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Presented by:

Alain Charpentier

Why BI needs CMMI-5

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Table of content Introduction Basic Process Thinking Basic of BI development Basic of CMMI Why the BI process need CMMI-5

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Introduction This document present a high-level

justification why the BI development process need a CMMI-5 approach. We first introduce some basic Process

Thinking concepts Then we highlight the difference between the

BI development process and the development of transactional application

We then present a summary view of the CMMI And we concluded on why the BI development

approach is a good fit for CMMI-5

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Basic Process Thinking

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Basic Process Thinking We use a simplified Ketchup factory

to introduce Processes Thinking

If all our tomatoes are of uniform size and have the same "maturity", we will have a very simple manufacturing process, variability will be low.

10 tomatoes 1 bottle

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Basic Process Thinking (cont's)

If the size and the "maturity" varies then we introduce a lot a variability in our process. We need to adjust de number of

tomatoes by bottle, the cooking time, the quantity of spice, etc.

? tomatoes 1 bottle

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Complex Process = Small batch The complexity of the process has an

impact on the size of the "batch" we can process. Intuitively we can see that the more

often we need to adjust the cooking time or the spice of a process the smaller the "batch" will need to be.

This can be demonstrated mathematically using Queuing Theory and Little's Law*.

* George and Wilson (2004),Conquering Complexity in Your Business,McGraw Hill

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Impact of many variables As we raise the number of control

variables (ie. complexity) we reach a point were the deterministic approach (ie. a fix recipe) will not work. Intuitively we know that if we have a

few variables we could devise a fix recipe. But, if the number of variable is large, than the multiple combination of variables (n x n) make it impossible to have a "fix recipe".

* Sterman, John D. (2000). Business Dynamics. McGraw Hill.

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The need for feedback

We need to introduce feedback to control complex process. This can be demonstrated using Theory

of System and System Dynamic*.

* Sterman, John D. (2000). Business Dynamics. McGraw Hill.

Input Output

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Controlling Complex Process

Production cycle will be short. Trying to implement long production cycle is doomed for

failure. Feedback is essential

The quality of the input will trigger adjustment to the process

Feedback from the customer and feedback from within the process will be required

Input controlCustomer feedback

Process feedback

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Basic of BI development

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Basic BI development

BI development is more complex that Transactional development

A over simplified example: develop a system with 5 screens Effort to develop the screen

H1: Effort and complexity is equivalent Effort to develop the database

Relational model vs Dimensional model H2 : Effort and complexity is equivalent

Effort to develop the extract and load No equivalent for the transactional system

For an application of the same size (5 screens), BI development is more complex.

ETL

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Other BI differences Transactional

Automate business process Design for efficiency React to events Analysis process

Decompose the process (create, read, update, destruction)

Identify the validations Development process

By adding function (linear) Project, clear start and stop date, fix

budget Data

Short transaction Current data Sources specific Detail

Life cycle : 10-15 years

BI Automate decision process (accelerate

recurring decision) Design for effectiveness Anticipate events Analysis process

Understand the process Identify recurring questions Define the context Identify how to make the information

actionable Development process

Additive iteration More of a repetitive process, no clear

definition when we have enough information

Data Long query Historical data Integrate multiple sources Detail, summarized & derived

Life cycle : 5-7 years

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Process Thinking applied to BI development Because the BI development process is more

complex We should use series of short cycle (short batch) Make greater use of feedback

Need to have more attention to input Need more feedback from customers Need more feedback from the process (the team)

Because of the shorter life cycle, BI solution will need to be re-architected more often Need to separate the infrastructure (Data backplane)

architecture from the data flow architecture.

