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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