Slide 1AgendaNDIA Top 5 Systems Engineering Issues (2006)AgendaHeritage of Standards for Systems EngineeringSlide 6Two Complimentary Approaches to Process ImprovementAgendaWhat is the Capability Maturity Model Integrated?The Basic Building Blocks of CMMI – 22 Process AreasSlide 11Practice Ratings for the Organization/ProjectsHow is the CMMI Used for Process Improvement?Typical CMMI Benefits Cited in LiteratureAgendaWhat is Lean Six Sigma (LSS)?Six SigmaDMAIC RoadmapDMAIC ToolkitDesign for Six Sigma (e.g., DMADV)LeanWastes in ProductionOrganizational Adoption: Roles & ResponsibilitiesA Typical Lean Six Sigma Project in AerospaceAgendaSlide 26Organizational Infrastructure Required for CMMI Level 3Northrop Grumman Approach: Institutionalizing Our ImprovementsNorthrop Grumman Approach: Lessons LearnedProcess Improvement in the Aerospace IndustryCMMI and Lean Six Sigma Rick Hefner, Ph.D.Northrop Grumman [email protected] CS510 – 9 Nov 2010Agenda•Current Challenges Facing the Aerospace Industry•Current Industry Approaches–Capability Maturity Model Integrated–Lean Six Sigma•Northrop Grumman Approach2NDIA Top 5 Systems Engineering Issues (2006)•Key systems engineering practices known to be effective are not consistently applied across all phases of the program life cycle.•Insufficient systems engineering is applied early in the program life cycle, compromising the foundation for initial requirements and architecture development.•Requirements are not always well-managed, including the effective translation from capabilities statements into executable requirements to achieve successful acquisition programs.•The quantity and quality of systems engineering expertise is insufficient to meet the demands of the government and the defense industry.•Collaborative environments, including SE tools, are inadequate to effectively execute SE at the joint capability, system of systems (SoS), and system levels.3Systems Engineering Update, NDIA Top 5 Issues Workshop. July 26, 2006. Briefing by Mr. Robert SkalameraAgenda•Current Challenges Facing the Aerospace Industry•Current Industry Approaches–Capability Maturity Model Integrated–Lean Six Sigma–Agile•Northrop Grumman Approach4Heritage of Standards for Systems Engineering5EIA / IS 632ISO/IEC 15288Mil-Std-499BMil-Std-499A199419941994199820021974(Not Released)Mil-Std-4991969(Trial Use)IEEE 12201998(Full Std)LegendLegendSupersedesSource forEIA6321998EIA/IS 731 SE CMIEEE 1220(Full Std)(Interim Standard)2002CMMI-SE/SW/IPPD(Interim Standard)(FDIS)ISO/IEC 197602002(PDTR)2002ISO/IEC 15504(FDIS)Standards for Systems Engineering, Jerry Lake, 2002The Frameworks QuagmireSarah A. Sheard, Software Productivity Consortium6http://stsc.hill.af.mil/crosstalk/1997/sep/frameworks.aspTwo Complimentary Approaches to Process ImprovementData-Driven (e.g., Lean Six Sigma)•Clarify what your customer wants (Voice of Customer)–Critical to Quality (CTQs)•Determine what your processes can do (Voice of Process)–Statistical Process Control•Identify and prioritize improvement opportunities–Causal analysis of data•Anticipate your customers/ competitors (Voice of Business)–Design for Six SigmaModel-Driven (e.g., CMMI)•Determine the industry best practice–Benchmarking, models•Compare your current practices to the model–Appraisal, education•Identify and prioritize improvement opportunities–Implementation–Institutionalization•Look for ways to optimize the processes7Agenda•Current Challenges Facing the Aerospace Industry•Current Industry Approaches–Capability Maturity Model Integrated–Lean Six Sigma•Northrop Grumman Approach8What is the Capability Maturity Model Integrated?•The CMMI is a collection of industry best-practices for engineering, services, acquisition, project management, support, and process management–Developed under the sponsorship of DoD–Consistent with DoD and commercial standardsThree Constellations sharing common components and structure•CMMI for Development - used by engineering organizations•CMMI for Acquisition - used by buyers (e.g., govt. agencies)•CMMI for Services - used by service providers (e.g., help desk)9The Basic Building Blocks of CMMI – 22 Process AreasProject Management•Project Planning•Project Monitoring and Control•Supplier Agreement Management•Integrated Project Management)•Risk Management•Quantitative Project Management10Engineering•Requirements Development•Requirements Management•Technical Solution•Product Integration•Verification•ValidationSupport•Configuration Management•Process and Product Quality Assurance•Measurement and Analysis•Decision Analysis and Resolution•Causal Analysis and ResolutionProcess Management•Organizational Process Focus•Organizational Process Definition•Organizational Training•Organizational Process Performance•Organizational Innovation and DeploymentImplemented byeach projectImplemented bythe organizationExpected Practices Provide Guidancefor Implementation & Institutionalization11SG 1 Establish Estimates SP 1.1 Estimate the Scope of the ProjectSP 1.2 Establish Estimates of Work Product and Task AttributesSP 1.3 Define Project Life CycleSP 1.4 Determine Estimates of Effort and CostSG 2 Develop a Project PlanSP 2.1 Establish the Budget and ScheduleSP 2.2 Identify Project RisksSP 2.3 Plan for Data ManagementSP 2.4 Plan for Project ResourcesSP 2.5 Plan for Needed Knowledge and SkillsSP 2.6 Plan Stakeholder InvolvementSP 2.7 Establish the Project PlanSG 3 Obtain Commitment to the PlanSP 3.1 Review Plans that Affect the ProjectSP 3.2 Reconcile Work and Resource LevelsSP 3.3 Obtain Plan CommitmentGG 2 Institutionalize a Managed Process GP 2.1 Establish an Organizational PolicyGP 2.2 Plan the ProcessGP 2.3 Provide ResourcesGP 2.4 Assign ResponsibilityGP 2.5 Train PeopleGP 2.6 Manage ConfigurationsGP 2.7 Identify and Involve Relevant StakeholdersGP 2.8 Monitor and Control the ProcessGP 2.9 Objectively Evaluate AdherenceGP 2.10 Review Status with Higher Level ManagementGG 3 Institutionalize a Defined Process GP 3.1 Establish a Defined ProcessGP 3.2 Collect Improvement InformationProject Planning – Implementation Project Planning - InstitutionalizationPractice Ratings for the Organization/Projects12How is the CMMI Used for Process Improvement?13www.sei.cmu.edu/ideal/ IDEAL ModelTypical CMMI Benefits Cited in Literature•Reduced costs–33% decrease in the average