1.02 Identify Business Needs and Drivers for Improvement
Get information on how to do SPI
Collect any current needs identification documents
Interview key management stakeholders
Review needs to determine those that can be fully or partially satisfied through a SPI program
Define how the SPI program can satisfy the business needs
Review current vision statements and SPI business focus
1.03 Build a Software Process Improvement (SPI) Proposal
Identify key management stakeholders
Come to consensus with senior management on the problem(s) addressed by the SPI program proposal
Establish goals and objectives for the improvement program
Initiate development of a vision of the desired state of the organization's process maturity
Identify and communicate SPI resource expectations
Determine organizational structure for managing and coordinating the SPI program
Develop high-level plan
1.04 Educate and Build Support
Build (or obtain) a series of briefings that describe efforts
Enlist key stakeholders to deliver briefings where possible or appropriate
Brief organization in as many different forums as possible
1.05 Obtain Approval for SPI Proposal and Initial Resources
Present the proposal to the key organization stakeholders and senior management
Obtain approval of the proposal
Allocate initial resources to begin work (primarily the MSG and SEPG)
Establish funding strategy (identify who is responsible for providing and managing what resources)
Budget for needed resources
Find/obtain/distribute resources, including senior management time to participate in follow-on activities
Update the organization communication plan
1.06 Obtain Approval for SPI Proposal and Initial Resources
1.06.1 Establish Management Steering Group (MSG)
Select members and chairperson
Define roles and responsibilities
Define relationship with the SEPG, TWGs and other parts of the organization
Develop/revise charter for MSG
Conduct team building for MSG
Develop process to provide for succession and member replacement
1.06.2 Establish Software Engineering Process Group (SEPG)
Determine SEPG member qualifications
Interview and select SEPG members
Define SEPG roles and responsibilities
Define relationship with MSG
Define relationships with TWGs and the rest of the organization
Select SEPG leader
Develop SEPG charter
Conduct team building for the SEPG
Develop process to provide for succession and member replacement
Plan for succession and member replacement
1.06.3 Maintain Visibility
Conduct management and practitioner briefings and reviews
Establish organization-wide communication vehicles
Establish a recognition program that publicly demon-strates rewards for SPI efforts and results
1.06.4 Facilitate and Encourage Information Sharing
Local SEPG sets up periodic (perhaps quarterly) meetings for key participants in the SPI program
Corporate SEPG sets up periodic (perhaps annual) meeting to bring the various local SEPGs together.
Provide incentives and recognition for participants in local and global meetings
Track long-term usage of practices to see how widely they are adopted
1.06.5 Retain Lessons Learned and Improvements Developed
Establish criteria for information to retain
Establish processes for collecting, cataloging, and disseminating information
Create SPI repository
Collect and catalog process information and lessons learned
Periodically publish index of materials in repository
Derive generic components (templates, tools, methods, etc.) for reuse by other SPI programs
Disseminate lessons learned and generic components to all SPI participants
Publicize use of repository items by using success stories, recognition programs, etc
Track usage of components, requests for information, inflow and outflow of information, etc.
Assess whether repository gets used, stays current, and becomes part of the standard operating environment of the organization
1.06.6 Provide a Support Network
Provide common training for all SEPGs
Plan supporting activities between SEPGs
Create a directory of SEPG members across the company and their specific areas of expertise
Verify SEPG members spend some amount of time outside their home organizations helping other SEPGs
1.07 Assess the Climate for SPI
Assess the history of barriers to implementing similar change programs
Assess the organization's culture and identify related barriers and leverage points
Assess sponsorship for SPI and determine what is need-ed to improve it
Assess current resistance to a new SPI program and identify related barriers and leverage points
Identify what other improvement activities and major developments are already occurring
Develop change management strategies
Update the organization communication plan
1.08 Define General SPI Goals
Gather information and data on what achievements best of class organizations are accomplishing
Define high level goals from vision, business plan, key business issues, and past history of improvement efforts
1.09 Define the Guiding Principles of the SPI Program
Review other organizations' guiding principles for SPI
Select and define guiding principles for the SPI program
Document guiding principles in Guiding Principles section of the SPI strategic action plan
1.10 Launch the Program
Learn about the SPI techniques and the SPI process selected (Conduct an SEPG kickoff workshop.)
