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1© Dr. E. Wallmüller Qualität & Informatik Qualität & Informatik – www.itq.ch

Erfahrungen mit der Success Driver Analyse – Erfolg sichern fur große

Projekte und Programme

Dr. Ernest Wallmüller QUALITÄT & INFORMATIK

Zürich, München, Wien

www.itq.ch

EducationThesis in computer science (Informatik), J. Kepler University, Linz, Austria; habilitation in business information systems, author of several booksResearcher and lecturer at the Swiss Federal Institute of Technology, University Zurich and SalzburgISO 9001:2008 Auditor, Assessor for Baldrige, EFQM, TPI, SEI trained CMMI-Assessor,iNTACS certified Principal Assessor for Automotive SPICE, Enterprise SPICE and ISO/IEC 15504Membership: IEEE, ACM, GI, SwissICT and Software Test Austria.

Professional CareerResearch and development in the area of software engineering at J. Kepler University, Linz, Austria and at the Swiss Federal Institute of Technology (ETH) Zurich, Switzerland;Manager at SBG (UBS) Zurich;Senior Consultant at ATAG Ernst & Young in CH, A, D, and UK;Principal, Process Coach and Manager of Project Quality Office and Quality Systems at Unisys (Schweiz); CEO and Senior Consultant of Qualität & Informatik, Zurich since 1997.

Support and Consulting in the disciplines• Quality & Process Engineering • Portfolio, Project, Risk Management • Audit & Assessment Services • Organizational & Culture Development

„„DriveDriveChangeChange plannedplanned

andandactively!“actively!“

Ernest Wallmüller

Für alle, die noch Bücher schätzen …

ISBN: 978-3-446-40405-2ISBN: 978-3-446-22430-8ISBN 978-3-89864-571-3

Unsere Dienstleistungen für Project & Program Assurance

Programm Governance festlegen (Kontroll- und Steuerungsstrukturen, Prozesse, Zielstruktur, Hilfsmittel, …) inkl. Programm Pläne (Master, Goal-Break-Down-Structure, Risk, Quality, CM, Test) erstellen, warten

SDA durchführen, Risik-Analyse/Workshop, Mitigationsmassnahmen

Projektbegleitung mit Support in SDA, Risk Management, Status & Progress Controlling Requirements und QA Reviews Requirements Traceabilty Q-Gate Reviews, Release Reviews CM-Audits Messungen

Supplier Management und Monitoring (Status, Progress, Risks, Reviews, Audits) Release Reviews

Projekt Audits

Risk Management as usal

MGL-RD 002

MGL-RD 001

MGL-RD 003

MGL-MD 005

MGL-MD 003

MGL-MD 001

MGL-MD 002

MGL-MD 007

MGL-DS-001

MGL-DS-002MGL-DS-003

MGL-DS-004

0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 5.5

Impact

Magellan Top Risks per Stream (RD, MD, DS)

MGL-RD 002MGL-RD 001MGL-RD 003MGL-MD 005MGL-MD 003MGL-MD 001MGL-MD 002MGL-MD 007MGL-DS-001MGL-DS-002MGL-DS-003MGL-DS-004

Impact Scale:5: Catastrophic4: Critical3: Major2: Mmoderate1: Minor

Likelihood Scale:5: Almost Certain4: Likely3: Probable2: Possible1: Unlikely

Nr ID Title Status Prog

Owner Impa

5.0 5.0 25.0

6 MGL-RD 002 Supplier Management investigate Y RD all Andreas Klopp 4.0 4.0 16.0

4 MGL-RD 001 RD Objectives & Stakeholder Alignment investigate Y RD all Andreas Klopp 2.4 5.0 11.98 MGL-RD 003 System Architecture investigate Y RD all Andreas Klopp 4.4 2.0 8.9

5 MGL-MD 005 Processes are not enforced suffi ciently to allow a successful engineering mitigate Y MD all Srinath Vaidyanathan 3.7 5.0 18.5

3 MGL-MD 003 Missing configuration and change mangement inhibit a proper progress tracking mitigate Y MD all Felix Gähler 3.5 5.0 17.3

1 MGL-MD 001 Plans and documents are not detailed enough (master plan, stream plan, project plans) mitigate Y MD all Felix Gähler 3.5 4.0 13.9

