The document summarizes OSSCube's journey towards achieving CMMI Level 3 accreditation. It discusses the different phases of implementation including initiation, planning, execution, appraisal planning, and final appraisal. Key aspects covered include establishing internal commitment, conducting a gap analysis, forming an implementation team, creating an implementation roadmap and schedule, building a quality management system, rolling out processes, conducting trainings, setting up an audit function, selecting appraisers, planning for the appraisal, and completing the final appraisal. The presentation emphasizes the importance of internal commitment, using tools, collaborative process writing, trainings, and planning well in advance for the final appraisal.

1. Ver
Learning from Experience :
A Collaborative journey towards CMMI
Presenter : Tripti Jain

2. Introducing OSSCube
• Global Solutions Provider
• Consulting, Development, Integration, Support
• Develop Integrated Enterprise Business Solutions
• Open Source
• CMMI Level 3 accredited
• Continuous Delivery for fast, predictable projects
• Flexible Delivery Model
• Support Projects or Staff Augmentation
• Scale up or down as required

3. OSSCube Practice Areas
• PHP - Only Zend Center of Excellence
• CRM - SugarCRM
• Marketing Automation – Act-On
• Content Management System – Drupal
• Product Information Management - Pimcore
• Enterprise Mobile and Web applications
• E-Commerce – Magento
• BPM and Workflow – BonitaSoft and ProcessMaker
• Enterprise Architecture and Consulting
• BI and Data Integration – Pentaho and Talend
• Big Data – Hadoop, Cloudera, Spark
• Database – MySQL, MariaDB
• Cloud based large computing capacity - AWS

4. Integrated Business Solutions

5. 5
Quality Journey

6. • Today’s session is an experience sharing session
• Provide insights on
– How we planned
– What were key success factors
– What were the learnings
• Major Sections :
– Different phases of Implementation
• Initiation
• Planning
• Execution
• Appraisal Planning
• Final Appraisal
– We will be discussing the “Take Away” of the experience
• Session would not cover
– CMMI Model details
– Process Area and explanation around that
6
What will we cover in next 1 hour

7. 7
Let’s Answer
What are key
Benefits ?

8. 8
Initiation
Planning
Execution
Appraisal
Planning
Final
Appraisal
Phases of CMMI Dev L3 Implementation

9. 9
Initiation
 First you need to answer Why CMMI ??
• What is the Business need ?
• Is it required for marketing and bidding purpose only ?
• Or we really want to see a Cultural Change ?
 Establish Internal Commitment
• Senior management need to establish internal commitment
• Clarify what is required by each one of them and what are we trying to achieve

10. 10
Initiation …Contd .
 External Consultancy
• Partnering with CMMI Partner institute would help
• KPMG was hired as Consulting and Appraisal partner
• KPMG was involved in GAP Analysis , Process Reviews, Implementation Reviews, ATM
trainings , planning the SCAMPI.
 Formation of SEPG Team
• This is the core Team responsible for planning and executing the Process implementation
• Responsible for process definition , Implementation, Trainings, Audits
• In our case the group had 3 members (1 Senior members, 2 Quality Professionals)

11. 11
Initiation …Contd ..
 Gap Analysis
• GAP Analysis was conducted by the KPMG consultants
• It was a 3 day workshop
• Project Managers , QCs were interviewed
• KPMG submitted a GAP Analysis Report
• Teams were interviewed and below were the major findings :
– Have a Quality Management System in place , where all the processes related software delivery would be
documented
– Periodic check on Project teams on how they have implemented , that means have periodic Audit process
in place
– Also, the need of training and process facilitation to project teams was realized
– The roles and responsibilities across the organization needs to be updated.
– Organization structure was updated

12. 12
TIPS
Acknowledge the GAPs, this would lead
to improvement ultimately
Stakeholder Commitment is
a must

13. 13
Initiation
Planning
Execution
Appraisal
Planning
Final
Appraisal

14. 14
Planning
 CMMI Implementation Road Map
• After the GAP analysis , the first step was to create the Schedule
• Some the Major milestones around which planning needs to be done:
– Building a Quality Management System
– Process Reviews at multiple levels
– Rolling out processes
– Setting up of Audit Function
– Initiate Training programs
– Implementation Reviews
– ATM Selection
– Trainings for ATMs
– Final Appraisal Planning
 Decide on timelines
– Initial plan was to target CMMI appraisal in 10 months
– But in our case we could complete it in 15 months

15. 15
High Level Schedule…
Activities Start Date End Date Remarks
CMMI Overview Training for key stakeholders 15th Jan ’13 16th Jan’13 Conducted by KPMG
Gap Analysis 1st Feb’13 3rd Feb’13 3 Day workshop
SEPG formation 1st Jan’13 Independent Activity
Process Definition /QMS Creation 15th Feb’13 30th May’13 Ongoing activity, but base
processes target was to be
completed by 30th May
Process Training by role in Organization 15th Mar’13 Ongoing
Process Implementation in Projects & Audits 15th Mar’13 31st Sept’13 All the major
implementation were
done
Implementation Reviews (5) 1st Aug’13 28th Feb’14 IRs by KPMG consultant
Update Process Definitions 13th Sept’13 Freeze QMS atleast 2
months prior to SCAMPI.
Avoid any major changes
Special Trainings (PM, Audit & Metrics) 5th Sept’13 Ongoing
ATM Selection 26th Feb’14
Introduction to CMMI Dev (Official training) 10th Feb 12th Feb
Documents Collection for final appraisal
Readiness Review & Method training 8th Apr’14 9th Apr’14
SCAMPI A Appraisal 19th May’14 28th May’14

