No Slide Title

CMMI 1.3 and other standardsCS 577b Software Engineering II

Supannika KoolmanojwongUniversity of Southern CaliforniaCenter for Systems and Software EngineeringCS 577b Software Engineering II -- Introduction25 February 2013 2002-6 USC Center for Software Engineering1OutlineSix SigmaLean Six SigmaITIL2University of Southern CaliforniaCenter for Systems and Software EngineeringWhat is Six Sigma?3

University of Southern CaliforniaCenter for Systems and Software EngineeringWhat is six sigma?Sigma - a statistical term that measures how far a given process deviates from perfection.if you can measure how many "defects" you have in a process, you can systematically figure out how to eliminate them and get as close to "zero defects" as possibleTo achieve Six Sigma, a process must not produce more than 3.4 defects per million opportunities or 99.9997% perfect.

4University of Southern CaliforniaCenter for Systems and Software Engineering

Think about a pizza deliveryNot to deliver later than 25 minutesIf achieve 68% of the time, you are running at 1 Sigmaif achieve 99.9997% of the time then you are at 6 Sigma

Six sigma measures quality. It measures theVarianceand does not rely on theMean.5University of Southern CaliforniaCenter for Systems and Software EngineeringExamples of the Sigma ScaleIn a world at 3 sigma. . .

There are 964 U.S. flight cancellations per day.

The police make 7 false arrests every 4 minutes.

In MA, 5,390 newborns are dropped each year.

In one hour, 47,283 international long distance calls are accidentally disconnected.In a world at 6 sigma. . .

1 U.S. flight is cancelled every 3 weeks.

There are fewer than 4 false arrests per month.

1 newborn is dropped every 4 years in MA.

It would take more than 2 years to see the same number of dropped international calls.6University of Southern CaliforniaCenter for Systems and Software Engineering7University of Southern CaliforniaCenter for Systems and Software EngineeringWhat is Six SigmaThis is accomplished through the use of two Six Sigma sub-methodologies: DMAIC and DMADV.The Six Sigma DMAIC process (define, measure, analyze, improve, control) is an improvement system for existing processes falling below specification and looking for incremental improvement.The Six Sigma DMADV process (define, measure, analyze, design, verify) is an improvement system used to develop new processes or products at Six Sigma quality levels.Both Six Sigma processes are executed by Six Sigma Green Belts and Six Sigma Black Belts, and are overseen by Six Sigma Master Black Belts.http://aloks.com/bi/overview6sigma.ppt8University of Southern CaliforniaCenter for Systems and Software EngineeringSix Sigma DMAICDMAIC Define the project goals and customer (internal and external) deliverables Measure the process to determine current performance Analyze and determine the root cause(s) of the defects Improve the process by eliminating defects Control future process performanceWhen To Use DMAICThe DMAIC methodology, instead of the DMADV methodology, should be used when a product or process is in existence at your company but is not meeting customer specification or is not performing adequately.

http://aloks.com/bi/overview6sigma.ppt9University of Southern CaliforniaCenter for Systems and Software EngineeringSix Sigma DMADVDMADV Define the project goals and customer (internal and external) deliverables Measure and determine customer needs and specifications Analyze the process options to meet the customer needs Design (detailed) the process to meet the customer needs Verify the design performance and ability to meet customer needs When To Use DMADVA product or process is not in existence at your company and one needs to be developed The existing product or process exists and has been optimized (using either DMAIC or not) and still doesn't meet the level of customer specification or six sigma level

