entinex cmmi crash course with agile concepts

The EntinexThe Entinex

CMMICMMI®®

CrashCrash CourseCourseCrashCrash CourseCourse

What the SEI Won’t Teach You*What the SEI Won’t Teach You*

CMM, CMMI, and SCAMPI are registered in the U.S. Patent andTrademark Office by Carnegie Mellon University.All other content © Entinex, Inc. (except where noted)

17-Jul-09 1®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***

*Nothing to hide, just not their style.

Legal Yadda YaddaLegal Yadda Yadda

Special permission to use materials from the Technical Report, “CMMI® for Development, Version 1.2,” CMU/SEI-2006-TR-008, copyright 2006 by Carnegie Mellon University, in this course has beencopyright 2006 by Carnegie Mellon University, in this course has been granted by the Software Engineering Institute.

This course is not a Software Engineering Institute course and is not endorsed by either Carnegie Mellon University or the Softwareendorsed by either Carnegie Mellon University or the Software Engineering Institute.

THIS CARNEGIE MELLON UNIVERSITY AND SOFTWARETHIS CARNEGIE MELLON UNIVERSITY AND SOFTWARE ENGINEERING INSTITUTE MATERIAL IS FURNISHED ON AN “AS-IS” BASIS. CARNEGIE MELLON UNIVERSITY MAKES NO WARRANTIES OF ANY KIND, EITHER EXPRESSED OR IMPLIED, AS TO ANY MATTER INCLUDING, BUT NOT LIMITED TO, WARRANTY OF FITNESS FORINCLUDING, BUT NOT LIMITED TO, WARRANTY OF FITNESS FOR PURPOSE OR MERCHANTABILITY, EXCLUSIVITY, OR RESULTS OBTAINED FROM USE OF THE MATERIAL. CARNEGIE MELLON UNIVERSITY DOES NOT MAKE ANY WARRANTY OF ANY KIND WITH RESPECT TO FREEDOM FROM PATENT, TRADEMARK, ORRESPECT TO FREEDOM FROM PATENT, TRADEMARK, OR COPYRIGHT INFRINGEMENT.


More DisclaimersMore Disclaimers

All source materials from the CMU/SEI are and remain © CMU/SEIremain © CMU/SEI.All source materials from other sources are and remain © their respective owners.pNon-sourced materials are © and the opinion of the content author(s).Any opinions expressed here are the authors’ and contributors’ and do not express a position on the subject from the Software Engineering Institute (SEI)subject from the Software Engineering Institute (SEI) or any organization or SEI Partner affiliated with the SEI.


TopicsTopics

A brief history of the SEI and CMMI

What the CMMI is and isn’t

Wh t th i l i d i ’tWhat the appraisal is and isn’t

How the appraisal worksHow the appraisal works

How you need to qualify and prepare

Typical P-I Plan

Agile Concepts17-Jul-09 4®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***

About YouAbout You

What is your name?

What is your purpose?

What is the airspeed velocity… never-mind..

What is your knowledge/experience with CMMI?What is your knowledge/experience with CMMI?

What would you like to get out of CMMI?

What would you like to get out this session?


A briefA briefA briefA briefhistory of thehistory of theSEI and CMMISEI and CMMISEI and CMMISEI and CMMI

Well… it sounded like a good idea.Well… it sounded like a good idea.



SEISEI

Software Engineering Institute

Federally-Funded Research & Development Center

Standish Group Study (“Chaos Report”)

Carnegie Mellon University

Beat U of MD in a Competition (GQM)


SEI’s PurposeSEI’s Purpose

STOP THIS:~80% software projects fail~80% software projects fail

½ cancelled½ cancelled

½ are over budget and schedule by 2x and deliver <60% expected functionality

20% d~20% succeed:<20% over budget and schedule and deliver >75% of expected functionality


Brass TacksBrass Tacks

Software customers Paid twice as muchPaid twice as much

Waited twice as longWaited twice as long

And Got half of what they expected

And the DoD was TIRED of it!


CMMI CMMI (CMU/SEI(CMU/SEI‐‐20062006‐‐TRTR‐‐008, ESC008, ESC‐‐TRTR‐‐20082008‐‐008)008)

Started out as CMMC apabilityC apabilityM aturityM odelM odel

Became SW-CMM when SEI introducedSESAIPDPS iSecurity



CMMI CMMI (CMU/SEI(CMU/SEI‐‐20062006‐‐TRTR‐‐008, ESC008, ESC‐‐TRTR‐‐20082008‐‐008)008)

C apability

M aturityP-CMM

SA-CMM

M odelSW-CMM

I ntegration

S it CMMIPD-CMM SE-CMM

Security-CMM



Name(s) NotwithstandingName(s) Notwithstanding

Goal of CMM/CMMI,As organizations mature…As organizations mature…


Adapted from SEI Sources

What the What the What the What the CMMICMMIis and isn’tis and isn’tis and isn’tis and isn’t

Definitions and MisconceptionsDefinitions and Misconceptions



CMMI is a FRAMEWORKCMMI is a FRAMEWORK

Not a standard

Not a prescription

IS a description

CANNOT be cookie cutter (and still work well)

Does not require purchase of software or toolsDoes not require purchase of software or tools

Meant for process improvementMeant for process improvement, not process compliance.