2 MGL-MD 002 Missing preconditions for agile development investigate Y MD all future TBD 3.3 4.0 13.37 MGL-MD 007 Open Issues in Requirements and Architecture for June Release mitigate N MD MPP2 Patrick Langlois, James Litsios 3.0 4.0 12.0

10 MGL-DS-001 Incomplete architectural concepts and specifications mitigate Y DS PRF Javier Coedo 3.5 5.0 17.3

9 MGL-DS-002 Business vision is not broken down into Business requirements mitigate Y DS n/a Javier Coedo 4.0 4.0 16.0

11 MGL-DS-003 Resource and skills gap mitigate Y DS n/a Javier Coedo 3.3 4.0 13.3

12 MGL-DS-004 Change management and contingency planning are missing investigate Y DS all Javier Coedo 3.1 4.0 12.4

Relevance

Rethinking Risk Management

New research from the SEI in risk management in the last 4 years (*)

NEED for: uncomplicated way to manage risk, giving program managers a holistic view of their program’s risks, and it is scalable to multi-system and multi-enterprise environments—that is a strength since these days multi-organization environments are the norm!

NEED for an approach: managing risk from a systemic view across the life cycle and supply chain!

Using a systemic risk management approach enables program managers to develop and implement strategic, high-leverage mitigation solutions that align with mission and objectives.

(*) Ch. J. Alberts, A.y J. Dorofee: A Framework for Categorizing Key Drivers of Risk, April 2009 TECHNICAL REPORT, CMU/SEI-2009-TR-007, ESC-TR-2009-007

Outcomes / Results

Integrated Risk and Opportunity Analysis

Zurich,

TWENTY QUESTIONS (Drivers) EVERY PROGRAM MANAGER SHOULD BE ABLE TO ANSWER

- Classification

Example of Specific Drivers

Following specific success drivers were identified by senior user/suppliers, stream teams and program lead: •Client & Business Focus incl. Investment protection for our clients•Clear and shared Product Vision•Involvement & Distribution of capabilities & knowledge from all parts of the organization•Stakeholder management, in particular with internal resources and line organization, and the strategic vendors / partners.•Collaboration between internal and external project staff•Business Commitment & Involvement

Evaluating Drivers

SDA - Questionnaire

20 Standard Success Drivers (SEI)

Specific Success Drivers plus Strength / Weaknesses can be recorded

If You wish to change or keep something in Your project/program You record it

3. Every single standard driver is evaluated by selected project members to determine whether to be on the success side or rather on the failure side. Specific drivers are identified and also evaluated.

4. Stakeholders discuss results to get a shared view on the current status of every single driver in the project.

5. Results were analyzed and compared. Risks, Issues and actions are discussed and defined. After 4 months go to 1.

1. Introducing the success driver analysis methodology.

2. Review of over all objectives and goals.

Success Driver Analysis – Our Approach

Resume Driver Analysis

You see very quickly: you are going in the right or wrong direction (risks)! where something is missing or failing (risks) SDA follow up actions:

Experiences with 3 Projects / Programs I

Air Traffic ControlProgram Goals (2011 to 2017)

• New product to link planes with the ATC to transmit all data available• Virtualization of the ATC centers • Better optimization of the airspace and air routes• Safety increase

Usage of SDA, Risk Mgt and QM/QA to start up program and to increase effectiveness and efficiency program performance.

Experiences with 3 Projects / Programs II

New Network Architecture (2009 - 2011)Project Goals

• One network instead of 3 networks• 3 security zones instead of 15• XXX Group’s Future Network Architecture (FNA) project increases• system stability and performance for XXX services in Switzerland.• More than 2000 server systems are affected and around

240 applications will be migrated.

Usage of SDA and Risk Mgt: to improve risk managementand show up the project situation / progress to the STC (executive management, senior users and suppliers, etc.).

