Finding the Few Critical Finding the Few Critical Process Steps That Are Process Steps That Are Essential for SuccessEssential for Success

Bill SchoeningBill Schoening

314-235-9651314-235-9651

william.w.schoening@boeing.comwilliam.w.schoening@boeing.com

Claims, Expectations & QuestionsClaims, Expectations & Questions

• Fashionable to claimFashionable to claim• Organization is process basedOrganization is process based

• Assessed at Maturity Level 5 for CMMIAssessed at Maturity Level 5 for CMMI

• (Flawed) Expectations(Flawed) Expectations• High assessment scores lead to successHigh assessment scores lead to success

• Highly rated processes & their implementation are sufficientHighly rated processes & their implementation are sufficient

• Questions for a business seeking successQuestions for a business seeking success• Are the processes contributing to success?Are the processes contributing to success?

• Do the assessments measure what contributes to success?Do the assessments measure what contributes to success?

• Should there be more to our processes?Should there be more to our processes?

• Should we be measuring something else?Should we be measuring something else?

Unmet Expectations & Unintended Unmet Expectations & Unintended ConsequencesConsequences

• ML 5 organizations failing to execute SDD ML 5 organizations failing to execute SDD efforts adequatelyefforts adequately

• Processes viewed as cumbersome and without Processes viewed as cumbersome and without valuevalue

• Loss of faith in systems engineering and its Loss of faith in systems engineering and its processesprocesses

• Critical steps bypassed, further speeding the Critical steps bypassed, further speeding the decent into chaosdecent into chaos

Root CausesRoot 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

CMMI Risk Management Specific CMMI Risk Management Specific PracticesPractices

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?

Solving the Right ProblemSolving the Right Problem

• Identify the critical steps that should be in processes

• Focus energy on ensuring critical steps are carried out effectively

What Risk Management What Risk Management MustMust Accomplish Accomplish

1.1. Identify Identify significantsignificant risks risks

2.2. Develop Develop effectiveeffective handling plans handling plans

3.3. EffectivelyEffectively implement mitigation plans implement mitigation plans

Other activities are secondaryOther activities are secondary

Tough to audit compliance

What Requirements Development What Requirements Development MustMust Prevent Prevent

1.1. Requirements are not viableRequirements are not viable

2.2. Requirements fail to represent (or maybe even Requirements fail to represent (or maybe even misrepresent) user needsmisrepresent) user needs

3.3. Requirements fail to reflect significant changes in user Requirements fail to reflect significant changes in user needs during developmentneeds during development

4.4. Requirements developed without adequate regard for Requirements developed without adequate regard for the scenarios in which the product or service is to be the scenarios in which the product or service is to be used, including relevant business processes and rulesused, including relevant business processes and rules

Other activities are secondaryOther activities are secondary

Tough to audit compliance

What Trade Studies What Trade Studies MustMust Accomplish Accomplish

1.1. Well informedWell informed recommendation with recommendation with adequate adequate discoverydiscovery in support of a quality decision in support of a quality decision

2.2. Visibility into allVisibility into all supporting materials supporting materials

3.3. Well preparedWell prepared to revisit decisions when to revisit decisions when additional information is receivedadditional information is received

4.4. AvoidAvoid corporate memory associated with corporate memory associated with completed trade studies walking out the door completed trade studies walking out the door as the result of personnel turnoveras the result of personnel turnover

Other activities are secondaryOther activities are secondary

Tough to audit compliance

What Is the Cause?What Is the Cause?

• CMMI is not the causeCMMI is not the cause• Our processes are not the causeOur processes are not the cause• Taking the easy way out isTaking the easy way out is

• Performing admin tasks is not doing the workPerforming admin tasks is not doing the work

• Measuring admin tasks and not intellectual content Measuring admin tasks and not intellectual content addresses the wrong problemaddresses the wrong problem

What Do We Do?What Do We Do?

• Focus attention on the critical stepsFocus attention on the critical steps• Reduce emphasis on administriviaReduce emphasis on administrivia• Train PMs, SEs and engineers about what is Train PMs, SEs and engineers about what is

happening and what needs to changehappening and what needs to change