Improvement vs. Improvement vs. ComplianceCompliance

Process Compliance =

Do the process this way.

Process Improvement =

h h ll k d ffDo things that will make a difference to your company.


It Is What It Is… It Is What It Is…

CMMI is:

A model

for creating process improvement systems

for the management of

development, services and acquisition processes.p


IF that’s All It *IS*, Then…IF that’s All It *IS*, Then…

WHY is it so complicated?WHY is it so confusing?WHY is it so confusing?WHY do people have so much trouble with it?

CMMI assumes use by subject-matter expertsCMMI assumes use by subject matter experts.CMMI assumes users are “learning organizations”.CMMI inadvertently “shorts” the learning of processCMMI inadvertently shorts the learning of process improvement.

Recommended Reading: Chasing the Rabbit, Steven Spear


ModelsModels


Not “Enterprise” Model Not “Enterprise” Model

© Paramount Pictures


It’s Not What It’s Not…It’s Not What It’s Not…

CMMI is NOT:

A life cycle

or a standard

or a recipe for developing products, delivering services, or acquiring goods & services., q g g


What CMMIWhat CMMIReallyReally IsIsReallyReally IsIs

Model Structure, Terminology and Model Structure, Terminology and Actual Actual RequirementsRequirements


qq


Improvement not DefinitionImprovement not Definition

The model is not the process!CMMI is full of practices to IMPROVE your processesCMMI is full of practices to IMPROVE your processes, not to DEFINE your processes.You likely have practices of your own in most/allYou likely have practices of your own in most/all process areas.

Probably by other names.Likely generating their own appropriate work products.

CMMI’s practices are meant to improve those ti itiactivities.

If you’re not doing an activity, it’s probably a good idea to do it so you could do worse than consider itidea to do it, so you could do worse than consider it.


Model Practices vs.Model Practices vs.Your PracticesYour Practices

YOUR YOUR activities activities

CMMI’s CMMI’s practices for practices for

to to MAKE,MAKE,Buy, or Buy, or ServiceService

ppIMPROVINGIMPROVINGhow you how you make buy ormake buy orServiceService

stuff.stuff.make, buy, or make, buy, or service service stuff.stuff.


Diagrams not to scale.Diagrams not to scale.

It often seems like this…It often seems like this…

Your organization/Practices.

CMMI


CMMI© Lucasfilms

Model Practices vs.Model Practices vs.Your PracticesYour Practices

YOUR YOUR activities activities

CMMI’s CMMI’s practices for practices for

to to MAKE,MAKE,Buy, or Buy, or ServiceService

ppIMPROVINGIMPROVINGhow you how you make buy ormake buy or

(How (How youyou manage manage requirements.)requirements.)

ServiceServicestuff.stuff.

make, buy, or make, buy, or service stuff.service stuff.

(REQM :: Practices to(REQM :: Practices to(REQM :: Practices to (REQM :: Practices to improveimprove how you how you

“manage requirements”.)“manage requirements”.)


Diagrams not to scale.Diagrams not to scale.

… In Other Words and … In Other Words and Therefore:Therefore:

You need to know what you’re doing before CMMI can help.

How you manage projects, develop products, & define your standards are yours.

Not all projects or processes are good candidates forNot all projects or processes are good candidates for improvement with CMMI.

Pursuit of Maturity Levels is likely to cause non-value-added work to some of your projects and processeswork to some of your projects and processes.That’s why CMMI emphasizes the business value of the improvements.

PAs are called Process Areas and not processes becausePAs are called Process Areas and not processes because they are areas of process activities.

Regardless of where & when they might appear on a j tproject.

17-Jul-09 26®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY***

How far can interpretation How far can interpretation be be ss -- tt -- rr -- ee -- tt -- cc -- hh -- ee -- dd ??

Ask the question(s) backwards:

What are you doing

How do you avoid the

risks

Which of your outputs do

what you do y

Does itdo

CMMI?

What does the CMMI expect you to accomplish?

CMMI?

What does the CMMI expect you to accomplish?Read the informative material!


CMMICMMIStructureStructureStructureStructure

A Key to Understanding Your A Key to Understanding Your Implementation OptionsImplementation Options


p pp p


Questions we hear… A LOT!Questions we hear… A LOT!

