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15th SEPG 2003 1
Camping on a Seesaw:GM’S IS&S Process Improvement Approach
Dr. Hubert F. Hofmann, Karen A. MooreGeneral Motors Corporation
Dr. Joyce StatzTeraQuest
15th SEPG 2003 2
Journey to Excellence
1996
2006 +
1999
2001
2003
Drive Global and CommonProcesses & Execution
Focus on Essential Process &Execution Improvement
Divest EDS, Appoint 1st GM CIO, Form IS&S
Process & Project ExecutionExcellence
Continuously DeployWorld-Class Improvements
15th SEPG 2003 3
Transitioning to Desired Capability
DesiredCapability
Transformation
Improvement Approach
Time
PresentCapability
Cap
abili
ty
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” of the Whole Organization
Proc
ess
Cap
abili
ty
Time
Qua
ntum
Cha
nge
15th SEPG 2003 5
Facing the Music: Rhythms of Organizational Change
Acceptance
StatusQuo
StunnedParalysis
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 NOTFREEZE
Signed ByDate
EarlyMajority
LateMajority LaggardsInnovators &
Early Adopters
Chasm
15th SEPG 2003 7
How to Start a Fire?Or Regaining Momentum
Proc
ess
Cap
abili
ty
Time
OrganizationalCapability
Tim
e
?
15th SEPG 2003 8
Achieve and Maintain ExcellencePr
oces
sC
apab
ility
Time
OrganizationalCapability
Tim
ePr
oces
sC
apab
ility
OrganizationalCapability
Transfo
rmatio
n
• Focus on Organizational and Process Capabilities
• Balanced Intervention Guided by Leadership and Practitioners
• Expect Gradual Transformation of the Whole Organization
15th SEPG 2003 9
Successfully Crossing the Chasm
Present CapabilityTransformationDesired Capability
TeamsAlignment
Source: Adapted from Hofmann and Geiger, Quality Management in Action , 1994
Awareness Transition Stabilization
Asse
ssm
ent
Impr
ovem
ent
Con
trol
Organizational Capability
Proc
ess
Cap
abili
ty
15th SEPG 2003 10
Improvement Approach (2001+)
Establish BaselineCollect Best
Practices
Set Goals
Coordinate InitiativesFocus on
Alignment
Project ExecutionProcess Improvement
Provide Feedback
Execute Process
Analyze Results
15th SEPG 2003 11
Why CMMI?
OrganizationalTransition
ProcessImprovement
Commitment to PerformAbility to Perform
Activities Performed
Directing ImplementationVerifying Implementation
Project Portfolio
15th SEPG 2003 12
Using CMMI in An Outsourced Model
SupplierManagement
ContractsLegal
Finance
StrategicPlanning
Supplier Processes
General Motors System Delivery Process
System and Software
Engineering
ProjectManagement
QualityAssurance
SupportProcesses
ProcessManagement
System and Software
Engineering
ProjectManagement
QualityAssurance
SupportProcesses
ProcessManagement
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
IntegrationPilots and Deployment
SupplierWork
GM Work
Priority #1GM
ProcessesFor
SupplierExecution
Priority #2Processes
ForGM
ProjectExecution Priority #3
GMProgram/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
Com
plia
nce
Average Score Improvement
15th SEPG 2003 16
Coordinate Improvement Initiatives
IS&S SEPG
SEPGSEPG
ProcessMgmt
PrioritizedNeeds
Common Processes,
Methods and Tools
SteeringCommittee
ExecutiveCommittee
PMOs
SEPG Project Services
PMOsQuality
Assurance(PPQA)
ProjectMgmt
System &Software
EngineeringSupport
Processes
IS&SPPQA
15th SEPG 2003 17
Focus on Alignment
RegionalPMO
PPQA
SoftwareFactory
SoftwareFactory
SoftwareFactory
SEPGGlobalProcess
PMOPPQA
IS&SSEPG
IS&SPMO
IS&SPPQA
SEPGGlobalProcess
PMOPPQA
SEPGGlobalProcess
PMOPPQA
RegionalPMO
PPQA
RegionalPMO
PPQA
15th SEPG 2003 18
Deploy Processes to Projects
Project 1
Project 2
Project n
ProjectTraining &Workshop
ProjectLessonsLearned
ProjectSupport &Mentoring
15th SEPG 2003 19
Performance Improvement
0
50
100
150
200
250
CY2000
CY2001
part2002
# KeyProjectsTracked
0%10%20%30%40%50%60%70%80%90%
CY 2000 CY 2001 Part 2002
Milestones Met
0
10
20
30
40
50
60
CY 2000 CY 2001 Part 2002
Avg Days LateNote: Data for 2002 isthrough 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. HofmannInformation Systems & Services
General Motors CorporationMail Code 480-202-002
7000 Chicago RoadWarren, MI 48090
Phone: (586) 492-1156Fax: (586) 492-5899
