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10/19/03 Copyright Northrop Grumman Company 2003 3rd Annual CMMI Technology Conference and User Group Kent Schneider, President Defense Enterprise Solutions Northrop Grumman Information Technology November 18, 2003 Organizational Perspective Northrop Grumman $26 B in revenue; 120,000 employees; 50 states; 25 countries Information Technology (IT) Sector $4.7 B in sales; 23,000 employees; 48 states; 15 countries Defense Enterprise Solutions (DES) Business Unit $610 M in sales; 3,045 employees, 23 states, 4 countries DES provides enterprise-wide technology solutions to the Defense marketplace Major Application Areas: Logistics Mission Support Science Technology Simulation, Analysis, and Training Communications Infrastructure Core Processes Common to Multiple Disciplines Organizational Process Maturity Pedigree Organizational and Project Quantitative Management Process Overview Quantitative Management Measurable contractual commitments: Delivering products and services on time and under budget Delivering quality (low-defect) products Measurable process and quality commitments; DES developed process performance and product quality goals to tract program performance: Cost Schedule Quality Demonstrable senior management commitment DES tracks this through its senior management operations reviews (a sample follows) ST/ITS Program and QM Indicators Goal: Critical/Urgent Defect Total Defects ? 5/KLOC ? 10/KLOC Action: DP Cycle #1 countermeasures are effective. Reduced targeted “checking” defects from 2.6/KLOC to 1.2/KLOC. DP Cycle #2 focused on defects escaping the PSP Cycle. Follow up from countermeasures show improvement in schedule and quality. DP Cycle #3 focused on units with highest test defects. Countermeasure approved to peer review code again prior to customer dry run testing. SCoVs – 6 complete, 2 in progress, 5 approved for Builds 4 5. DDt – SPC for Defect Density by test (DDt) is not useful, investigating alternate metrics, began Rayleigh Curve. Te
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