What “processes” (process areas) do we have to do?Do we need a Maturity Level?Do we need a Maturity Level?What’s Capability Level?What’s the difference between “Staged” andWhat s the difference between Staged and “Continuous”Do we have to do these Generic Practice things?Do we have to do these Generic Practice things?Why is it so complicated?!&*!!##!??$***$!??$ $!To answer these questions… q


CMMI StructureCMMI Structure

“Super-Structure”ConstellationsConstellations

DEV / ACQ / SVC / ,,,

RepresentationsStaged / Continuous

Additions

CategoriesProcess Areas related to each otherProcess Areas related to each other

Engineering / Acquisition / Services Project Mgmt, Process Mgmt, Support


ConstellationsConstellations

3 Complementary “Constellations”

CMMI-Services provides guidance for

those providing services within

CMMI-Dev provides

guidance for +6 + SAM +

1 Addit ion PA

CMMI-SVC

organizations and to external customers

measur ing, monitor ing and

managing development

processes

CMMI-DEV CMMI-ACQ

CMMI-ACQ provides

guidance to enable

infor med and

16 Core Process Areas, common to all

decisiveacquisit ion leadership +6+ 5 + SAM +

Addit ions


13CMMI Update V1.2 and Beyond...Phillips, August 1, 2007© 2007 Carnegie Mellon University

Constellation DistinctionsConstellation Distinctions

Development:Build stuff.Build stuff.

Tangible, storable products, made to spec in a life cycle.

A i itiAcquisition:Buy stuff.

Specify, solicit, select, contract, procure, accept, transition to Spec y, so c t, se ect, co t act, p ocu e, accept, t a s t o toconsumer.

Services:Services:Do stuff.

Intangible, non-storable, products delivered via a service system on explicit or implicit service requests.


CMMI Model Foundation CMMI Model Foundation (CMF)(CMF)

Includes 16 Core Process Areas:Causal Analysis and Resolution (CAR)5

C fi ti M t (CM)2Configuration Management (CM)2

Decision Analysis and Resolution (DAR)3

Integrated Project Management (IPM)3

Measurement and Analysis (MA)2Measurement and Analysis (MA)2

Organizational Innovation and Deployment (OID)5

Organizational Process Definition (OPD)3

Organizational Process Focus (OPF)3Organizational Process Focus (OPF)Organizational Process Performance (OPP)4

Organizational Training (OT)3

Process and Product Quality Assurance (PPQA)2Q y ( Q )Project Monitoring and Control (PMC)2

Project Planning (PP)2

Quantitative Project Management (QPM)4ML 5ML 4ML 3Requirements Management (REQM)2

Risk Management (RSKM)3


ML 3ML 2

CMMICMMI--DEVDEV

Includes 5 Development PAsRequirements Development (RD)3Requirements Development (RD)3

Product Integration (PI)3

Technical Solution (TS)3Technical Solution (TS)Validation (VAL)3

Verification (VER)3

IPPD Additions in IPM and OPD

Shares 1 PA with CMMI-SVCSupplier Agreement Management (SAM)2


CMMICMMI--ACQACQ

6 Acquisition PAsAgreement Management (AM)2Agreement Management (AM)2

Acquisition Requirements Development (ARD)2

Acquisition Technical Management (ATM)3Acquisition Technical Management (ATM)Acquisition Validation (AVAL)3

Acquisition Verification (AVER)3

Solicitation and Supplier Agreement Development (SSAD)2


CMMICMMI--SVCSVC

6 Included, 1 Optional Addition Services PAs:Capacity and Availability Management (CAM)3Capacity and Availability Management (CAM)Incident Resolution and Prevention (IRP)3

Service Continuity (SCON)3

Service Delivery (SD)2

Service System Development (SSD)3*Strategic Service Management (STSM)3Strategic Service Management (STSM)3

Service System Transition (SST)3

Shares 1 PA with CMMI-DEV:Supplier Agreement Management (SAM)2

*optional Addition


Service System Service System Development (SSD)Development (SSD)

SSD

DEV Engineering PAs


Focus of CMMI StructureFocus of CMMI Structure

Process Areas

Specific GoalsSpecific Practices

Required

Generic GoalsGeneric Practices

ExpectedExpected


CMMI “Representations”CMMI “Representations”

StagedFamiliar levelsFamiliar levels…Do these cumulative m processes for level x,Do these cumulative n processes for level y…Results in Maturity Level Rating

ContinuousNew level structureDo your pick of processes to this extent for level p,Do your pick of processes to this extent for level q…Results in a Capability Level RatingResults in a Capability Level Rating


“Additions” & “Additions” & ConstellationsConstellations

ConstellationsCore PAs (16)Core PAs (16)DevelopmentAcquisitionServicesMay be others in the future.

AdditionsAdditionsCurrently, the only “additions” in DEV are for IPPD.

