cmmi update - sei - otoole · cmmi transition status as reported to the sei as of 3as reported to...
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CMMI UpdateMary Beth Chrissis, as represented by:
Pat O’TooleSoftware Engineering InstituteCarnegie Mellon UniversityCarnegie Mellon UniversityPittsburgh, PA 15213May 15, 2008
© 2008 Carnegie Mellon University
CMMI Today
The CMMI Product Suite was released 1/2002 and today…
• CMMI website averages 20,000 visits/day
• Over 80,000 people have been trained
• Over 3,000 “class A” appraisals have been reported to the SEI
• Global adoption is steadily growing.
2CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
CMMI Transition StatusAs reported to the SEI as of 3-31-08As reported to the SEI as of 3-31-08Training• Introduction to CMMI 84,074Introduction to CMMI 84,074• Intermediate CMMI 2,726• Understanding CMMI High Maturity Practices 396
Authorized• Introduction to CMMI V1.2 Instructors 430• SCAMPI V1.2 Lead Appraisers 488• SCAMPI V1.2 B&C Team Leaders 499C tifi d V1 2 Hi h M t it L d A i 138• Certified V1.2 High Maturity Lead Appraisers 138
• CMMI-ACQ V1.2 Instructors 18• CMMI-ACQ V1.2 Lead Appraisers. 7
3CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
CMMI ACQ V1.2 Lead Appraisers. 7
Transition from V1.1 to V1.2 StatusAs reported to the SEI as of 3-31-08As reported to the SEI as of 3-31-08
Introduction to CMMI Students
Registered for Upgrade Training 6 540• Registered for Upgrade Training 6,540
• Upgrades Complete 5,491
Lead Appraisers and Instructors
• Registered for Upgrade Training 678g pg g
• Upgrade Completed. 608
4CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
Number of Appraisals Conducted by YearReported as of 4-30-08
1000
1200
800
400
600
200
0
SPA CBAIPI(Discontinued after 12/31/2005) SCAMPI v.X ClassA
5CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
SPA CBAIPI(Discontinued after 12/31/2005) SCAMPI v.X ClassA
Number of SCAMPI Class A Appraisals Conducted by Year by Representation* as of 4-30-08 *Where Representation is reported
1000
700
800
900
500
600
700
Staged
Continuous
200
300
400
0
100
200
1999 2000 2001 2002 2003 2004 2005 2006 2007 4/30/2008
6CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
SCAMPI v1.1/v1.2 Class A Appraisals Conducted by QuarterReported as of 4-30-08Reported as of 4-30-08
325
350
250
275
300
150
175
200
225
75
100
125
150
0
25
50
7CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
Intro to the CMM and CMMI Attendees (Cumulative) as of 3-31-08
80000
90000
(Cumulative) as of 3-31-08
60000
70000
40000
50000 CMM Intro(discon'td.12/31/05)
10000
20000
30000 CMMI Intro
CMMIIntermediate
0
10000
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
Intermediate
8CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
Organization SizeB d th t t l b f l ithi th f th i ti th t i d
501 to 10006.8%
1001 to 20003.7%
2000+2 5%
Based on the total number of employees within the area of the organization that was appraised
25 or fewer13.6%301 to 500
7.4%
6.8% 2.5%
26 to 50
201 to 3009.0% 1 to 100
50.8%
201 to 2000+29.4%
15.6%
101 to 20019.8%
51 to 7512.8%Based on organizations
reporting size data
9CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
76 to 1008.9%
reporting size data
2635
Countries where Appraisals have been Performed and Reported to the SEIPerformed and Reported to the SEIRed country name: New additions with this reporting
Argentina Australia Austria Bahrain Bangladesh Belarus Belgium BrazilBulgaria Canada Chile China Colombia Costa Rica Czech Republic DenmarkDominican Republic Egypt Finland France Germany Hong Kong Hungary IndiaIndonesia Ireland Israel Italy Japan Korea, Republic Of Latvia MalaysiaMauritius Mexico Morocco Netherlands New Zealand Norway Pakistan PeruPhilippines Poland Portugal Romania Russia Saudi Arabia Singapore Slovakia
10CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
South Africa Spain Sweden Switzerland Taiwan Thailand Turkey UkraineUnited Arab Emirates United Kingdom United States Uruguay Viet Nam
Number of Appraisals Reported to the SEI by Continentto the SEI by Continent
1600
aisa
ls
1354
1080
1200
1400
ber o
f App
ra
800
1000
Num
b
403400
600
38 30
208
0
200
11CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
Based on appraisals3113
Africa Asia Europe North America Oceania South America
Number of Appraisals and Maturity LevelsReported to the SEI by Countryp y y
CountryNumber of Appraisals
Maturity Level 1
Reported
Maturity Level 2
Reported
Maturity Level 3
Reported
Maturity Level 4
Reported
Maturity Level 5
Reported CountryNumber of Appraisals
Maturity Level 1
Reported
Maturity Level 2
Reported
Maturity Level 3
Reported
Maturity Level 4
Reported
Maturity Level 5