Review the SPI proposal
Review organizational assessment results
Review interaction plans for other programs and initiatives
Obtain senior management approval to move to the next phase
Section 2 - The Diagnosing Phase
2.01 Determine What Baseline(s) Are Needed
Review organization structure and responsibilities of organization components
Evaluate baseline information needed against organization structure and business drivers for SPI
2.02 Plan for the Baseline(s)
Review resources required for baselining efforts
Recruit baselining team
Train baselining team in appraisal method(s)
Review activities for baselining efforts
2.03 Conduct Baseline(s)
Interview members of the software development staff
Interview members of the software development management staff
Review and analyze policy, procedures, and guidelines for software development activities
Validation of findings by review with participants
2.04 Present Findings
Prepare briefing for participants
2.05 Develop Final Findings and Recommendations Report
Review data collected during baselining activities to develop recommendations regarding potential solutions
Write Final Findings and Recommendations Report
2.06 Communicate Findings and Recommendations to Organization
Prepare a briefing for all employees of the organization on results of baselining activities and next steps
Section 3 - The Establishing Phase
3.01 Select and Get Training in a Strategic Planning Process
Review strategic planning methods already in use
Review planning needs for the SPI program
Select a planning process and approach
Contract for, schedule, and hold planning training
3.02 Review Organization's Vision
Review existing vision for adequate linkage to SPI program
Modify or generate new vision if current one is inadequate
Identify goals for the SPI program, based on the vision
Identify motivations for the SPI program based on the vision
3.03 Review Organization's Vision
Review existing business plan for adequate linkage to SPI program
Modify or generate new business plan if current one is inadequate
Identify goals for the SPI program driven by the business plan
Identify other initiatives that may support or compete with the SPI program and the degree of impact
3.04 Determine Key Business Issues
Review the current short-term and long-term business issues as they affect SPI
Develop prioritization criteria for selecting and launching SPI projects
3.05 Review Past Improvement Efforts
Identify successful and unsuccessful change or improvement projects and determine what made them so
Complete necessary assessments from the Managing Technological Change course
Define strategies to deal with trends and barriers identified by organizational diagnostics
3.06 Describe the Motivations to Improve
Build list of motivations from the goals and problems identified in previous steps
Frame motivations in terms of the difference between the current state and the desired state
Document motivations in Motivations section of the SPI strategic plan
3.07 Identify Current and Future (Planned) Improvement Efforts
Identify all existing and/or anticipated improvement efforts in this organization, either internally or externally driven
Estimate resource investments in each and resources required to complete activities
Estimate the total amount of resources that the organization is able and willing to commit to these initiatives
Prioritize the unique initiatives based on resource limitations
Determine what areas the organization is willing to apply resources to and how many resources it is willing to apply
Document the results in related initiatives identified in Improvement Agenda section of the SPI strategic plan
3.08 Finalize Roles and Responsibilities of the Various Infrastructure Entities
Define roles and responsibilities for the MSG, SEPG, TWGs, etc.
