“sei cmmi based pmo” project management office - pmo capability maturity model® integration...

““SEI CMMI Based PMO”SEI CMMI Based PMO”Project Management Office - PMOProject Management Office - PMO

Capability Maturity Model® Integration (CMMI) Capability Maturity Model® Integration (CMMI)Software Engineering Institute (SEI)Software Engineering Institute (SEI)

Carnegie Mellon University Carnegie Mellon University

Marko Wolf-Pany, P.Eng., PMPMarko Wolf-Pany, P.Eng., PMP

SITE BCSITE BC

The Society of Internationally Trained The Society of Internationally Trained Engineers of British Columbia Engineers of British Columbia

Saturday, June 19, 2010Saturday, June 19, 2010

““SEI CMMI based PMO” SEI CMMI based PMO” Saturday, June 19, 2010Saturday, June 19, 2010

Marko Wolf-Pany, P.Eng., PMPMarko Wolf-Pany, P.Eng., PMPProcess Improvement Specialist – Project Management ConsultantProcess Improvement Specialist – Project Management Consultant 11

Agenda – 1/2Agenda – 1/2

Marko Wolf-Pany, P.Eng., PMPMarko Wolf-Pany, P.Eng., PMP OAO Technology Solutions - OAO CorporationOAO Technology Solutions - OAO Corporation

OAO – Orbiting Astronomical Observatory – the “Hubble” satelliteOAO – Orbiting Astronomical Observatory – the “Hubble” satellite

CHAOS Report Results - Software Wall of ShameCHAOS Report Results - Software Wall of Shame Benefits of SEI CMMIBenefits of SEI CMMI CMMI® for Development, Version 1.2CMMI® for Development, Version 1.2

22 CMMI Process Areas22 CMMI Process Areas Four Categories of CMMI Process AreasFour Categories of CMMI Process Areas

Process Management Process Management Project Management Project Management Engineering Engineering SupportSupport



Agenda – 2/2Agenda – 2/2

PMs CMMI Process AreasPMs CMMI Process Areas Project Management Project Management Engineering Engineering

PMO CMMI Process AreasPMO CMMI Process Areas Process Management Process Management SupportSupport

Appendix A:Appendix A:Four Categories of CMMI Process AreasFour Categories of CMMI Process Areas

Appendix B:Appendix B:Generic ProcessesGeneric Processes and Practices and Practices



Marko Wolf-Pany, P.Eng., PMPMarko Wolf-Pany, P.Eng., PMP Professional Engineer (P.Eng.), OntarioProfessional Engineer (P.Eng.), Ontario B.Eng. Honours, Electrical Engineering, Carleton UniversityB.Eng. Honours, Electrical Engineering, Carleton University PMP – Project Management Professional – PMI - Project Management Institute PMP – Project Management Professional – PMI - Project Management Institute Software Capability Evaluator (SCE) Software Engineering Institute (SEI)Software Capability Evaluator (SCE) Software Engineering Institute (SEI) BC Provincial Instructor Diploma Program - Adult EducationBC Provincial Instructor Diploma Program - Adult Education

Principal, Wolf-Pany ConsultingPrincipal, Wolf-Pany Consulting CMMI / ITT Senior Manager, Accenture / TELUS / VancouverCMMI / ITT Senior Manager, Accenture / TELUS / Vancouver Director, Software Engineering ManagementDirector, Software Engineering Management

Program Manager -SEI CMM based Software Process Improvement (SPI) ProgramsProgram Manager -SEI CMM based Software Process Improvement (SPI) Programs Member of the company’s Baldrige National Quality Program Steering CouncilMember of the company’s Baldrige National Quality Program Steering Council

Director, Systems Engineering -Technical Authority responsible for all Director, Systems Engineering -Technical Authority responsible for all Information Technology (IT) Projects in Latin AmericaInformation Technology (IT) Projects in Latin America

Project Manager / Technical Manager, Land (Army) Software Engineering Project Manager / Technical Manager, Land (Army) Software Engineering Centre (LSEC), Department of National Defence (DND)Centre (LSEC), Department of National Defence (DND) Member of the Software Engineering Process Group (SEPG)Member of the Software Engineering Process Group (SEPG)



OAO Technology SolutionsOAO Technology SolutionsGreenbelt, Maryland – 1/2Greenbelt, Maryland – 1/2

Director, Software Engineering ManagementDirector, Software Engineering Management

