The document discusses deploying high maturity practices globally. It addresses the challenges of global deployment as well as the essential elements needed for robust deployment based on experience. The presentation covers challenges to high maturity, the intent of high maturity practices, foundational elements for success, and deploying high maturity practices globally. It emphasizes training, roles, and developing high maturity capability across locations.

1. Deploying High Maturity Practices Globally
Kaliappan M, Head Quality
- HP
1 ©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

2. Deploying High Maturity
Practices Globally
Kaliappan, M
May 2010
Hewlett-Packard
2 ©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

3. Overview
– While High Maturity deployment
in general has many
challenges, implementing them
across global centers pose
unique challenges. 1. Challenges to High Maturity
– To gain maximum business 2. Intent of HM Practices
benefit, the intent of the HM
practices need to be understood 3. Foundational elements
and the critical aspects of 4. Deploying HM Globally
deployment to be considered.
5. Recap and Q&A
– This presentation will address
the challenges as well as
essential elements for robust
deployment based on the
experience.
3 Deploying High Maturity Practices Globally

4. Section 1 – Challenges to High Maturity
1. Challenges to High Maturity
1 2. Intent of HM Practices
3. Foundational elements
4. Deploying HM Globally
5. Recap and Q&A
4 Deploying High Maturity Practices Globally

5. High Maturity Challenges
– To maximize business benefits, the
HM implementation needs to be
effective
– Greater attention to detail in
deployment is expected during
HM Appraisals
– Increased competition in the
market place
– Lead time to reach higher maturity has
come down from CMM days
– Global deployment challenges
Charts from SEI Maturity Profile Aug 92 and Mar
10 Respectively
5 Deploying High Maturity Practices Globally

6. Major Obstacles for High Maturity
– Lack of contextual information for proper segmentation/stratification
– Not enough consistency in measures to aggregate/disaggregate them
– Resistance to collect new or additional measure after achieving ML 3
– Didn't collect data frequently enough to make mid-course corrections
– Not enough coaching to the performance model developers
– Process Performance Model developers didn't have enough statistical
expertise or access to experts
– Spent too much time in preparing Management Review report rather than
doing thorough analysis
– Models focus only on final project outcomes rather than
interim outcomes
– Failed to align and prioritize M&A practices to the business objectives
Note: Listed from high to Low order Ref: SEI Technical Report 2008-TR-024
6 Deploying High Maturity Practices Globally

7. Section 2 – Intent of HM Practices
1. Challenges to High Maturity
2 2. Intent of HM Practices
3. Foundational elements
4. Deploying HM Globally
5. Recap and Q&A
7 Deploying High Maturity Practices Globally

8. Baselines and Models
– Do not generalize
across domains and
project types
– Do not aggregate data
Basic from heterogeneous
measures processes
• Homogeneity of data
leads to meaningful PPB
analysis
• Homogeneity is ensured
Sub-process by segmentation and
stratification
measures
and Controllable – Ensure Operational
indicators and Definitions are available
segmenting at adequate level of
factors detail
8 Deploying High Maturity Practices Globally

9. Characterizing the Process/Sub-process
Statistics (dispersion
and central tendency)
and distributions
Context (domain Stability and
and tailoring capability
impact) information
Process Inter-
Cause- effect performance relationships of
relationships baselines/ measures, facto
Models rs, actions
9 Deploying High Maturity Practices Globally

10. Ingredients of Performance Baselines
 Addresses measures from processes and sub-processes
 Distribution is known
 Appropriate central tendency and dispersion statistics used
 Ensure homogeneity in data while grouping
Use Statistical techniques to decide significance and
 segmentation
 Indicates the stability and capability of the sub-processes
 Demonstrates trends between baselines
Includes data on controllable factors (‘x’) as well as responses
 (‘y’)
 Supports the projects in 'composing' the process
10 Deploying High Maturity Practices Globally

11. Controllable Factors
– Has influence over one or more project outcomes
– Controllable factors relates to any of the following:
• People, Environment, Technology, Tools, Process and Stakeholders
Controllable Factors (X) Response (Y) Controllable Factors (X) Response (Y)
− Domain experience
− Review types (H, M, L)
− Design method − DLC Model Productivity
− Testing type − Complexity
− Language − Staff turn over
Delivered defect
− Design and code density − Estimation method
complexity
− Estimator skill
− Requirements Volatility Cost and Effort
− Project type
− Test coverage Variance
− Complexity
− Review coverage
− Staff turn over
11 Deploying High Maturity Practices Globally

12. Influence of Controllable Factors
Review Method This is defect detection example.
Review Efficiency
Similarly, defect prevention factors can be
PPM1 related.
Design
Design
Review Design Defect Density
Preparation rate
Size/ Review session
Reviewer Skill
Review Method
Review Rate Lagging
PPM2 Indicators
Leading Code Defect Density
Code
Code
Indicators Review
Preparation rate
Reviewer Skill Testing Type
Test Coverage
Review Session Duration
PPM3
Test Defect
Product Density
Test Cases Testing
PPM4
Code Coverage
Tester Skill Delivered Defect Density
12 Deploying High Maturity Practices Globally

