Very small organizations (5 – 10 people) present an interesting challenge when implementing the CMMI and ultimately appraising the organization. Typically there is one Project Manager wearing multiple hats, the organization is resource constrained forcing an already heavily committed team to take on additional PPQA and CM roles, and many of the processes are embedded in the team and people are puzzled why they need to document a process that seems obvious. And when they do document their processes to be CMMI compliant they tend to over engineer the processes thereby creating something very cumbersome.
On the other hand, you could argue that there is no difference between implementing the CMMI in a small setting vs. a large organization. Everyone faces similar challenges:
• Management commitment
• Planning for process improvement
• Defining and documenting processes and process assets
• Training people
• Defining, collecting, analyzing, and reporting on product and process measures
• Objectively evaluating adherence
• Preparing for and conducing a SCAMPI A appraisal
• Etc.
Management commitment or lack thereof, is always an obstacle to process improvement. In a large organization the problem is the result of getting multiple management layers in sync. In a small setting we are talking about one person who is an executive, possibly the company President, and the appraisal sponsor. The challenge becomes with one person is that he or she may be in the habit of telling their subordinates to make things happen without taking an active role and then wonder why they are having difficulty. There may also be an unrealistic expectation that implementing Maturity Level 2 is very easy, basically a documentation exercise, and a SCAMPI A can be conducted a month after the first deployment of the new processes and process assets. Because of the small setting, unlike what can happen in a large organization, chances are there is no internal CMMI expert, so the Lead Appraiser is called upon more to help the executive manager to fully understand what it will take to successfully implement the model and what their role should be.
Process improvements need to be managed just like any other project in the organization. If the organization does not have a history of managing their projects well, then they will be further challenged on how to manage their process improvement efforts. Here again in a small setting we may have a management mandate to implement and achieve Maturity Level 2 in three months without anyone attempting to lay out all of the necessary tasks to see if this timeline can be achieved. Naively the organization thinks all they have to do is write six processes, deploy them, and then conduct the appraisal. All of this work is just layered on top of everything else they are currently doing. So process improvement becomes a part time activity, which is usually pushed to the back as other higher priority issues arise.
Small organizations most likely do not have any experience in defining and documenting processes. In a small setting there is a lot of synergy between the teammates and everyone has a good understanding of their roles and responsibilities, aka Tribal Knowledge. Asking them to document their processes and process assets immediately elicits the question, Why? Especially when you explain to them that they have to document how they perform their processes. The "how" is second nature and the practitioners see no value in documenting that information. But if one of the business goals and objectives is to grow and compete for more business, then it is necessary to capture this knowledge.
Typically there are not a lot of opportunities for training in a small organization. And there may be funding constraints that limit the amount of training. So trying to get the organization to focus on identifying training needs (process and technical) is a new concept.
The two Maturity Level 2 Process Areas
Challenges with Implementing the CMMI in Small Settings
1. Facilitating your process
journey …
Challenges with Implementing the CMMI in
Small Settings
or
The Little Organization That Could
Henry Schneider
SEPG 2009
2. Facilitating your process journey …
Lil’ Org
PPQA MA SAM PMC PP REQM
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 2
3. Facilitating your process journey …
Lil’ Org
PPQA MA SAM PMC PP REQM
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 3
4. Facilitating your process journey …
I Think I Can, I Think I Can
Planning
Management
Commitment
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 4
5. Facilitating your process journey …
I – Think – I – Can, I – Think – I – Can
PPQA
Measurement &
Analysis
Training
Documenting
Processes
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 5
6. Facilitating your process journey …
I – – Think – – I – – Can
Failed Failed
Attempt Attempt
1 2
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 6
7. Facilitating your process journey …
I Knew I Could, I Knew I Could!
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 7
8. Facilitating your process journey …
Agenda
Observed Trends
Common Challenges with Process Improvement
Small Settings Perspective
Useful Tips and Techniques
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 8
9. Facilitating your process journey …
OBSERVED TRENDS
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 9
10. Facilitating your process journey …
Observed Trends
Maturity models have been in use for 20+ years
Initial adopters were large organizations
As businesses recognize the benefits of applying
maturity models, marketplace demand for appraised
organizations increases
Increased emphasis on appraising organizations with 25 or
fewer people
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 10
11. Facilitating your process journey …
Trend Data* for Organizations < 25 People
3500
16%
% of Appraisals
3000
for Small Orgs
Appraisals
14%
Total # of
2500 12%
2000 10%
8%
1500
6%
1000
4%
500
2%
0
0%
450
#of Appraisals for
400
The past four years have shown a 350
Small Orgs
300
steady increase in the number of 250
appraisals of small organizations 200
150
100
Increasing % and total # of reported 50
appraisals 0
* Data derived from SEI Maturity Profiles
published every March and September
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 11
12. Facilitating your process journey …
Common Challenges with Process
Improvement
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 12
13. Facilitating your process journey …
What Most Everyone Experiences
Limited to no
process
training
Difficulty
Measurement
provided
documenting
and Analysis
processes and
misunderstood
process assets
Lack of PPQA
planning misunderstood
CMMI
Lack of Unrealistic
Implemen-
management expectations
commitment for an appraisal
tation
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 13
14. Facilitating your process journey …
SMALL SETTINGS PERSPECTIVE
MAKE ICONS CONSISTENT
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 14
15. Facilitating your process journey …
Small Settings Perspective
Though organizations, large and small, share the same
obstacles to success, implementing the CMMI in small
settings presents unique challenges
Based on recent observations gathered by working with
several small organizations
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 15
16. Facilitating your process journey …
Lack of Management Commitment
May be no active involvement
Senior Manager wants it to happen, but doesn’t have time to
support
Unrealistic expectations
Process improvement viewed as simply documenting
processes
Process improvement is something that can be performed fast
and cheap
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 16
17. Facilitating your process journey …
Lack of Planning
Limited resources
No internal people available to provide necessary support
Project and business commitments interfere with process
improvement
Process improvement is a part-time activity at best
Have to rely heavily on external help
Basically outsourcing process improvement that could result in
a lack of buy-in
Limited to no planning for process improvement
Limited funds for training, tools, facilities, etc.