ReportedArgentina 47 31 10 2 3 Malaysia 42 15 24 3Australia 29 1 8 4 2 4 Mauritius 10 or fewerAustralia 29 1 8 4 2 4 Mauritius 10 or fewerAustria 10 or fewer Mexico 39 1 18 13 3 4Bahrain 10 or fewer Morocco 10 or fewerBangladesh 10 or fewer Netherlands 10 or fewerBelarus 10 or fewer New Zealand 10 or fewerBelgium 10 or fewer Norway 10 or fewerBrazil 79 37 31 1 8 Pakistan 14 1 8 3 1Bulgaria 10 or fewer Peru 10 or fewergCanada 43 10 18 5 3 Philippines 20 2 10 7Chile 20 13 5 1 Poland 10 or fewerChina 465 1 103 293 18 34 Portugal 10 or fewerColombia 18 6 9 1 2 Romania 10 or fewerCosta Rica 10 or fewer Russia 10 or fewerCzech Republic 10 or fewer Saudi Arabia 10 or fewerDenmark 10 or fewer Singapore 16 3 8 1 4Dominican Republic 10 or fewer Slovakia 10 or fewerEgypt 27 12 11 2 2 South Africa 10 or fewerFinland 10 or fewer Spain 75 1 49 21 1 3France 112 4 67 34 1 2 Sweden 10 or fewerGermany 51 7 27 7 1 1 Switzerland 10 or fewerHong Kong 14 1 9 4 Taiwan 88 60 25 2Hungary 10 or fewer Thailand 10 or fewerI di 323 1 11 127 22 151 T k 10 fIndia 323 1 11 127 22 151 Turkey 10 or fewerIndonesia 10 or fewer Ukraine 10 or fewer
Ireland 10 or fewer United Arab Emirates10 or fewerIsrael 16 3 9 2 United Kingdom 71 3 36 24 1 2Italy 17 9 8 United States 1034 25 365 347 21 114Japan 220 16 64 88 13 15 Uruguay 10 or fewer
Korea Republic Of 107 1 31 48 11 7 Viet Nam 10 or fewer
12CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
Korea, Republic Of 107 1 31 48 11 7 Viet Nam 10 or fewerLatvia 10 or fewer
Number of Appraisals Posted to PARs by Year
1006
1200
904
834
1006
800
1000POSTED
TOTAL
Num
ber o
f A
ppra
isal
s
635598
600
N A
214
384
186
437
400
6
7652
186
0
200
2002 2003 2004 2005 2006 2007
13CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
2002 2003 2004 2005 2006 2007
Performance Results Summary
I t M di
# of data
i t L Hi hImprovements Median points Low High
Cost 20% 21 3% 87%
Schedule 37% 19 2% 90%
Productivity 67% 16 11% 255%
Quality 50% 18 29% 132%
Customer Satisfaction 14% 6 -4% 55%
Return on Investment 4.8 : 1 14 2 : 1 27.7 : 1
• N = 25, as of 15 December 2005• Organizations with results expressed as change over time
14CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
A Program’s Capability
Contractor AContractor B
ML 4My ProgramContractor A
ML 3ML 4My Program
Contractor C
ML 5Acquirer
ML ?ML 5 ML ?
CMMI Math: 3 + 4 + 5 + ? = ?
15CMMI for Acquisition (CMMI-ACQ)Phillips, April 2, 2008© 2008 Carnegie Mellon University
How Capable is the Team?
Early: How capable is a program team to deliver an operational capability?
Ongoing: How well is the program performing?Ongoing: How well is the program performing?
CMMI Maturity Levels at the organizational level are necessary, but not sufficient, to provide answers to these questions at the program level.
16CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
Maturity Levels – Important Realities
Know the capabilities of your entire program team
Multiple contractors each appraised at CMMI Maturity Level 3 doesMultiple contractors, each appraised at CMMI Maturity Level 3, does not ensure that your project will execute at Maturity Level 3
• Processes may be incompatible• Communication may be inadequate• Communication may be inadequate
A contractor appraised at Maturity Level 3 does not ensure that your project will execute at Maturity Level 3project will execute at Maturity Level 3
• Was your team part of the process evaluation?• Is your team following the processes?
An acquisition organization without mature processes can hurt a mature contractor
17CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
Acquirer/Supplier Mismatch
Mismatch MatchedMismatchmature acquirer mentors
low maturity supplier
Matchedacquirer and supplier are both high maturityH
igh
outcome not highest probability of r
MismatchDisaster
predictableg p y
success
Acq
uire
r
Mismatchless mature acquirer
derails mature supplier; encourages short cuts
Disasterno disciplineno process
owA
S liTechnical & Low
Lo
High
no product supplier compromises processes
18CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
SupplierManagement SkillHigh
Interpreting CMMI Ratings
1. A CMMI rating or CMMI level is not a guarantee of program success
2 Organizations that have attained CMMI maturity level ratings do not2. Organizations that have attained CMMI maturity level ratings do not necessarily apply those appraised processes to a new program at program start-up
3 Organizations that claim CMMI ratings are not always dedicated to process3. Organizations that claim CMMI ratings are not always dedicated to process improvement
4. Organizations may sample only a few exemplar programs and declare that all programs are being executed at that CMMI level ratingprograms are being executed at that CMMI level rating
5. Organizations that claim a high maturity level rating (level 4 and 5) are not necessarily better suppliers than a level 3 supplier.