16. 16
Initiation
Planning
Execution
Appraisal
Planning
Final
Appraisal

17. 17
Execution
 Building a Quality Management System
 Process writing was to be done from the scratch
 Collaborative approach for Process definition
 Plan for Process Definition and Reviews
 Standard Template was followed for Process writing
 Write in a language which practitioners can understand, remember it is for their use
 Swim lane flow diagram for each process and RACI matrix for each activity
 Processes were available online, hence easy to share and maintaining versions
 Multiple rounds of reviews :
 Review by Program Managers
 Review by COO
 Review by KPMG

18. 18
Execution … Contd.
 Process Roll Out
 Started after few processes were finalized
 Process roll out in phases
 Plan for process roll out
 Before rolling out any process trainings were conducted
 Implementation plan was communicated in the beginning of month to Project Teams
 Setting up of Audit Function
 After two month of Project kick off , Audit function started
 Monthly audits were conducted
 Face to Face Audits helped us understand the issues faced by the project teams
 We also got a chance to strengthen our processes
 Form for Improvement suggestion

19. 19
Execution …. Contd..
 Organizational Level Trainings
 QMS awareness was required
 Started training with PMS, TLs
 Initially the frequency of training was twice a month
 Apart from QMS other process trainings like CM, Metrics, Root Cause analysis and
Technical trainings for Tools Like JIRA, Confluence, GIT etc were also conducted
 Make the trainings interactive
 Count on how many members were yet to be trained
 Metrics Collection
 Design your metrics program in accordance to the Business Priority
 Metrics should be calculated along with the project teams
 Always use a tool for data collection.

20. 20
Execution ….Contd…
 Set Up Process Database
 Needed so that practitioners can refer it for future
 It’s a Knowledge database, where previous project’s data would be stored
– Risk Database,
– DAR Database
– Metrics Database
– Best Practices Database
– Improvement Suggestion Database
– Closure reports etc
 Maintaining QMS
 SEPG should lay a plan for how QMS would be maintained
 Changes to processes can be triggered through
 Org Level changes like tools , new lifecycle, roles and responsibility
 Improvement suggestion,
 External and Internal audit findings etc
 How the change would be communicated back to organization

21. 21
TIPS
Use of tools will help you save lot of
time
Writing processes in collaboration with
Delivery teams would make their Buy-In
relatively easier.

22. 22
Initiate
Plan
Execute
Appraisal
Planning
Final
Appraisal

23. 23
Appraisal Planning
 Lead Appraiser identification
• KPMG helped us identifying LA
• Cap on LA doing appraisals in a Year
• Ensure his/her availability
• Type of Projects, Org Structure etc. before Appraisal planning
 ATM Selection
• Selection should be done well in advance
• Availability for complete appraisal process might be an issues
• Have a backup ready
• ATMs needs to undergo two trainings :
• Official Introduction to CMMI
• Appraisal Method Training

24. 24
Appraisal Planning.. Contd.
 Project Selection & FAR Group
• Projects would be selected based on the scope of project
• Projects would be selected by LA
• FAR groups would be formed
 Mapping Document and PIIDs
• Mapping Document should be created around 2 months in advance
• PIIDs were created along with project teams
• Provide links to supporting artifacts

25. 25
TIPS
PIIDs should have the evidences easily accessible to
Appraisal team , this will help in cutting down queries
and effort during the appraisal
Create the Mapping document with utmost
detail , this would help in creating PIIDs
later.

26. 26
Initiate
Plan
Execute
Appraisal
Planning
Final
Appraisal

27. 27
Final Appraisal
 Site Coordinator Responsibility
• Logistics arrangement
• Communication to be done effectively
• Ensure availability of desired members as per schedule
 Appraisal period
• Appraisal plan would be shared by LA
• Would last for around 8 Days
• 2 Days Process Reviews.
• 4 days FAR group interviews
• 2 Day Report preparation and Final ratings

28. 28
Final Appraisal….Contd..
 Interviews for FAR groups
• Plan would be shared by LA well in advance
 Evidence Collection
• Interviews and Document reviews
• Interviews would be around the activity for which they are responsible
• Awareness about org level process
 Draft Finding and Final Rating
• Draft Findings would be presented to FAR groups
• Final ratings would decided by Appraisal Team

29. 29
Final Appraisal…Contd..
 Document Submission to SEI
• LA would submit the Final ratings in CMMI Appraisal Systems
• Results would be published on PARS Site
• Mail will be sent to Sponsor for Final confirmation

30. 30

31. 31
Take Away…
Internal Commitment is a must
Senior Management should communicate the intent to the organization very clearly
Use of Tools would help for sure …. A Major success factor
Set a Deadline ….. A realistic one
Processes are for your organization…. Don’t copy CMMI PAs
Awareness and Trainings ….. Start early
Audits should not just be fault finding mechanism
Plan for Final appraisal well in advance …. Atleast 3 months
Practitioners should have answer to "why we are following this process" Otherwise
they would be most likely doing things right but not the right things.

32. 32

33. Thank You!
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