Methodology Implementation

Description
This document is designed to communicate the implementation strategy for methodologies and tools. This document is intended for a general audience to understand what the strategy is for rolling out the methodologies and tools.

Background
CLIENT has been in the process of implementing a standard application development and maintenance methodology. The pro ect began with the search and selection of an appropriate! off"the"shelf methodology. The search started #$EN and ended with the selection of methodologies and supporting tools #$EN. The program proceeded to continue the implementation by wor%ing with N&'E () C('*&N+ to develop an approach for institutionali,ing the use of the methodologies across CLIENT IT -olutions .elivery. That approach is based largely upon the N&'E () C('*&N+ Roadmap. The /oadmap is N&'E () C('*&N+0s plan and process for institutionali,ing methodologies in organi,ations that has been developed from their years of e1perience in this field. The /oadmap has been used in the planning and deployment of the N&'E () C('*&N+ methods and tools during the early phases of the 'ethodology *ro ect. &s the methodology deployment e1pands to more pro ects! we will continue to follow the /oadmap approach. This document should be viewed as supporting detail to the /oadmap document.

Organizational Scope
The N&'E () C('*&N+ methodologies and tools are being deployed specifically to support the application development and maintenance areas in CLIENT. Those areas are defined as the application development and maintenance areas in #$E/E. This does not imply that other areas not included in this scope cannot ta%e advantage of the N&'E () C('*&N+ methods or tools. (ther areas that are interested in using this CLIENT &sset may fund and coordinate deployments with the *rogram office. The 'ethodology *ro ect will remain focused on the identified areas of deployment 2 other areas would be encouraged to coordinate with the *rogram office to begin their own pro ect to address the needs of their areas.

Who is our audience?

The audiences that will use the methodologies and tools have the following roles3titles4 IT *ro ect 'anagers *rogrammers IT &nalyst

IT &rchitects IT -ystems Consultant

To help further define the specific groups that will use the methodology and to establish metrics for progress! a database was created using data from CLIENT $/. This database and application uses data in the $/ database to specifically identify the staff in having the titles identified above. 5sing this database3application! we can measure 6uantifiably who is receiving training! who is using the methodology! how many remain untrained! etc. &s of '(NT$3+E&/! there are appro1imately N5'7E/ () people in #$E/E that will be ta%ing advantage of the N&'E () C('*&N+ methodologies and tools.

The Methodology Implementation Linked to SEI !MM "oals

The implementation of methodologies is lin%ed closely to the CLIENT IT goals to advance in the capabilities defined in the -EI0s Capability 'aturity 'odel. It is important to recogni,e this because! without a specific goal or ob ective to improve the application delivery capability at CLIENT! methodology implementation would most li%ely be perceived as unnecessary. CLIENT management has determined that IT will use the -EI3C'' model to measure how productive and efficient IT is operating. Currently! CLIENT IT has been assessed as being a C'' Level 8 organi,ation. In order for CLIENT IT to progress in its productivity and efficiency! the C'' model prescribes the %ey processes or activities that the organi,ation must perform. & good e1ample of one of those activities is pro ect management. The relevance of the -EI3C'' model and the CLIENT IT goal to advance its capabilities using this model is that the methodology implementation strategy is focused on aiding those specific C'' activities. #hy is that important9 7ecause the C''

CMM Architecture
Level 5 Optimizing 4 Managed 3 Defined 2 Repeatable 1 Initial Focus
!ontinuous process impro$ement

e! "#ocess $#eas
De#ect pre$ention Technology change management %rocess change management &uantitati$e process management So#t(are 'uality management Organization process #ocus Organization process de#inition Integrated so#t(are management So#t(are product engineering Intergroup coordination Training program %eer re$ie(s *e'uirements management So#t(are pro)ect planning So#t(are pro)ect tracking So#t(are su+contract management So#t(are 'uality assurance So#t(are con#iguration management

%roduct and process 'uality De#ined engineering process

%ro)ect management and commitment process

,eroes

*aul% et al. :;<<=>

model is an incremental! progress approach to capability maturity. The implementation strategy for the methodology will follow the same incremental! progress improvements to CLIENT IT capability. &ctivities that will be put into practice will be augmented by more activities later in the implementation. CLIENT 'anagement has as%ed the organi,ation to wor% toward being assessed as a C'' Level 8 organi,ation by E(+ +E&/. ?ey process areas supported and facilitated by the methodologies and tools are4 *e'uirements Management 2 $ow9 The processes defined in the repository use consistent re6uirements gathering and documenting procedures. So#t(are %ro)ect %lanning 2 $ow9 )irst"cut plans and estimates are 6uic%ly available from process repository.