http://aloks.com/bi/overview6sigma.ppt10University of Southern CaliforniaCenter for Systems and Software EngineeringSix Sigma DMAIC RoadmapDefine PhaseMeasure Phase:A: Analyze PhaseDefine Customers & RequirementsDevelop Problem Statement, Goals and Benefits Identify Champion, Process Owner & Team Define Resources Develop Project Plan & MilestonesDefine Defect, Opportunity, Unit & Metrics Detailed Process Map of Appropriate Areas Develop Data Collection Plan Collect the Data Begin Developing Y=f(x) Relationship Define Performance Objectives Identify Value/Non-Value Added Process Steps Identify Sources of Variation Determine Root Cause(s) Determine Vital Few x's, Y=f(x) Relationship11http://aloks.com/bi/overview6sigma.pptUniversity of Southern CaliforniaCenter for Systems and Software EngineeringSix Sigma DMAIC RoadmapI - Improve PhaseC - Control PhasePerform Design of Experiments Develop Potential Solutions Define Operating Tolerances of Potential System Assess Failure Modes of Potential Solutions Validate Potential Improvement by Pilot Studies Correct/Re-Evaluate Potential SolutionDefine and Validate Monitoring and Control System Develop Standards and Procedures Implement Statistical Process Control Determine Process Capability Develop Transfer Plan, Handoff to Process Owner Verify Benefits, Cost Savings/Avoidance, Profit Growth Close Project, Finalize Documentation Communicate to Business, Celebrate 12http://aloks.com/bi/overview6sigma.pptUniversity of Southern CaliforniaCenter for Systems and Software EngineeringA Six Sigma Case Study -Tutorial for IT Call CenterBenchmarking:From data about a number of measures about customer satisfaction and call center technical and business performance.Comparing their company to the benchmark average and to a select best-in-class group.We can find that customer satisfaction with their support services was just average or a bit below. (see the following slides.)

http://aloks.com/bi/overview6sigma.ppt13University of Southern CaliforniaCenter for Systems and Software EngineeringFigure 1: Customer Satisfaction for the Company, 2001-2003

http://aloks.com/bi/overview6sigma.ppt14University of Southern CaliforniaCenter for Systems and Software EngineeringFigure 2: Customer Satisfaction for Average Companies, 2001-2003

http://aloks.com/bi/overview6sigma.ppt15University of Southern CaliforniaCenter for Systems and Software EngineeringFigure 3: Customer Satisfaction for Best-in-ClassCompanies, 2001-2003

http://aloks.com/bi/overview6sigma.ppt16University of Southern CaliforniaCenter for Systems and Software EngineeringA Six Sigma Case Study -Tutorial for IT Call CenterBy analyzing the customer satisfaction data, we can find that Customer Satisfaction has positive influence to New Account Growth.

http://aloks.com/bi/overview6sigma.ppt17University of Southern CaliforniaCenter for Systems and Software EngineeringA Six Sigma Case Study -Tutorial for IT Call CenterTransfer = Average number of transfers (to different agents and help systems) during a service call.Wait Time = Average wait time during a service call.Service = Average service time during the call (the time spent getting the answer to the question, problem solving advice, etc.).

From the regression model, we can find that the longer the wait time, transfer time and service, the lower the customer satisfaction.

http://aloks.com/bi/overview6sigma.ppt18University of Southern CaliforniaCenter for Systems and Software EngineeringA Six Sigma Case Study -Tutorial for IT Call CenterFrom the data that gathered from industry, we found that the call centers waiting time is lower than industry average; thus, there is space for improvement and it will help reduce the cost and increase customer satisfaction.

From the data, we can find that the call centers cost is higher than average, so this project is doable.

http://aloks.com/bi/overview6sigma.ppt19University of Southern CaliforniaCenter for Systems and Software EngineeringDefine PhaseD1. Project Charter:Problem Statement: "Competitors are growing their levels of satisfaction with support customers, and they are growing their businesses while reducing support costs per call.Our support costs per call have been level or rising over the past 18 months, and our customer satisfaction ratings are at or below average. Unless we stop or better, reverse this trend we are likely to see compounded business erosion over the next 18 months."

Business Case: "Increasing our new business growth from 1 percent to 4 percent (or better) would increase our gross revenues by about $3 million. If we can do this without increasing our support costs per call, we should be able to realize a net gain of at least $2 million."