Document roles and responsibilities in the Organization section of the SPI strategic plan
3.09 Prioritize Activities and Develop Improvement Agenda
Define criteria to be used to select improvement action items from a list and launch them
Define criteria to be used to select improvement action items from a list and launch them
Define a process to add new improvement actions and to remove outdated improvement actions from the pending list
Document the criteria in the Improvement Agenda section of the SPI strategic plan
3.10 Reconcile the Existing/Planned Improvement Efforts with the Baseline Findings and Recommendations
Review the results of the baseline efforts
Build a matrix relating recommendations from the baselines to existing and planned activities
Document motivations to improve
Review/revise goals as appropriate
3.11 Transform the General Software Process Improvement (SPI) Goals to Specific Measurable Goals
Transform the goals into measurable specific improvement goals
3.12 Create/Update the SPI Strategic Plan
Merge the various sections developed during previous steps in this process
Edit and resolve inconsistencies and prepare final draft for review
3.13 Build Consensus, Review, and Approve the SPI Strategic Plan and Commit Resources to Action
Present/review the plan at all levels of the organization
Collect comments and suggestions and resolve conflicting ideas
Incorporate all changes and have all senior line managers as well as the organization's senior manager sign the plan
Publicize the plan (send a copy to everyone in the organization)
3.14 Form the Technical Working Group (TWG)
Assign MSG sponsorship responsibility for the TWG to one MSG member
Assign SEPG liaison responsibility for the TWG to one SEPG member
Get the enthusiastic people from the organization to work on the team
Plan and conduct a team kickoff meeting with sponsor attending
Set up initial schedule for TWG
Section 4 - The Acting Phase
4.01 Complete Tactical Plan for Technical Working Group (TWG)
Review draft tactical plan with MSG sponsor and SEPG liaison
Review data from baselining phase with SEPG liaison
Develop task sorting and selection criteria
Explore problem area to get preliminary directions for the team
Create work breakdown structure (WBS) for the TWG
Organize WBS tasks into a schedule with milestones and deliverables
Review and refine the tactical plan with MSG sponsor and SEPG liaison
4.02 Develop Solutions
4.02.1 Refine the Process (Process-Centered Approach)
Analyze the gap between the "as is" and "to be" states
Create refined process
Describe the desired state of the process (the "to be")
Determine current process scope / boundaries / context
Determine process modeling objectives
Identify process stakeholders and understand their needs
Implement the process
Model the new process
Specify process metrics
4.02.2 Analyze and Fix the Problem (Problem-Centered Approach)
Analyze the problem
Define solution goals
Define solution metrics
Generate and select alternatives to address problem
Identify constraints
Select best solution from alternatives discovered
State the problem
4.03 Pilot Potential Solutions
Develop pilot selection and completion criteria
Identify potential pilot projects
Select pilot project team
Train pilot project team
Install solution in pilot project
Execute and monitor pilot project
Evaluate results of pilot
Capture lessons learned from pilot
4.04 Select Solution Providers
Obtain contacts for potential providers of solutions (from SEPG)
Contact providers and arrange briefing sessions
Develop selection criteria based on organization needs and range of possibilities among providers
Narrow down the set of providers to one or two that best meet needs and are ready to work with the organization
Develop contracts with solution providers
4.05 Determine Long-Term Support Needs
Refine TWG and pilot needs to enable best possible support for entire organization
Work with support providers to satisfy needs of TWG and pilot solution
4.06 Develop Rollout Strategy and Plan Template
Using generic templates, create the rollout plan for this particular solution
4.07 Package the Improvement and Turn Over to the Software Engineering Process Group (SEPG)
Bind the products and artifacts into one solution package
Archive the package with the SEPG, adding to its database of process improvement information
Identify various intermediate products and artifacts the team has produced
Collect clean copies of each product and/or artifact
Organize and catalog all the artifacts
Review solution package content with the SEPG
Write descriptive material for those intermediate products and artifacts for which it is needed
4.08 Disband the TWG
Celebrate the completion of the activity
Dissolve the team
Review the improvement project
4.09 Rollout Solution
4.09.1 Brief Entire Organization
Plan and schedule briefings
Conduct briefings
Gather feedback from briefing participants
Revise future briefings based on feedback
4.09.2 Refine Rollout Strategy and Plan
Gather feedback from other tasks in this section
Distill lessons learned and desired modifications from feedback
Incorporate lessons learned in rollout strategy and plan
Implement next task (or same task on next project) with new rollout strategy and plan
Communicate broad changes to entire organization
4.09.3 Brief Project
Plan and schedule project briefings
Tailor briefing to specific project and set of changes
Conduct briefings
Gather feedback from briefings to refine deployment
4.09.4 Tailor Project Rollout Strategy And Plan
Using rollout plan template, fill in appropriate dates, resources, costs, names, etc., specific to this project's installation
Review the tailored rollout plan with the project, getting buy-in from affected targets for implementation
Review tailored rollout plan with MSG
4.09.5 Train Project
Assess project skills and knowledge in area of change
Plan curriculum to meet skills and training needs of people in the project
Schedule courses and enroll people from the project
Schedule courses and enroll people from the project
Conduct training courses.
Reassess project skills and knowledge; retrain as necessary
4.09.6 Install Improvement
Plan and schedule installation, upgrades, etc.
