Download - Introduction To Cmm1
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CAPABILITY MATURITY MODEL
for Software (CMM) Version 1.1
INTRODUCTION
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Course ObjectivesCourse Objectives
• Understand terms such as process, capability, and maturity
• Discuss the 18 key process areas in the CMM• Interpret the CMM and the key practices in the
different contexts• Describe the fundamental concepts of the CMM• Explain and use the structure of the CMM
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• Bad requirements• Frequent changes to
requirements• Wrong interpretation of
requirements• Inaccurate estimation• Inaccurate or bad planning• Risks which materialized• Attrition• Bad implementation• No reviews i.E., Inputs from
relevant people/ groups
• Mismatched resource skill levels
• Miscommunication between groups
• No defined method for implementing a project
• No checks and balances• Inadequate testing• Incorrect source base and
so on
What can go wrong in a What can go wrong in a project?project?
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Do we need processes?Do we need processes?
Do we need processes? Such discipline may stifle my creativity!
“Discipline enables creativity by FREEING the most talented software professionals from the many CRISES that others have created. A disciplined process EMPOWERS the intellect...”
- Watts Humphrey
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What Is CMM ?What Is CMM ?
A common sense application of process management and quality improvement concepts to software development and maintenance
A community-developed guide
A model for organizational improvement
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Other Capability Maturity Other Capability Maturity ModelsModels
Focus areas include : Software CMM People CMM CMMI - CMM integrated (new)
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A Mature ProcessA Mature Process
Consistent with the way work actually gets done - defined, documented, and continuously improving Understood Used Living Supported visibly by management and others
Well controlled Constructive use of product and process
measurements Disciplined use of technology
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Institutionalized ProcessInstitutionalized Process
“That is the way we do things around here” Organizational infrastructure contains
Effective processes Usable processes Consistently applied processes
Organizational culture Must convey the process Nurtured by management Is conveyed with role models and rewards
Institutionalized processes ENDURES ( Even after people who originally defined them have gone)
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What CMM Does not What CMM Does not address?address?
The CMM does not address specific software process and quality improvement issues
Issues that are addressed only indirectly, or by implication, include Specific tools, methods, and
technologies System engineering, marketing, etc Human resources Organizational behavior
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Structure of CMMStructure of CMM
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CMM Maturity LevelCMM Maturity Level
Maturity level is Well-defined stages of evolution on the path
to becoming a mature software organization
Each level is a layer in the foundation for continuous process improvement
Achieving each level establishes a different component of the software process
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CMM Maturity LevelCMM Maturity LevelThere are There are fivefive maturity levels in CMM maturity levels in CMM
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Intent of the Initial Level -Intent of the Initial Level -Level 1Level 1
Performance driven by the competence of the people doing the work
High quality and exceptional performance possible so long as the best people can be hired
The process is unpredictable - for good or bad The major problems facing the software
organization are managerial, not technical
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Intent of the Repeatable Intent of the Repeatable Level - level 2Level - level 2
The predominant need is to establish effective software project management
Software project management processes are documented and followed
Organizational policies guide the projects in establishing management processes
Successful practices developed on earlier projects can be repeated
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Intent of the Defined Level Intent of the Defined Level - Level 3- Level 3
This level builds on the software project management foundation
To control a process, it must be defined, documented, and understood
The outputs of one task flow smoothly in to the inputs of the next task
At this level, the organization builds processes that empower the individuals doing the work
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Intent of the Managed Intent of the Managed level - Level 4level - Level 4
Apply the principles of statistical process control
Address the special causes of process variation
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Intent Of The Optimizing Intent Of The Optimizing level - Level 5level - Level 5
Identify and eliminate chronic causes of poor performance
Continuously improve the software process
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Key Process Area (KPAs) Key Process Area (KPAs) of Each Levelof Each Level
Maturity levels are described in terms of 18 key process areas (KPAs)
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Level 2 KPAsLevel 2 KPAs
Software configuration management (SCM) Software quality assurance (SQA) Software subcontract management (SSCM) Software project tracking and oversight (SPTO) Software project planning (SPP) Requirements management (RM)
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Level 3 KPAsLevel 3 KPAs
Organization process focus (OPF) Organization process definition (OPD) Peer reviews (PR) Intergroup coordination (IGC) Software product engineering (SPE) Integrated software management (ISM) Training program (TP)
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Level 4 KPAsLevel 4 KPAs
Software quality management (SQM) Quantitative process management (QPM)
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Level 5 KPAsLevel 5 KPAs
Process change management (PCM) Technology change management (TCM) Defect prevention (DP)
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Maturity levels cannot be Maturity levels cannot be skippedskipped
• Processes at higher maturity levels may be performed, although perhaps ineffectively, even by the organizations at the initial level
• Process capability is built in stages, as some processes are ineffective when others are not stable
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Maturity levelsMaturity levels
Well-defined evolutionary plateaus on the path to becoming a mature software organization
Each level is a layer in the foundation for continuous process improvement
There are five maturity levels in the CMM Achieving each level establishes a different
component of the software process Maturity levels are described in terms of 18
key process areas
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GoalsGoals
Goals summarize the key practices of the key process areas
They are considered important for enhancing process capability for that level of maturity
They can be used to guide organizations and appraisal teams in assessing alternative ways to implement key process areas
Each key process maps to one or more goals
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Common featuresCommon features
• Used to organize the key practices in each key process area
Common features are :– Commitment to perform– Ability to perform– Activities performed– Measurement and analysis– Verifying implementation
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Commitment to performCommitment to perform
• Describes the actions the organization must take to ensure that the process is established and will endure
• Typically include
– Policies– Leadership
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Ability to performAbility to perform
• Describes the preconditions that must exist in the project or organization to implement the software process competently
• Typically includes– Function– Resources– Delegation– Training– Orientation
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Activities performedActivities performed
• Describes the roles and procedures necessary to implement a key process area
• Typically includes– Establishing plans and procedures– Performing the work– Tracking it– Taking corrective actions as necessary
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Measurement and Measurement and analysisanalysis
• Describes the need to measure the process and analyze the measurements
• Typically includes examples of the measurements that could be taken to determine the status and effectiveness of the activities performed common feature
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Verifying implementationVerifying implementation
• Describes the steps to ensure that the activities are performed in compliance with the process that has been established
• Typically includes reviews and audits by– Senior management– Project management– Software quality assurance
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Key PracticesKey Practices
• State the fundamental policies, procedures, and activities for a key process area
• Describe “what” is to be done, but they should not be interpreted as mandating “how”
• Are organized by common feature• 316 key practices in CMM
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End of Introduction to CMMEnd of Introduction to CMM