Goal Statement: "Increase the call center's industry-measured customer satisfaction rating from its current level (90th percentile = 75 percent) to the target level (90th percentile = 85 percent) by end of the fourth quarter without increasing support costs."http://aloks.com/bi/overview6sigma.ppt20University of Southern CaliforniaCenter for Systems and Software EngineeringDefine PhaseD2. Customer RequirementsA SIPOC table (Suppliers, Inputs, Process, Outputs and Customers) develops a detailed view of all the important customers, their requirements, and the related process step and supplier dependencies. Voice-of-Customer (VOC) Interviews: Group interview the representative samples of the company's customers. Summarizing Customer Requirements http://aloks.com/bi/overview6sigma.ppt21University of Southern CaliforniaCenter for Systems and Software Engineering

http://aloks.com/bi/overview6sigma.ppt22University of Southern CaliforniaCenter for Systems and Software EngineeringDefine PhaseD3. High Level Process Map: The process map will be helpful during theMeasure phase, as the project team considers how and where to gather data that will shed light on the root cause of the issues most pertinent to the project's goals.

http://aloks.com/bi/overview6sigma.ppt23University of Southern CaliforniaCenter for Systems and Software EngineeringMeasure Phase Y(s) Measurement Primary CustomerSatisfaction 1. By industry standard monthly survey2. The project will require additional, more frequent, case-by-case customer satisfaction data.A measurement system that tracks with the industry survey will be devised and validated. Secondary Supprt Cost(Per Call) The staff time connected with each call:- Call answering and discussion- Case research- Callback timewill be loaded with a distribution of benefits and infrastructure costs to compute overall support cost per call.M1. Refine the Project Y(s)During this step the team considered exactly how the project Y(s) would be defined and measured:

http://aloks.com/bi/overview6sigma.ppt24University of Southern CaliforniaCenter for Systems and Software EngineeringMeasure PhaseMeasure Current Baseline Target Primary Customer Satisfaction(Per Collins Industry Assessment) 90th Percentile / 70-80% Satisfied 90th Percentile / 85% Satisfied Secondary Support Cost Per Call 90th Percentile / $40 90th Percentile / $32 M2. Define Performance Standards for the Y(s)

http://aloks.com/bi/overview6sigma.ppt25University of Southern CaliforniaCenter for Systems and Software EngineeringMeasure PhaseM3. Identify Segmentation Factors for Data Collection PlanHow is Y naturally segmented What factors may be driving the Y(s)? Y-to-x tree cause-and-effect diagramscause-and-effect matrices http://aloks.com/bi/overview6sigma.ppt26University of Southern CaliforniaCenter for Systems and Software EngineeringMeasure PhaseM4. Apply Measurement Systems Analysis (MSA) Questions Usually Posed for Measurement Systems:

http://aloks.com/bi/overview6sigma.ppt27University of Southern CaliforniaCenter for Systems and Software EngineeringMeasure PhaseM5. Collect the Data: Aplan wasformulated to gather data from the past year's database. M6. Describe and Display Variation in Current Performance How is the Y Distributed? Variation above and below the chart's control limits suggested that there were "special causes" in play worth understanding in more detail by the team in the Analyze phase. http://aloks.com/bi/overview6sigma.ppt28University of Southern CaliforniaCenter for Systems and Software EngineeringAnalyze Phase A1. Measure Process Capability: Before segmenting the data and "peeling the onion" to look for root causes and drivers, the current performance is compared to standards (established in step M2 of the Measure phase).

A2. Refine Improvement Goals: If the capability assessment shows a significant departure from expectations, some adjustment to the project goals may need to be considered. http://aloks.com/bi/overview6sigma.ppt29University of Southern CaliforniaCenter for Systems and Software EngineeringAnalyze PhaseA3: Identify Significant Data Segments and Patterns:By segmenting the Y data based on the factors (x's) identified during the Measure phase the team looks for patterns that shed light on what may be causing or driving the observed Y variation. http://aloks.com/bi/overview6sigma.ppt30University of Southern CaliforniaCenter for Systems and Software EngineeringAnalyze PhaseA4: Identify (Refined/More Detailed List of) Possible x's Collecting the findings that came out of A3, the team posed strongest in the form of "why" questions:Why do Problems and Changes cost more than other call types? Why are calls processed on Mondays and Fridays more expensive? Why do transfer rates differ by call type? (higher on Problems and Changes, lower on others) Why are wait times higher on Mondays and Fridays and on Week 13 of each quarter?

