# Presentation: 523519

## Practical Application of the CMMI and PMBOK Using the SSC San Diego Project Management Guide

**Brian Groarke**
**SPAWAR Systems Center, San Diego (SSC San Diego)**
**Systems Engineering Process Office (SEPO)**
**November 8, 2005**

**Notes:**
Introduce myself and talk a little bit about my experience. Project manager, member of SEPG since 1994. Instructor, etc.

How many of you are in an SEPG?  For how long?

## Objectives of the Briefing

**Provide an overview of SSC San Diego and SEPO**
**Describe the organization’s CMMI approach using the PMBOK**
**Share lessons learned – so far**

## Space and Naval Warfare Systems Center San Diego (SSC San Diego)

**Mission: to be the Navy’s RDT&E, engineering and fleet support center for command and control, communications, ocean surveillance, and the integration of those systems which overarch multi-platforms**
**Vision:   to be the nation’s pre-eminent provider of integrated C4ISR solutions for warrior information dominance**
**~3,500 civilians, 70 military, and several thousand contractors**
**Actual funding for FY 05 was  ~$1.4 billion**
**Attained SW-CMM Level 3 in Oct 2000; Reassessed at Level 3 in Aug 2003**

**Notes:**

Explain what RDT&E  means

Explain what C4I means

## SSC San Diego Process  Improvement Organization

**Core**
**4 wkyrs**
**Full -Time**

**Contractors**
**4 wkyrs**
**Full & Part-Time**

**Systems Engineering Process Office**
**(SEPO)**

**Department**
**SPI Agents**
**7 wkyrs**
**Full & Part-Time**

**Funded by overhead**

## SEPO Products and Services

**Maintains SSC San Diego’s Process Asset Library (PAL): Comprehensive web page of process improvement material: at ****http://sepo.spawar.navy.mil/**
**Facilitates process improvement across all of SSC San Diego**
**Conducts training courses**
**Assists with internal appraisals on projects to determine best practices and areas for improvement**
**Maintains Software Community Alias:  Email alias with over 800 members for announcements, requests for assistance**
**Facilitates Systems Process Improvement Working Group (SPIWG):  periodic meetings, seminars, lectures, debates, demos about systems engineering and process improvement issues**
**Maintains SEPO Library: process improvement related books, guidelines, standards, products, processes, publications, proceedings, articles, videos**
**Performs Community Liaison: Interface with the process improvement community**** ****outside of SSC San Diego, both government and commercial**

## SSC San Diego Organizational PAL:http://sepo.spawar.navy.mil/

**Notes:**
Sound: drum roll.

This is the first page of our world-famous Home Page on which we publicly share all our organization’s process assets.  
= = = = = = = = =
Each of our Depts is also required to share their process assets with the others in the organization via a PAL.
Can also have PALs at Division and/or Project levels

## CMMI Implementation Approach

**Start by applying basic project management best practices to all projects**
**Develop “Project Management Guide” and policy requiring its use**
**Guide will apply to all projects; big and small**
**Focus will be applying the best practices described in the PMBOK and CMMI and not “doing CMMI”**
**Develop **_**contact and awareness**_** training to support the PM Guide**
**Work with the Project Management Council (PMC) to get input and gain approval of project management standards and processes**
**Use SPI Agents to follow-up and ensure completion of requirements**

**Notes:**
Briefly explain what Tier I and Tier II projects are because they have not been introduced to the students yet.

Also explain  what SPI Agents are.

## Project Management Documents

**Project Management Documents**

**Project Management and System / Software Engineering Management Policies**

**Project Mgt Plan, procedures, templates and project examples and best practices**

**Project Management Guide, & project best practices**

**Proposal ****Preparation Guide**

***Implemented by***

***supported by***

**1498-****like****Data**

**Basic PM Requirements**
**(Job Description)**

** ****CMMI**
**  ****PMBOK**

**PM **
**Website**

## Project Management Guide

_**Objectives**_**:**
**Defines SSC San Diego **_**standard project management**_** process ****for Project Managers to use for successful project execution**
**Focus on management responsibilities, not practitioner details ****(Audience: primarily Project Manager, and levels above the PM)**
**Take advantage of best practices:**
**For project management in PMBOK and its DoD Extension**
**For systems and software engineering listed in CMMI**
**Provide simplified method to measure project status; and provide guidance to SSC San Diego upper-level managers in successful oversight of projects**
**Be a basis for management, training, Project Manager qualification, QA **
**Be compatible with IEEE/EIA 12207, IEEE 15288, and existing SSC San Diego processes and assets**
**Be ****SHORT****! Comprehensive. Readable. Usable.**