Carry out installation, upgrade, etc.
Walk through new operation with affected people in the changed environment
Run through new operation at normal speed
Review installation with project for final approval
Update/install hard and soft copy documentation
4.09.7 Evaluate Deployment
Plan and schedule lessons learned meeting(s)
Survey organization to collect top-level lessons, issues, and remaining actions
Compile lessons learned survey results
Conduct lessons learned meeting to clarify findings
Package lessons learned findings and review with organization
Revise generic templates for rollout strategy and plans and installation plans
Develop action plan to resolve outstanding issues and finish remaining actions
Develop action plan to resolve outstanding issues and finish remaining actions
4.10 Transition to Long-Term Support
Line organization calls on long-term support provider
SEPG monitors long-term support provider to ensure adequate support for line organization
MSG periodically reviews long-term support
Section 5 - The Leveraging Phase
5.01 Gather Lessons Learned
Gather lessons learned from previous SPI activities
Interview SPI process participants to get their perspectives on previous SPI activity
5.02 Analyze Lessons Learned
Review artifacts produced
Interview all levels of management to include their inputs
Review communications activity
Review effectiveness of the SPI infrastructure that was in place
Review interview results from SPI participants regarding previous SPI cycle
Review lessons learned reports
Review overall approach to SPI
Survey other organizations and the literature to see what others are doing regarding the process for SPI
5.03 Revise Organizational Approach
Document the new approach
Make changes to infrastructure if necessary
Revise the previous approach to SPI
5.04 Review Sponsorship and Commitment
Review commitment and sponsorship levels required with senior management
Review resources required with senior management
Review revised SPI approach with senior management
5.05 Establish High Level Goals
Define new goals as appropriate and in concert with the organization's vision, business needs and strategy.
Review goals from previous cycle through IDEAL to determine if they are still applicable.
Review lessons learned from prior cycle goal setting activities
5.06 Develop New/Revised Software Process Improvement (SPI) Proposal
Develop plan to provide initial guidance for SPI program
5.07 Continue With SPI
Obtain senior management approval to continue the SPI program
Section 6 - Manage the Software Process Improvement Program
6.01 Setting the Stage for Software Process Improvement (SPI)
Review and select baselines that are needed
Review resource requirements for the SPI program
Tailor guide activities as appropriate for the organization
Develop sponsorship activities
Introduce concepts of managing technological change and technology transition
Obtain training on ability to recognize and deal with resistance to change that will present themselves to the improvement program
6.02 Organizing the SPI Program
Establish the MSG
Establish the SEPG
Develop charter for the SEPG (MSG)
Demonstrate sponsorship for the improvement activities
Develop charter template for the TWGs
6.03 Planning the SPI Program
Review existing baselines and determine if new baselines need to be developed
Plan for and schedule training required for the selected baselines and strategic planning activities
Develop organizational plan for the SPI program
Based on results from the baselining activities, develop SPI action plan
Based on prioritized results from the baselining activities, develop tactical plans.
Develop detailed schedules through completion of baselining and strategic planning
Review and approve plans developed (MSG)
6.04 Staffing the SPI Program
Assign management staff to the MSG
Create job descriptions for the SEPG members
Recruit staff for the SEPG
Develop guidelines for TWG membership
Recruit and/or assign staff to the TWGs
Review resource requirements for each baselining activity against resources available.
6.05 Monitoring the SPI Program
Define procedures for SPI status/progress reviews
Develop schedule for SPI status/progress reporting meetings
Review progress against SPI strategic action plan
Review process performance against plan
Review strategic direction
6.06 Directing the SPI Program
Review existing policies and procedures
Evaluate existing policies and procedures to determine priorities for establishing TWGs
Authorize and initiate TWGs as required
Evaluate criteria and make informed decisions regarding priority and direction of SPI program
[Edit footer.html to set your custom footer here]
Current URL: http://compliancemanager.com/ModelStore/ModelPreview?ModelStoreId=c261eb1e-f3b1-4ccf-8fde-6e2ae155e6cb Base URL: http://compliancemanager.com/ Current URL Domain Name: compliancemanager.com
Capability Maturity Model (CMM) Demo
Form a discovery team