http://aloks.com/bi/overview6sigma.ppt31University of Southern CaliforniaCenter for Systems and Software EngineeringAnalyze PhaseA5: Identify and Verify the Critical x'sTo sort out the real drivers from the "likely suspects" list built in A4, there is generally a shift from graphical analysis to statistical analysis.The figure shows that the influence of callbacks on a call's wait time

http://aloks.com/bi/overview6sigma.ppt32University of Southern CaliforniaCenter for Systems and Software EngineeringAnalyze PhaseA6: Refine the Financial Benefit Forecast Given the "short list" of the real driving x's, the financial model forecasting "how much improvement?" may need to be adjusted. http://aloks.com/bi/overview6sigma.ppt33University of Southern CaliforniaCenter for Systems and Software EngineeringImprove Phase Driving Xs (from Analyze phase) Solution AlternativesStaffing + Add staff Mondays and Fridays, reduce staff on Sundays+ Developstaffing model+ Create on-call list to fill-in for absentees Web Service Percentage + Focus on services that can be done best on the Web+ Define and communicate the value prop to customers+ Evaluate incentives to move traffic to the Web Transfers and Callbacks + Improve call center processes to reduce transfers and callbacks without impacting customer satisfaction I1. Identify Solution Alternatives to Address Critical x's: Consider solution alternatives from the possibilities identified earlier and decide which ones are worth pursuing further. http://aloks.com/bi/overview6sigma.ppt34University of Southern CaliforniaCenter for Systems and Software EngineeringImprove PhaseI2. Verify the Relationships Between x's and Y(s) What are the dynamics connecting the process x's with the critical outputsUse regression analysis to verify the relationshipsI3. Select and Tune the Solution Using predicted performance and net value, decide what is the best solution alternative.http://aloks.com/bi/overview6sigma.ppt35University of Southern CaliforniaCenter for Systems and Software EngineeringImprove PhaseI4. Pilot / Implement Solution:If possible, pilot the solution to demonstrate results and to verify no unintended side effects. Preparation and deployment steps for putting the pilot solution in place. Measures in place to track results and to detect unintended side effects. Awareness of people issues. Measure and compare the improvement of the solution

http://aloks.com/bi/overview6sigma.ppt36University of Southern CaliforniaCenter for Systems and Software EngineeringControl Phase C1. Develop Control PlanThe Control plans addressed two viewsManagement control: It often focus on the Y(s) or outcomes of the process and often some of the x's as well Operational control: It concerned with the x's that are predictive of outcome Y(s). Operational control information included both controllable and "noise" variables Operational control information was provided more frequently than management control information http://aloks.com/bi/overview6sigma.ppt37University of Southern CaliforniaCenter for Systems and Software EngineeringControl PhaseC2. Determine Improved Process Capability Use the same measures from Define and Measure in order to provide comparability and monitor impact in a consistent way.

C3. Implement Process ControlCreate, modify and use data collection systems and output reports or dashboards consistent with the control plan. http://aloks.com/bi/overview6sigma.ppt38University of Southern CaliforniaCenter for Systems and Software EngineeringControl PhaseC4. Close Project Prepare the implementation plan, transfer control to operations, conduct project post-mortem, and archive project results.

http://aloks.com/bi/overview6sigma.ppt39University of Southern CaliforniaCenter for Systems and Software EngineeringOutlineSix SigmaLean Six SigmaITIL40University of Southern CaliforniaCenter for Systems and Software EngineeringLean Six SigmaLean + Six SigmaSix Sigmarecognize and eliminate defects and or low profit margins.recognize that variations in analyzing and measuring can hinder or often block the ability to deliver high quality services.Focus on data Need a team of professionals (champion, black / green belts)Lean Six Sigmafocus is on maximizing products or perform things faster by removing the wastesseven forms of waste or "muda (Defects, overproduction, overprocessing, motion, transportation, inventory and waiting)Six Sigma Quality + Lean Speed41University of Southern CaliforniaCenter for Systems and Software EngineeringLean Six SigmaMeasurement activity of the 6 DMAIC takes a long time and lots of dataLean 6 does not ignore measurement, will do as necessary42University of Southern CaliforniaCenter for Systems and Software Engineering43

