Many organizations have looked at the original CMMI for Development model, and wished that it was applicable to more than just the design and development of products and systems.  They hoped to share in the widespread success organizations have had using the model in improving their productivity, predictability, and delivered quality. However their business involved service delivery rather than products creation and the CMMI was not for them, until now.

Recently, the SEI released a new version of the CMMI model, CMMI for Services.  This model is based on the same concepts and principles as the original CMMI for Development model, but its focus and emphasis is on service delivery organizations.  Service organizations in such diverse fields as education, health care, telecommunications, and hospitality have begun using CMMI for Services as their standard and framework for process improvement and organizational performance.  Built on more than 20 years of success and experience, the new release of the CMMI model is especially valuable for organizations that are already using the original CMMI model in their development work, but that have been looking for a suitable way to apply the model to the service-oriented parts of their business, such as installation and field support, training, and Information Technology (IT) services.

PEP, Inc. is pleased to announce that it is among the first organizations certified by the SEI to teach the new 3-day Introduction to CMMI for Services course. In addition, also is authorized to teach the one-day CMMI for Services supplement intended for people who are interested in the Services model and who have already completed the Introduction to CMMI for Development course.  PEP partners are also certified as High Maturity SCAMPI Lead Appraisers for both the Development and Services models.

AAI Corporation Earns CMMI Level 3

Assessment Signifies Engineering and Project Management Excellence

Hunt Valley, Md. – January 20, 2010 — AAI Corporation, an operating unit of Textron Systems, a Textron Inc. (NYSE: TXT) company, announced today that the company has been appraised to Capability Maturity Model Integration (CMMI®) Level 3. Covering systems engineering and project management functions within AAI’s Hunt Valley, Md., Unmanned Aircraft Systems, Test & Training Systems and Advanced Systems organizations, the successful December 2009 assessment was led by Mark Rabideau, a licensed lead assessor and Six Sigma master black belt from Process Enhancement Partners, Inc. appraisal to CMMI Level 3 is an explicit requirement in many U.S. military development solicitations.

The CMMI five-level model was developed by the Software Engineering Institute, a federally funded research and development center principally funded by the U.S. Department of Defense. Within the internationally recognized five-level guide to process improvement, Level 3 is titled “Defined,” which means that processes are proactive and tailored for the organization. Level 3 organizations such as AAI can configure and deploy processes to meet the unique circumstances of each development effort, then share best practices and data across the organization for continuous improvement.

AAI previously secured and maintains a CMMI Level 5 assessment for its systems software function. CMMI Level 5 is titled “ Optimizing,” and is an indication that the organization is focused on data-driven process improvement.

“At AAI, we have a culture of continuous improvement, grounded in the fact that the smarter and more efficiently we work, the faster we can make our products and services available to the troops that need them,” says Senior Vice President and General Manager Ellen Lord. “AAI’s achievement of CMMI Level 3 in program management and systems engineering, along with reappraisal of the software function at Level 5, highlight our ability to be both agile and competent in the application of engineering and management to development and integration of systems.”

About AAI

AAI Corporation and its indirect wholly owned subsidiaries Aerosonde Pty Ltd and ESL Defence Limited design, produce and support industry-leading aerospace and defense products and services, including unmanned aircraft and ground control technologies; high-fidelity training and simulation systems; automated aerospace test and maintenance equipment; armament systems; and logistical, engineering, supply chain and operational support services. AAI Corporation is an indirect wholly owned subsidiary of Textron Inc. More information is available at www.aaicorp.com.

About Textron Systems

Textron Systems Corporation has been providing innovative solutions to the defense, homeland security and aerospace communities for more than 50 years. Known for its unmanned aircraft systems, advanced marine craft, armored vehicles, intelligent battlefield and surveillance systems, intelligence software solutions, precision smart weapons, piston engines, test and training systems, and total life cycle sustainment services, Textron Systems includes AAI Corporation, Lycoming Engines, Overwatch, Textron Defense Systems and Textron Marine & Land Systems. Textron Systems Corporation is an indirect wholly owned subsidiary of Textron Inc. More information is available at www.textronsystems.com.

