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Using Behavior Surveys for CMMI Process Deployment

Explore the journey of enhancing CMMI processes at Raytheon North Texas through behavior surveys, PPQA support, SW steps to CMMI Level 5, and R6σ processes. Learn how behavior surveys are utilized to identify and resolve process gaps and drive improvements in a structured manner. Discover the importance of survey results in guiding incremental planning, levels of control, and metrics analysis for defect containment and statistical process control. Join us on this insightful journey of process improvement and strengthening at Raytheon North Texas!

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Using Behavior Surveys for CMMI Process Deployment

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  1. Using Behavior Surveys for CMMI Process Deployment Raytheon North Texas Software Engineering Donna Freed

  2. Overview: Using Behavior Surveysfor CMMI Process Deployment • PPQA Support of CMMI Level 4 and 5 • N TX Software Engineering Process Journey • SW Steps to CMMI Level 5 • R6 Process for Achieving Level 5 • What Is a Behavior Survey? • Survey Results • Improvements Made: • Levels of Control • Incremental Planning • Metrics Analysis focused on defect containment, and statistical process control

  3. PPQA Focuses on Improvement Improve and Strengthen Process by Closing Gaps Step 3: Identify and Resolve Gaps • Work with Process Owners • R6 Specialist Projects • Optimize Execution Step 2: How Well Process Is Supporting Programs • Determine Process Gaps • Identify Process Improvement Step 1: How Well We Are Executing • Feedback to Program and Process • Causal Analysis 3

  4. N TX Software Engineering Typical Program Few Large Programs Customer/End User: Military Number of Eng’s: 10 Number of SW Engr’s: 5 Program Duration: 18 Months PPQA Support: 3 Programs Per SQE Many Small Programs

  5. Level 5 Level 5 RTIS Integrated Level 4 CMMI RTIS Integrated Level 4 CMMI Software Sigma Product Software Sigma IPI Product RTIS Policies & IPI & Cycle Time RTIS Policies & Development & Cycle Time Development Procedures Procedures Process Process Level 3 Level 4 RTIS Software RTIS Software Baseline 10x Operating Operating Validation Fault Density Baldridge Instructions Level 3 2003 2003 2003 2003 Instructions Improvement Award 2002 2002 2002 2002 2001 2001 2001 2001 2000 2000 2000 2000 Level 2 - - - - 1999 1999 1999 1999 1997 1997 1997 1997 1996 1996 1996 1996 1995 1995 1995 1995 1994 1994 1994 1994 1993 1993 1993 1993 1992 1992 1992 1992 Raytheon Raytheon Raytheon 1991 1991 1991 1991 1990 1990 1990 1990 Level 4/5 Level 4/5 Level 4/5 Acquisition Acquisition Acquisition 1989 1989 1989 1989 Managed/ Managed/ Managed/ Level 3 Level 3 Level 3 & Transition & Transition & Transition Level 2 Level 2 Level 2 Optimizing Optimizing Optimizing Defined Defined Defined Repeatable Repeatable Repeatable Self - assessment • Self - assessment • • Software Improvement • Software Improvement Team Formed Team Formed N TX Software Engineering Process Improvement Journey Level 5 Level 5 Level 5 Level 5 RTIS Integrated RTIS Integrated Level 4 Level 4 CMMI CMMI RTIS Integrated RTIS Integrated Level 4 Level 4 CMMI CMMI Software Sigma Software Sigma Product Product Software Sigma Software Sigma IPI IPI Product Product RTIS Policies & RTIS Policies & IPI IPI & Cycle Time & Cycle Time RTIS Policies & RTIS Policies & Development Development & Cycle Time & Cycle Time Development Development Procedures Procedures Procedures Procedures Process Process Process Process Level 3 Level 3 Level 4 Level 4 RTIS Software RTIS Software RTIS Software RTIS Software Baseline Baseline 10x 10x Operating Operating Operating Operating Validation Validation Fault Density Fault Density Baldridge Baldridge Instructions Instructions Level 3 Level 3 2003 2003 Instructions Instructions Improvement Improvement Award Award 2002 2002 2001 2001 2000 2000 Level 2 Level 2 - - 1999 1999 1997 1997 1996 1996 1995 1995 1994 1994 1993 1993 1992 1992 Raytheon Raytheon 1991 1991 1990 1990 Level 4/5 Level 4/5 Acquisition Acquisition 1989 1989 Managed/ Managed/ Level 3 Level 3 & Transition & Transition Level 2 Level 2 Optimizing Optimizing Defined Defined Repeatable Repeatable Self Self - - assessment assessment • • Self Self - - assessment assessment • • • • Software Improvement Software Improvement • • Software Improvement Software Improvement Team Formed Team Formed Team Formed Team Formed IPI CMM - Based Internal Process Improvement Assessment IPI CMM - based Internal Process Improvement Assessment RTIS Raytheon/TI Systems RTIS Raytheon/TI Systems CMMI CMM Integrated CMMI CMM Integrated

