capability maturity modeling

CMM Overview - 1 © Paul SorensonWM 001 - Software Process & Quality

Capability Maturity Modeling

WM-001Software Process and Quality


Designed to permit third party verification ofyour quality systems

The essence of ISO 9000 is:• Understand what your customer needs.• Say what you do and how you do it.• Do what you say your going to do.• Measure whether you are meeting your customers' needs and whether you are doing what you say you do• Act on the new information to improve your organization


Structure of theStructure of theISO QualityISO QualityManagementManagementStandardsStandards

Definitions of ConceptsISO 8402

Selections & Use of the Standards

ISO 9000

Three Quality Assurance Models

ISO 9001

ISO 9002

ISO 9003

Quality Management Quality System Elements

ISO 9004 ISO 9004-2

Guidelines for Auditing Quality Systems

ISO 10011

INTERNALINTERNALSYSTEM SYSTEM

EXTERNALEXTERNALEVALTNSEVALTNS


ISO 9000ISO 9000AcceptancAcceptanc

e e Adopted by over 60 countries

100,000+ organizations world-wide are ISO 9000 certified

Canadian Chamber of Commerce recommends government apply standards to its management

Provides a common language for quality management

ISO Committee continuing improvement of standard


ISO 9001 Required Elements

• Management responsibility

• Quality system

• Contract review

• Design control

• Document control

• Verification of purchased products

• Customer supplied product

• Product identif. & traceability

• Process control

• Inspection and testing

• Inspections, measuring & test equip.

• Inspection and test status

• Control of non-conforming products

• Corrective action

• Handling, storage, packaging & delivery

• Quality records

• Internal quality audits

• Training

• Servicing

• Statistical techniques


refs. IEEE Software, March 1988, 73-79, and IEEE Software, July 1993, 18- 27 (Capability Maturity Model, V 1.1).

Work directed by Watts HumphreyWatts Humphrey, SEI, Carnegie-Mellon

Sponsored by US Defense DeptUS Defense Dept. – to provide some way of characterizing the capabilities of software developmentorganizations.

Fundamental to the characterization -- a quality process must be under statistical control for sustained progress to be possible [Deming's workDeming's work with Japanese industry after WW II]

CMM - A Maturity FrameworkCMM - A Maturity Framework

Characterizing the Software Process


Lord Kelvin said a

century ago . . ."When you can measure what you are "When you can measure what you are

speaking about, and express it in speaking about, and express it in numbers, you [may] know something numbers, you [may] know something about it; but when you cannot measure about it; but when you cannot measure it, when you cannot express it in it, when you cannot express it in numbers, your knowledge is of a numbers, your knowledge is of a meager and unsatisfactory kind; it may meager and unsatisfactory kind; it may be the beginning of knowledge, but you be the beginning of knowledge, but you have scarcely in your thoughts have scarcely in your thoughts advanced to the stage of Science."advanced to the stage of Science."


highest level (5) • defined and documented process • measured and controlled • focused on process improvement • supported by technology

Macro-measure of an organization's capability for continuous process improvement

Five-stage progressive modelFive-stage progressive modellowest level (1) • crisis driven and poorly controlled • highly dependent on current practitioners • unpredictable cost, schedule and quality


Initial (1)

Repeatable (2)

Defined (3)

Managed (4)

Optimized (5)

In Out

In Out

In Out

In Out

In Out


Optimizing(5)Process change managementTechnology change managementDefect prevention

Software quality managementQuantitative process management Managed(4)

Peer reviewsIntergroup coordinationSoftware product engineeringIntegrated software managementTraining programOrganization process definitionOrganization process focus

Defined(3)

Software config managementSoftware quality assuranceSoftware subcontract managementSoftware project tracking & oversightSoftware project planningRequirements management

Repeatable(2)

Initial(1)


Level 2 - Level 2 - RepeatableRepeatable

• policies for managing a software project and procedures implementing those policies are established

• 6 key process areas apply:

Requirements ManagementA common understanding of the client’s needs is establishedbetween the client and the project team. This agreementforms is the basis for planning and managing the project.

Software Project PlanningReasonable plans for engineering and managing the project are established, forming the foundation for project management


Level 2 - Repeatable Level 2 - Repeatable (cont.)(cont.)Software Project Tracking & Oversight

Adequate visibility into project progress is established allowingmanagement to take effective action when project performance deviates significantly from plans.

Software Subcontract ManagementQualified subcontractors are selected & managed effectively.

Software Quality AssuranceManagement is provided with appropriate visibility into the quality of the process being used and the products being built.

Software Configuration ManagementThe integrity of a project’s products are established andmaintained throughout its life cycle (e.g., nightly build)


Level 3 - Level 3 - DefinedDefined• A typical process for developing and maintaining software

across an organization is documented• 7 key process areas apply:

Organization Process FocusOrganizational responsibility is established for activitiesthat improve overall software process capability.

Organization Process DefinitionA reasonable set of process assets is developed and maintained that improve processes across projects and provide a basis for definingmeaningful data for quantitative process mgmt.

Training ProgramProgram put in place to develop needed skills & knowledge.

Our Process Book


Level 3 - Defined Level 3 - Defined (cont.)(cont.)Integrated Software Management

Software engineering and management activities are integratedinto a coherent, defined process tailored from an organization’sstandard software processes and related process assets.

Software Product EngineeringA well-defined process is performed consistently; it integratesall technical activities (requirements, design, code, test) to produce correct, consistent products effectly and efficiently.

Intergroup CoordinationMethods are established for a softeng group to participate actively with other engineering groups to form a project team.