Data flow

Data backplane

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Basic of CMMI

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History of CMMI 1984 – SEI founded 1988 – Watts Humphrey report 1991 – Publication of SW-CMM version 1.0 1995 – Work start on SW-CMM version 2.0 1998 – SW-CMM work stop, start CMMI 2000 – Publication of CMMI version 1.0 2003 – Publication of CMMI version 1.1 2006 – Publication of CMMI version 1.2

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Structure of CMMI Four disciplines

System Engineering (SE) Software Engineering

(SW) Integrated Product and

Process Development (IPPD)

Supplier Sourcing (SS) Two representations

Staged Continuous

Module CMMI Acquisition module

Appraisal Method Appraisal Requirements

for CMMI (ARC) SCAMPI Method Definition

Document (MDD) Four Courses

Introduction to CMMI Intermediate Concepts of

CMMI CMMI Instructor training SCAMPI Lead appraiser

Training

CMMI product team, CMMI for Development (CMMI-DEV), Version 1.2, Carnegie Mellon Univ., Aug. 2006.

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CMMI Two representations Stage representation

Level – 5 OID, CAR

Level – 4 OPP, QPM

Level – 3 REQS, TS, PI, VER, VAL,

OPF, OPD, OT, IPM, RSKM, DAR

Level – 2 REQM, PP, PMC, SAM,

MA, PPQA, CM

Continuous representation Support

CM, PPQA, MA, CAR, DAR

Engineering REQM, REQS, TS, PI,

VER, VAL Project Management

PP, PMC, SAM, IPM, RSKM, QPM

Process Management OPF, OPD, OT, OPP, OID

CMMI product team, CMMI for Development (CMMI-DEV), Version 1.2, Carnegie Mellon Univ., Aug. 2006.

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CMMI Maturity level

Level 1Initial

Level 2Managed

Level 3Defined

Level 4Quantitatively

Managed

Level 5Optimized

Process unpredictable, poorly controlled, and reactive

Process characterized for project and is often reactive

Process characterized for the organisation and is proactive

Process measured and managed

Focus on continuous process improvement

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CMMI Maturity level - 5 Level 3

You document the process and insure everybody follows the process

Level 4 You measure the process as documented in the level 3

Level 5 You use the measurement captured in level 4 to

optimised the process

Level 5 introduce formal feedback to the process. It is define in the CAR – Causal Analysis and Resolution process area.

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Why BI needs CMMI-5

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Why BI need CMMI-5 BI is a complex process that

requires feedback Only CMMI-5 has formal

feedback

But CMMI-5 is hard to achieve?

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How hard is CMMI-5 The average CMMI process uses ~400 "objectives

evidences" or control point Template, form or document are always the

obvious answer A CMMI Appraiser will typically examines ~1000

documents

But they are other options Digital photo (standard on many phone) White board printout Videos (Captured by cheap web cam) Scanned drawing, documents including napkins Database entry Code comments

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Examples of "objective evidence" Code reviews can be evidenced directly in the code library

with comments. Configuration Planning documents can be consolidated

within a single document (Tailoring checklist, Configuration audit checklist, Sizing and Estimating evidence).

Meeting Log can be used to consolidate: Meeting minute, Notice of decision, Stakeholder Involvement Report, Status Report, Stakeholder Communication.

Story Card can be used to consolidate: Customer Requirements, Product Component Requirements, Concepts and Scenario, Definition of Requirements Functionality.

Requirements Log can be used to consolidate: Change Request Log, Change Request Approval Form, Bi-Directional Traceability Matrix.

Test Driven Development can be use to consolidate : User Acceptance, Detail Specification, Customer signoff.

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Consolidating CMMI-5 evidences For process that are

repetitive, like braking a BI project in a series of smaller "sprints", the CMMI-5 evidences can be consolidate: From ~400 "objectives

evidences" To ~70 "objectives

evidences"

With tools like code libraries, collaborative task board, user story management, automated test the resulting consolidation can reach down to: ~ 50 "objectives evidences"

CMMI or Agile : Why Not Embrace Both: H. Glazer, J. Dalton, D. Anderson, M. Konrad et S. Shrum

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How to achieve BI CMMI-5 Because of the nature of BI development

Complex process Short development cycle Greater need for feedback Need a rigorous process

By CMMI-5 combine with modern practices like Product Backlog and planning meeting Daily review Short sprint Review and retrospective meeting

Not only does it make CMMI-5 achievable, it make it a requirement for BI development.

Scrum and CMMI Level 5 : The Magic Potion for Code Warriors: Jeff Sutherland, Carsten Ruseng Jakobsen , Kent Johnson, Agile 2005

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Questions