Implementing IPPD was once done by including 2 PAs and lsome goals.

PAs denoted by “+”s on IPM and OPDSVC has a “additional” process area: SSDIn the future there may be other additions.


Representations: Representations: The PA MixThe PA Mix

Process improvement path oror Level ratings

Representations:How you mix and match the choice of PAs andHow you mix and match the choice of PAs, and How you plan to grow your capability and maturity.

Growing Maturity = # of PAsGrowing Capability = Depth of Institutionalizationg p y p


What is What is Institutionalization?Institutionalization?

Let’s talk about products and projects for a moment.

You’re the PM.What would be expected of you to manage theWhat would be expected of you to manage the product/project?

…… ………l k ll l i “ i ki ”We like to call it acculturation, “stickiness” …


CMMI ComponentsCMMI Components

Process Areas (PA)

Specific Goals (SG) Maturity*

Specific Practices (SP)

Generic Goals (GG)Capability/I tit ti li ti /

Generic Practices (GP)Institutionalization/(Acculturation)


*Not strictly speaking

Process Areas (PAs)Process Areas (PAs)

Process Areas:22 in DEV22 in DEV22 in ACQ24 in SVC (including addition)24 in SVC (including addition)

Each PA describes:Each PA describes:One set of goals and practices that make up the process area: Specific Goals and Specific Practices

And one set of practices that are shared across all process areas: Generic Goals and Generic Practicesprocess areas: Generic Goals and Generic Practices


Specific Goals (SG)Specific Goals (SG)

Each Process Area has at least 1 Specific Goal

All the Specific Practices are organized by which Specific Goal they help organizations achieve.Specific Goal they help organizations achieve.

The Goals are what organizations are required toThe Goals are what organizations are required to pursue.

While the Practices are what organizations are expected to perform, they can be swapped with lt ti tialternative practices.


Specific Practices (SP)Specific Practices (SP)

What organizations are “expected” to actually doin order to achieve a Goal is describedin order to achieve a Goal is described in some number of Specific Practices.

Most Goals have several practices.

The straightest line to achieving a goal is to perform the practices.

The “straightest line” may a matter of perspective. D t ti i i ht fDo not assume every practice is right for you.


Generic Goals (GG)Generic Goals (GG)

Every Process Area has the same Generic Goals with “fill-in-the-blank” differences for each PAfill in the blank differences for each PA.

Choice of “Staged” or “Continuous” representation determines which Generic Goals are required for adetermines which Generic Goals are required for a level rating.

“Capability Level N ” implies that you are performingCapability Level N implies that you are performing all the SG/SPs in a PA + all the GPs in through GG N

GGs imply how “deeply institutionalized” your practices are…


Generic Practices (GP)Generic Practices (GP)

GPs in each GG describe what you’re doing to “institutionalize” the SGs and SPsinstitutionalize the SGs and SPs.

@ GG 1 you are barely executing the PA’s SPs from@ GG 1 you are barely executing the PA s SPs from project to project.

@ GG2 you are making a conscious effort to plan, track, and ensure the success of each PA’s SPs. It

l k diff t f j t t j t b t ’may look different from project to project, but you’re doing enough work each time to get it right.


GP stuff continuedGP stuff continued

@ GG3 you have a single set of defined processes that each project uses and tailors to their specific i t ti ti With i l t t t tinstantiation. With a single set, you can now start to collect and feed-back improvement data on the processes.

@ GG 4 you will be using the data in GG 3 to manage the processes using numbers, not just managementthe processes using numbers, not just management oversight. “Quantitatively Managed”

@ GG 5 you’re able to use computational methods to@ GG 5 you re able to use computational methods to predict process performance, to anticipate process issues, and to create an environment in which you can really get creative with what you improve howcan really get creative with what you improve, how you improve, and when.


What’s “Required”?What’s “Required”?

Goals are REQUIREDPractices are expected not requiredPractices are expected not required

You’ve ‘got’ to be doing “something” to be achieving a goal.gIf you don’t already have good ideas for how to achieve a goal, the practices are a good place to start.

Everything else is “commentary”Which can be helpful if the goals or practices aren’t self-explanatoryself-explanatory.

Don’t assume you and CMMI use terms the same way.y


Ratings Ingredients, 1Ratings Ingredients, 1

Maturity Levels (Staged)

Level X =

All PAs in the LEVEL

All SGs in the PAAll SGs in the PAAll SPs in the SG

All GG i th PAAll GGs in the PAAll the GPs in the GGs


Ratings Ingredients, 2Ratings Ingredients, 2

Capability Levels (Continuous)

Level X =

All GG-Xs in the PAs you’ve chosenAll the GPs in the GG

All the SP-Xs in the PAs you’ve chosenSPs still do add up to SGs


Ratings ImplicationsRatings Implications

Saying “ML” 2, 3, etc. carries clear implications.People who know know which PAs and GGs you arePeople who know, know which PAs and GGs you are performing.