**Keep project goals in mind:**
**quality products, on-time delivery, within budget**

**Notes:**
Point out the PMG in the student handouts

## Project Management Guide (2)

**Peer reviewed by Project Management Council and Department Project Management Advisory Councils (PMACs)**
**PM Guide had ~490 comments (plus hand-written red lines not incorporated into the comment sheets)**
**After SEPO processing, consolidation, and review, and PMC review and agreement total comments were reduced to  281**
**Breakdown of the comments were as follows:**
**5 Major defects**
**146 Minor defects**
**40 Nots (comments not accepted)**
**90 Red Lines**
**24 Open Issues resolved**

## Project Management Council (PMC)Organization

**Code 230 PMAC organization is shown**
**Other department PMACs have similar structures**

**Currently 93 members above grass roots level**

**Grass Roots PMs**

## Document Format

**Basic requirements in regular text**

**References inside dashed boxes**

**Advanced requirements**
**In italics**

## Appendix A of the PM Guide

**Provides a checklist of expected best practices to be implemented and artifacts to be produced by the project manager**
**Project managers should use this checklist to record the date activities were accomplished**
**The QA function, or objective verifier, should use this checklist to verify usage of the PM Guide**
**Refer to the appropriate section in the PM Guide for detailed explanations of expected functions and activities**

**Notes:**
Show students this section of the PM Guide.

## PM Guide Checklist

## What is the PMBOK?

**PMBOK  stands for “A Guide to The Project Management Body of Knowledge”**
**PMBOK developed and maintained by the Project Management Institute (PMI)  **_**(http://www.pmi.org)**_
**PMBOK is an internationally recognized standard for project management best practices**

## The 5 Project Management Functions*

**The 5 Project Management Functions***

**Initiation:**** ****	****Establishing the project or phase.**
**Planning:**** ****	****Defining a plan, refining objectives, and selecting the best of the alternative courses of action to attain the objectives of the project.**
**Execution:****	****Coordinating people and other resources to carry out the plan.**
**Control:****	****Ensuring the project objectives are met by monitoring and measuring progress regularly to identify variances from plan so ****that corrective action can be taken when necessary.**
**Closeout:**** ****	****Formalizing acceptance of the project or phase and bringing it to ****an orderly end.**

**Initiation**

**Planning**

**Control**

**Execution**

**Closeout**

**** based on the “Guide to The Project Management Body of Knowledge (PMBOK)”***

## PM Guide’s 60 Subactivities

**2.1  Establish Project / Phase**
- a. Determine initial customer needs and requirements
- b.  Determine SSC needs
- c. Become familiar with the SSC SD vision
- d. Determine engineering processes
- e. Identify management and team responsibilities

**3.1 Clarify & Define Project  Reqts.**
- a. Gather candidate reqts.
- b. Analyze reqts
- c. Formalize reqts
- d  Review & clarify reqts and standards

**3.5 Identify Risks**
- a. Document candidate risks
- b. Determine risk avoidance
- c. Document reduction/ contingency actions
- d. Determine risk measures

**3.2 Define Schedule & Costs**
- a. Estimate parameters
- b. Document life cycle
- c. Identify tasks, phases
- d. Identify processes
- e. Develop schedule
- f. Estimate costs
- g. Define resources

**3.3 Identify Quality Approach**
- a. Define QA approach
- b. Define CM approach
- c. Identify methods to remove defects
- d. Determine project measures

**3.4 Organize Staff**
- a. Define org structure
- b. Identify staff roles
- c. Identify needed contracts
- d. Determine stakeholder involvement
- e. Identify training  needs

**3.6 Develop Plans**
- a. Document plans
- b. Reconcile resources
- c. Conduct peer reviews
- d. Obtain plan approval & commitment

**4.1 Carry Out Plan**
- a.  Design product or service solution
- b.  Develop product
- c.  Review for defects
- d.  Evaluate the product against rqmnts

**4.3 Cultivate Teamwork**
- a.  Acquire staff members
- b.  Build teamwork
- c.  Obtain training

**4.2 Select and Administer Procurements**
- a.  Acquire outside support
- b.  Administer outside support

**4.4 Verify Evaluate Product Quality**
- a.  Implement QA
- b.  Report work results

**5.2 Manage Reqts & Configurations**
- a.  Control project scope
- b.  Manage project and doc configurations

**5.3 Take Corrective Action**
- a.  Analyze issues
- b.  Take action
- c.  Implement risk plans

**5.1 Measure Project Performance**
- a.  Collect data
- b.  Analyze data, determine status
- c.  Monitor project and process quality

**5.4 Report Perfor-mance Info**
- a.  Report status
- b. Communicate with stakeholders
- c.  Submit project measures/ work products