About Textron Inc.

Textron Inc. is a multi-industry company that leverages its global network of aircraft, defense, industrial and finance businesses to provide customers with innovative solutions and services. Textron is known around the world for its powerful brands such as Bell Helicopter, Cessna Aircraft Company, Jacobsen, Kautex, Lycoming, E-Z-GO, Greenlee, and Textron Systems. More information is available at www.textron.com.

I am seeking individuals or groups interested in providing online training in the areas of  Six Sigma and CMMI (DEV and SVC most particularly). I have built a small ‘initial’ prototype for viewing at: http://ambientwebs.org/moodle It is not an address that I intend to use when the site goes into production; but for now ‘any port in a storm’- address-wise.

Should you or your organization be interested in collaborating with me in this endeavor please use my ProcessTeam  contact form to let me know.

…mark (Rabideau)

As of 20 March 2009, both Judah Mogilensky and Mark Rabideau have been certified by the SEI (Software Engineering Institute) as High Maturity SCAMPI Lead Appraisers (HMLA) for CMMI for Development. This role now appears under Process Enhancement Partners listing on the SEI Partner Directory. To quote the SEI:

SEI-Certified SCAMPI High Maturity Lead Appraisers (SCAMPI HM LAs) lead trained teams of professionals in the appraisal[...]  determine an organization’s process capability and/or maturity level.

Before [...] become[ing] a SCAMPI HM LA, you must

• Be a current SEI-Authorized SCAMPI Lead Appraiser in good standing
• Present evidence of having led at least two CMMI SCAMPI A Appraisals. (Note: CMM appraisal experience will not be accepted to this requirement.)
• Present successful completion of at least one course relevant to CMMI high maturity concepts and practices, (e.g., High Maturity with Statistics, Statistical Measurement, and Statistical Process Control). Qualifying courses must have been completed within the last five years.
• Show experience working in a high maturity process improvement environment in one of the following three areas:
  • Building/implementing HM practices or participation on at least one CMMI SCAMPI A Capability Level/Maturity Level 4 and/or 5 Appraisal as a team member or mini-team member
  • Developing/facilitating  HM training
  • Statistical/quantitative management or modeling & simulation experience in support of managing/building products.

On February 26, 2009, the Software Engineering Institute (SEI) announced the release of its much anticipated CMMI for Services (CMMI-SVC). Just as the CMMI model extended the coverage of the original Software CMM to also include development of hardware and systems products, this new CMMI model covers the establishment, management, and delivery of services. Services may include Information Technology support services, field installation and maintenance services, training services, transportation services, and even areas far removed from typical CMMI engineering domains, such as health care, landscaping, and delivery services. More details, and access to the full text of the model, can be found at: http://www.sei.cmu.edu/publications/documents/09.reports/09tr001.html

The SEI has recognized PEP, Inc. as an early adopter of the CMMI-SVC model, as a result of our work in support of training and use case development. Both PEP partners are now authorized by the SEI to provide the following services:

• Teach the one-day CMMI for Services supplement, designed to provide background on the new model to people who have already completed the three-day Introduction to the CMMI-DEV course, Version 1.2. (This training qualifies a person to be a Team Member on a CMMI-SVC SCAMPI team.)
• Lead SCAMPI appraisals (classes A, B, and C) using the CMMI-SVC model. (Note that, since the model is newly released, the SEI will not be accepting SCAMPI-A appraisal results against the CMMI-SVC model until September, 2009.)

(Please also note that a new three-day Introduction to the CMMI-SVC course, one that will not address the Development model, is now under development at the SEI. PEP is supporting the development of this course, and plans to make it available to clients once it is released by the SEI.)

This new model will be especially valuable for organizations that perform both engineering development and services delivery. These organizations will now be able to expand the coverage of their CMMI-based process improvement activities to include their service delivery activities. It will also allow new organizations, ones that provide services but perform little or no engineering development, to gain the benefits of CMMI-based process improvement. The increases in delivered quality, in work efficiency, and in effort predictability that have been realized by development groups for many years will now be available to service delivery groups as well.

