Training for PI Members


Engineering Process Group (EPG)

Previously, under the CMM , the group responsible for establishing the process improvement structure, and directing and monitoring its activities was called the SEPG ” Software Engineering Process Group. Now that group is referred to as the EPG ” Engineering Process Group ” as "Engineering" takes in more than just software efforts. Remember: CMMI no longer focuses only on software ” it was designed to include the many areas of your organization needed to produce a product. Exhibit 1 depicts a typical structure that has proven useful to us when we have instituted process improvement in other organizations. Notice that the Transition Partner and EPG Lead need to interact at multiple levels in the organization.

Exhibit 1: Implementing a Virtual PI Organization
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The primary role of the EPG is to improve processes within the organization. This group needs to understand the current process (As-Is), develop a vision of the desired process (To-Be), establish and prioritize process improvement actions, produce a plan to accomplish actions, and commit resources to execute the plan. The EPG is formed from individuals within the organization. The head of the EPG ” the EPG Lead ” reports on process improvement activities to the Steering Committee. The Steering Committee is responsible for allocating resources, budget, and time to the EPG. The Executive Steering Committee is responsible for providing the initial funding, vision, and directives for process improvement. The Process Action Teams (PATs) are individual teams created to address specific process improvement concerns or process areas. Generally speaking, they focus on the areas of weakness found during assessments. The PATs are the "worker bees." They write the procedures, pilot them, and update them as needed. Members of the PATs are pulled from the technical staff from many projects throughout the organization. The technical staff may also include project managers, and we recommend that they also serve on PATs. Sometimes, a Transition Partner is hired to help the organization structure, create, and track process improvement activities. This transition partner is usually an outside consultant with process improvement experience performed at several other organizations. An organization may have several EPGs in existence at the same time, as well as several layers of EPGs. It all depends on size and complexity.

When establishing a process improvement (PI) organization, you need to identify a PI champion. Usually, the champion will be responsible for gaining staff and resources to generate the PI program, and "push" the concept to all layers of the organization. The PI champion may also serve as the EPG Lead, or may appoint someone else for this duty. The EPG Lead is tasked with reporting to the Executive Steering Committee, and with overseeing and directing the efforts of the EPG and the various Process Action Teams (PATs) created to develop and implement change. The EPG Lead may also develop and maintain PI management plans. The plans need to document PI tasks , EPG schedules, resource utilization, and risks. Results are reported to senior management. The EPG Lead, before establishing the rest of the EPG, may need to work with senior management to address fundamental infrastructure needs. Typical infrastructure needs that might be addressed by the EPG Lead include:

  • Setting up or stabilizing communication mechanisms throughout the organization

  • Establishing and staffing the EPG, Steering Committee, and Executive Boards

  • Establishing and maintaining a Configuration Control Board (CCB)

  • Developing CCB control of PI documentation

  • Creating mechanisms to present ideas and requests for improvement to the EPG and PATs

  • Developing organizational policies for each process area

  • Creating a measurement framework to assess success and progress made

  • Providing appropriate training and support

  • Evaluating and providing appropriate support tools

The EPG will be responsible for developing and implementing Action Plans that address the deficiencies discovered during the assessment process. Action Plans are written by the Process Action Teams (PATs) and reviewed by the EPG to address the deficiencies found during the assessment. Action Plans must be reviewed to determine their thoroughness, completeness, and ability to be effectively implemented within the organization's environment. Action Plans are written and updated based on current assessment results and in conjunction with site business objectives. While the EPG is responsible for these tasks, they can be performed by, or in conjunction with, other individuals within the organization.

One way to create Action Plans and to devise processes (and their associated procedures) is to institute process discovery and definition workshops. These workshops are where the steps necessary to document current "As-Is" processes and generate preliminary "To-Be" processes can occur. The participants of this effort generally include the EPG members, the members of the PATs, and any other respected subject matter experts. The EPG monitors the results of the PATs' activities. If necessary, the Action Plans are updated to refine the approach taken or to address new issues.

The organization should conduct an EPG-led process review that is performed at all project initiations (to get validation and buy-in of tailoring and process compliance), during major project reviews and milestones (to gather preplanned collection of process measurement data), and at project completion (for lessons learned collection and plan versus actual analyses). The EPG should also review current organizational methods in use for process and product measurement, determine if the right measurement data are being collected, and make necessary adjustments to the collection and analysis process. This step ensures that metric reporting and follow-up actions are in place.

Every six months, we recommend that assessments or mini-assessments be performed to determine the extent to which the deficiencies discovered during the baseline assessment have been resolved. When it appears that most of the deficiencies have been addressed, a new, formal assessment of all the process areas (PAs) in the desired maturity or capability levels should be performed to establish a new baseline and prioritize follow-on activities.

Sounds like the EPG has a lot to do. Yes, it does. Most organizations find that being a member of the EPG is a full-time job. Those organizations that allow an individual to only charge this effort as part-time has usually started the process improvement death march. This death march is well-known. It is caused by a general misunderstanding of what process improvement is about and why it is being undertaken. The death march usually begins by senior management announcing that a certain level of the CMMI will be achieved by a specific date. That date may be two years in advance, but is generally only one year in advance. Unless you have been doing process improvement using the CMMI for at least two years , we would not recommend setting this date so close. Generally speaking, it took organizations at least 18 to 24 months to achieve Level 2 using the CMM. And most organizations reported a much longer time-frame. If management is browbeating its workers into achieving a level in a shortened timeframe, it is totally missing the boat. This sort of mentality shows that this organization does not understand process improvement, is not really dedicated to it, and will not reap lasting benefits from it. They just want the rating. The death-march approach has failed for many, many organizations. Even organizations that have successfully "passed" an appraisal have slipped back because of lack of a solid foundation and true institutionalization.




Interpreting the CMMI(c) A Process Improvement Approach
Interpreting the CMMI (R): A Process Improvement Approach, Second Edition
ISBN: 142006052X
EAN: 2147483647
Year: 2005
Pages: 205

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