team-of-four · senior principal software engineer engineering process group network centric...
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TeamTeam--ofof--FourFourPowerful Mechanism for DeploymentPowerful Mechanism for Deployment
Copyright © 2004 Raytheon Company. All rights reserved.
November 2004
Team of FourNovember 2004
2Copyright © 2004 Raytheon Company. All rights reserved.
Author contact infoAuthor contact info
Laurie Haack
Senior Principal Software Engineer
Engineering Process Group
Network Centric Systems
Raytheon Company
Fullerton, CA
714-446-4286
Team of FourNovember 2004
3Copyright © 2004 Raytheon Company. All rights reserved.
SW CMMI Level 5 andSE CMMI Level 3 + inDecember 2003
Second SW-CMM Level 5 inSeptember 2002
SW-CMM Level 5in October 1998
First SW-CMM Level 3 inworld in 1990
Network Centric Systems, Fullerton, CA
Organization and AccomplishmentsOrganization and Accomplishments
Team of FourNovember 2004
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Many pieces to puzzle for organization andMany pieces to puzzle for organization andproject successproject success
OrganizationProcesses
LessonsLearnedBest Practices
QuantitativeMethods
ProgramRequirements
Team of FourNovember 2004
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Process Improvement Requires SynergyProcess Improvement Requires Synergybetween Organization and Programsbetween Organization and Programs
• To achieve high levels ofprocess maturity, theorganization and programsmust work closely together
• New process at theorganization level need to bedeployed to programs
• Best practices and lessonslearned from the program levelsmust be flowed to theorganization and shared acrossprograms
• Quantitative managementactivities need infrastructure tofacilitate metrics collection andanalysis
Team of FourNovember 2004
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Team of Four (Team of Four (ToFToF) Concept) Concept
• Team of Four Conceptsuccessful at otherRaytheon sites
• Adopted the concept inFullerton in 2001
• Consistent withintegrated productteam approach
• Very effectivemechanism for processimprovement
Team of Four promotessynergy betweenorganization and programs
Team of FourNovember 2004
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What is a TeamWhat is a Team--ofof--Four (Four (ToFToF)?)?
• A teamed approach to projectleadership and support
• Team goal is to help ensureproject success while helping theorganization improve over time
• The team members bring a broadperspective, can better facilitatesharing across projects and helpthe organization improve as awhole
• Also the primary mechanism forprocess deployment activities onprojects
• Supports the organization’sprocess improvement efforts
Team of FourNovember 2004
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Who is on a SW TeamWho is on a SW Team--ofof--Four (Four (ToFToF)??)??
SoftwareProgramManager
EngineeringProcessGroup Rep
QualityAssuranceRep
EngineeringManagementRep
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Morphing of SWMorphing of SW ToFToF toto ToXToX
SW ToF
SE ToF ToF with multipleengineeringdisciplines
Team of FourNovember 2004
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Expanded Team of XExpanded Team of X
SoftwareEngineeringManager
SystemsEngineeringManager
Team of Four concept expanded beyond software toinclude other engineering disciplines
HardwareEngineeringManager
Quality Rep
EngineeringProcessGroup Rep
ProgramEngineer
Functional Managers
Team of FourNovember 2004
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ToFToF adds Valueadds Value
� Improved ProgramPerformance
� Improved Process/ProductQuality
Stronger Tie between Programs and Functional OrganizationsMore Successful IPTs
More Predictable Programs
Stronger Tie between Programs and Functional OrganizationsMore Successful IPTs
More Predictable Programs
• Better visibility of key drivers(e.g., Productivity and othermeasures)
• Collaborative risk mitigation• Timely resolution of issues
(more proactive, less reactive)• Eliminates wasted activities
(no “reinventing the wheel”)
• Institutionalized processes• In-Phase containment of
defects• Shared Lessons Learned and
Best Practices
Team of FourNovember 2004
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ToFToF Effective at all Maturity LevelsEffective at all Maturity Levels
• Team of Four supports Level 1through Level 5 programs
• Less mature programs focus onimproving measurements,configuration management, etc
• More mature programs focus onquantitative management,process improvement
Team of FourNovember 2004
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ToFToF Supports Program through Life CycleSupports Program through Life Cycle
Team of Four supportsprograms during
-Start up
-Development
-Wrap up
-Maintenance
Team of FourNovember 2004
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The TeamThe Team--ofof--Four ProcessFour Process -- Project StartProject Start--upup
• Team sets up plans, process and metrics• Uses engineering startup checklist to plan
for startup events• Develops plans for programs plans and
procedures• Tailors program process to organization
processes• Reviews plans including Software
Development Plan/ Systems EngineeringManagement Plan, Metrics Plan, etc.
