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SPI improvement in a Large

SPI improvement in a Large Organisation Organisation (developing large real time systems) (developing large real time systems)

Practical Experiences of Process Improvement in Practical Experiences of Process Improvement in

Fixed Switching R&D Fixed Switching R&D

NOKIA TELECOMMUNICATIONS NOKIA TELECOMMUNICATIONS

Presentation by Hannu Marjakangas

in FINESSE SPI Seminar 13/04/99

VTT Elektroniikka, Kaitoväylä 1 Oulu

(2)

A Process Definition:

A Process Definition:

A series of related activities which together produce an

output of value to the

customer

(3)

b

Time to Market ? Reliable Delivery ? Quality ?

Productivity ?

Process Improvement Challenges Process Improvement Challenges Process Improvement Challenges

Rapid & Continuos Process Change Management ?

We need effective PROCESS

IMPROVEMENT : We need GOOD

PROCESSES :

CHANGING & GROWING BUSINESS ENVIRONMENT:

- telecom (& datacom) markets - technology

- people & organisation

(4)

The NTC Core Business Processes The NTC Core Business Processes

This is a high level model showing the company view of the most important processes in NTC.

Planning Process Customer Process

Product Process

Functions

(5)

Customer Process Customer Process

Satisfied, Loyal and Profitable Customer who wants

to do more business with Nokia

- Objective -

(6)

PRODUCT PROCESS PRODUCT PROCESS

- Position in NTC Process Hierarchy- - Position in NTC Process Hierarchy-

Level 2

Process level

Level 1

Core Processes level

Product Process Customer Process

System Marketing &

Sales System Development Product Management Research &

Development Operations

F&C, HR, Comms, Legal, Q&P, Logistics, IT, BI, Planning

Planning Process

Level 3… n

Process level

RESEARCH

PORTFOLIO MANAGEMENT

Roadmaps Balanced

Pipeline

Develop

Remove Manage E0

E5

E6

E10

BUSINESS UNIT SPECIFIC

PROCESSES

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Case study:

Case study:

FIXED SWITCHING R&D

FIXED SWITCHING R&D

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History of DX 200 History of DX 200

Started in early 70’s as a research project

First customer delivery took place in 1980

Now 3rd generation in production

Applications cover all main areas of switching business

Largest SW project in Finland

Over 15 million source lines of code in program library

More than 2000 engineers doing R&D work

(9)

DX 200 ARCHITECTURE DX 200 ARCHITECTURE

Computing Platform Switching Platform

Fixed Application

GSM Application

DX 200 System Platform DX 200 Applications

Country/customer specific part

Common core

(10)

1st generation DX 200 system

base on Intel 8080

DX 200

Platform generations

DX 200

Platform generations

8 bit arch.

Relative performance

16 bit arch. 32 bit architecture

1980 1982 1990 1995

2rd generation DX 200 system base on Intel 8086

3rd generation DX 200 system

base on Intel 80386 -> 486 -> Pentium -> P6

1975 2000

1973-

1987-

1979-

4th generation DX 200 system processor independent SW

Time

(11)

Process Management in Process Management in

Fixed Switching R&D

Fixed Switching R&D

(12)

E3 E4 E5 RIS

E0 E1 E2

Acceptance testing

Integration testing

Implement & review Contracting

Release planning

System design

Program design Module testing

System testing

Modules Program block

documentation

Acceptance test plan

System test plan

Integration test plan

Module test plan

Customer needs

Release description

Release contents plan

Customer needs Tested modules

Tested software build

Tested release

Accepted release

Feature level

Module level Release level

Release team

Department / Project

Section

Product development V-model

Product development V-model

(13)

Process Management Process Management

in FIXED SWITCHING R&D in FIXED SWITCHING R&D

• PROCESS MANAGEMENT DEPARTEMENT ESTABLISHED 1996

Mission:

CONTINUOS IMPROVEMENT OF

R&D PROCESSES, METHODS & TOOLS

• 15 full time process developers

+ with >60 part time developers in Process Teams

Project C Project B

Section A1 Section A2 Section A3 R&D

Department A

(14)

Testing Processes Release

Process

Design Processes

Quality Assurance Processes

Steering Groups

R&D-Management Team

FSG R&D

FSC R&D departments implementing improvement projects

Road Maps Action Plans

- Master Improvement Plan accepted (monthly)

- milestone decisions - resource commitment

Improvement project initiatives

Headed by PDMs (Process Development Managers)

- imprv coordination - imprv portfolio mgmt

Continuous Improvement Steering Continuous Improvement Steering

Other Units

in NOKIA

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Continuous Improvement Process Continuous Improvement Process

improvement project planning (up to E5+)

- sub-projects & tasks - timeschedule

- resource commitments

Develop & Pilot Roll-Out

Use &

Diagnose Plan

1) Launch

the new practises 2) Report +

Communicate the Results

Measure & analyse the current

practises,initiate new improvement projects

Developing, testing (E1-E4)

E0

E1

E5 E5+

Testing

Processes Release

Process Design

Processes

Quality and Support processes Closing the

program/SQA takeover

Resource Committment

Initiation

Referências

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