Saying “CL” 2, 3, etc. is incomplete.Must be qualified by stating which PAs you are CLx in.


Confusing?Confusing?An Example: (part 1)An Example: (part 1)

Maturity Levels(DEV used as example) ML 5(DEV used as example) ML 5

ML 4OIDCAR

ML 3RD IPM+

OPPQPM

OPFML 2REQMPP

RDTSPIVERVAL

IPM+RSKMDAR

OPFOPD+OT

ML 1 PPPMCMASAMPPQA

VALML 1


PPQACM

Confusing?Confusing?An Example: (part 2)An Example: (part 2)

PA1SG1

PA2SG1

PArSG1

CapabilityLevels

SG1SP1.1SP1.2SP1.m

SGq

SG1SP1.1SP1.2SP1.m

SGq

SG1SP1.1SP1.2SP1.m

SGqSGqSPq.1SPq.2SPq.n

GG1

SGqSPq.1SPq.2SPq.n

GG1

SGqSPq.1SPq.2SPq.n

GG1GG1GP1.1

GG2GP2.1 - 2.10

GG3

GG1GP1.1

GG2GP2.1 - 2.10

GG3

GG1GP1.1

GG2GP2.1 - 2.10

GG3

CL1CL2

GG3GP3.1 - 3.2

GG4GP4.1 - 4.2

GG5

GG3GP3.1 - 3.2

GG4GP4.1 - 4.2

GG5

GG3GP3.1 - 3.2

GG4GP4.1 - 4.2

GG5

CL3CL4


GG5GP5.1 - 5.2

GG5GP5.1 - 5.2

GG5GP5.1 - 5.2CL5

What the What the What the What the appraisalappraisalis and isn’tis and isn’tis and isn’tis and isn’t

Certification?Certification?



Ratings?Ratings?

You perform an APPRAISAL

You get a RATING

You do not get CERTIFIED


Not one more Seafood Not one more Seafood Joke!Joke!

SCAMPI S tandard

C MMI

A ppraisal

M ethod

PP rocess

I mprovement


I mprovementCMM, CMMI, and SCAMPI are registered in the U.S. Patent andTrademark Office by Carnegie Mellon University.All other content © Entinex, Inc. (except where noted)

SEI Eats its ownSEI Eats its ownDog foodDog food

ANSI/ISO 15504 (“SPICE”)

Appraisal Requirements for CMMI(TR CMU/SEI-2006-TR-011 ESC-TR-2006-011)

SCAMPI Method Definition Document(HANDBOOK CMU/SEI-2006-HB-002)

Appraisal Plan

Appraisal Results


More on what it is More on what it is and is notand is not

Not a Test

Is a benchmark for where you are for yourselves, not relative to others

C b d f t j t tiCan be used for many purposes, not just ratings

DOES NOT require special documentationDOES NOT require special documentation

DOES NOT intrinsically impose any tools or work(!)DOES NOT intrinsically impose any tools or work(!)


How the How the How the How the appraisalappraisalworksworksworksworks

Appraisal Mechanics You Must KnowAppraisal Mechanics You Must Know



Level Ratings, 1Level Ratings, 1

Process Area Satisfied

GoalPracticePractice

Fully or LargelyImplemented

Satisfied

PracticeGoal

P ti

Implemented

SatisfiedPracticePracticePractice



Fully or LargelySatisfied


PracticePractice

Implemented


Process Area NOT SatisfiedNOT Goal

PracticePractice

Partially or NotNotImplemented

NOTSatisfied

PracticePractice

GoalP ti

Implemented

NOTSatisfied Practice

PracticePractice


Satisfied


Partially or NotNot

NOTSatisfied


PracticePractice

Implemented


Process Area NOT SatisfiedNOT Goal

PracticePractice


NOTSatisfied

PracticePractice

GoalP ti

Implemented

SatisfiedPracticePracticePractice



Fully or LargelySatisfied


PracticePractice

Implemented

Alternative PracticesAlternative Practices

GoalGoalAlternative PracticePractice

l i i


Alternative Practice. . . . .

p

• 1:1• 1:Many• Many:1

Alternative practices must be qualified, and supported by


Objective Evidence

How we determineHow we determineFIFI, , LILI, , PIPI and and NINI

Objective EvidenceDirect ArtifactDirect Artifact

Direct output of a process/practice,e.g., the process says “write a plan” and the DA is the plan

Indirect ArtifactSome item that clearly shows a process was being followedSome item that clearly shows a process was being followede.g., meeting minutes in which a process/practice was addressed

AffirmationsVerbal (written or oral) communication to the appraisal team ( ) ppthat provides positive corroboration of a process.


