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Software Process Improvement Journey: IBM Australia Application Management Services Software Process Improvement Journey: IBM Australia Application Management Services Robyn Nichols Colin Connaughton March 2005 A Report from the Winner of the 2004 Software Process Achievement Award TECHNICAL REPORT CMU/SEI-2005-TR-002 ESC-TR-2005-002 Pittsburgh, PA 15213-3890 Software Process Improvement Journey: IBM Australia Application Management Services A Report from the Winner of the 2004 Software Process Achievement Award CMU/SEI-2005-TR-002 ESC-TR-2005-002 Robyn Nichols Colin Connaughton March 2005 IBM Australia Application Management Services Unlimited distribution subject to the copyright. The Software Engineering Institute is a federally funded research and development center sponsored by the U.S. Depart- ment of Defense. Copyright 2005 Carnegie Mellon University. NO WARRANTY THIS CARNEGIE MELLON UNIVERSITY AND SOFTWARE ENGINEERING INSTITUTE MATERIAL IS FURNISHED ON AN “AS-IS” BASIS. CARNEGIE MELLON UNIVERSITY MAKES NO WARRANTIES OF ANY KIND, EITHER EXPRESSED OR IMPLIED, AS TO ANY MATTER INCLUDING, BUT NOT LIMITED TO, WARRANTY OF FITNESS FOR PURPOSE OR MERCHANTABILITY, EXCLUSIVITY, OR RESULTS OBTAINED FROM USE OF THE MATERIAL. CARNEGIE MELLON UNIVERSITY DOES NOT MAKE ANY WARRANTY OF ANY KIND WITH RESPECT TO FREEDOM FROM PATENT, TRADEMARK, OR COPYRIGHT INFRINGEMENT. Use of any trademarks in this report is not intended in any way to infringe on the rights of the trademark holder. Internal use. Permission to reproduce this document and to prepare derivative works from this document for internal use is granted, provided the copyright and “No Warranty” statements are included with all reproductions and derivative works. External use. Requests for permission to reproduce this document or prepare derivative works of this document for external and commercial use should be addressed to the SEI Licensing Agent. This work was created in the performance of Federal Government Contract Number F19628-00-C-0003 with Carnegie Mel- lon University for the operation of the Software Engineering Institute, a federally funded research and development center. The Government of the United States has a royalty-free government-purpose license to use, duplicate, or disclose the work, in whole or in part and in any manner, and to have or permit others to do so, for government purposes pursuant to the copy- right license under the clause at 252.227-7013. For information about purchasing paper copies of SEI reports, please visit the publications portion of our Web site (http://www.sei.cmu.edu/publications/pubweb.html). Table of Contents Foreword.................................................................................................................... v Acknowledgments .................................................................................................. vii Abstract..................................................................................................................... ix 1 Introduction....................................................................................................... 1 2 The AMS Australia Process Improvement Journey....................................... 3 2.1 The Early Process Improvement Steps ...................................................... 4 2.2 SW-CMM Maturity Level 2.......................................................................... 4 2.2.1 Approach to Gap Analysis and Planning ........................................ 5 2.2.2 The Initial Transformation Framework 1997-1999 .......................... 7 2.3 SW-CMM Maturity Level 3.......................................................................... 8 2.3.1 The Transformation Framework for SW-CMM Maturity Level 3 ..... 9 2.4 CMMI-SE/SW Maturity Level 5................................................................. 10 2.4.1 The Transformation Framework for CMMI-SE/SW Maturity Level 5 .......................................................................................... 12 3 The Benefits .................................................................................................... 15 3.1 Performance ............................................................................................. 15 3.1.1 Charting the Results of Process Improvement ............................. 16 3.2 People ...................................................................................................... 19 3.2.1 Background................................................................................... 19 3.2.2 Client and Staff Satisfaction.......................................................... 20 3.2.3 Benefits for All Employees: Observations..................................... 20 4 Lessons and Observations............................................................................ 23 4.1 The Initial Drivers for Process Improvement............................................. 23 4.1.1 Why CMM? ................................................................................... 24 4.1.2 SW-CMM to CMMI-SE/SW ........................................................... 25 4.2 Process Improvement as an Organizational Transformation Program ..... 26 4.2.1 Organizational Change Management ........................................... 26 4.2.2 Sponsorship of Process Improvement Programs ......................... 29 4.2.3 Culture of the Large Organization and Process Improvement..... 31 CMU/SEI-2005-TR-002 i 4.2.4 Piloting.......................................................................................... 32 5 Organizational Assets and Supporting Infrastructure ................................ 35 5.1 Processes, Methods, and Tools................................................................ 35 5.1.1 The AMS Management System.................................................... 35 5.1.2 IBM Global Services Method ........................................................ 39 5.1.3 Tools and Technology .................................................................. 39 5.1.4 Rational Tools............................................................................... 40 5.1.5 Knowledge Management.............................................................. 41 5.2 Organization and People.......................................................................... 42 ® 5.2.1 People CMM in IBM .................................................................... 42 5.2.2 Managing and Training People..................................................... 44 5.2.3 Organizational Structure............................................................... 45 5.2.4 Organizational Meetings—P3....................................................... 46 5.2.5 Process Improvement Team......................................................... 48 5.2.6 The Software Engineering Process Group ................................... 49 5.2.7 Process and Product Quality in IBM............................................. 51 5.2.8 Involvement of Practitioners in Process Development ................. 55 6 Measurement and Metrics.............................................................................. 57 6.1 Selection of Key Metrics for the Organization .......................................... 58 6.2 Managing the Projects Using Metrics....................................................... 60 6.3 Statistical Process Control Approach........................................................ 61 6.4 Measurement and Reporting Infrastructure.............................................. 63 6.5 Performance Models ................................................................................ 65 6.6 Using Metrics to Improve the Future ........................................................ 68 7 AMS Australia Today and Tomorrow ............................................................ 69 Appendix Acronyms......................................................................................... 71 References............................................................................................................... 73 ii CMU/SEI-2005-TR-002 List of Figures Figure 1: A Timeline of Major Points in the AMS Process Improvement Journey.... 3 Figure 2: AMS Australia Basic Organizational Structure ......................................... 5 Figure 3: ADE Hexagon and Key Areas .................................................................. 6 Figure 4: The ADE Approach to Change ................................................................. 6 Figure 5: On-Time Delivery.................................................................................... 16 Figure 6: On-Budget Delivery................................................................................ 17 Figure 7: Customer Satisfaction ............................................................................ 17 Figure 8: Account Productivity (FP/FTE) ............................................................... 18 Figure 9: Monthly Problem Resolution .................................................................. 18 Figure 10: Problems per 1,000 FPs Maintained and Severity 1 Problems per 1,000 FPs Maintained ...................................................................................... 19 Figure 11: The AMS Management System Conceptual Procedure Map................. 38 Figure 12: AMS Management System Procedure List ............................................ 38 Figure 13: Knowledge Management Tools .............................................................. 42 Figure 14: Process, People, and Performance Meetings (P3)—Critical Thread Reviews (CTRs) ....................................................................................
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