2004 Issue 3 - Raytheon

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Capability Maturity Model Integration (CMMI) ACCOMPLISHMENTS RTSC EPS Attains CMMI ® Level 4 for Software Engineering Engineering and Production support has attained the Software Engineering Institute’s CMMI Level 4 for its software engineering competency. RTSC President Bryan J. Even said the achievement was a cross-business effort resulting from RTSC’s strategy and continuing focus on performance predictability and process. “The team comprised a dedicated group of over 20 employees who worked over the past eight months to achieve this rating,” Even said. “I am very proud of their hard work and so is the rest of Raytheon.” Greg Shelton, Raytheon vice president of Engineering, Technology, Manufacturing and Quality, congratulated the team in an e-mail to Even. “I know how hard they have worked to make this happen,” he wrote. “Eight months is actually quite quick for this certification.” John Gatti, RTSC vice president of Engineering and Technology, Quality and Program Performance, spoke to EPS employees during a June 28 luncheon in Indianapolis to celebrate their achievement. “You should feel great pride in your accomplishment,” Gatti said. “You join a special group of organizations and you’ve done it by exceeding everybody’s expectations by getting there faster and cheaper than most of your peers.” This CMMI Level 4 achievement places EPS in an elite group of only 50 companies worldwide that have obtained a Level 4 or 5 rating. It also validates EPS’s ability to develop and deliver quality software products on time and within budget to the benefit of our customers. The journey to this success began just after EPS achieved a Level 4 rating for software development under the SEI SW-CMM, in 28 2004 ISSUE 3 February 2003. While that was a significant achievement, the SEI had, by that time, determined that a single, integrated model for systems and software engineering would provide more cost-effective and responsive process improvements for businesses. As a result, CMMI was developed, building on and extending the best practices of the SW- CMM, the Systems Engineering Capability Model (SECM), and the Integrated Product Development Capability Maturity Model (IPD- CMM). Therefore, EPS began discussions of what needed to be done in order to pursue the more demanding CMMI. According to Jerry Slater, process and capability engineering department manager, EPS’s ability to successfully move from CMM Level 4 to CMMI Level 4 in such a short time is due to three factors: the EPS environment; the teamwork displayed by all who worked on this project; and the level of management support. “We were all focused on the best possible appraisal,” Slater said. Even noted that the EPS team was assisted by more than 200 others, including help from Network Centric Systems and Space and Airborne Systems Software and Process engineering in North Texas. RTSC’s achievement in achieving Level 4 for software is truly a “One Company” success story. IIS Aurora and Omaha teams attain CMMI ® Level 3 Congratulations to the Intelligence and Information Systems teams in Aurora and Omaha for attaining the Software Engineering Institute’s CMMI Level 3 rating for Systems Engineering, Software Engineering, and Integrated Product and Process Development. An independent appraisal led by the Center for Systems Management, an SEI-certified Lead Appraiser, confirmed a CMMI Level 3 rating for the Aurora and Omaha sites. This accomplishment was the result of 18 months of hard work by dedicated people. The Aurora/Omaha team is the first in Raytheon to receive the Integrated Product and Process Development designation as part of this certification. At the end of 2003, only a dozen organizations worldwide had obtained this difficult-to-achieve designation. IPPD takes process improvement beyond technical and program management disciplines and encompasses all functions that participate in the program life cycle. “This Level 3 rating is critical to IIS because it demonstrates to our partners, customers and potential customers that we are serious about process improvement,” said Mike Keebaugh, president of IIS. “It proves we manage our processes and that customers can depend on us for the most effective solutions through knowledge sharing, repeatability and consistency.” This latest achievement follows a long history of process improvement in Aurora and Omaha starting with the adoption of SEI’s Software Capability Maturity Model in the early 1990s. “CMMI is a collaborative effort of industry, government and the Software Engineering Institute to establish a benchmark for the behaviors and processes demonstrated by high-performing organizations,” said Greg Shelton, Raytheon vice president of Engineering, Technology, Manufacturing and Quality.” “I believe it creates a foundation for predictable performance — one of our most important objectives in Customer Focused Marketing.” Keebaugh added, “I look forward to seeing all our operations reach their CMMI objectives and milestones in the coming months, as it tells our customers that they face fewer development risks, lower costs and get the best solutions when they choose IIS.” • ®CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.