FIFI, , LILI, , PIPI and and NINI

GoalPractice 1

Goals are just

orPractice 1Project 1Project 2

or

Can only be LIInstance

Characterizations

Project 3Practice 2

Project 1Project 1Project 2Project 3

Can’t be FICould be PI

OrganizationalCharacterization

Practice nProject 1Project 2

At bestC l bProject 2

Project 3


Can only be LI

Minimum Minimum Objective EvidenceObjective Evidence

1 Direct Artifact+

1 Indirect Artifact or 1 Affirmation

(with a calculated minimum # of affirmations)


Definitions ofDefinitions ofFIFI, , LILI, , PIPI ((NINI and and nrnr))

Fully Implemented=All required OE and no weaknessesAll required OE and no weaknesses

Largely Implemented=Largely ImplementedAll required OE and qualified weaknesses, or

consistency among weaknesses.

Partially Implemented=Mi i OE d/ k th t t thMissing OE and/or weaknesses that prevent the

practice from being implemented or the goal from being satisfied.being satisfied.


What’s a Weakness?*What’s a Weakness?*

Practices that are not, or are only partially, performed.p

Evidence that must be massaged to fit the expected i h did i l k lik i idpractice, or, that you did it looks like a coincidence.

Evidence that is out of synch with practicesEvidence that is out of synch with practices definitions.

Evidence that looks like it was created for the appraisal.


*not a complete list

What Gets Appraised? (1)What Gets Appraised? (1)

Appraisal applies to ORGANIZATIONAL UNITS

Not always the entire company.

Not always all parts of the organization using CMMI.

Defined by the company, not the appraisal team.


What Gets Appraised? (2)What Gets Appraised? (2)

Sample “Instances”Representative of the Organizational Unit (OU)Representative of the Organizational Unit (OU)

Include “Focus Projects” and “Non-Focus Projects” as f ti f i la function of appraisal scope.

“Representative Sample” determined collaboratively byRepresentative Sample determined collaboratively by OU and Lead Appraiser, based on critical factors

Coverage (in several attributes)Domains (usually market technology life cycles )Domains (usually market, technology, life cycles, …)Geography (sometimes LOBs, localizations, …)

It ti ? R l ?Iterations? Releases?


“Project” vs. Instantiation“Project” vs. Instantiation

SCAMPI Artifacts are based on “Instances” not “Projects”Projects .

Often “Instances” = “Projects”, but not always.Often Instances Projects , but not always.

DO NOT ASSUME that what you or your client or yourDO NOT ASSUME that what you or your client or your contract call a “project” is the same as:

what CMMI (for process use) or SCAMPI (for artifact collection)

may interpret as an “instance”.


How you needHow you needHow you needHow you needto qualify and to qualify and prepareprepareprepareprepare

Are you ready?Are you ready?When are you ready?When are you ready?Sh ld b th ?Sh ld b th ?


Should you bother?Should you bother?


BasicsBasics

Have policies and processes.

Follow them.

Can show (objectively) that you follow them.


Preparation BasicsPreparation Basics

Any company staff on the Appraisal Team must have completed an SEI-Licensed course ofcompleted an SEI Licensed course of Introduction to CMMI

(Team consists of a leader + 3 people)(Can include internal and external members)

Team members (and leaders) must have certain minimum experience

I E i i M t d Lif C lIn Engineering, Management and Life CycleSticking junior staff on the team is not a good plan


More PrepMore Prep

Lead-in to the Appraisal includes:Readiness Review(s)Readiness Review(s)

Appraisal Team Training (not the same as “Intro…”)Appraisal Team Training (not the same as Intro… )

Lead Appraiser writes an Appraisal Planpp ppRegisters the appraisal with SEI

These two slides outline what’s required by the SEI, not what may needed for YOU.


TypicalTypicalPP--I PlanI PlanPP I PlanI Plan

Getting Started to Getting DoneGetting Started to Getting Done



Typical Road MapTypical Road Map

Goal (“Present State”) AnalysisWhere are you relative to the CMMI?Where are you relative to the CMMI?

Training/Knowledge Transfer

Process Improvement“ ’ ll h ”Assuming you “ain’t all that”

Process creation and deployment

Process Institutionalization and Normalization

Appraisal Prep


Factors that affectFactors that affectTime and CostTime and Cost

Where you are w.r.t. CMMI? (i.e., Goal Analysis Results)

How “process-oriented” is your company?

How much work will your company do on itsHow much work will your company do on its own?

How much work will your company needHow much work will your company need help doing?

How much progress do you think you'll beHow much progress do you think you ll be able to make?

How quickly?q y


STOP!STOP!

You really must answer some questions of yourself before you even embark upon the SCAMPI journeybefore you even embark upon the SCAMPI journey.