**6.1 Close the Project / Phase**
- Deliver and support
- Prepare de-staffing plan
- Track/turn in equip. & hazardous matls
- d. Conduct admin closure
- e. Properly close out contracts

**INITIATION**

**CLOSEOUT**

**EXECUTION**

**CONTROL**

**PLANNING**

*Project **   Description*
*PM prepared*
*Constraints*
*Assumptions*
*Proposals*
*SOW*

*Revisions*

*Baselined Requirements*
*Project Plan*
*Schedule & Milestones*

*Completed *
*products*
* **Status measures *

*Direction &*
*Revisions*

*Project Status*

*Project identified*
*PM identified*
*SSC assets*

*Delivered product*
*Returned equipment and recycle materials*
*Archived files*

**PM Guide’s 60 Subactivities**

## PM Core Course Course Map

- Establish Project / Phase

- Initiation

- Take Corrective Action

- Control

- Verify Product Quality

- Select and Administer Procurements

- Cultivate Teamwork

- Carry out Plan

- Execution

- Identify Quality Approach

- Develop Plans

- Organize Staff

- Identify Risks

- Define Schedule and Costs

- Clarify and Define Project Requirements

- Planning

- Close the Project / Phase

-   Closeout

## PM Core Course (PMCC)Topic Areas

_**Function**__**	**__**Topics**_
**Initiation****	****1. Establish the project or phase**
**Planning****	****1. Clarify and define project requirements**
**	****	****2. Define schedule and costs**
**	****	****3. Identify risks**
**	****	****4. Identify quality approach**
**	****	****5. Organize staff**
**	****	****6. Develop plans**
**Execution****	****1. Carry out the plan**
**	****	****2. Select and administer procurements**
**	****	****3. Cultivate teamwork**
**	****	****4. Verify product quality**
**Control****	****1. Monitor project performance**
**	****	****2. Manage requirements and configurations**
**	****	****3. Take corrective action**
**	****	****4. Report performance information**
**Closeout****	****1. Close the project or phase**

**Based on PMBOK, PMG, CMMI, ISO/IEEE 12207, **
**ISO/IEC 15288, EIA- 632 and other best practices!!**

## PM Guide Rollout Strategy (1)

**Identify and conduct pilots of the PM Guide**
**Evaluate pilots and update PM Guide based on feedback received; and updated best practices and work products contribution**
**Every project can begin implementing the best practices in the PM Guide once the PM Guide is approved (guide was approved in June 2005)**
**PMs who have attended the PM Core Course will be expected to comply with the PM Policy and Guide**** **
**SEPO will conduct 6-7 PM Core classes, each with ~25 students, a year depending on demand**

## PM Guide Rollout Strategy (2)

**Assumption is that total number of Center “projects” that will be required to follow the PM Guide will be reduced from ~996 to ~600 or ~700 through the redefinition of “project” (i.e. very small efforts may be treated as tasks as opposed to projects)**
**There are no exemptions based on size**
**May be a part of a group of tasks to become a project, or be a project itself**
**SPI Agents will coach and consult with projects to help them tailor and implement the PM Guide**
**Experienced PMs will mentor and coach other PMs**
**Additional training and support will be developed and provided**

## Lessons Learned

**Management commitment and **_**involvement**_** is critical to the success of any process improvement effort**
**Involving project managers throughout the organization in peer reviews of project management documentation, while difficult, facilitated buy-in for these documents**
**PM Guide does not cover all of CMMI Level 2 **
**detailed mapping to be performed**
**Any large organizational cultural change takes time – so be patient!**

## Summary

**Transition to CMMI has caused a rethinking of our entire process improvement approach and philosophy**
**Focusing on implementing “best practices” vs. implementing CMMI**
**Many issues to be worked out; we have started to address some**** **
**We believe the end result will be improved products and services across the organization**

## Brian GroarkeSSC San DiegoE-mail: “brian.groarke@navy.mil”
http://sepo.spawar.navy.milPhone:(619)553-6248

**http://sepo.spawar.navy.mil****Phone:(619)553-6248**

## Acronyms

**C4ISR: Command, Control, Communication, and Computers, Intelligence, Surveillance, and Reconnaissance**
**CMMI: Capability Maturity Model Integration**
**PMBOK: Project Management Body of Knowledge**
**PMC: Project Management Council**
**PMAC: Project Management Advisory Council**
**PMG: Project Management Guide**
**PM Guide: Project Management Guide**
**QA: Quality Assurance**
**RDT&E: Research, Development, Test, and Evaluation**
**SEPO:  Systems Engineering Process Office**
**SPIWG: Systems Process Improvement Working Group**
**SSC San Diego: Space and Naval Warfare Systems Center, San Diego**