[Ref: CrossTalk2010]Lean Thinking provides a sharp degree of focus on customer value, and provides mechanisms for rapid improvementSix Sigma is the statistical control and performance prediction capability associated with stable processesUniversity of Southern CaliforniaCenter for Systems and Software EngineeringITIL - IT Infrastructure LibraryV3 - consists of 5 volumes: Service StrategyService DesignService TransitionService OperationContinual Service Improvement.44users.ox.ac.uk/~tony/itilv3.pptUniversity of Southern CaliforniaCenter for Systems and Software EngineeringThe Service LifecycleService StrategyStrategy generationFinancial managementService portfolio managementDemand managementService DesignCapacity, Availability, Info Security ManagementService level & Supplier ManagementService TransitionPlanning & SupportRelease & DeploymentAsset & Config managementChange managementKnowledge ManagementService OperationProblem & Incident managementRequest fulfilmentEvent & Access managementContinual Service ImprovementService measurement & reporting7-step improvement processusers.ox.ac.uk/~tony/itilv3.ppt45University of Southern CaliforniaCenter for Systems and Software EngineeringHow the Lifecycle stages fit together

users.ox.ac.uk/~tony/itilv3.ppt46University of Southern CaliforniaCenter for Systems and Software EngineeringService Strategy47

University of Southern CaliforniaCenter for Systems and Software EngineeringService Strategy has four activitiesusers.ox.ac.uk/~tony/itilv3.ppt48University of Southern CaliforniaCenter for Systems and Software EngineeringService Design49

University of Southern CaliforniaCenter for Systems and Software EngineeringService DesignHow are we going to provide it?How are we going to build it?How are we going to test it?How are we going to deploy it?users.ox.ac.uk/~tony/itilv3.ppt50University of Southern CaliforniaCenter for Systems and Software EngineeringProcesses in Service DesignAvailability ManagementCapacity ManagementITSCM (disaster recovery)Supplier ManagementService Level ManagementInformation Security ManagementService Catalogue Managementusers.ox.ac.uk/~tony/itilv3.ppt51University of Southern CaliforniaCenter for Systems and Software EngineeringService CatalogueKeeps service information away from business informationProvides accurate and consistent information enabling service-focussed workingusers.ox.ac.uk/~tony/itilv3.ppt52University of Southern CaliforniaCenter for Systems and Software EngineeringService Transition53

University of Southern CaliforniaCenter for Systems and Software EngineeringService TransitionBuildDeploymentTestingUser acceptanceBed-in (phased or big bang)users.ox.ac.uk/~tony/itilv3.ppt54University of Southern CaliforniaCenter for Systems and Software EngineeringGood service transitionSet customer expectationsEnable release integrationReduce performance variationDocument and reduce known errorsMinimise riskEnsure proper use of servicesSome things excludedSwapping failed deviceAdding new userInstalling standard softwareusers.ox.ac.uk/~tony/itilv3.ppt55University of Southern CaliforniaCenter for Systems and Software EngineeringService Operation56

University of Southern CaliforniaCenter for Systems and Software EngineeringService OperationMaintenanceManagementRealises Strategic Objectives and is where the Value is seen

users.ox.ac.uk/~tony/itilv3.ppt57University of Southern CaliforniaCenter for Systems and Software EngineeringProcesses in Service OperationIncident ManagementProblem ManagementEvent ManagementRequest FulfilmentAccess Managementusers.ox.ac.uk/~tony/itilv3.ppt58University of Southern CaliforniaCenter for Systems and Software EngineeringFunctions in Service OperationService DeskTechnical ManagementIT Operations ManagementApplications Managementusers.ox.ac.uk/~tony/itilv3.ppt59University of Southern CaliforniaCenter for Systems and Software EngineeringContinuous Service Improvement60