• Develops and reviews the ProcessImprovement Plan (PIP)
Team of FourNovember 2004
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Update Project Plans
Develop Project Plans
Process Deployment at Start upProcess Deployment at Start up
TailorOrganizationEngineeringDirectives
ObtainApproval of
Tailoring fromPolicy Board
Establish“Team of Four”
ConductProject Startup
Review
UpdateTailoring as
needed
• IMP/IMS• SEMP/SDP• Metrics Collection Plan
Update,Baseline &
Release ProjectPlans
• Risk Mgt Plan• Facilities Plan• Process Improvement Plan
SOW
Req
mts
Eng.
Goals &
Objectives
CSW
PSe
ctio
n 5
RFODirectives
SEP
HW
EPSPEP
Team of FourNovember 2004
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The TeamThe Team--ofof--Four ProcessFour Process--Development PhasesDevelopment Phases
• During program developmentToF focus is on:
• Quantitative Management• Process Improvement
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ToFToF Quantitative ManagementQuantitative Management
• Determine what metrics to collect• Determine best method for collection• Establish goals and thresholds for key
metrics• Analyze metrics• Look for trends, compare to
organization norms• Identify areas of concern• Do causal analysis• Prepare for reviews with senior
management
Team of FourNovember 2004
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Sample Requirements VolatilitySample Requirements VolatilityReportReport
Totals Sep-00 Oct-00 Nov-00 Dec-00 Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01 Sep-01Total # of Requirements 1100 1101 1004 1004 997 999 1006 1006 1006 1002 1011 1007 1007# of Reqts Added 7 5 0 0 3 2 7 0 0 0 14 0 0# of Reqts Modified 1 8 0 15 0 1 10 5 0 0 0 3 0# of Reqts Deleted 8 4 97 0 10 0 0 0 0 4 5 4 0Total # Reqts changed 16 17 97 15 13 3 17 5 0 4 19 7 0% Requirement Volatility 1.45% 1.55% 8.81% 1.49% 1.29% 0.30% 1.70% 0.50% 0.00% 0.40% 1.90% 0.69% 0.00%Org Volatility Baseline 8.14% 5.76% 5.76% 5.76% 5.76% 5.76% 5.76% 0.65% 0.65% 0.65% 0.65% 0.65% 0.65%Upper Tolerance (+10%) 8.95% 6.34% 6.34% 6.34% 6.34% 6.34% 6.34% 0.72% 0.72% 0.72% 0.72% 0.72% 0.72%Lower Tolerance (-10%) 7.33% 5.18% 5.18% 5.18% 5.18% 5.18% 5.18% 0.59% 0.59% 0.59% 0.59% 0.59% 0.59%
Program Lifecycle Phase CDR SystemIntegration
Requirements Volatility % Change (example)
0.00%1.00%2.00%3.00%4.00%5.00%6.00%7.00%8.00%9.00%
10.00%
Sep-00 Oct-00 Nov-00 Dec-00 Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01 Sep-01
Perc
ent r
equi
rem
ent V
olat
ility
% Requirement Volatility Org Volatility Baseline Upper Tolerance (+10%) Lower Tolerance (-10%)
Customer requested deletionof these requirements. ECP-029 cost/schedule innegotiation
New functionality added.ECP-030 being generated,schedule relief of 2 weeksneeded
Team of FourNovember 2004
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Project Monitoring and ControlProject Monitoring and Control
ProductAssuranceProduct
Assurance
EngineeringManagementEngineeringManagement
EPGEPG
EngineeringMetrics
Coordinator
EngineeringMetrics
CoordinatorProject
Team of FourProject
Team of Four
• Engineering Goals& Norms
• SW Metrics• History Data
Meets at least monthly to:• Analyze metrics and identify
corrective and preventive actions• Sponsor and monitor project process
improvement activities• Ensure program records are
maintained• Review org-level process
improvements for incorporation intoproject processes
RaytheonManagement
Chain
RaytheonManagement
Chain
• Engineering Director- Sets engineering goals- Reviews project status bi-monthly
• Engineering Manager regularly monitorsproject activities as member of ToF
• Supports Engineering Director inestablishing engineering goals
• Collects and analyzes metricsacross the organization
• Maintains and reports status ofprogress against engineeringgoals
• Monitors project-level metricscollection
• Provides metrics training andconsultation
• Provides process support toproject a member of ToF
• Flows organization level processimprovements to project via ToF
• Shares project best practices withorganization via EPG
• Member of ToF• Monitors process compliance
and product quality
• Process & qualitygoals & objectives
• Review status towardsgoals and objectives
Team of FourNovember 2004
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ToFToF Process ImprovementProcess Improvement
• Address activities identified in theprogram’s process improvement plan
• Seek process improvements for areasidentified in quantitative management
• Sponsor Six Sigma activities on theprogram
• Identify lessons learned and bestpractices to share with rest oforganization
• Review other programs lessonslearned and best practices anddetermine if they should be applied tothis program
• Prepare for appraisals and audits
Team of FourNovember 2004
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Process Improvement CycleProcess Improvement Cycle
Improve & pilot projectprocess improvements
