Download - CMMI Basic Presentation
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An Introduction
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Objective
- Understand the difference between CMM & CMMI
- Understand the Structure of CMMI.
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Integration of
Integrate Source Models
SW CMM v2.0c
EIA/IS 731 SECM
IPPD CMM draft v0.98
Consistent with ISO 15504
puneetd:
EIA Interim Standard 731, system
engineering capability model
puneetd:
Integrated Product &
Process Development
Capability Maturity Model
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Different Standards under CMMI
Different body of Knowledge
Software (SW)
System Engineering (SE) Integrated Product and Process Development
(IPPD)
Supplier Sourcing (SS)
Standards are combinations of differentbody of knowledge
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Different Standards under CMMI
Software (SW)
Covers the development of software systems.
System Engineering (SE)
Development of total systems, which may or may not includesoftware.
Focus is on transforming customer needs, expectations andconstraints into product solutions and support them.
Integrated Product and Process Development (IPPD)
Contains Process Management
Project Management
Support
Engineering Processes
Supplier Sourcing (SS) Use suppliers to perform functions ormodifications to product.
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Changes from SW CMM v1.1
Inclusion of Systems Engg.
Two Representations
New Process Areas (22/cmmi versus
18/cmm)
New Generic Goals
New Practices
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Representation
Staged
5 Maturity Levels
From SW CMM
Continuous
6 Capability Levels
From EIA/IS 731 ISO 15504
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Representation Difference
Staged Representation
We have the (Maturity Level)MLs as they are found
in CMM. Process Areas are assigned to the UPPER fours ofthe five maturity levels (Managed, Defined,Quantitatively Managed, Optimizing)
Provides a pre- defined roadmap for organizationalimprovement.
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Representation Difference
Continuous Representation
Maturity Levels are replaced by Capability Levels
(CLs) as a measure assigned individually to eachPA.
Provides maximum flexibility for organizations tochoose which processes to emphasize for
improvement.
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Staged
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Continuous
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Comparison
Continuous StagedRepresentation Representation
Level Capability Levels Maturity Levels
0 Incomplete N/A1 Performed Initial2 Managed Managed
3 Defined Defined4 Quantitatively Quantitatively
Managed Managed5 Optimizing Optimizing
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Process Area
Process Area (PA) is a cluster of related practices.
Practices are actions to be performed in order toachieve the goals of a process area.
They are the major building blocks in establishing theprocess maturity of an organization.
Each process area resides at a specific maturity level.
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New Process Areas
Level 2 (7 versus 6) Measurement & Analysis
Level 3 (11 versus 7)
Risk Management
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Decision Analysis andResolution
Organizational
Environment for Integration
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Process Area Comparison Level
2 SW CMM
Requirement Management
S/w Project Planning
S/w Project Tracking and
Monitoring
S/w Subcontractor
Management
S/w Quality Assurance
S/w ConfigurationManagement
CMM I Requirements Management
Project Planning
Project Monitoring and
Control
Supplier Agreement
Management
Process and Product Quality
Assurance Configuration Management
Measurement and Analysis
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Process Area Comparison Level
3 SW CMM Organizational Process Focus
Organizational Process Definition
Training
Inter-group Coordination
Integrated Software Management
S/w Product Engineering
Peer Reviews
CMM I Organizational Process Focus
Organizational Process Definition
Organizational Training Integrated Project Management
Risk Management
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Decision Analysis and Resolution
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Process Area Comparison Level
4 & 5 SW CMM
Quantitative ProcessManagement
S/w Quality Management
Defect Prevention
Technology ChangeManagement
Process Change Management
CMM I Organization Process
Performance
Quantitative ProjectManagement
Causal Analysis & Resolution
Organizational Innovation andDeployment
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Process Areas
Organizational Training
Organizational Process Definition
Organizational Process Focus
OrganizationalProcess Performance
Supplier Agreement Management
Project Monitoring and Control
Project Planning
Risk Management
Integrated Product Management
Quantitative Project Management
Requirements Management
Validation
Verification
Product Integration
Technical SolutionRequirements Development
Organizational
Innovation & Deployment
Configuration Management
Process & Product QA
Measurement & Analysis
Decision Analysis & Resolution
Causal Analysis & Resolution
Engineering Project Management Process Management Support
2
3
4
5
2
3
4
5
2
3
4
5
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Structure of CMMI
Goal A High level statement of the outcome to beachieved by effective implementation of group of practices.
Specific Goals - 47 Generic Goals - 22
The concept of goals in CMMI is the same as in SW-CMM.
All Institutionalization related practices satisfy GenericGoals.
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Structure of CMMI
Practices - A Description of expected actions to beperformed in order to achieve the goals of a process areas.
Specific Practices These differ across process areasand equivalent to Activities in CMM.
Generic Practices These are common across allprocess areas and equivalent to CO, AB, VE etc.
General Practices support the Generic Goal of eachPA.
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Structure of CMMI
Common Features They are a means of categorizing genericpractices.
The categories are :
Commitment to Perform Creating management policiesand securing sponsorship.
Ability to Perform Establishment and maintenance ofplans, resources, assigning responsibility and authority and
training.
Directing Implementation Measurement, Control andperformance practices.
Verifying Implementation Ensure implementation andCompliance.
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Summary
- Different Standards under CMMI
- Changes from CMM to CMMI- 2 Representations
- Comparison between Representations
- Process Areas- Structure
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THANX