Published on: **Mar 3, 2016**

Source: www.slideshare.net

- 1. SITARA Process JewelBoxTM Key Features of a Good Process Capability Baseline Report Raghav S. Nandyal SITARA Technologies Pvt. Ltd. Chief Executive Officer raghav_nandyal@SITARATECH.com
- 2. SITARA Process JewelBoxTM OBJECTIVES – How does one establish a process capability baseline (PCB) and how should it be reported? • Think of a situation when standard formats to report financial performance of a company did not exist; that is the current situation with respect to reporting “process performance” – What are the typical considerations that must be addressed within a process capability baseline analysis report? • Key considerations in a PCB report is pure conjecture and the format has remained unspecified • As few as a 5-page report and, 90-pages on the high-end – Three numbers become important in the context of high- process maturity: what are they?
- 3. SITARA Process JewelBoxTM Some Perspectives … (1 of 3) Definition: Process capability baseline can be defined as “a timestamp reference, for the actual process performance achieved while progressively establishing a stable and a capable process, when the same composition of the performance measures still hold true.” – Process capability: “the range of expected results that can be achieved by following a process” – CMMI-DEV V1.3 Technical Report (November 2010) – Process capability is therefore, the ability of a process to meet expected specifications or goals – For example: process capability of a peer review process can be expressed as defects per baseline size – And, is expected to meet a defined defect density goal such as 10-20 defects per kilo Assembly Equivalent Lines Of Code (defects/kAELOC)
- 4. SITARA Process JewelBoxTM Some Perspectives … (2 of 3) Process performance measures must be identified and defined for the core processes used to develop and maintain software, or in general, for “any solution” Tracking three numbers become important in the context of high- process maturity: business/organizational goal (G), predicted value (P) and actual value (A) of the process parameter Objective behind studying the progression of process performance is twofold: – One: to make sure that there is congruence among these three numbers and – Two: to observe the trends of the actual and predicted values for the key software metrics that requires to be controlled and take corrective actions
- 5. SITARA Process JewelBoxTM Some Perspectives … (3 of 3) Based on the improvements tried out to minimize causes of variation, process performance trends reveal whether improvements adequately justify the reduction achieved on the causes of variation Document what was done to minimize causes of variation and if improvements did not yield the required effects, write out the reasons and justify what you plan to do about them That should make for a very comprehensive process capability baseline report We will explore one of the many “useful” formats, as an example in this paper; and conclude by defining a high-level ToC
- 6. SITARA Process JewelBoxTM How does one establish a process capability baseline (PCB) and how should it be reported?
- 7. SITARA Process JewelBoxTM How does one establish a PCB? (1 of 4) How does one get started? – Define Business Objectives or the Performance Categories … – … to establish key Organization Goals or Quality Factors: What is the value proposition that is being promised to the customer? – Example: Business Objective/ Performance Category Improvement Parameters (Dependent Variable/Regressions/Factors) Improve Profitability CPI, Utilization, Resource Competency, … Reduce Cost of Quality Costs for: training, reviews/previews, inspections, testing, post-release bug fixes … Reduce Cycle Time Improve Review Efficiency, Reduce Cost of Quality, Improve Operational Definitions, Improve Project Management, Causal Relationships
- 8. SITARA Process JewelBoxTM How does one establish a PCB? (2 of 4) Using a Y-to-X tree establish an understanding of the Controllable/Measurable Factors – One of the key challenges: to ensure data collection, analysis, storage and communication of results for process adjustments and subsequent improvements are made part of the process itself – Example: Reduce Cycle Time
- 9. SITARA Process JewelBoxTM How does one establish a PCB? (3 of 4) Establish an understanding for “both” the necessary and sufficiency conditions in order to establish the required operational context – Example: Necessary Conditions Sufficiency Conditions Identify competency development plans to transition 10% of workforce from “proficient level” to “expert level” over the next X quarters Competency assessments using formal assessment centers for all “turn potential assessments” 100% of projects must adhere to the stated and implied requirements of the defined process Quarterly appraisals of process using structured appraisal techniques ensuring a minimum process compliance score of 85% Attrition of critical talent at less than X% On time delivery > 95%, CPI >= 1.2
- 10. SITARA Process JewelBoxTM How does one establish a PCB? (4 of 4) Establish contextual or the background information under which circumstances, process measurements are being made and capability analysis is being rendered – Example: Contextual Information Details Standardized Project Execution Environment List common tools used for development, testing, metrics collection and analysis … Data Collection Who collects, competencies required for analysis Age of the metric Period of relevance (Quarter or monthly is best) Project types or categories (homogeneity is very important) Development, maintenance, testing, Agile development, other methodologies …
- 11. SITARA Process JewelBoxTM What are the typical considerations that must be addressed within a process capability baseline analysis report?