13. Controllable Factors in PPMs
Fitted Line Plot
Code Review Defect Density(Defe = 0.8667 - 2.928 Code Review Rate(Person-hours/K
+ 2.627 Code Review Rate(Person-hours/K**2
12 S 0.848127
Code Review Defect Density(Defe
R-Sq 94.3%
R-Sq(adj) 93.2%
10
8
6
4
2
0
0.0 0.5 1.0 1.5 2.0 2.5 3.0
Code Review Rate(Person-hours/K
Size/ Review session
Review Method
Review Rate
Code Defect Density
Code
Code
Review
Preparation rate
Reviewer Skill
Review Session Duration
13 Deploying High Maturity Practices Globally

14. Ingredients of Performance Models
 Statistical, Probabilistic or Simulation in nature
 Logical relationship between X's and Y
 PPMs developed / calibrated based on ORG data
 Predicts interim or final project outcomes
 Connects 'upstream' activity with 'downstream' activity
 Prediction & Confidence levels supported
 1 or more Controllable & 0 or more non-controllable factors
 Factors relate to sub-process to conduct prediction
 Enable projects to achieve mid-course corrections
Enable 'What-if Analysis' for planning, dynamic re-planning
 and problem resolution
Extracted from SEI presentation ‘A tutorial on CMMI Process Performance Models’
14 Deploying High Maturity Practices Globally

15. Sub-process Management
– Statistical management at sub-
processes than overall project level
• Measurements at project level are
masked by behavior of multiple sub-
processes
• Focus on ‘Analysis measures’
– Use statistical methods to analyze,
understand and characterize sub-
process variation
• Control charts, Box and Whisker plots,
Histograms, etc
– Do not simply implement control charts
• Understand the special cause patterns
• Implement in real time
• Investigate for multiple cause systems
15 Deploying High Maturity Practices Globally

16. Analyzing for Root Causes
– Not just defects and problems
• Achieving or non-achieving of
objectives; and improving
performance
– Look for both types of causes
• Causes of successes and failures
– Reactive as well as proactive
– Sound outcome selection for CAR
analysis
• Using Pareto, Histograms, Box and
Whisker plots, capability analysis
– Judge improvements for statistical
significance when applicable
16 Deploying High Maturity Practices Globally

17. Composing a process
RA Method
Composing a process
RA
involves a quantitative
Review Method
Complexity analysis of one or more
Reviewer Skill
Design Method
alternatives for the project’s
Reqts. Defect Density
Reqts. Design defined process to determine
Review Design Defect Density the probability of achieving
the project’s quality and
Design Review
Checklist
Design
Review Method
Review
Preparation rate
process performance
Reviewer Skill objectives
Code Reuse Coding
Code Defect Density
Code Review
Checklist Code
Review
Review and Preparation rate Testing Type
Reviewer Skill
Test Coverage Test Defect
Review Method
Density Release
Product
Testing
Test Cases
Delivered
Rewor Code Coverage Defect Density
k Tester Skill
17 Deploying High Maturity Practices Globally

18. Evolution of Process Composition
Still linking sub-process capabilities to
goal achievement might be a challenge
Level 5
− Simulations used to
link sub-process
Level 4
capabilities to
− Use PPBs for sub-
project goals
process selection
Level 3 − Sub-process/
− Use PPMs with
− Use past project controllable factors
methods selection
learning based on trade-off
Level 2 − Fine tune sub-
− Fine tune processes/methods
decisions
− Select right LC processes/method
− Identify phases/ quantitatively
s qualitatively
processes based through tailoring
on scope
18 Deploying High Maturity Practices Globally

19. Section 3 – Foundational Elements
1. Challenges to High Maturity
3 2. Intent of HM Practices
3. Foundational elements
4. Deploying HM Globally
5. Recap and Q&A
19 Deploying High Maturity Practices Globally

20. Constancy of Purpose
– Focus all actions on one aspect –
meeting business objectives
– Demonstrate High maturity by
building business value
– Target both process as well as
product/service quality
improvements
– Maximize structured decisions
based on data
– Eliminate waste – do not over do
• Decision processes, Causal
analysis, Statistical analysis, Sub-process
management and model development
20 Deploying High Maturity Practices Globally

21. Systems Thinking
– Multiple sub-processes need to be monitored to validate
Processes are achievement of objectives
Interconnecte
d – Multiple measures and factors needed to understand a sub-
process
Never attempt
implementing – OPP, QPM, OID and CAR – all are highly inter-related
HM PAs in – HM PAs interact with lower level PAs
isolation
21 Deploying High Maturity Practices Globally

22. HM Process Interactions
RD, T
MA S
DAR
OPD
VAL
RSKM
OU level
VER
DAR
MA
MA OID PP
QPPO IPM
PMC
OU level RSKM
CAR
OPP QPM
QPPO
‘Quantitative
QPPO Control’
PPM CAR
PPB Project
Set of sub-processes Level
QPPO
PPM
PPB QPM
Set of sub-processes Sub- ‘Statistical
Process
Objectives
Control’
CAR
QPPO – Quality and Process Performance Objectives
22 Deploying High Maturity Practices Globally