Peer ReviewsReviews are used to remove defects early and efficiently.


Level 4 - Level 4 - ManagedManaged• an organization sets quantitative quality

goals for both products and processes and instruments processes with well- defined and consistent measurements


Quantitative Process ManagementA project’s process performance is controlled quantitatively.

Software Quality ManagementA quantitative understanding of the quality of a project’sproducts is developed to achieve specific quality goals.


Level 5 - Level 5 - OptimizingOptimizing• the entire organization is focused on

continuous process improvement


Defect PreventionCauses of defects and their prevention are identified by analyzing defects & if necessary changing the defined process.

Technology Change ManagementBeneficial new technologies (eg tools, methods, processes) areidentified, transferred into organization in an orderly fashion.

Process Change ManagementAn organization’s processes are continually improved.


Common Common FeaturesFeatures• The practices that describe the

key process areas are organized by common feature, which are attributes indicating whether the implementation and institution- alization of a key process is effective, repeatable and lasting.

• 5 common features are:

Commitment to perform Measurement & analysis

Ability to perform Verifying implementation

Activities performed


Based on an SEI questionnaire surveyand interviews with dozens of organizations

3

2

1

4 & up

• Error projection• Test and review coverage• Process metrics data

• Design and code reviews• SE training• SE process group

• Project Planning• Change control and CM• Regression testing

2% 12% 28% 28% 21% 9%

EARLY EARLY RESULTSRESULTS


Process Improvement Cycle

ProjectProjecttries newtries newpracticepractice

Minimal newMinimal newdocumentation documentation addedadded

Training, manual Training, manual process support. process support. Initial processInitial process metricsmetrics

Support processes Support processes standardized, initial standardized, initial automation,automation, metrics tometrics to model model effectivenesseffectiveness

Infrastructure personnelInfrastructure personnel reduced to optimalreduced to optimalon-going levelon-going level

Most projects Most projects use, practice evaluated use, practice evaluated against measurableagainst measurable goals, most goals, most people people convinced ofconvinced of valuevalue

SuccessfulSuccessfulProjectProject

Other Other successes linkedsuccesses linkedto practiceto practice

More projects More projects use, initial measurable use, initial measurable resultsresults

MetricsMetricsmonitored to ensuremonitored to ensureno loss of benefitsno loss of benefits

Practi

ce

Practi

ce

describ

ed as

describ

ed as

part of s

uccess

part of s

uccess

Decision fo

r org

anizatio

n

Decision fo

r org

anizatio

n

wide use, s

uccess

es

wide use, s

uccess

es

told widely

told widely

People ass

igned to d

ocum

ent,

People ass

igned to d

ocum

ent,

train and su

pport pra

ctice

train and su

pport pra

ctice

All pro

jects p

lan to u

se, u

rgent r

equests

All pro

jects p

lan to u

se, u

rgent r

equests

for t

raining, im

prove

ments

for t

raining, im

prove

ments

planned

planned

Plans to optim

ize in

frastr

ucture

Plans to optim

ize in

frastr

ucture

Project

Project

plans new

plans new

practice

practice

Other project(s)

plan to use

People assigned to document,

train and support practice

All projects plan to use, urgent requests

for training, improvem

ents

planned

Plans to optimize infrastructure

PLANPLANIdentify RisksIdentify RisksPLANPLANIdentify RisksIdentify Risks

DODOImprovementsImprovementsDODOImprovementsImprovements

CHECKCHECKEvaluate results,Evaluate results,ensure success,ensure success,celebratecelebrate


ACTACTRevise, developRevise, developnext-level processnext-level processconvince othersconvince others



Project

Project

plans new

plans new

practice

practice

Other project(s)

plan to use

People assigned to document,

train and support practice

All projects plan to use, urgent requests

for training, improvem

ents

planned

Plans to optimize infrastructure

PLANPLANIdentify RisksIdentify RisksPLANPLANIdentify RisksIdentify Risks


DODOImprovementsImprovementsDODOImprovementsImprovements

ProjectProjecttries newtries newpracticepractice

Minimal newMinimal newdocumentation documentation addedadded

Training, manual Training, manual process support. process support. Initial processInitial process metricsmetrics

Support Support processes processes standardized, initial standardized, initial automation,automation, metrics tometrics to model model effectivenesseffectiveness

Infrastructure Infrastructure personnelpersonnel reduced to optimalreduced to optimalon-going levelon-going level


Most projects Most projects use, practice evaluated use, practice evaluated against measurableagainst measurable goals, most goals, most people people convinced convinced ofof valuevalue



SuccessfulSuccessfulProjectProject

Other Other successes linkedsuccesses linkedto practiceto practice

More projects More projects use, initial measurable use, initial measurable resultsresults

MetricsMetricsmonitored to ensuremonitored to ensureno loss of benefitsno loss of benefits


Practi

ce

Practi

ce

describ

ed as

describ

ed as

part of s

uccess

part of s

uccess

Decision fo

r org

anizatio

n

Decision fo

r org

anizatio

n

wide use, s

uccess

es

wide use, s

uccess

es

told widely

told widely

People assigned to

docu

ment,

People assigned to

docu

ment,

train and su

pport pra

ctice

train and su

pport pra

ctice

All pro

jects p

lan to u

se, u

rgent r

equests

All pro

jects p

lan to u

se, u

rgent r

equests

for t

raining, im

prove

ments

for t

raining, im

prove

ments

planned

planned

Plans to optim

ize in

frastr

ucture

Plans to optim

ize in

frastr

ucture



capability maturity modeling

Documents