For more information on the CMMI-SVC model, and how it can help improve the performance of your organization, please contact PEP.

Happy 75th Jerry! A new book celebrating Gerald (Jerry) M. Weinberg for the time that he has given to the Information Technology world. Has just been published by Dorset House.

A good friend of the entire PEP team, but more importantly internationally respected for his innovative thinking on both human and technical issues, Jerry Weinberg is recognized as a pioneer of software testing, starting with Project Mercury in 1958. A highly influential author, lecturer, and consultant, he draws on experiences gained in all three roles, as well as from a long technical career as a software developer and researcher. Jerry has written on topics ranging from computer systems and programming to education,problem solving, and writing.

Judah Mogilensky was one of the book’s contributing authors.  Congratulations to Jerry & Judah!

You may purchase the book at Dorset House.

MBTI® and Myers Briggs Type® Indicator are trademarks of CAPT.

The Software Engineering Institute (SEI) a federally funded research and development center sponsored by the U.S. Department of Defense and operated by Carnegie Mellon University holds the following marks:

Any other product names named are copyright of their respective organizations

PEP’s Approach to Process Improvement

Process Enhancement Partners, Inc. (PEP) is a professional services organization devoted exclusively to helping software development and maintenance organizations improve:

• business performance (in terms of project predictability, product quality, productivity, and decreased project cycle time, etc.) and
• quality of life for the software developers (in terms of reduced pressure, reduced overtime, more reasonable demands and schedules, enhanced teamwork, etc.).

We do this through the use of numerous process improvement models, e.g., the Software Engineering Institute (SEI) Capability Maturity Model® for Integration- CMMI® ; and our understanding of the human dynamics of process improvement (PI). As a full-service organization supporting software process improvement, PEP performs a variety of discrete services in such areas as:

• appraisals (determination of an organization’s strengths and weaknesses relative to the CMMI®, either informally or through means of formal maturity level rating),
• training (in such areas as the CMMI, change management, process improvement action planning, etc.), and
• consulting (in support of process group members or executive change sponsors).

PEP Value Added

Most of our clients find that we add the greatest value when we enter into a long-term relationship, providing an integrated collection of services over time.We refer to this long-term relationship and integrated set of services as a PEP Continuous Improvement Method program (P-CIM). Special challenges arise with clients where there are a number of geographically or functionally diverse software organizations.In such cases, it is critical to identify and respond to the unique needs and special circumstances of each individual business unit, while at the same time maintaining corporate-level consistency in such areas as process improvement policies, resource allocation, reporting requirements, and goal setting. PEP’s approach under these circumstances is to work with both the corporate-level process body and directly with the individual software units.Our objective is to help the corporate body become a vehicle for exchanging experiences and best practices among the software units, while allowing each unit to adopt improvements in a manner, in a sequence, and at a pace that fits for that unit. In other words, PEP makes every effort to insure our clients achieve Process Improvement (PI) autonomy , self-sufficiency and financial benefits.

Summary of Roles and Responsibilities

In is important to distinguish between PEP’s support role and the role in the internal client change agents and sponsors, both at the corporate level and at the operating unit level. PEP’s role is to:

• bring our experience and expertise regarding the CMMI® and the human dynamics of organizational change;
• grow and develop the skills and knowledge of the change agents and sponsors with whom we work;
• act as a sounding board and external experts to validate, mentor, and comment on ‘local’ SPI efforts and ideas
• work with our clients to leverage the effective use and implementation of ‘improvement techniques and models’ for both financial and human advantage.

The organization’s own personnel must ultimately be responsible for

• making the key strategic decisions involved in planning the changes,
• preparing the standards and procedures to be adopted by the organization, and
• enacting improved processes and providing feedback regarding their effectiveness.

