sw-cmm level 5 in 2005
DESCRIPTION
SW-CMM Level 5 in 2005. NYC SPIN - February 2005 Sandra J. Baptiste. Moving on up to L5. Emphasis on continuous improvement. June 2005. 5. Optimizing. Process measured and statistically controlled. 4. Managed. Process characterized for the organization. 3. Defined. We are Here. - PowerPoint PPT PresentationTRANSCRIPT
SW-CMM Level 5 in 2005SW-CMM Level 5 in 2005
NYC SPIN - February 2005
Sandra J. Baptiste
NYC SPIN - February 2005
Sandra J. Baptiste
Process unpredictable, poorly controlled and reactive
1
2Process characterized for projects and is often reactive
3Process characterized for the organization
4 Process measured and statistically controlled
5Emphasis on continuous improvement
June 2005
Moving on up to L5
InitialInitial
Repeatable
Repeatable
DefinedDefined
ManagedManaged
OptimizingOptimizing
We are Here
Background
Service provider to 1000+ financial firms
Front and back office business solutions
3 technology organizations merged w/ different CMM Levels
1000+ developers / 200 project managers - 3 US locations - 1 Chennai location
Measurement driven organization
Tools oriented organization
Successful Global CMM Level 3 assessment in June 2004
3 US sites
1 India site
Moving on up to L5
Why the mad rush
Software CMM sunset hour is December 31, 2005
Not all the KPAs impact the development staff directly
Most organizational Level 4 and 5 KPA requirements are satisfied
• Included Level 4 and Level 5 KPAs in the Level 3 assessment scope
• Ratings very positive
Want to attain SW-CMM Level 5 before converting over to CMMi
When
Mini assessment April 2005
Final assessment June 2005
What we have in place today
Documented processes and procedures
Automated toolsets to facilitate process institutionalization
Automated toolsets to support data collection and analysis
Measurement program - productivity and unit cost Managed by a Certified Function Count Specialist
Organizational measurements and baselines
Scorecards at the service level to track operational performance Scorecards at the project level to track project performance
Effort variance On Time Delivery Early identification of defects Defect prevention
What do we have in place today
Incident Management / Root Cause Analysis / Defect Prevention process
Pilots in progress
Senior management oversight
What we need to do
Continue implementation Piloting Mentoring and Coaching
Continue institutionalization
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Sandra J Baptiste, MBA,PMP
Assistant Vice President
Pershing LLC
973.360.2517