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CMMI SM Transition at Motorola GSG

Learn about Motorola GSG's transition to CMMI and the benefits of achieving higher maturity levels. Discover their process strategy and software quality focus.

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CMMI SM Transition at Motorola GSG

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  1. CMMISM Transition at Motorola GSG Daniel Henry, GSG-Canada Larry McCarthy, GSG-PQE Sanjay Chitnis, GSG-India CMMI Technology Conference Hyatt Regency Tech Center Denver, Colorado November 17-20, 2003 SM - CMMI is a service mark of Carnegie Mellon University

  2. The Person The Work Team The Home The Auto Wireless Broadband Internet Motorola’s Strategic Focus

  3. Motorola’s Business other products broadband communication personal communications Other Markets Japan integrated electronic systems Latin America United States 6% 3% 1% 7% commercial government Industrial solutions 8% 7% 11% Asia-Pacific 38% 45% 13% 14% 45% 14% 16% 17% global telecom solutions China semiconductor products Europe • Motorola is a global leader in providing integrated • communications and embedded electronic solutions. • $26.679 billion in revenue* • $3.754 billion in r&d expenditures* • 97,000 employees* • 808 patents issued Source: Motorola 2002 Annual Report

  4. Benefits of Achieving Higher Maturity Quality Cost of Poor Quality 60 100 0 0 1 2 3 4 5 1 2 3 4 5 Cycle Time Productivity 4 100 3 2 1 0 0 1 2 3 4 5 1 2 3 4 5 Source: Presidential Task Force – 2002 Data Productivity Quality Cycle Time

  5. Motorola’s Process Strategy • Use process framework(s) based on models of maturity and capability • Motorola Quality System Review (QSR) 1985-2002 • SEI Maturity Models (SW-CMM, SE-CMM, CMMI) 1988-present • Leverage high maturity in software • QSR Subsystem 10 and Motorola Software Assessments • “SEI” Assessments (SPA, CBA IPI, SCAMPI) • Improve with Six Sigma methods and tools • Six Sigma (first wave) • Digital Six Sigma (2003) • Extend engineering-related success • Malcolm Baldrige Performance Excellence Awards

  6. Global Software Group (GSG) VISION: Be the premier provider of innovative software products and services to Motorola’s businesses and customers worldwide.

  7. GSG Locations w MONTREAL ST. PETERSBURG w w w LIVINGSTON w KRAKOW BEIJING SCHAUMBURG w w w TURIN TOKYO w w w CHENGDU NANJING FT. LAUDERDALE HYDERABAD w w BANGALORE w KUALA LUMPUR w SINGAPORE w CORDOBA w PERTH w w VALPARASIO w SYDNEY ADELAIDE

  8. GSG Competencies Software Talent World-wide Locations Proven Expertise In Software Development GSG Core Competencies Network Infrastructure Software Software Products Solutions and Application Software Embedded Software SEI CMM/CMMI Software Quality Focus Motorola Products and Systems Expertise

  9. GSG’s Proven Performance Quality: Relative Defects After Release Decreased Cost of Poor Quality: Relative % of Development Effort 100 60 50 80 40 60 30 40 20 20 10 0 0 1 2 3 4 5 1 2 3 4 5 SEI CMM Process Maturity Levels SEI CMM Process Maturity Levels GSG Reduced Cycle Time: Relative Cycle Time Increased Productivity: Relative Productivity (X) 100 4 80 3 60 2 40 1 20 0 0 1 2 3 4 5 1 2 3 4 5 SEI CMM Process Maturity Levels SEI CMM Process Maturity Levels Source: Presidential Task Force – 2002 Data

  10. GSG India Overview • Opened in 1991 • 1000 engineers • Provides custom software, software products and system solutions for Motorola Businesses and their customers worldwide • Assessment history: • SW-CMM Level 5 in 1993 • CMMI Level 5 in May 2003 using CMMI SE/SW/IPPD/SS

  11. Project Domains (Businesses) INFRASTRUCTURE BUSINESS MULTIMEDIA & EMBEDDED BUSINESS • CDMA1X, UMTS, GSM, Cable Infrastructure system software • Network Management. • Infrastructure Tools • System Integration • Verification & Validation • Multimedia solutions • DSP libraries & applications • DSP Audio solutions • Network processor applications • EDA Tools • Broadband protocols BUSINESSES SUBSCRIBER BUSINESS SYSTEM ENGINEERING • Wireless Applications • Wireless Protocols: GSM, GPRS, CDMA, UMTS • User Interface • Internet Access • Test suites & tools • System Integration • Performance modeling • Consultancy

  12. Transition Strategy • Business Goals on Scorecard drives improvement • CMMI-SE/SW/IPPD/SS continuous representation selected • Target Profile and Metrics program to suit business needs • Direct involvement of ~50% of the organization • Extensive Training for the whole organization • Reuse from outside sources wherever possible • Automation to support deployment • Use of an SEI transition partner • Training • Clarifications on interpretation of the model • Incremental transition using sequenced appraisals • Class C -> Class B -> Class B -> Class A