NCS Organizations Achieve CMMI ® L5 SW/CMMI L3 SE In the journey to drive full CMMI integration across the Raytheon enterprise, two NCS organizations in Marlborough, Mass. have done their part to achieve this goal by reaching CMMI Maturity Level 3 and Level 5 in one year’s time. The Software Engineering Center (SWEC) achieved Level 5 — the highest CMMI level — while the Systems Engineering Center leveraged the SWEC experience, and brought their entire organization to CMMI Level 3, all in 2003. Neither organization started from ground zero at the beginning of the year. SWEC had a long history in process improvement and success, while SEC had a shorter history in their formal process improvement. Some of the more effective cultural changes, enablers and tools that helped in bringing both organizations CMMI success were: • KPA/PA process blitz meetings • Web-based Process Asset Library (PAL) • Training enablers including the Core Competency Model (CCM) and a rolebased Organizational Training Matrix (OTM) with sophisticated reporting enabling center-wide Organizational Training Reports (OTR) In 2003, Raytheon Systems Limited (RSL), the UK-based Raytheon Global Company, became the first in the UK to achieve CMMI Level 2 for Software Engineering. On the back of this success, they are now driving forward to achieve CMMI Level 3 for Software Engineering and Level 2 for Systems Engineering. The SCAMPIs (SCAMPI is the Standard CMMI Appraisal Method for Process Improvement) were held in December 2003 at the Harlowbased facility and the Software Center in Northern Ireland which had achieved CMM Level 3 the previous year. CMMI is a new concept in the UK and RSL’s customers are becoming very interested in it as a process improvement model. Both civil and defense customers are looking to use CMMI within their own organizations to improve their program management capabilities and processes. CMMI does not yet appear as a requirement for • Process Support Team (PST) • Robust metrics gathering, arranging and presentation capability • Integration of the Raytheon Six SigmaTM process with the Level 4 and 5 process change management requirements of the CMM and CMMI. The cultural change to embracing the process has been wide spread across all SWEC and SEC projects. The use of the PAL has been substantial. Tracking books for managing the programs have become more automated, useful and consistent across all projects. The integration of process improvement activities with R6σ principles has become an undertone in everything they do. But how does the achievement of CMM/CMMI high maturity bids in the UK, although it is believed this will not be so for much longer. RSL has recently briefed the UK Ministry of Defense (MoD) and the UK National Air Traffic Services on their CMMI and process improvement activities. With RSL gaining the first CMMI ratings in the UK, Raytheon’s considerable wealth of experience in CMMI and process improvement has enabled the company to move a notch ahead of its competitors and get ahead of the game. RSL did not have a strong history of process improvement, so Raytheon’s pool of knowledge and process material has been invaluable. Like all of the Raytheon businesses, RSL’s process architecture is built upon the implementation of IPDS. The challenge has been selecting and translating the best practice into a model appropriate to RSL’s cultural and business needs. RSL has many small projects, as well as a few larger prime contract programs. requir- help their bottom line? By improving accuracy in their bidding process because they know exactly how much a project is going to cost to implement. They plan and monitor their programs in much more detail. They anticipate potential problems and can avoid major impacts to programs. They identify risks and opportunities and develop plans to mitigate or capture them as part of the program. The impact of CMM/CMMI is demonstrated in the processes that are applied to provide the engineering team control over so many variables involved in major programs and the organizational lessons learned that are fed back into the process to constantly improve program execution. These are the benefits of an organization achieving high maturity. • Alan C. Jost Alan_C_Jost@raytheon.com ing a flexible and light weight process architecture. The company recognized the importance of building on existing best practices rather than starting from scratch. Dr. Brooke Hoskins, director of Enterprise Process Improvement in RSL, says that “everyone worked really hard last year to make the Level 2 SCAMPIs a success and we’re asking them to do the same again this year. We have really strong backing from the RSL Leadership Team — that helps.” R6σ has been an integral part of the CMMI program in RSL, with two dedicated experts on the team and Process Action Teams being run as R6σ specialist projects. RSL has an integrated process and infrastructure improvement program that brings together CMMI, IPDS and R6σ. Bringing all of these improvement activities together provides opportunities to exploit synergies and makes it easier to manage the impact on the business. • 2004 ISSUE 3 29
Page 1 and 2: technology today HIGHLIGHTING RAYTH
Page 3 and 4: TECHNOLOGY TODAY technology today i
Page 5 and 6: colleagues, and together they came
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Page 9 and 10: PROFILE: Jay LALA Upon earning his
Page 11: Electronic Systems Digital GPS Anti
Page 14 and 15: EO/LASERS Seeing the Enemy First:*
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Page 22 and 23: Amy Brunson is the Software Departm
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Page 36: Future Events Raytheon’s 4th Annu

2004 Issue 3 - Raytheon

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