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Reaching Level 3

Reaching Level 3. Presented by: Ms. Jacquelyn Langhout U.S. Army Missile Command , Software Engineering Directorate Software Engineering Process Group Lead at the Huntsville SPIN and IEEE Computer Society Joint Meeting 18 February 1997. Agenda. Briefing Objectives

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Reaching Level 3

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  1. Reaching Level 3 Presented by: Ms. Jacquelyn Langhout U.S. Army Missile Command, Software Engineering Directorate Software Engineering Process Group Lead at the Huntsville SPIN and IEEE Computer Society Joint Meeting 18 February 1997

  2. Agenda • Briefing Objectives • Organizational Overview • Process Improvement Background • Challenges and Responses • Summary

  3. Briefing Objectives • Present the techniques used by the SED to overcome the challenges encountered in moving the organization to a Level 3 maturity rating. • Share proven methods and lessons learned. • Answer questions that you may have.

  4. Acronyms • CADM - Configuration and Data Management • KPA - Key Process Area • MWG - Metrics Working Group • PASH - Procedures and Standards Handbook • PH - Procedures Handbook • QMB - Quality Management Board • SED - Software Engineering Directorate • SEI - Software Engineering Institute • SEPG - Software Engineering Process Group • SEPH - SED Engineering Process Handbook • SPDO - Software Process Definition Overview • SQA- Software Quality Assurance • TAC - Training Advisory Council

  5. Army Materiel Command Research, Development, and Engineering Center The SED Organization Mission - Provide Mission Critical Computer Resource (MCCR) expertise to support MICOM weapon systems over their life cycle. - MICOM focal point for MCCR - Acquisition and Technology - Post Deployment Software Support - Interoperability Engineering and Testing Dept. of the Army Missile Command Software Engineering Directorate (SED)

  6. SED Characteristics • 600+ Government and contractor personnel. • 155,000 sq. ft. facility with office, lab and high bay featuring tactical hardware. • 10 - 15 active software development or maintenance projects (approximately 200 of the work force). • Typical software development or maintenance project size: • Project Team: 3 - 25 • Build cycle: 3 - 18 months • Maintained Source Lines of Code: 5 - 800 K

  7. SED Project Team Concept Director & Deputy Dir. Division Chiefs Project Team Project Leads CADM Engineering Staff SQA

  8. SEI Capability Maturity Model Levels 5. OPTIMIZING 4. MANAGED 3. DEFINED Organization Process Focus (OPF) Organization Process Definition (OPD) Training Program (TP) Integrated Software Management (ISM) Software Product Engineering (SPE) Intergroup Coordination (IC) Peer Reviews (PR) 2. REPEATABLE Requirements Management (RM) Software Project Planning (SPP) Software Project Tracking & Oversight (SPTO) Software Subcontract Management (SSM) Software Quality Assurance (SQA) Software Configuration Management (SCM) 1. INITIAL

  9. Process Improvement Infrastructure Director & Deputy Dir. QMB Division Chiefs SEPG MWG TAC Project Teams Resources: SEPG = 2 full-time, 4 part-time members (4 MYs) TAC = 5 part-time members (1.75 MYs) MWG = 6 part-time members (1.5 MYs)

  10. SED/SEI Partnership Established Vision Statement Developed SED Process Improvement Effort Timeline Processes and Procedures Restructured for Level 3 Strategic Action Plan Updated Level 2 Processes & Procedures Documented Process Improvement Infrastructure Established 1994 1997 1995 1993 1996 1992 1991 L1 L2 L3 Organizational Newsletter Established Mentoring Established Organizational Training Process Developed Organizational Metrics Collection Enhanced Strategic Action Plan Developed Software Product Engineering Group Formed

  11. SED’s Major Challenges for Level 3 1. Process documentation 2. Project diversity 3. Organizational acceptance 4. Project specific tailoring 5. Organization standard metrics 6. Formal training program 7. Rapid institutionalization of the process 8. Maintaining focus

  12. Challenge #1 and Responses • CHALLENGE: Documenting the processes and procedures for the Level 3 Key Process Areas (KPAs). • RESPONSES: • Build on the Level 2 processes and procedures previously implemented. • Develop a combined KPA documentation strategy.