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 17
18. Facilitating your process journey …
Difficulty Documenting Processes
Lots of synergy between teammates
Heavy reliance on tribal knowledge
Lots of single failure points
No perceived value in documenting processes
Everyone knows what to do; the how is second nature
“We don’t need no stinking procedures.”
Can be at odds with management’s goals to grow the
business
New people learn faster by reading the processes than by
osmosis
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 18
19. Facilitating your process journey …
Limited Process Training
Process training may be viewed as an unnecessary
expense
Everyone already knows what to do
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 19
20. Facilitating your process journey …
Measurement and Analysis Misunderstood
Little to no data are used
Lack of understanding how data can help
Only one Project Manager for all projects with a
qualitative understanding
Engineering judgment is considered sufficient
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 20
21. Facilitating your process journey …
Process and Product Quality Assurance
Misunderstood
No appreciation for an objective evaluation of
processes and work products
Not viewed as an extension of Senior
Management, but as an additional, expensive, non-
value added cost
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 21
22. Facilitating your process journey …
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 22
23. Facilitating your process journey …
Unrealistic Expectations for an Appraisal
Limited resources
PIIDs may take longer than expected to prepare
•
$ Outsource PIID development
May have evidence of only one focus project and limited non-focus project
evidence
• Potential risk of not providing enough data to successfully achieve target ML
May not have enough internal people to staff the appraisal team
•
$ Use external team members
May not have space available to house the appraisal team and conduct
interviews
•
$ Lease office space
May require more meetings than usual with the Lead Appraiser to correctly
scope and tailor the SCAMPI method
•
$ Additional unplanned Lead Appraiser time
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 23
24. Facilitating your process journey …
Useful Tips and Techniques
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 24
25. Facilitating your process journey …
Management Commitment
Senior management should
Attend the Intro to the CMMI training with rest of the staff
Be actively involved in all process improvement activities
Either chair the Process Group or provide strong leadership
Meet regularly with the CMMI consultant and Lead Appraiser
Those small organizations that have been successful
exemplify this behavior
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 25
26. Facilitating your process journey …
Planning
Treat process improvement like a project
Write a process improvement plan and use it
Estimate and track the costs
Document the process improvement goals and objectives
Set realistic expectations and dates
Determine which activities and deliverables can be performed
internally vs. externally
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 26
27. Facilitating your process journey …
Documenting
Use an experienced CMMI consultant to help
document processes and process assets
Using an ISO 9000 consultant can be an additional risk
An ISO 9000 consultant is an additional person to train on the
CMMI
ISO 9000 consultants tend to view implementing the CMMI as
a documentation exercise and don’t comprehend the Generic
Goals and Practices
Should not be performed solely by the consultant;
someone from the organization has to be actively
involved
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 27
28. Facilitating your process journey …
Training
Train on the different roles and responsibilities
Perhaps formal process training is not the answer
Hold meetings with the team to walk through each process to
ensure alignment
Consider OJT or mentored instruction instead of formal
training
Could be a source of process improvement suggestions
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 28
29. Facilitating your process journey …
Measurement and Analysis
The Project Manager is probably the logical choice for
performing all MA activities
Requires some training and/or mentoring on measurement
and analysis
Document the data collection, analysis, and reporting
information so someone else will have an understanding of the
data and its use
Avoid overkill or “death-by-data”; use a minimal set of
measures and indicators
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 29
30. Facilitating your process journey …
Process and Product Quality Assurance
Think outside the box for implementing this Process
Area
Perhaps the Senior Manager could perform PPQA
or
Embed PPQA within the team (objectivity could be a
challenge)
or
Outsource PPQA (provides independence, but somewhat risky
and requires ongoing contractual management)
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 30
31. Facilitating your process journey …
SCAMPI Preparation
Use the process improvement plan
Hire a reputable Lead Appraiser with prior experience
working with small organizations
Work with your Lead Appraiser to properly interpret
the CMMI and the SCAMPI method for a small
organization
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 31
32. Facilitating your process journey …
I Knew I Could, I Knew I Could!
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 32
33. Facilitating your process journey …
Questions
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 33
34. Facilitating your process journey …
PPQC Services
Consulting
• CMMI
• Software Engineering
• Systems Engineering
• Process Improvement
Appraising
• SCAMPI A, B, C
• Gap Analysis
Training
• CMMI/Process Improvement
• Action Planning Workshops
• Measurement and Analysis
• Process Area Specific Training
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 34
35. Facilitating your process journey …
Contact Information
Address: Henry Schneider
President/Senior Principal Consultant
Process and Product Quality Consulting, LLC
2111 Heather Green
Houston, TX USA 77062
Phone: 281-218-6682
E-mail: henry@ppqc.net
Web Site: www.ppqc.net
4/1/2009 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 35