Implementation -pproach
The following discussion is designed to help e1plain how the methodologies and tools will be deployed. 5ntil now! the focus of the 'ethodology *ro ect has been to pilot the methodologies and tool! establish a sound technical framewor% :production L&N! -'-! etc>! perform training! and obtain feedbac% from the pilot pro ect. The e1perience learned from that process was used to develop and refine the implementation strategy.

Prerequisites (Recommended for the Successful Implementation of the Methodology)

;. *ro ect must be approved and funded with a wor% authori,ation number. @. *ro ect must be in the &nalysis or early .esign *hase. A. The 'ethodology group must be notified one month prior to beginning of pro ect. :This ensures that team can get the appropriate methodology training prior to the start of the pro ect.> B. *ro ect manager must have completed *'I training. =. *ro ect manager must attend -EI C'' Training :@ $ours>. C. *ro ect 'anager or designated team member must have training on selected scheduling tool.

Engagement Process
;. 'ethodology Team is notified that a pro ect is going to start. @. 'ethodology Team assigns a mentor to the team. A. 'ethodology 'entor advises on the following4 $ow the tools and methodology will be used on the pro ect. 'entor will provide a big picture of the maintenance3development process and how the methodology fits in to that overall process. 'entor will also provide an overview how the related tools will be used.

The success criteria that will be used to assess how the methodology is being used on the pro ect. Criteria include4 ;. &re methods being used to create the pro ect plans9 @. &re the pro ects e1ecuted to this plan and at least BDE of deliverables being produced9 A. #ere significant changes made to the original plan9 B. .id the use of the methods help the pro ect manager9 The mentor0s roles and responsibilities on the pro ect9 B. 'entor completes assessment and advises on the appropriate training courses. This includes tool training for pro ect management and methods training for pro ect team. =. *ro ect team and manager complete necessary training. C. *ro ect 'entor meets with team and begins fulfilling roles and responsibilities listed.

Disengagement Process
;. 'ethodology assistance will be completed when one"third of the baseline pro ect deliverables is completed. @. (nce completed! mentor will disengage from pro ect team and be re"assigned to another development3maintenance effort. A. (n"going support staff will provide assistance! as needed! to pro ect team.

*elease Strategy
There are several sources of change that will impact the methodology environment4 process changes suggested from the development3maintenance teams! methodology changes updates from N&'E () C('*&N+! tool changes from N&'E () C('*&N+! etc. In an effort to bring a degree of change control to the environment! ma or changes will be scheduled for biannual releases to #$('. & biannual release schedule will allow sufficient time for process changes to be coordinated and evaluated. These changes will be coordinated and approved through the organi,ation.

Measurement
There are two primary measures that will be used to evaluate the success and progress of the methodology deployment. Institutionalization :i.e.! $ow do we %now we are done9 -aturation9> This measure will be used to reflect4 ;. Number of people trained @. Number of pro ects using the methods3tools A. Number of people needing training &uality o# institutionalization :i.e.! &re we really using the tools3methods9> ;. &re pro ect plans being created based on the processes in the repository9 :produce plan> @. &re the pro ect teams following the baseline plan9 :count deliverables>

A. $ow much customi,ation was necessary9 :count 8 of activities added3deleted> B. &re the pro ect teams using the methodology to help produce deliverables9 :sub ective> =. .o the tools3repository help the *' produce a 6uality pro ect plan faster9 :current average is $(# '&N+ wee%s>

So#t(are Licensing and Distri+ution

The N&'E () C('*&N+ tools have been purchased and installed on #$&T. There are $(# '&N+ licenses of the tools. The methods3processes in the process repository are deployed via $(#. :5N>LI'ITE. access is allowed to the methods.

!ommunication
The primary communication vehicle for the methodology deployment will be the departmental organi,ations. The other 'ethodology communication vehicles are4 ;. 7iwee%ly *ro ect 'anager status meeting for those pro ect managers using the 'ethodology. @. *ro ect 'anager Newsletter A. )eedbac% form on 'ethodology #E7 -ite.

What is the .methodology/?

The N&'E () C('*&N+ methodology development3maintenance processes. he methods!
The methods are actually processes defined and stored in a process repository. The process repository contains IT development and maintenance processes :a specific approach or plan to build an application or modify an e1isting application>. The repository contains processes from N&'E () C('*&N+ as well as processes defined and added by CLIENT. & process in the repository contains several ma or components4 activities :the tas%s to do>! techni6ues :e1amples of how to do the activity>! metrics :how long the activities may ta%e! ris%! etc>! inputs and outputs :things needed to do an activity or things the activity should produce>! templates :e1amples of what the inputs3outputs and deliverables loo% li%e>.

consists

of

both

tools

and

he tools!
;. 0ame o# Tool 2 .escribe what it0s used for! where it is! and how it can be accessed. @. 0ame o# Tool 2 .escribe what it0s used for! where it is! and how it can be accessed. A. 0ame o# Tool 2 .escribe what it0s used for! where it is! and how it can be accessed.