Isa step talks2013_7
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The document summarizes ISA's journey to achieving CMMI level 2 certification. It describes how ISA identified the opportunity to pursue process improvement, assembled a project team, and partnered with a consultant. It details the initial training, gap analysis, and definition of new processes. The document also discusses challenges faced such as team resistance and medical leaves, and solutions implemented like dedicated workshops and involvement of the CMMI team in pilot projects. Finally, it provides lessons learned around preparation, communication, and change management.
Isa step talks2013_7
- 3. How did we achieve CMMI? ISA Case Study Lara Osório - ISA, Intelligent Sensing Anywhere
- 4. Agenda ISA – Company Presentation How did we achieve CMMI level 2? Critical success factors Difficulties Solutions Conclusions and Lessons learned
- 5. ISA What we do? International reference in real time remote monitoring solutions specialized in the Energy, Environment, Oil & Gas markets. Solutions Hardware Software Customer Service and Support Business Areas Oil & Gas Energy
- 6. ISA General Competences Telemetry and M2M Communication Instrumentation, Automation and Control Embedded Systems Software Engineering Customer Service and Support
- 7. ISA Remote Monitoring System - Logistics
- 8. ISA Remote Monitoring Systems Develops energy monitoring and management solutions for companies, households and utilities, supporting companies and entities in the reduction of their energy consumptions. ISA – Intelligent Sensing Anywhere’s business unit, specialized in the energy market with innovative solutions. Utilities Companie s Househol ds ISA’s Management Unit Monitoring Management Support
- 9. ISA Focus on quality NP4457: specifies the requirements for a R&D and Innovation Management System ISO 9001:2008 Quality management systems — Requirements CMMI Dev, Level 2: process improvement training and appraisal program and service administered EN 13980:2002: This European Standard specifies particular requirements and information for establishing and maintaining a quality system within potentially explosive atmospheres
- 10. How did we achieve CMMI level 2? Identify an opportunity to launch a process improvement project (QREN); Approve a new project in the company to implement CMMI; Build a project team; Get the right consultant partner; Start to work! Goal: Get better, using CMMI practices!
- 11. How did we achieve CMMI level 2? First Steps Find financial resources – ISA joined the QREN funding project ACTOR; – ACTOR coordination by InovaRia • Work well done!
- 12. How did we achieve CMMI level 2? First Steps Identify project manager and team; Get the right sponsoring for the project; Teams awareness for change; Identify weaknesses and reasons for the improvement of processes; Get to know CMMI.
- 13. How did we achieve CMMI level 2? During the journey Dedicated CMMI project team continuously reviewing and supporting the progress and work done; Great feedback and cooperation from project managers and teams involved;
- 14. How did we achieve CMMI level 2? Consultancy with Stronstep Well defined communication channels; Availability for problem solving; Good contribution to improve the ISA's processes; Ability to stimulate ISA's team to want to do even more.
- 15. How did we achieve CMMI level 2? Methodology and schedule 2012 MARCH APRIL MAY JUNE CMMI Training JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY Training for Rollout Training for pilots projects Gap Analysis CMMI Level 2 Workshops Planning 2013 Rollout Workshops to Define processes Pilots SCAMPI C Milestones Planning and Project Tracking Change Management Readiness Review SCAMPI A CMMI Level 2
- 16. How did we achieve CMMI level 2? Problems along the way Project started late, but the end date couldn´t be changed (QREN project). One of ISA team members went on early maternity leave. Strongstep project manager was changed before SCAMPI C. After SCAMPI C, we only had 2,5 months to improve the process and make the rollout. ISA project manager went on medical leave during SCAMPI C! Days before SCAMPI A, one project manager who had 2 chosen projects for the SCAMPI went on medical leave!
- 17. Critical success factors Defined team for CMMI implementation Dedication of the stakeholders involved Workshops involving people from different areas and with different perspectives Auditors and consultants Timely SCAMPI preparation Process improvement mindset
- 18. Difficulties Different expectations from hardware team and software team Project visibility Resistance to change Collect indicators Team commitment Execute baselines
- 19. Solutions Workshops Meetings with team managers Sponsoring Teams were encouraged to find their own solutions during the workshops CMMI project team member joined the pilot project teams to better understand and address problems
- 20. Solutions Create templates to define baselines Use of source and documentation control tool Use JIRA tool Integrate templates with JIRA DB Use scrum practices Promote checkpoint meetings
- 21. Conclusions and lessons learned Shorter workshops - more focused; Encourage active participation during workshops; Use follow-up meeting, instead of emails chains to clarify doubts; Involve CMMI team elements in the pilots projects to better understand teams difficulties.
- 22. Conclusions and lessons learned Create release notes for each process release; Explain to the team members what is the purpose of the changes we are making; When something may go wrong, it will. So be prepared with good backup plans.
- 23. Final conclusion Define your goals; Work to achieve them; Reach them! On the way don´t forget the people… Define and involve teams; Manage expectations; Promote the change!
- 24. End – Our commemoration