Capability Maturity Model Integratoin

(CMMI)

and its Assessment Process

Martin Höggerl

Bernhard Sehorz

Seminar in Computer Science 2005/2006

Prof. W. Pree

Contents

• Introduction

• Overview of CMMI

• CMMI and ISO/IEC 15504

• Assessing CMMI

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Introduction

• The three factors in software development:

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Process

People

Technology

• Process struggles to be accepted

2

Process Improvement

• As the process factor gains more acceptance, various

process models are being developed

• Organizations seek to improve software quality by im-

proving their development process

• CMMI is one of the process models available

3

A Short History of CMMI

• The Software Engineering Institute of Carnegie Mellon

University develops CMM during the late 1980s

• Success causes various CMMs to be developed

• CMMI aims to integrate some of those

• Result: A model framework and an initial set of inte-

grated models

4

Structural Elements in CMMI

• 25 Process areas (PAs): Each PA de�nes a set of goals

and a set of practices

• Speci�c and generic goals: Generic goals (GGs) are

valid for all PAs; speci�c goals (SGs) are speci�c to a

certain PA

• Speci�c and generic practices (SPs/GPs): Are sup-

posed to satisfy the respective goals

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Example

• Process area: Requirements management

• Includes single SG �Manage requirements� . . .

• . . . and 5 SPs, including:

1. Obtain an understanding of requirements

2. Obtain commitment to requirements

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CMMI Representations

• Continous: Grades each PA by assigning �capability lev-

els� but not the process as a whole

• Staged: Grades the process as a whole by assigning

�maturity levels�

• Comparison:

� Focus on the PA vs. focus on the whole organization

� �exible vs. static order of PAs in process improvement

� �ne grained vs. coarse grained rating

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CMMI and ISO/IEC 15504

• ISO/IEC 15504 and SPICE

• Goals of SPICE

� Assist standardization e�ort

� User trials to gain experience

� Create market awareness

8

Di�erences (1)

• Process categories

CMMI ISO/IEC 15504

Engineering EngineeringSupport SupportProject Management ManagementProcess Management Organisation

Customer-Supplier

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Di�erences (2)

• Processes without equivalent in CMMI

� CUS.4 (Operation Process)

� SUP.7 (Audit Process)

� MAN.1 (Management Process)

� ORG.4 (Infrastructure Process)

� ORG.6 (Reuse Process)

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Di�erences (3)

• Representation

� CMMI: staged, continuous

� ISO/IEC 15504 : continuous

• Organizational capability

• Role of lead assessor

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The Assessment Team

• Lead assessor requirements

� Introduction to CMMI training

� Assessment team experience

� Advanced CMMI training

� SCAMPI lead assessor training or upgrade training

(for current lead assessors)

12

The Assessment Team

• Assessment team requirements

� Understanding for the organization's business

� Solid software engineering background

� Management experience

� Experience in measurement, quality assurance

� Each assessment team member should be willing and

able to work on an assessment team

13

Examples for CMMI Assessments

• Example 1 : CMMI Assessment for HNIT Consulting

Engineers by Students from the University of Iceland

• Example 2 : CMMI-based Assessments Conducted for

AVL Graz Instrumentation Test Systems by Kasse Ini-

tiatives

www.dtic.mil/ndia/2001cmmi/kasse.pdf

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Example 1

• Company : SW-Department of HNIT Consulting Engi-

neers

• About the assessment team:

� Guðlaugur Kr. Jörundsson

� Sveinbjörn Guðmundsson

� Martin Höggerl

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Example 1

• Timeframe : 2.5 weeks

• Process Areas

� Requirements Management (REQM)

� Measurement and Analysis (MA)

� Con�guration Management (CM)

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Example 1

• Preparation

� Presentation of CMMI concept

� Preparation time for company (collect evidence)

• Assessment (2 hours)

� Presentation evidence (take notes)

� Discussion

• Results (rating, levels)

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Example 2

• Company : AVL Graz Instrumentation Test Systems

• About the assessment team:

� Lead Assessor was a Senior or Principal Consultant

with Kasse Initiatives

� Assessment Team Coordinator was the same for all

�ve sites

� All AVL business sites had core assessment team

members who attended the SEI Intro to CMMI

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Example 2

• Preperation : Questionnaires

� about the company

� about readiness to change something

� about structure of the organization

� about documented processes

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Example 2

• Online review of documented processes

� Process-owners give presentation

� Questions could be

∗ Clarify/Expand a point

∗ Go to referenced document/template/guideline

∗ Why was this information placed here

∗ Show example projects

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Example 2

• Advantages of Online review

� Reduces the time required to accomplish a detailed

look at the documented processes

� The ones presenting the process are experts in where

important ideas are located within the document

� Any issue can be required to be reviewed again with

little loss of time

� Having experts describe their documented processes

reduces the risk of long debates over the value of the

documented processes

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Example 2

• Presenting the results

� Presenting the Goals of the assessment

� Presenting the SCOPE of the assessment

� Presentation of the Generic Practices for the set of

process areas

� Presentation of the process areas in terms of Plus

Points, Weaknesses and Recommendations

� Presentation of background of related process areas

that were not assessed (possible dependencies)

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Thank you for your attention!

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