  13. Organizational Process Documentation Policies Policies L E V E L 2 L E V E L 3 Procedures & Standards (PASH) Process (SEPH) Process (SPDO) Organizational Standard Software Process Procedures Projects’ Defined Software Process (PH)

  14. Consolidating Level 2 & 3 Key Process Areas SEPG Operations Handbook Training Program Handbook SED Engineering Process Handbook (SEPH) Software Quality Assurance Organizational Process Improvement Software Engineering Configuration Management Project Management Training • SPP • SPTO • RM • IC • ISM • SPE • PR • SCM • TP • SQA • OPF • OPD Software Process Definition Overview (SPDO) Level 2 KPAs: SCM, SQA, SPP, SPTO, RM Level 3 KPAs: IC, ISM, SPE, PR, TP, OPF, OPD

  15. Challenge #2 and Responses • CHALLENGE: Developing an organizational standard software process that accommodates a wide range of project sizes and types. • RESPONSES: • Establish a high level process flow based on the common activities of all projects. • Provide tailoring guidelines.

  16. Analyze Kickoff Request Meeting Define Generate Technical Offer Approach Deliver Review and Offer Concur Coordinate Writing of Plans Review and Approve Plans Monitor and Execute the Control Plan Review and Assess Progress Project Close Accept Out and Write Product Report SED Software Development Process CUSTOMER PROJECT LEAD PROJECT TEAM MANAGEMENT Initiate Request PM-1 PM-2 PM-3 PM-4 ENG-1 Review Offer PM-5 PM-7 PM-6 Write Plans PM-8 ENG-2 PM-9 Review PM-12 ENG-3 PM-10 PM-11 PM-13 PM-14

  17. Challenge #3 and Responses • CHALLENGE: Organizational acceptance of the standard software process and procedures. • RESPONSES: • Charter key practitioners to define the software product engineering processes and procedures. • Allow all Project Leads to review and provide feedback on the processes and procedures prior to their implementation. • Division Chiefs deliver the training for the organizational process.

  18. Challenge #4 and Responses • CHALLENGE: Generating the project’s defined software processes from the organization’s standard software process. • RESPONSES: • Projects “redline” the standard process to develop a project specific defined software process in accordance with the tailoring guidelines. • SEPG mentors provide support and guidance during the “redlining” activity. • All affected groups concur with the project’s tailored process.

  19. Challenge #5 and Responses • CHALLENGE: Implementing standard metrics for all projects. • RESPONSES: • Establish the Metrics Working Group (MWG) to establish and implement organizational metrics collection. • Solicit input from Project Leads. • Provide projects’ standardized effort, size, schedule and defects data to the MWG bi-weekly. • Provide monthly project metrics reports to the Project Leads and annual organizational metrics reports to the QMB.

  20. Challenge #6 and Responses • CHALLENGE: Establishing a formal training program for the organization. • RESPONSES: • Develop organizational training plans, processes and procedures through dedicated resources such as the Training Advisory Council. • Develop project specific training plans consistent with the organizational goals. • Establish the training database to track the training activities and generate training reports.

  21. Challenge #7 and Responses • CHALLENGE: Rapid institutionalization of the organization’s standard software process. • RESPONSES: • Provide mentors to each project to increase process implementation effectiveness. • Intensify the training of the process and procedures. • Include active participation in improvement efforts in employee’s performance evaluations.

  22. Challenge #8 and Responses • CHALLENGE: Keeping the organization focused on the process improvement objectives. • RESPONSES: • Maintain consistent emphasis by the senior managers. • Conduct regular QMB meetings with status reports from the SEPG, TAC and MWG. • Conduct SQA audits of process implementation and the report results to the QMB. • Keep everyone informed through the organizational newsletter.

  23. Summary • Keys to Success • Management involvement • Thorough planning • Practitioner’s participation • Process training • Communication and mentoring • Next Steps for the SED • Continue to refine our process and procedures. • Enhance process automation tools. • Build on the foundation established and move toward a Level 4 capability.

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