Why do you want one? Can your reason be justified in business goals? y j gCan your business goals be qualified in ROI? If you're not the one who calls the shots, who is and will that person give you the resources to get through this successfully?


SummarySummary

TakeTake--AwaysAways



If you remember nothing Else …If you remember nothing Else …

CMMI has no processes in it.Process Areas *don’t* develop or deliver products orProcess Areas *don t* develop or deliver products or services.

You need a lot more than what’s in a PA to createYou need a lot more than what s in a PA to create anything anyone wants to pay for.

Description vs. Prescription for health management.Remember The Enterprise…What does it mean to appraise against a “model” and h th i l khow the appraisal works. You must be doing *something* to achieve a goal, if you have no better ideas start with CMMI’s practicesyou have no better ideas, start with CMMI s practices.


Agile ConceptsAgile Concepts

Opinion: The most “common” way is the Opinion: The most “common” way is the worst way. worst way.

The “path of least resistance” usually The “path of least resistance” usually means you hit the wall fastermeans you hit the wall faster


means you hit the wall faster.means you hit the wall faster.


Agile and CMMI can coAgile and CMMI can co--exist. exist. But how?But how?

Optimized OptimizedExtreme Extreme

Optimized Optimized

CoreCMMI

CoreAgile

PrinciplesCoreAgile CMMI

PrinciplesPrinciplesAgile

Principles


Agile ManifestoAgile Manifesto

“We are uncovering better ways of developing software by doing it and helping others do itby doing it and helping others do it.

Through this work we have come to value:

d d l d d lindividuals and interactions over processes and toolsworking software over comprehensive documentation

customer collaboration over contract negotiationcustomer collaboration over contract negotiationresponding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.”


Underline emphasis added.

CMMI & AgileCMMI & Agile

Be honest with the Manifesto and CMMI.

Systems Engineering: Components of the system are necessarily sub-optimized to optimize the system.

Allow the “balance” to be fluid and dynamicAllow the “balance” to be fluid and dynamic.Process design is a systems engineering exercise, NOT a compliance drill!pOptimization is context-driven. What’s the business reason for the process / improvement?

Being fully committed to both Agility and Discipline requires being a learning organization, not

h l i ll b h kipathologically box-checking one.


What about all the What about all the redundancies?redundancies?

Redundancies were necessary to facilitate the organic (continuous) growth(continuous) growth.

You are not required to be redundant.You are not required to be redundant.That would be antithetical to improvement!

Ex. There doesn’t have to be a difference between how you validate requirements or work products for your products and services compared to how it’s done for work products of the project.


Lean and TQMLean and TQM

“Agile” is the result of applying “lean” concepts to softwaresoftware.

CMMI is the result of applying TQM concepts toCMMI is the result of applying TQM concepts to systems and software development.

TQM and “lean” came from the same source!


Process Process Silos: NOT LEAN!Silos: NOT LEAN!

PAs in a vacuum.Each PA is self-contained in

PA1SG1

PA2SG1it’s own silo.

For each PA instance, practices are planned,

SG1SP1.1SP1.2SP1.m

SGq

SG1SP1.1SP1.2SP1.m

SGqp pperformed to its plan.Can be implemented w/out affecting ‘real’ work.

SGqSPq.1SPq.2SPq.n

GG1

SGqSPq.1SPq.2SPq.n

GG1Adds layers of process overhead & paperwork.Makes appraisers’ jobs

GG1GP1.1

GG2GP2.1 - 2.10

GG3

GG1GP1.1

GG2GP2.1 - 2.10

GG3a es app a se s jobseasier.Makes developers’ jobs harder.

GG3GP3.1 - 3.2

GG4GP4.1 - 4.2

GG5

GG3GP3.1 - 3.2

GG4GP4.1 - 4.2

GG5Least “Institutionalization”


GG5GP5.1 - 5.2

GG5GP5.1 - 5.2

A word about the GPsA word about the GPs

Generic Practices:Establish an Organizational Policy & a Defined ProcessEstablish an Organizational Policy & a Defined ProcessPlan the ProcessProvide ResourcesAssign ResponsibilitiesTrain PeopleManage ConfigurationsManage ConfigurationsInvolve StakeholdersMonitor & Control the ProcessObjectively Evaluate Adherence & Collect Improvement InformationReview Status w/Higher Level MgmtReview Status w/Higher Level Mgmt


GP DiscussionGP Discussion

Generic PracticesSame in every PASame in every PARefer to the SPs of the respective PAs

The Silo’d Approach:Is mechanical and simple (minded) Good for companies with lots of overheadRequires these be done for every projectRequires these be done for every projectOften unrelated to:

what the actual work iswhen the actual work is donewhen practices are used

Most often, very disruptive, y pToo easy to “get wrong”


Silos are NOT Agile!Silos are NOT Agile!