23. Robust Measurement System
– Automation is critical for HM
Initiative’s success
• Enhances data quality aspects;
• Facilitates timely analysis and actions
– Inferential analysis is critical in High
Maturity journey
• Analysis done more often;
• Inferential analysis as against status
reporting
– Facilitates real time analysis and action
• Data collection, data analysis, Root
cause analysis and taking corrective
action in real time
23 Deploying High Maturity Practices Globally

24. Robust Measurement System (cont’d)
– Granularity and quality of data
• Granularity of data collection needs to be
at the right level
• Increased usage levels of
progress, success and analysis
indicators
• Quality of data collected
– Optimize cost of data collection
and analysis
• More granularity only for those sub-
processes selected
• Sub-processes and measures aligned to
the objective – instrument them as
needed
24 Deploying High Maturity Practices Globally

25. Enablers for Initiative’s Success − Survey
Enablers for Delivery Excellence
14
12
10
# Respondents
8
6
4
2
0
Based on a short survey conducted by the author across IT industry in March 2010.
25 Deploying High Maturity Practices Globally

26. Foundation for Initiative’s Success
Infrastructure • Core team
• Virtual team
Constancy of • Goal Deployment
Purpose • Metrics program
alignment
• Integrated Initiatives
Integration
• Business Integration
Rewards and • Positive
Recognition Reinforcement
• Iterate for Quick
Iterative Approach Wins
26 Deploying High Maturity Practices Globally

27. Critical Elements of Initiative Process
Celebrate & Prepare
Learn Strategy
Implement
Develop
Capability
Detailed Readiness
Planning Assessmen
t
Impact
Initiative
Analysis
Design
Monitoring
Communication
Education & Training
Stakeholder Involvement
27 Deploying High Maturity Practices Globally

28. Section 4 – Deploying HM Globally
1. Challenges to High Maturity
4 2. Intent of HM Practices
3. Foundational elements
4. Deploying HM Globally
5. Recap and Q&A
28 Deploying High Maturity Practices Globally

29. HM Capability Development
− Interim Checks
− Coach Qualification
Capability
Strategy
Assessme
nt
HM Models and − Development
− Best Practice Sharing HM Capability
Communit Baselines − Reviews
− Enable reuse Development
y
Assets Deployment
Management
− Training − Planning
− Guidance − Execution
29 Deploying High Maturity Practices Globally

30. Training
Team Project Model Developers
Members Managers & Coaches
− Introduction to HM − High Maturity Workshop − Advanced Metrics and
Concepts for Managers Statistics
Team Quality
Members Managers
− Introduction to HM − HM Deployment
Concepts Management
30 Deploying High Maturity Practices Globally

31. HM Roles
HM − Having experience in HM implementation/consulting
Consultant − Either groomed within the Organization/or in the region
Model Developers − Completed ‘Advanced HM Training’ and passed
and HM Coaches an ‘Exam’
− Successfully completed ‘High Maturity
Project Managers Workshop for Managers’
− Introductory courses in High Maturity
Team Members Concepts
31 Deploying High Maturity Practices Globally

32. HM Deployment Management
– Effectiveness of High Maturity
Deployment is impacted by various
factors within
the Organization
• Organization Context
• Process Improvement history
• Foundations for ML2 and ML3 for High Maturity
• Modeling and Baseline considerations
• Resourcing considerations
– HM Initiative to be managed as a project
in an iterative life cycle
32 Deploying High Maturity Practices Globally

33. Approach to High Maturity
HM Initiative Duration
Plan Execute Appraise
– HM Planning – Create PPMs and Baselines – PIIDs
– HM Initiative – Deploy processes – SCAMPI –A
Duration Appraisal
Estimation – HM Coaching
– Training & – HM Interim Checks
Qualification • HM Risk Assessment Grid
– Initial Gap – SCAMPI-B Appraisal
Analysis
33 Deploying High Maturity Practices Globally

34. HM Risk Assessment Grid
Grid Attributes
HM Code Check item Attributes
Risk Reporting
Target Grid Mapping
34 Deploying High Maturity Practices Globally

35. Section 5 – Recap and Q&A
1. Challenges to High Maturity
5 2. Intent of HM Practices
3. Foundational elements
4. Deploying HM Globally
5. Recap and Q&A
35 Deploying High Maturity Practices Globally

36. Recap
Understanding the
challenges and intent of
High Maturity practices helps
structure our actions for
deployment effectively.
Adequate focus on the
foundational elements help
not only enhancing the
business benefits, but also
accelerate the HM
deployment.
36 Deploying High Maturity Practices Globally

37. Questions?
M. Kaliappan
HP Best Shore Application Services
Hewlett-Packard
HP Avenue, 39/40 Electronic City,
Bangalore – 560100
+91 80 26182123
marappa.kaliappan@hp.com
37 Deploying High Maturity Practices Globally

38. Outcomes that matter.
38 Deploying High Maturity Practices Globally

39. Click here for:
High Maturity best practices
HMBP 2010 Presentations
organized by QAI
Click here
39 Deploying High Maturity Practices Globally