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
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
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
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

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

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

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

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

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

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
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

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

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

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

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
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

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

 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
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

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

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

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

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

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

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

Enablers for Initiative’s Success − Survey
Enablers for Delivery Excellence
14

12

10
# Respondents

Based on a short survey conducted by the author across IT industry in March 2010.
25 Deploying High Maturity Practices Globally
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

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
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

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

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

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

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

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

HM Risk Assessment Grid
Grid Attributes
HM Code Check item Attributes

Risk Reporting

Target Grid Mapping

34 Deploying High Maturity Practices Globally

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

 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

 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

 Outcomes that matter.

38 Deploying High Maturity Practices Globally

 Click here for:

High Maturity best practices

HMBP 2010 Presentations
organized by QAI

Click here

39 Deploying High Maturity Practices Globally