OAOT (www.oaot.com) provides IT outsourcing solutions - OAOT (www.oaot.com) provides IT outsourcing solutions - main clients at the time: AT&T, IBM, and Nissanmain clients at the time: AT&T, IBM, and Nissan

Managed the OAOT SEI CMM based Software Process Managed the OAOT SEI CMM based Software Process Improvement (SPI) Programs Improvement (SPI) Programs

Enabled a new business unit to grow from nothing to over Enabled a new business unit to grow from nothing to over 800 people and from $0 to over $50 million / year in 800 people and from $0 to over $50 million / year in revenue in three years revenue in three years



OAO Technology SolutionsOAO Technology SolutionsGreenbelt, Maryland – 2/2Greenbelt, Maryland – 2/2

The OAOT e-Business Solution Centers, in Moncton, New The OAOT e-Business Solution Centers, in Moncton, New Brunswick, and Toronto, Ontario, achieved CMM Level 3Brunswick, and Toronto, Ontario, achieved CMM Level 3

Responsible for the “Measurement, Analysis, and Responsible for the “Measurement, Analysis, and Knowledge Management” Category 4 in company’s Baldrige Knowledge Management” Category 4 in company’s Baldrige National Quality Program (www.quality.nist.gov)National Quality Program (www.quality.nist.gov)

OAOT received the 2001 Baldrige Bronze Level Award for OAOT received the 2001 Baldrige Bronze Level Award for the State of Maryland, U.S. Senate Productivity and Quality the State of Maryland, U.S. Senate Productivity and Quality Awards programAwards program



OAO Corporation, Greenbelt, MarylandOAO Corporation, Greenbelt, Maryland

OAO – Orbiting Astronomical Observatory – the “Hubble” OAO – Orbiting Astronomical Observatory – the “Hubble” satellitesatellite

OAO provided custom computer programming services - OAO provided custom computer programming services - Customers: federal, state, and local governments, NASA, Customers: federal, state, and local governments, NASA, IBM, EDS, AT&T, and Lockheed-MartinIBM, EDS, AT&T, and Lockheed-Martin

OAO Software Engineering Centre achieved CMM Level 4OAO Software Engineering Centre achieved CMM Level 4

OAO was purchased by Lockheed Martin Corporation, to OAO was purchased by Lockheed Martin Corporation, to create a new organization, Lockheed Martin Information create a new organization, Lockheed Martin Information Technology (LMIT)Technology (LMIT)



How Well is the Industry Doing How Well is the Industry Doing ??



CHAOS Report ResultsCHAOS Report Results

&&

Software Wall of ShameSoftware Wall of Shame



““Most software projects fail.Most software projects fail.

In fact, the In fact, the Standish group reports that over that over 80% of projects are unsuccessful either 80% of projects are unsuccessful either

because they are over budget, late, missing because they are over budget, late, missing function, or a combination.function, or a combination.

Moreover, 30% of software projects are so Moreover, 30% of software projects are so poorly executed that they are cancelled poorly executed that they are cancelled

before completion.”before completion.”““SEI CMMI based PMO” SEI CMMI based PMO” Saturday, June 19, 2010Saturday, June 19, 2010


CHAOS Report ResultsCHAOS Report Results

19941994 19961996 19981998 20002000 Successful Successful 16% 27% 26% 28% 16% 27% 26% 28% Challenged Challenged 53% 33% 46% 49% 53% 33% 46% 49% Failed Failed 31% 40% 28% 23% 31% 40% 28% 23%

20022002 20042004 20062006 20092009 Successful Successful 34% 29% 35% 32% 34% 29% 35% 32% Challenged Challenged 51% 53% 46% 44% 51% 53% 46% 44% Failed Failed 15% 18% 19% 24% 15% 18% 19% 24%



Closer to HomeCloser to Home

The Canadian Federal Government has spent over $2 The Canadian Federal Government has spent over $2 billion on a Gun Registry that is nothing more than a giant billion on a Gun Registry that is nothing more than a giant database for storing information about legal owners of guns database for storing information about legal owners of guns who have volunteered to register their weapons – 2000-who have volunteered to register their weapons – 2000-20092009

eHealth scandal a $1B waste: auditoreHealth scandal a $1B waste: auditor A scathing report on the eHealth Ontario spending scandal A scathing report on the eHealth Ontario spending scandal

charges that successive governments wasted $1 billion in charges that successive governments wasted $1 billion in taxpayer money – 2000-2009taxpayer money – 2000-2009



What is Missing What is Missing ??