- 12. SITARA Process JewelBoxTM What are the typical considerations? (1 of 2) Since process performance baselines are derived based on past performance data, accurate measurements from a homogeneous group of projects, is essential – How do we know we have a homogenous group? • For the “group” of projects having a common contextual information, compare the sample means of the parameter of interest defining commonality, say for instance: CoQ • Ensure that there is no statistically significant difference using One way ANOVA test • If the P-value is greater than 0.05, it means that there is no difference in the mean value of the parameter of interest (there is 95% confidence) • Therefore, the set of projects can be compared to establish a NEW reference value of 19.90 without losing accuracy
- 13. SITARA Process JewelBoxTM What are the typical considerations? (2 of 2) Compare current quarter performance achievement with previous quarter performance for the parameter of interest – Example: Cost of Quality – NOTE: Within a quarter/baseline period: It is as easy as checking if the 95%CI includes the monthly sample mean for COQ Clearly identify the contributors whose individual data is used for providing this roll up summary – Example: Project 1 to Project 17 – Report detailed process characteristics for each of the organizational performance parameter using a simple 4-steps process as follows Metric Unit of measure Q1 YYYY performance Q2 YYYY performance Average Std. Dev. Sample Size Min. Average Max. Std. Dev. 95% CI Mean COQ % 13.88 0.97 9 17.98 19.90 21.82 1.35 19.02- 20.78
- 14. SITARA Process JewelBoxTM What is the 4-step process? (1 of 4) 1. Establish that the process is stable and capable– – Key Point: every stable and capable process, can be made more stable and more capable – Use control charts/time-series charts to analyze outliers – Example: 5-Whys to arrive at a process cause – Key Point: When using sample data, consider the mean value of a large number of observations from independent homogenous projects
- 15. SITARA Process JewelBoxTM 2. Understand the underlying process distribution– – Key Point: Anderson-Darling test of normality is the most widely used test by statistical software (E.g., Minitab) – High p-value shows no statistically significant departure from normality – Null hypothesis is that the data is normal – so a high p-value > 0.05 is indicative of a normal distribution – Key Point: If the “statistical mean” of derived measures of a number of homogenous projects is used, there is no need for the normality test What is the 4-step process? (2 of 4)
- 16. SITARA Process JewelBoxTM – Key Point: Every derived measure uses some combination of the basic metric data – Key Point: A derived measure can itself be a combination of several phase-wise factors (sub-process control) 3. For a stable process identify the regressions and the residuals– Key Point: Regressions or, the factors are picked based on process knowledge, cost, risks and ease of measurement Key Point: Residuals are a measure of the error in a model; difference between a fit (predicted value) and the actually observed value What is the 4-step process? (3 of 4)
- 17. SITARA Process JewelBoxTM 4. Generalize the regression into a model– – Key Point: Statistical models help to tie process inputs with the process output using statistically relevant data – Key Point: Models establish a structure using which, estimation and hypothesis testing are enabled – Key Point: Model can be deterministic or predictive • Deterministic: simple math equation: E = mc2 • Probabilistic: Uses underlying probability distribution/density functions of random variables that defines the dependent variable • Example: Z = A + P + F (for one sample of a project) • What if there are 10 samples from 10 different projects? – For each project, Z = A + P + F may still be valid – Taken together, Z = 0.199 + 0.658 * A + 0.789 * P + 0.345 F + e – Regression model must be iteratively improved by fine-tuning it using the “actual” value – Using large samples makes the regression equation better What is the 4-step process? (4 of 4)
- 18. SITARA Process JewelBoxTM At least 3 numbers become important in the context of high-process maturity: what are they?