within projects
Incorporateprocess
improvements
Collect & analyzepjt data, requests,recommendations
Improve & pilot org.process improvements
Projectdata
Identify &prioritize
improvements
Pilotimprovements,as necessary
Evaluateeffectiveness ofimprovements
Planimprovements,
piloting,deployment
Candidate improvementopportunities
Processupdates
Significant improvementsProcess innovations
Updated engineering directives, training,tools & enablers
Perform ProcessCollect Data
Evaluateeffectiveness ofimprovements
Analyze dataIdentify
improvements
Plan & deployprocess
improvements
Process Improvement Requests& Recommendations toOrg-level Processes
Process Improvement Requests& Recommendations to
Org-level Processes
Identify org &business unit goals
and needs
Project LevelProcess
ImprovementActivities
Org / Eng LevelProcess
ImprovementActivities
Eng / Business UnitLevel Activities
Team of FourNovember 2004
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The TeamThe Team--ofof--Four ProcessFour Process -- WrapWrap--up Activitiesup Activities
• At end of development:• Collect and review lessons learned for the entire project• Complete the end-of-project report and submit to the
organization metrics team• Present a project shutdown/summary report at the
Engineering Project Reviews• Determine if project is transitioning to maintenance and
categorize the type of maintenance activity
Team of FourNovember 2004
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The TeamThe Team--ofof--Four ProcessFour Process -- Transition toTransition toMaintenance:Maintenance:
• Develop a Maintenance Plan• Review and revise the
Software Development Planand Systems EngineeringDevelopment Plan.
• Update tailoring report asneeded
• Review and revise otherplans and processdocuments as applicable
Team of FourNovember 2004
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ToFToF Members RolesMembers Roles
SoftwareEngineeringManager
SystemsEngineeringManager
HardwareEngineeringManager
Quality Rep
EngineeringProcessGroup Rep
ProgramEngineer
Functional Managers
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Program Engineer’s RoleProgram Engineer’s Role
• Program Engineerresponsible for allengineering activities on theprogram
• Chair of ToF• Responsible for program
reviews with seniormanagement
• Looking out for overallproject success
• Communicates to programmembers and to PMO
Team of FourNovember 2004
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Functional Manager’s RoleFunctional Manager’s Role
• Functional Managerincludes SW, SE and/or HWprogram level manager
• Responsible for theirdiscipline’s activities
• Processes• Monitoring progress• Training of their team
members
• Provide inputs for tailoring,planning, risk identification,causal analysis, etc.
Team of FourNovember 2004
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Quality Engineer’s RoleQuality Engineer’s Role
• Audit ToF Activities• Participate
• Identify processproblems
• Monitor deploymentof new processes
• Participate insolving problems
Team of FourNovember 2004
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Engineering Process Group (EPG) Member’sEngineering Process Group (EPG) Member’sRoleRole
• Flow information betweenprogram and organization
• Engineering goals• Lesson’s learned• Best practices• Measurement data
• Facilitate• Set up meetings• Take minutes/track actions
Team of FourNovember 2004
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Deploying Team of Four ConceptsDeploying Team of Four Concepts
• Team of Four procedure• Identifies responsibilities, roles,
typical activities
• Team of Four Training conductedduring meetings
• Hour ToF training course• Training on metrics analysis, new
processes, etc.
• EPG Liaison support team• To provide training for new EPG
members• To ensure consistency in
approach across teams
Team of FourNovember 2004
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Benefits of Effective TeamsBenefits of Effective Teams--ofof--FourFour
• Improved engineering processes• Improved communication/collaboration• More consistency across projects• Shared lessons learned for use on other
programs• Better product quality• Improved competitiveness• Promotes higher maturity processes
“Working as a Team Fosters Program Success”
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Q & A
Team of FourNovember 2004
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AcronymsAcronyms
CMMI Capability Maturity Model IntegrationEPG Engineering Process GroupHW HardwareIMP Integrated Master PlanIMS Integrated Master ScheduleIPT Integrated Product TeamMgmt ManagementPIP Process Improvement PlanPMO Program Management OfficeRep RepresentativeRFO Raytheon Fullerton OperationsSDP Software Development PlanSE Systems EngineeringSEMP Systems Engineering ManagementPlanSW Software EngineeringToF Team of FourToX Team of Many