Why Focus on Process ?Why Focus on Process ?

The quality of a system is highly influenced The quality of a system is highly influenced by the quality of the process used to by the quality of the process used to

acquire, develop, and maintain itacquire, develop, and maintain it

A long-established premise in manufacturingA long-established premise in manufacturing



How Do You Want to Work?How Do You Want to Work?

Random motion – lots of energy, not much progressRandom motion – lots of energy, not much progress No teamwork – individual effortNo teamwork – individual effort Frequent conflictFrequent conflict You never know where you’ll end upYou never know where you’ll end up

Directed motion – every step brings you closer to the goalDirected motion – every step brings you closer to the goal Coordinated effortsCoordinated efforts CooperationCooperation Predictable resultsPredictable results



Benefits of SEI CMMIBenefits of SEI CMMI

CMMI is a process improvement approach that CMMI is a process improvement approach that provides organizations with the essential elements of provides organizations with the essential elements of

effective processes that ultimately improve their effective processes that ultimately improve their performance. performance.

CMMI can be used to guide process improvement CMMI can be used to guide process improvement across a project, a division, or an entire organization. across a project, a division, or an entire organization.



Performance Results: CMMIPerformance Results: CMMI

The next slide provides examples from 25 different The next slide provides examples from 25 different organizations that achieved benefits in one or more of the organizations that achieved benefits in one or more of the following six categories of performance measures:following six categories of performance measures: CostCost ScheduleSchedule ProductivityProductivity QualityQuality Customer SatisfactionCustomer Satisfaction Return on InvestmentReturn on Investment



Performance MeasuresPerformance Measures

Improvements Median# of Data

Points Low High

Cost 20% 21 3% 87%

Schedule 37% 19 2% 90%

Productivity 62% 17 9% 255%

Quality 50% 20 7% 132%

Customer Satisfaction 14% 6 -4% 55%

ROI 4.7 : 1 16 2:1 27.7 : 1



CMMI Worldwide AdoptionCMMI Worldwide Adoption

Appraisals of organizations using CMMI have been Appraisals of organizations using CMMI have been conducted in the following countries:conducted in the following countries:

Argentina, Australia, Belarus,Argentina, Australia, Belarus, Belgium, Belgium, CanadaCanada, Chile, China,, Chile, China, Columbia, Denmark, Finland, France,Columbia, Denmark, Finland, France, Germany, India, Israel, Japan, Korea,Germany, India, Israel, Japan, Korea, Republic of Malaysia, Philippines,Republic of Malaysia, Philippines, Portugal, Russia, Singapore, Slovakia,Portugal, Russia, Singapore, Slovakia, South Africa, Spain, Sweden,South Africa, Spain, Sweden, Switzerland, Taiwan, Thailand, Turkey,Switzerland, Taiwan, Thailand, Turkey, United Kingdom, Vietnam, United StatesUnited Kingdom, Vietnam, United States



Organizations Using CMMIOrganizations Using CMMI

The following is an abbreviated list of organizations that are The following is an abbreviated list of organizations that are using CMMI:using CMMI:

Accenture Boeing Dyncorp FAA General Dynamics Accenture Boeing Dyncorp FAA General Dynamics Honeywell Intel L3 Communications NASA Nokia Honeywell Intel L3 Communications NASA Nokia NTT Data Raytheon Samsung U.S. Air Force U.S. NTT Data Raytheon Samsung U.S. Air Force U.S. Treasury Dept. Bank of America Bosch EDS Fannie Treasury Dept. Bank of America Bosch EDS Fannie Mae General Motors IBM Global Services J. P. Morgan Mae General Motors IBM Global Services J. P. Morgan Lockheed Martin NDIA Northrop Grumman OUSD Lockheed Martin NDIA Northrop Grumman OUSD (AT&L) Reuters Social Security Administration U.S. (AT&L) Reuters Social Security Administration U.S. Army Wipro BM Ericsson Fujitsu Hitachi Infosys Army Wipro BM Ericsson Fujitsu Hitachi Infosys KPMG Motorola NEC NRO Polaris SAIC TRW U.S. KPMG Motorola NEC NRO Polaris SAIC TRW U.S. Navy Zurich Financial ServicesNavy Zurich Financial Services



CMMI BenefitsCMMI Benefits

CMMI-based process improvement benefits include:CMMI-based process improvement benefits include: 1.1. improved schedule and budget predictabilityimproved schedule and budget predictability 2.2. improved cycle timeimproved cycle time 3.3. increased productivityincreased productivity 4.4. improved quality (as measured by defects)improved quality (as measured by defects) 5.5. increased customer satisfactionincreased customer satisfaction 6.6. improved employee moraleimproved employee morale 7.7. increased return on investmentincreased return on investment 8.8. decreased cost of qualitydecreased cost of quality



Process Improvement Should Be Done To Help Process Improvement Should Be Done To Help The Business — Not For Its Own Sake. The Business — Not For Its Own Sake.