University of Southern CaliforniaCenter for Systems and Software EngineeringContinual Service ImprovementFocus on Process owners and Service OwnersEnsures that service management processes continue to support the businessMonitor and enhance Service Level AchievementsPlan do check act (Deming)

users.ox.ac.uk/~tony/itilv3.ppt61University of Southern CaliforniaCenter for Systems and Software EngineeringService MeasurementTechnology (components, MTBF etc)Process (KPIs - Critical Success Factors)Service (End-to end, e.g. Customer Satisfaction)Why?Validation Soundness of decisionsDirection of future activitiesJustify provide factual evidenceIntervene when changes or corrections are neededusers.ox.ac.uk/~tony/itilv3.ppt62University of Southern CaliforniaCenter for Systems and Software Engineering7 Steps to Improvementusers.ox.ac.uk/~tony/itilv3.ppt63University of Southern CaliforniaCenter for Systems and Software EngineeringITIL RolesProcess OwnerEnsures Fit for PurposeProcess ManagerMonitors and Reports on ProcessService OwnerAccountable for DeliveryService ManagerResponsible for initiation, transition and maintenance. Lifecycle!

users.ox.ac.uk/~tony/itilv3.ppt64University of Southern CaliforniaCenter for Systems and Software EngineeringMore RolesBusiness Relationship ManagerService Asset & ConfigurationService Asset ManagerService Knowledge ManagerConfiguration ManagerConfiguration AnalystConfiguration LibrarianCMS tools administratorusers.ox.ac.uk/~tony/itilv3.ppt65University of Southern CaliforniaCenter for Systems and Software EngineeringPitfalls and WarningsOrganizations should not be over ambitious when implementing Service Management (IT Service Management Little ITIL).

DONT IMPLEMENT ITILITIL is a Framework of Best Practices, not a Prescriptive ManualUse what is useful, when and where it is useful.

Remember that any IT Process will only work if the participants have the right data in the right place at the right time.Configuration Management Database (CMDB)

Remember that the objective is to document and implement repeatable processes in order to make the organisation more efficient and/or more responsive to customers.ITIL should never been seen as an end in itself.66University of Southern CaliforniaCenter for Systems and Software EngineeringManaging Production Systems(c) Dennis Adams Associates Ltd, 200566Fact One: The books themselves are meant to guide; they are not steadfast laws. None of the authors, contributors or publishers ever expected organizations to adhere to every word of their publications.Fact Two: You can't implement ITIL with just processes and technology. You must address the people involved as well. ITIL demands attention to three components: people, process and technology. Changes in process improve efficiency and effectiveness. Changes in technology reduce costs and accelerate responsiveness. But you ultimately have to change people to develop the culture you need to better support the business and optimize availability of critical IT services.(Brian Johnson)CMMI vs ITILCMMIITILOriginsCMUUnited Kingdoms Office of Government CommerceScopematurity model, best practices applied in the development of softwarecodes of best practices, and controlling and managing all aspects of IT related operationsApplication

focused toward software development, maintenance, and product integrationbroader in scope and provides a framework for IT service management and operations including a hardware life cycle.Structurenot a process but a description of effective process characteristics.provides solutions on how to undertake each process area. E.g. how to do reqm mgnt67http://www.brighthubpm.com/monitoring-projects/72298-differences-in-cmmi-vs-itil/University of Southern CaliforniaCenter for Systems and Software EngineeringCMMI vs ITIL68

http://www.dtic.mil/ndia/2007cmmi/Tues7Mitryk_Presentation.pdfUniversity of Southern CaliforniaCenter for Systems and Software EngineeringCMMI vs ITIL69

http://www.dtic.mil/ndia/2007cmmi/Tues7Mitryk_Presentation.pdfUniversity of Southern CaliforniaCenter for Systems and Software EngineeringCMMI vs ITIL70

http://www.dtic.mil/ndia/2007cmmi/Tues7Mitryk_Presentation.pdfUniversity of Southern CaliforniaCenter for Systems and Software EngineeringCMMI vs ITIL71

http://www.dtic.mil/ndia/2007cmmi/Tues7Mitryk_Presentation.pdfUniversity of Southern CaliforniaCenter for Systems and Software EngineeringFurther ReadingsSix sigmawww.pmi-uny.org/download/Six_Sigma_Intro_Jan_2005.ppthttp://aloks.com/bi/overview6sigma.pptITILusers.ox.ac.uk/~tony/itilv3.ppthttp://www.itil-itsm-world.com/index.htmhttp://www.dtic.mil/ndia/2007cmmi/Tues7Mitryk_Presentation.pdf

72http://aloks.com/bi/overview6sigma.pptUniversity of Southern CaliforniaCenter for Systems and Software Engineering