Background & Experience

PEP‘s Process Improvement experience includes:

• assisting in the development of the SEI Capability Maturity Model (versions 1.0, 1.1, 2.0, and CMMI® versions 1.0, 1.1 & 1.2);
• assisting in the development and testing of the People CMM;
• evaluating the effectiveness of the SEI’s CMM® Appraisal Framework (CAF) ;
• evaluating and implementing the SEI Fomal Appraisal methodologies (SPA, CBA-IPI & SCAMPI);
• participating in the initial phases of the CMMI (CMM® Integration program);
• tailoring the CMM® and numerous assessment methodologies for small organizations (including, ISPR, IMPACT, and QUICKSTART);
• helping to define the Philips Assessment Method (PAM);
• developing the PEP Continuous Appraisal Method (P-CAM® ); and
• authorizing more than 30 SEI-licensed Assessors.

PEP consultants are committed to assisting organizations improve their software processes. Each PEP partner is a professional software manager and developer with many years of experience in building software systems.

The discipline of software process improvement is new. It is also a discipline for which there are few reliable pre-defined solutions. Recognizing that, PEP works collaboratively with many of today’s leading technology organizations to discover and tailor effective software process improvement programs.

PEP mentored improvement programs have proven that successful and meaningful software process improvement is predicated upon the effective integration of people, process, and technology.

PEP has led or participated in well over 400 software process assessments/ appraisals. Our extensive assessment/ appraisal experiences spans over 15+ years and includes:

• SEI SPAs/CBA-IPIs/ SCAMPIs
• P-CAM®; PEP’s Continuous Appraisal Method
• Digital Equipment’s Quickstart Assessments
• PEP’s IMPACT assessments
• PEP’s Informal Software Process Reviews (ISPR)

PEP- Continuous Improvement Method (P-CIM)

Overview/ Scope

The purpose of P-CIM is to:

• develop effective, productive continuous improvement programs for PEP’s Client software units
• provide guidance and mentoring to Client software functions in the use and tailoring of the CMMI® or Six Sigma techniques
• support each identified Client software unit’s PI (Process Improvement) effort through both expert consultation and the independent expert evaluation of PI (Process Improvement) progress
• develop a phase review process for each identified Client software unit for the purpose of effectively managing and monitoring its PI (Process Improvement) progress
• facilitate access to resources required by Client software units to successfully implement required project management and software development techniques including processes already documented or implemented by other Client entities (this is coordinated through the Client).
• assist our Client organizations in developing and managing their PI (Process Improvement) action plans

• provide a forum for the prioritization and review of the organization’s improvement needs

Major Tasks

• • select Client software units for P-CIM (Client / PEP responsibility)
  • identify PEP resources to mentor targeted Software Units (PEP responsibility with Client approval)
  • develop P-CIM Client specific plan (PEP responsibility with Client approval) ; write-up & document P-CIM detail (PEP responsibility) ;and develop criteria for and evaluate “success” of the P-CIM Program (Client / PEP responsibility)
  • baseline the software process capability of each selected software unit (Client Software Unit/ PEP responsibility) using one of PEP’s Appraisal Methods
  • develop a specific P-CIM plan for each selected organization (Client Software Unit/ PEP responsibility)
  • facilitate the development of a PI (Process Improvement) improvement plan for the selected target software unit (Client Software Unit/ PEP responsibility)
  • work with Client Corporate to develop an approach for tracking & managing each unit’s PI (Process Improvement) progress (Client Corporate/ PEP responsibility)
  • develop plans, in conjunction with our Client , to obtain resources required by the select units for their PI (Process Improvement) efforts (Client Software Unit/ PEP responsibility & Client )
  • monitor each target organization’s PI (Process Improvement) progress, on an on-going basis, and report to Client Corporate (Client Software Unit/ PEP responsibility/ Client Corporate); this typically utilizes IMPACT!Appraiser tools
  • develop an Client -wide reward program for PI (Process Improvement) progress (Client internal issue)

Method/ Approach

The approach is as follows:

• • PEP provides leadership in the development of a P-CIM program with both Client Corporate functions and the Local Client Organization
  • PEP works collaboratively and as a mentor in the on-going improvement efforts with the Client Software Units, Corporate, and the Client