  6. SW Steps to CMMI Level 5 2002 2003 Develop and DeployProcesses CMM 4 Fixes CMM-4 toCMMI-4 CMMI-5 Level-5 PBA ACHIEVE CMMI LEVEL PERFORMANCE then… GO for the Appraisal 6-12 Mo. Execution Level-5 SCAMPI

  7. R6 Process – Life at Levels 4 & 5

  8. Identify Improvement Opportunities • Ideas are the inputs to this process • Ideas are gathered from many sources: • Raytheon Six Sigma visualization and assessments • Program level metrics analysis meetings • Organization level software improvement metrics root cause analysis • Make progress toward software improvement objectives • Improvement ideas from individuals and management reviews • Process appraisals • Behavior surveys Surveys are a feedback process based on the Behavior Rollouts

  9. What Is a Behavior Survey? Summary Metrics Behavior Verification Questions Improve Deploy Consistent Behavior 9

  10. Why Are Behavior Surveys Needed? Program execution compliant to CMMI L4/L5 process Programs not executing to CMMI L4/L5 process Lack Results in Adherence to CMMI process Lack Supports Consistent Deployment Enables Objective Feedback Lack Provides Lack Organization Improvement 10

  11. Audits Based on approved plans and tailored requirements Identify non-compliances Attributable to programs Compliance Behavior Survey Based on communication packages Identify gaps Not attributable to programs Process deployment This Is Not an Audit An Audit is more formal than a Behavior Survey Surveys take the pulse of process deployment

  12. Developing Checklist Questions • Survey Questions created by Software Quality Engineering (SQE) and stakeholders • Results to be reported for each question

  13. Survey of CMMI Level Behavior EXAMPLE ONLY

  14. CMMI Level 5 SCAMPI CMMI Level 5 PBA CMM Level 4 IPI 4Q03 3Q03 2Q03 1Q03 4Q02 3Q02 2Q02 1Q02 4Q01 3Q01 2Q01 Survey Timeline 17 surveys conducted over a 3 year period

  15. Behavior Survey 2001 CMM Level 4

  16. Quantitative Processes Peer Review Closure Timely Planning Behavior Survey April 2002 CMMI Level 4

  17. Artifact Levels of Control Individual submission of Org Imp Ideas Risk Training Behavior Survey May 2003 CMMI Level 5

  18. Levels of Control PBA Correction • Levels of control provide change and configuration control for work in progress • Emphasis is on earlier control of artifacts and inclusion of more artifacts that are controlled at lower levels. • Communicate Levels of Control concept to program team • Update SCM plan and procedures to describe levels of control Artifact Release Work in Progress Created Created Development Development Engineering Engineering Formal Level Formal Level Level Level Level Level The Scope of Levels of Control A small improvement with significant impact

  19. Planning Improvement Proposal • Triggers • Consistent Behavior Survey findings • Programs have difficulty meeting the 90-day planning requirement • Incremental SW Planning • Define planning activities for each SW stage • Review and Approval • Stakeholder Involvement, and reduce cycle time • Lean Planning • Power Point slides • Revised SWP350 Software Project Management training class A big improvement with significant impact

  20. Defect Containment Improvement Proposal • Defect Containment • Monitor peer review performance • Verify defect classification • Consistent use of standard tools: Synergy 6.2b and Defect Logger 3.1 • Survey on organization behavior • Implement organizational improvement through • Defect Containment • Statistical Process Control for code reviews • Developed and provided training to SWEC A big improvement leading to multiple improvement projects.

  21. Expectations from SPC Behavior Rollout • Peer Reviewers • Implement SPC on your design and code peer reviews • Project Metrics Team • Add SPC data to your Metrics Analysis Meetings and record minutes • Execute Causal Analysis and Resolution as part of Metrics Analysis Meetings • Project Lead • Use new Senior Management Review template

  22. +30% Improvement in Levels of Control Behavior Survey September 2003 CMMI Level 5 Behavior Results 50% Adoption of Planning Improvement 70% Adoption of SPC Improvement +22% increased in use of Org improvement DB

  23. Summary • Behavior surveys have been successfully used: • as a deployment tool to reinforce expectations, and • to identify areas for process deployment • The most significant improvements triggered by behavior surveys were identified as strengths in our SCAMPI: • Levels of Control • Incremental Planning • Metrics Analysis Meetings as the focal point for quantitative process • Started with basic behaviors which were refined with process maturity • Evolved to address more sophisticated activities • A tool for deployment, but with further analysis can also identify specific improvements • Improvement in procedures • Improvement in training • Improvement in enablers

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