Instead…Instead…

Life Cycle Approach with Process Solutioneering™Cascading Life Cycles™

(Patent Pending)


Process FlowProcess Flow--DownDown

PolicyEstablishes that company projects will adhere to formal processes and states company’s policy for quality values, quality work, and how these align with the company’s mission and vision.

(Patent Pending)

QualityManual

Outlines what company does to ensure on-time, on-budget, fully featured/functional projects.

BusinessLife Cycle

Contains the phases of every project @ company and scopes activities and deliverables within each phase. Establishes each project’s parameters.

Life Cycle

Proj/TechLife Cycle(menu)

Contains a menu of management or technical activities that each project can choose from as appropriate. Each project is required to identify a life cycle. This menu provides the list of what can be in a life cycle(menu)

DailyManagement

provides the list of what can be in a life cycle.

Contains how projects are carried-out.


g

Process FlowProcess Flow--Down Down (cont’d)(cont’d)

Policy

(Patent Pending)

QualityManual

ParticularProcess

AreaP

BusinessLife CycleParticular

ProcessProcessPolicies

ProcessArea

ProcessDescriptions

Proj/TechLife Cycle(menu)

Execute

( )

DailyManagement


Key FeatureKey Feature

Process definition/description documents define where in YOUR reality practices take place

(Patent Pending)

where in YOUR reality practices take place.

The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again.

Expectation/BizDev/Corporate Container

Particular Process


Engagement/Management/TechnicalContainer(menu)

CMMIProcess Areas

CMMIProcess Areas

AreaProcess

Descriptions


Day to DayManagementContainer


What’s in the Quality What’s in the Quality Manual?Manual?

Explains how on each project, all company Processes:

are planned-out and tailored

(Patent Pending)

are planned out and tailored from a single set of company processesare assigned as someone’s responsibilityare provided resources to be doneare assured of having people trained in themh h i k d

QualityManual

have their work products configuration controlledinvolve relevant stakeholdersare monitored & controlled

bj ti l l t dare objectively evaluated against applicable standards, have performance reviewed with higher management, andincorporate lessons learnedincorporate lessons learned for improvement


WorkWork--Product GenerationProduct Generation

(Patent Pending)

Business TemplatesLife Cycle

p

Mgmt/TechProj/TechLife Cycle g t/ ec

Life Cycle

T k

Life Cycle(menu)

DailyTasks,

Backlog…Management

DailyManagement


WorkWork--Product InteractionsProduct Interactions

(Patent Pending)

Templates

Mgmt/TechLife Cycle

Filled-in on

Life Cycle

Tasks, Backlog, …

Carries out


Summary 2Summary 2

Requirements

CMMI Happens Here:(Patent Pending)

RequirementsManagement

ProjectPlanning

Templates

Planning

Project Monitoring& Control Engineering

Measurement& Analysis

EngineeringLife Cycle

Process & ProductQuality Assurance Backlogs &

PeerR i


ConfigurationManagement

Reviews

What’s Not HereWhat’s Not Here

(Patent Pending)

Templates

Engineering

Particular Process

Area EngineeringLife CycleProcess

Descriptions

Backlogs &Peer

R i


Reviews

At the AppraisalAt the Appraisal

(Patent Pending)

Templates

E i i

Process ImplementationI di tEngineering

Life CycleIndicatorDescriptions come from here:

Backlogs &Peer


Reviews

BenefitsBenefits

Uses realistic product, project and process life cycles.

Puts recurring practices in one place.

Distributes practices into life cycles.

Invokes relevant practices at their point of useInvokes relevant practices at their point of use.

Causes lim�δ(productivity) 0Causes lim�δ(productivity) 0

Most likely to still be in-place after the appraisal = long term ROIlong-term ROI


Silver Lining?Silver Lining?

Less Disruption and More Productivity Requires:More up-front process design.More up front process design.Deep understanding of Company Context:

TechnologyP ocesses/P acticesProcesses/PracticesCultureProject types and styleC tCustomers

Deep understanding of CMMI.Deep understanding of SCAMPI process.p g pMore work by the appraiser.

Lasting results and real ROI require real investment and real discipline.


Questions?Questions?


ResourcesResources

CMMI-DEV, v1.2(TR CMU/SEI-2006-TR-008, ESC-TR-2006-008)

Appraisal Requirements for CMMI(TR CMU/SEI-2006-TR-011 ESC-TR-2006-011)

SCAMPI Method Definition DocumentSCAMPI Method Definition Document(HANDBOOK CMU/SEI-2006-HB-002)

Introduction to CMMI

Intermediate Concepts of CMMI

Introduction to CMMI Instructor Training

SCAMPI Lead Appraiser Training

Authors’ and Contributors’ Experiencep


Don’t forget to write!Don’t forget to write!
