Camping on a Seesaw : GMS IS&S Process Improvement Approach Dr. - - PowerPoint PPT Presentation

15th SEPG 2003

1

Camping on a Seesaw: GM’S IS&S Process Improvement Approach

• Dr. Hubert F. Hofmann, Karen A. Moore

General Motors Corporation

• Dr. Joyce Statz

TeraQuest

15th SEPG 2003

2

Journey to Excellence

1996 2006 + 1999 2001 2003 Drive Global and Common Processes & Execution Focus on Essential Process & Execution Improvement Divest EDS, Appoint 1st GM CIO, Form IS&S Process & Project Execution Excellence Continuously Deploy World-Class Improvements

15th SEPG 2003

3

Transitioning to Desired Capability

Desired Capability Transformation Improvement Approach Time Present Capability Capability

15th SEPG 2003

4

Improvement Approach (1996-2000)

• Focus on Defining System

Delivery Process – Small, central group – Little involvement of practitioners – One size fits all mindset

• Single Intervention Guided

by Executive Edict and External Consultants

• Expect “Quantum Change”
• f the Whole Organization

Process Capability Time Quantum Change

15th SEPG 2003

5

Facing the Music: Rhythms of Organizational Change

Acceptance Status Quo Stunned Paralysis Denial Anger, Rage, Discredit Bargaining Depression Testing

Source: Adapted from Elizabeth Kubler Ross, On Death and Dying and Daryl Conner in Managing at the Speed of Change

15th SEPG 2003

6

Discovering the Chasm

Source: Moore, Crossing the Chasm, 1995

DANGER

DO NOT FREEZE

Signed By Date

Early Majority Late Majority Laggards Innovators & Early Adopters Chasm

15th SEPG 2003

7

How to Start a Fire? Or Regaining Momentum

Process Capability Time Organizational Capability Time

?

15th SEPG 2003

8

Achieve and Maintain Excellence

Process Capability Time Organizational Capability Time Process Capability Organizational Capability Transformation

• Focus on Organizational and

Process Capabilities

• Balanced Intervention Guided

by Leadership and Practitioners

• Expect Gradual Transformation
• f the Whole Organization

15th SEPG 2003

9

Successfully Crossing the Chasm

Present Capability Transformation Desired Capability Teams Alignment

Source: Adapted from Hofmann and Geiger, Quality Management in Action , 1994

Awareness Transition Stabilization Assessment Improvement Control

Organizational Capability Process Capability

15th SEPG 2003

10

Improvement Approach (2001+)

Establish Baseline Collect Best Practices Set Goals Coordinate Initiatives Focus on Alignment Project Execution Process Improvement Provide Feedback Execute Process Analyze Results

15th SEPG 2003

11

Why CMMI?

Organizational Transition Process Improvement

Commitment to Perform Ability to Perform Activities Performed Directing Implementation Verifying Implementation

Project Portfolio

15th SEPG 2003

12

Using CMMI in An Outsourced Model

Supplier Management Contracts Legal Finance Strategic Planning Supplier Processes General Motors System Delivery Process System and Software Engineering Project Management Quality Assurance Support Processes Process Management System and Software Engineering Project Management Quality Assurance Support Processes Process Management

15th SEPG 2003

13

Perform CMMI-Style Assessments To Capture Organizational Baseline(s)

• Measure organizational awareness & compliance to IS&S

policies and key IT processes

• 15-25% bi-annual sample of approx. 1700 IS&S

employees and strategic project portfolio

• Corporate Program Office/Quality Assurance leads

assessments (interviews and deliverable reviews)

• Assessment tool to enable consistent, on-site data capture

and real-time data analysis

• Organizations develop and execute six months

improvement plans

15th SEPG 2003

14

Establish Measurement Program Early

• Combine product

metrics and assessment results

• Blend “soft data” and

“hard facts”

• Gradually increase

analysis capability as you collect improvement data

15th SEPG 2003

15

Set Priorities and Aggressive Goals

Integration Pilots and Deployment Supplier Work GM Work Priority #1 GM Processes For Supplier Execution Priority #2 Processes For GM Project Execution Priority #3 GM Program/ System Delivery

Illustrative Example

40% 55% 75% 100% 0% 27% 27% 25%

0% 20% 40% 60% 80% 100%

Q1 2002 Q2 2002 Q3 2002 Q4 2002

Compliance

Average Score Improvement

15th SEPG 2003

16

Coordinate Improvement Initiatives

IS&S SEPG SEPG SEPG Process Mgmt Prioritized Needs Common Processes, Methods and Tools Steering Committee Executive Committee PMOs SEPG Project Services PMOs Quality Assurance (PPQA) Project Mgmt System & Software Engineering Support Processes IS&S PPQA

15th SEPG 2003

17

Focus on Alignment

Regional PMO PPQA Software Factory Software Factory Software Factory SEPG Global Process PMO PPQA IS&S SEPG IS&S PMO IS&S PPQA SEPG Global Process PMO PPQA SEPG Global Process PMO PPQA Regional PMO PPQA Regional PMO PPQA

15th SEPG 2003

18

Deploy Processes to Projects

Project 1 Project 2 Project n Project Training & Workshop Project Lessons Learned Project Support & Mentoring

15th SEPG 2003

19

Performance Improvement

50 100 150 200 250 CY 2000 CY 2001 part 2002 # Key Projects Tracked

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% CY 2000 CY 2001 Part 2002 Milestones Met 10 20 30 40 50 60 CY 2000 CY 2001 Part 2002 Avg Days Late Note: Data for 2002 is through August, 2002

15th SEPG 2003

20

Lessons Learned

• Remember: This is a journey!
• Riding the wave of change (denial, anger, etc.)
• Whole organization has to prioritize and work together
• Tailor/reveal CMMI according to the organization’s

capability

• Keeping focus & constancy of purpose
• Metrics & scorecards drive behavior and must evolve with

the organization

• Maintain a delicate balance between the drive for

improvement and the organizational capacity for change

15th SEPG 2003

21

• Dr. Hubert F. Hofmann

Information Systems & Services General Motors Corporation Mail Code 480-202-002 7000 Chicago Road Warren, MI 48090 Phone: (586) 492-1156 Fax: (586) 492-5899 hubert.hofmann@gm.com