- 19. SITARA Process JewelBoxTM 3 Important Numbers … (1 of 1) Business/Organizational Goal, Predicted value (95% Confidence Interval) and Actual value of the process parameter The objective behind studying the progression of process performance is twofold – One, to make sure that there is congruence among the three numbers and, – Two, to observe the trending of the actual and predicted values for the key software metrics that requires to be controlled
- 20. SITARA Process JewelBoxTM One of the key challenges while designing a software process that is positively enabled for process measurements is – – to ensure data collection, analysis, storage and communication of results to relevant stakeholders for process adjustments and, – subsequent improvements are made part of the process itself Simple, yet accurate measures for phase-wise effort, schedule, errors and defects from committed stakeholders is all it takes – A paper titled “Top 10 Software Metrics/Measures for every Software Organization” is being presented by SITARA in this conference (CMMI Institute Global Congress Seattle 2015) – I invite you to attend the paper presentation/review the slides in the proceedings Conclusion (1 of 3)
- 21. SITARA Process JewelBoxTM It is important to realize that since process performance baselines are derived based on past performance data, accurate measurements from a homogeneous group of projects, is essential A well defined Process Capability Baseline (PCB) Analysis report must – – highlight the current state of the process quantitatively, using data and information from project execution within quarterly/monthly intervals; – effect pin-pointed quarter-on-quarter improvements to the process with the objective of building process capability and improving process stability; and – facilitate decisions and management reviews at various levels in the organization based on quantitative analysis to realize business objectives Conclusion (2 of 3)
- 22. SITARA Process JewelBoxTM Recommended Table of Contents for a Good Process Capability Baseline (PCB) Analysis report 1 Organization Goals 2 Business Objectives 3 Process Performance Measures to achieve Business Objectives 4 Contextual or Background Information (Necessary & Sufficient Conditions) 5 Historical Process Performance Analysis of Performance Measures 6 Executive Summary showing Q-o-Q trends of Performance Measures 7 4-Step Process providing detailed views of Analysis of Current Data 8 Conclusions to effect pin-pointed improvements 9 Revision of Organizational Goals and Process Approach Conclusion (3 of 3)
- 23. SITARA Process JewelBoxTM References [Chrissis 2011] Chrissis, Mary Beth et al, “CMMI for Development®: Guidelines for Process Integration and Product Improvement, Third Edition”, Addison-Wesley Professional. 2011 [Nandyal 2012] Nandyal, Raghav, “Building and Sustaining High- maturity Software Organizations”, McGraw-Hill Education. 2012 [Nandyal 2012] Nandyal, Raghav, “How to Accelerate High- Maturity Implementation of CMMI using Six Sigma”, Proceedings of the 24th SEPG 2012. Albuquerque, NM USA [Nandyal 2015] Nandyal, Raghav, “Top 10 Software Metrics/Measures for every Software Organization”, Proceedings of the CMMI Institute Global Congress 2015. Seattle, WA USA
- 24. SITARA Process JewelBoxTM Thank You! DISCUSSIONS, Q&A Raghav S. Nandyal Chief Executive Officer SITARA Technologies Pvt. Ltd. SITARA Technologies #54, Sri Hari Krupa 435, Marshall Road 6th Main Road Southlake, TX 76092 Malleswaram USA Bangalore KA 560 003 INDIA Telephone: +91.80.2334-3222 Mobile: +91.984-523-3222 Email: raghav_nandyal@SITARATECH.com URL: http://www.SITARATECH.com