Migration von Servern und Services

SDA - View 2009 (View 2009)

Execution ResultObjectives

Environment

>75% green75 & >50 % blue50 & >25 % yellow< = 25% red

Uncertainty Line

shortcomings

25© Dr. E. Wallmüller Qualität & Informatik Qualität & Informatik – www.itq.ch shortcoming

SDA - View 2009 (View 3. Q 2011)

Execution ResultObjectives

Environment

>75% green75 & >50 % blue50 & >25 % yellow< = 25% red

Experiences with 3 Projects / Programs III

Business Sector: Finance DataProgram Goals to 2014• Old systems will be replaced by new systems (factory)• Better system performance, stability and higher data rates

Program organization with 4 streams MD, RD, DS, infrastructure with 16 projects and each has releases

Usage of SDA, risk management and program assurance to assure/stabilize as well as to increase effectiveness and efficiency

1 2 3 4 5 6 7 8 9 10

Profile for Success Drivers 11 - 20

Top Program LeadSenior UsersDS StreamMD StreamRD Stream

Compliance EventManagement Requirements Design &

ArchitectureSystem

CapabilitySystem

IntegrationOperational

SupportAdoption Barriers

Operational Preparedness

Certification & Accreditation

Likely No

Equally Likely

Likely Yes

1 2 3 4 5 6 7 8 9 10

Profile for Success Drivers 1 - 10

Top Program LeadSenior UsersDS StreamMD StreamRD Stream

ProgramObjectives Plan Process Task

Execution Coordination External Interfaces

InformationManagement

Technology & Tools

Facilities & Equipment

Organizational Conditions

Likely No

Equally Likely

Likely Yes

Comparison of all Success Driver Profiles

Success Threshold

Failure Threshold

Success Threshold

Failure Threshold

Stream Team: Success Driver Profile

0 1 2 3 4 5 6 7 8 9 10 11

Distribution of Success Drivers 1 - 10

Likely Yes

Equally Likely

Likely No

No Answer

Technology & Tools

Team Consensus

no consensus

The relative bubble sizes correspond to the percentage of answers given.

The traffic light colours show if the drivers rather indicate success or failure.

No colour means that no answerwas given

10 11 12 13 14 15 16 17 18 19 20 21

Likely Yes

Equally Likely

Likely No

No Answer

Compliance EventManagement Requirements Design &

ArchitectureSystem

CapabilitySystem

IntegrationOperational

SupportAdoption Barriers

Operational Preparedness

Certification & Accreditation

Success Driver ProfileThe relative bubble sizes correspond to the percentage of answers given.

The traffic light colours show if the drivers rather indicate success or failure.

No colour means that no answerwas given

0 1 2 3 4 5 6 7 8 9 10 11

Likely Yes

Equally Likely

Likely No

No Answer

Technology & Tools

no consensus

2. Success Driver Profile: Stream RD

SD Nr. SD Title Consolidated Rationale 1 - 10: Stream RD1 Program Objectives The minimal objective of "getting out of HPS" is agreed. Anything further is

vague. There is no overall solution plan and business alignment is missing.2 Plan There is no overall plan or roadmap, not even for 2012. The dependency on

supplier AC poses a high risk, there is a danger that complexity is underestimated.3 Process High level processes are missing or not adhered to. IT development has

improved, testing at external partner WIPRO is improving.4 Task Execution Tasks are frequently ill defined, execution is not followed up and often delayed.

Uncertainty and disagreement has caused a lot of discussion. Slowly improving.5 Coordination There have been continuous co-ordination and communication problems. The

situation within the different teams has improved, not yet across teams.6 External Interfaces Supplier AC has still not delivered in time and quality, an end is not foreseeable.

There is high uncertainty about the work results from Cognizant (HPS docu).7 Information Management Available documentation is often fragmentary and outdated (or cannot be located

on Sharepoint). Decision are not communicated in time and to all stakeholders.8 Technology & Tools The project tools are considered state-of-the-art. The lack of a data modelling

tool on business side could further delay the system specification.9 Facilities & Equipment The teams are dispersed over several offices and buildings. There are continuous

problems with offshore access.10 Organizational Conditions Attention from senior management is good. There is too much interference from

program management into stream internal details.

Leistungen der SDA

Ernest Wallmüller

Mobile 0041 79 402 44 11wallmueller@itq.ch

Qualität & Informatik WWW.ITQ.CH

Zürich,

München &

Many Thanks for YourAttention!

Using Drivers and the Driver Framework

Summary

Really good approach to find out very fast where your weaknesses are.

If weaknesses are below “Equally Likely” you can already start with improvements

Results should be used for deeper analysis It is not an assessment like CMMI or

Automotive SPICE Supports risk management Be careful if you use SDA in Level 1

organizations (heroes!)

“Diejenigen, die nicht die Gefahren sehen wollen, müssen sich nicht wundern, über das, was sie erleben

und erhalten."

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