  13. Appraisal Sequence Appraisal Type Class C Class B Class B Class A SCAMPI Duration Nov 01~Feb 02 June 12-21, 2002 March 17-21, 2003 May 6~15, 2003 Objective Gap Analysis for Identify Practice Readiness Check Benchmark; process assets Level Gaps To establish a baseline Relative: Low Medium Medium High Cost/Duration Confidence Accuracy Rating? No No No Yes Reference: Appraisal Requirements for CMMI (ARC)

  14. Target Profile Profile validated by SCAMPI A Target Capability Level Appraised Capability Level 5 4 Target Capability Level 3 2 1 0 Validation Verification Project Planning Risk Management Technical Solution Integrated Teaming Product Integration Organizational Training Configuration Management Requirements Development Requirements Management Measurement and Analysis Integrated Project Management Organizational Process Focus Integrated Supplier Management Causal Analysis and Resolution Quantitative Project Management Supplier Agreement Management Project Monitoring and Control Organizational Process Definition Decision Analysis and Resolution Organizational Process Performance Process and Product Quality Assurance Organizational Innovation and Deployment Organizational Environment for Integration Process Areas

  15. CMMI Transition Effort Effort Distribution of 2578 Staff days (~85 man months) Management Appraisals 9% 19% Definition Automation 23% 10% Deployment 9% Training 30%

  16. Performance Results* ACTUAL GOAL Customer Satisfaction (scale of 10) 8.5 8.8 Post release Defect (sigma level) 6 5.8 In-process Fault (Faults/KAELOC) 0.6 0.72 Cost of Poor Quality (% of Effort) 8% 6.4% Cycle Time Reduction (X Factor) 1.6X 1.62X Productivity (X Factor) 1.5X 1.17X On Time Delivery (% of Projects) 95% 95% Process Maturity (% of Projects at L5) 90% 92% Cost of Quality (goal set in Q4) 35% 42% * Results include use of practices from CMM/CMMI

  17. GSG Canada Overview • Opened in 1999 • ~ 176 engineers • Provides customer software and services for Motorola businesses and their customers worldwide • Assessment history: • SW-CMM Level 3 in October 2000 (Motorola Software Assessment) • SW-CMM Level 5 in December 2001(CBA-IPI) • SCAMPI C (SEI SCAMPI method pilot) in July 2003

  18. Project Domains and Organization

  19. Transition Strategy • Identified GAPS in current process (Q2, 2003) • Performed pilot SEI SCAMPI C (Q3, 2003) • Focus on Engineering Process Areas • Identify target capability level goals • Identify assets to re-use (potential of 23+ % effort savings on total transition effort through re-use) • Assets from GSG Centers such as GSG-India • Results from Digital Six Sigma Projects • Improve process capability levels for RM, RD, TS, VER, PI, DAR, RSKM • Plan/perform additional SCAMPIs • SCAMPI B to complete capability baseline (Q4, 2003) • Follow-on SCAMPI B in Q2-Q3, 2004

  20. Target Profile 5 4 3 CAPABILITY LEVEL 2 1 0 OPF OPD OT OEI OPP OID PP PMC SAM IPM RM IT QPM REQM RD TS PI VER VAL CM PPQA MA DAR CAR 0 0 0 1 0 0 1 3 0 1 0 CURRENT 3 3 3 3 3 3 3 3 3 1 3 1 1 3 4 1 3 3 3 1 3 TARGET PROCESS AREA

  21. Transition Effort - Estimated Estimated Effort to Reach Target Capability Levels (TCL) Hours TCL REQM 48 3 Requirements Development 250 1 Technical Solution 350 1 PI 164 3 Verification 40 4 DAR 175 1 RSKM 53 3 Total staff hours 1080 …..excluding training

  22. Other GSG CMMI Activities • GSG Malaysia • Organization • Opened in 1999 • ~ 150 engineers • SW-CMM L5 in October 2001 • Strategy used for transition • Gap analysis (Nov 2002) • Reuse process assets from GSG-India • Use SEI Transition Partner for appraisals • Status / Results • 20-70% reuse from Motorola India assets • ~20 staff months of transition effort over 15 months • CMMI L5 (SW) in October 2003

  23. Overall Lessons Learned (strengths) • Finding less CMMI gaps than expected within a practicing high maturity (SW-CMM) operation • Reuse of validated assets and learning can significantly reduce time and effort to transition (at high level of maturity) • Use of graduated and integrated appraisals accelerates smooth transition & deployment • Motorola GSG is capturing the cost of transition better than prior costs to implement SW-CMM

  24. Lessons learned (opportunities) • Plan more time/effort to educate organizations on CMMI to reduce “competition” with current models • Plan time/effort to “unwind” quantitative benefits of high maturity CMMI vs. SW-CMM for ROI • High maturity organizations will (should) transition to new process technology (like CMMI) when ready • Core or common process requires enterprise and organization-level investment

  25. What’s next? • Continue to use experience and assets from early adoptors to reduce the time/effort to transition remaining organizations • Extend pilots in non-software engineering disciplines and organizations (Motorola objective) • Continue to document and measure transition costs and returns • Define and use tighter links between CMMI and Digital Six Sigma

  26. Questions & Contact Information ? Sanjay Chitnis, GSG India Sanjay.Chitnis@motorola.com Daniel Henry, GSG Canada danielhenry@motorola.com Larry McCarthy, Motorola CMMI Working Group L.Mccarthy@motorola.com

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