Understanding and Leveraging a Supplier’s CMMI® Efforts: A Guidebook for Acquirers, April 2007, CMU/SEI-2007-TR-004
19CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
Beyond CMMI V1.2
Improved architecture will allow post-V1.2 expansion
• Extensions of the life cycle (Services Outsourcing/Acquisition) could• Extensions of the life cycle (Services, Outsourcing/Acquisition) could expand use of a common organizational framework:
— allows coverage of more of the enterprise or potential partnering organizationsorganizations
— adapts model features to fit non-developmental efforts (e.g., CMMI Services, CMMI Acquisition).
20CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
Three Complementary “Constellations”
CMMI-SVC provides guidance for those
CMMI SVC
gproviding services within organizations and to external customers
CMMI-DEV provides guidance for measuring, monitoring and managing development processes CMMI-SVCde e op e p ocesses
16 Core Process Areas
CMMI-DEV CMMI-ACQCMMI-ACQ provides guidance to enableinformed and decisive
Process Areas, common to all
acquisition leadership
21CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
CMMI-ACQ Staged Representation: PAs by Maturity LevelPAs by Maturity LevelMaturity Level Process Areas
Optimizing Causal Analysis and Resolution Organizational Innovation and DeploymentOrganizational Innovation and Deployment
Quantitatively Managed
Quantitative Project Management Organizational Process Performance
Organizational Process Focus
Defined
Organizational Process DefinitionOrganizational TrainingIntegrated Project ManagementRisk ManagementAcquisition Technical ManagementAcquisition VerificationAcquisition VerificationAcquisition ValidationDecision Analysis and Resolution
Acquisition Requirements DevelopmentAgreement ManagementProject Planning
ManagedProject PlanningProject Monitoring and ControlRequirements ManagementConfiguration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisSolicitation and Supplier Agreement Development
22CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
Solicitation and Supplier Agreement Development
CMMI-ACQ v1.2Acquisition Category Process Areasq g y
Solicitation & Supplier Agreement
Agreement Development
Management
CMMI Model
Acquisition Requirements Development
Acquisition Validation
CMMI Model Framework
(CMF)
16 Project, Development jOrganizational,
and Support Process Areas
AcquisitionTechnical
Management
Acquisition Verification
23CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
CMMI-SVC v0.5 Reuse
22CMMI SVC
CMMI for Services Constellation = 22 PAs + 3 Optional PAs
Service PAs
Shared PAs (SAM)
Service Addition PAs
35
22CMMI-SVC
Service Modifications:
16177%
• 21 amplifications in 7 PAs
• 5 added references
• 1 modified PA (REQM)CMMI Model Foundation
1 modified PA (REQM)
• 1 specific goal
• 2 specific practices% of CMMI-DEV PAs are reused;
% of Corporate Investments
CMMI-DEV CMMI-ACQ
pare potentially reusable!
24CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
Q
Who is the audience?
Broad spectrum of service providers
Primarily intended for industry use, just like
Service Sector Weights
Primarily intended for industry use, just like CMMI-DEV
Focus on current CMMI users
20%
25%
30% PAMS – Professional, Administrative, Management Support
R & D – Research and Development
10%
15%
Development
FRS – Facilities-Related Services
ERS – Equipment-Related Services
0%
5%
PAMS R & D FRS ERS CRS ICT Other Medical
CRS – Construction-Related Services
ICT – Information and Communications T h l
25CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
Source: FY06 Federal Procurement Data System
Technology
Planned Sequence of Models
CMMI-SVC
CMMI-DEV V1.2
CMMI-SVC
CMMI V1.1
March 2009
GM IT Sourcing
CMMI V1.3?
TBD
GM IT SourcingCMMI-ACQCMMI-AM
Released November 2007
SA-CMM
26CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
41
For More Information
Mary Beth ChrissisCMMI Training Manager
U.S. mail:
Software Engineering InstituteCMMI ProjectTelephone: +1 412-268-5757Email: mb@sei cmu edu
g gCustomer Relations4500 Fifth AvenuePittsburgh PA 15213 2612Email: [email protected]
[email protected], PA 15213-2612USA
World Wide Web:www.sei.cmu.eduwww sei cmu edu/contact html
Customer RelationsEmail: [email protected]: +1 412-268-5800www.sei.cmu.edu/contact.html Telephone: +1 412-268-5800SEI Phone: +1 412-268-5800SEI Fax: +1 412-268-6257
27CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University
28CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University