Finding the Few Critical Process Steps That Are Essential for Success

1. Finding the Few Critical Process Steps That Are Essential for Success Bill Schoening 314-235-9651 william.w.schoening@boeing.com

2. Claims, Expectations & Questions • Fashionable to claim • Organization is process based • Assessed at Maturity Level 5 for CMMI • (Flawed) Expectations • High assessment scores lead to success • Highly rated processes & their implementation are sufficient • Questions for a business seeking success • Are the processes contributing to success? • Do the assessments measure what contributes to success? • Should there be more to our processes? • Should we be measuring something else?

3. Unmet Expectations & Unintended Consequences • ML 5 organizations failing to execute SDD efforts adequately • Processes viewed as cumbersome and without value • Loss of faith in systems engineering and its processes • Critical steps bypassed, further speeding the decent into chaos

4. Root Causes • Processes assessment mentality has skewed how we measure success • Assessments rely on audits of processes compliance • Compliance easily observable for objective evidence • Objective evidence most easily created for administrative activities • Intellectual content is difficult to characterize and evaluate as objective evidence

5. CMMI Risk Management Specific Practices • Define Risk Parameters • Establish a Risk Management Strategy • Identify Risks • Evaluate, Categorize, and Prioritize Risks • Develop Risk Mitigation Plans • Implement Risk Mitigation Plans • Seldom ask: • Does the strategy make sense? • Are the risks relevant? • Do the mitigation plans actually mitigate the risks? • Are we executing the plans effectively?

6. Solving the Right Problem • Identify the critical steps that should be in processes • Focus energy on ensuring critical steps are carried out effectively

7. What Risk Management Must Accomplish • Identify significant risks • Develop effective handling plans • Effectively implement mitigation plans Other activities are secondary Tough to audit compliance

8. What Requirements Development Must Prevent • Requirements are not viable • Requirements fail to represent (or maybe even misrepresent) user needs • Requirements fail to reflect significant changes in user needs during development • Requirements developed without adequate regard for the scenarios in which the product or service is to be used, including relevant business processes and rules Other activities are secondary Tough to audit compliance

9. What Trade Studies Must Accomplish • Well informed recommendation with adequate discovery in support of a quality decision • Visibility into all supporting materials • Well prepared to revisit decisions when additional information is received • Avoid corporate memory associated with completed trade studies walking out the door as the result of personnel turnover Other activities are secondary Tough to audit compliance

10. What Is the Cause? • CMMI is not the cause • Our processes are not the cause • Taking the easy way out is • Performing admin tasks is not doing the work • Measuring admin tasks and not intellectual content addresses the wrong problem

11. What Do We Do? • Focus attention on the critical steps • Reduce emphasis on administrivia • Train PMs, SEs and engineers about what is happening and what needs to change