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