“In God We Trust, All Others Bring Data.” “In God We Trust, All Others Bring Data.” W. Edwards DemingW. Edwards Deming

The Bottom LineThe Bottom Line



CMMI® for Development, Version 1.2CMMI® for Development, Version 1.2

““Improving processes for better products”Improving processes for better products”

CMU/SEI-2006-TR-008 CMU/SEI-2006-TR-008 ESC-TR-2006-008ESC-TR-2006-008

August 2006August 2006

http://www.sei.cmu.edu/publications/http://www.sei.cmu.edu/publications/documents/06.reports/06tr008.htmldocuments/06.reports/06tr008.html



““If You Don’t Know Where You’re Going, If You Don’t Know Where You’re Going, Any Road Will Do.” Any Road Will Do.”

Chinese ProverbChinese Proverb



““If you don’t know where you are, If you don’t know where you are, a map won’t help.” a map won’t help.”

Watts S. HumphreyWatts S. Humphrey

““Father” of the Capability Maturity Model Father” of the Capability Maturity Model (CMM)(CMM)

Software Engineering InstituteSoftware Engineering Institute

Carnegie Mellon UniversityCarnegie Mellon University



22 CMMI Process Areas22 CMMI Process AreasAlphabetical Order By Acronym – 1/2Alphabetical Order By Acronym – 1/2

There are 22 process areas, presented here in alphabetical There are 22 process areas, presented here in alphabetical order by acronym:order by acronym: Causal Analysis and Resolution (CAR)Causal Analysis and Resolution (CAR) Configuration Management (CM)Configuration Management (CM) Decision Analysis and Resolution (DAR)Decision Analysis and Resolution (DAR) Integrated Project Management +IPPD (IPM+IPPD)Integrated Project Management +IPPD (IPM+IPPD) Measurement and Analysis (MA)Measurement and Analysis (MA) Organizational Innovation and Deployment (OID)Organizational Innovation and Deployment (OID) Organizational Process Definition +IPPD (OPD+IPPD)Organizational Process Definition +IPPD (OPD+IPPD) Organizational Process Focus (OPF)Organizational Process Focus (OPF) Organizational Process Performance (OPP)Organizational Process Performance (OPP) Organizational Training (OT)Organizational Training (OT)





22 CMMI Process Areas22 CMMI Process AreasAlphabetical Order By Acronym – 2/2Alphabetical Order By Acronym – 2/2

Product Integration (PI)Product Integration (PI) Project Monitoring and Control (PMC)Project Monitoring and Control (PMC) Project Planning (PP)Project Planning (PP) Process and Product Quality Assurance (PPQA)Process and Product Quality Assurance (PPQA) Quantitative Project Management (QPM)Quantitative Project Management (QPM) Requirements Development (RD)Requirements Development (RD) Requirements Management (REQM)Requirements Management (REQM) Risk Management (RSKM)Risk Management (RSKM) Supplier Agreement Management (SAM)Supplier Agreement Management (SAM) Technical Solution (TS)Technical Solution (TS) Validation (VAL)Validation (VAL) Verification (VER)Verification (VER)

CMMI - Capability Levels vs. Maturity Levels CMMI - Capability Levels vs. Maturity Levels

Level Continuous Representation

Capability Levels

Staged Representation

Maturity Levels

Level 0 Incomplete N/A

Level 1 Performed Initial

Level 2 Managed Managed

Level 3 Defined Defined

Level 4 Quantitatively Managed Quantitatively Managed

Level 5 Optimizing Optimizing



Four Categories of CMMI Process AreasFour Categories of CMMI Process Areas

Process areas can be grouped into four categories:Process areas can be grouped into four categories: Process Management – (PMO)Process Management – (PMO) Project Management – (PM)Project Management – (PM) Engineering – (PM)Engineering – (PM) Support – (PMO)Support – (PMO)

Appendix A has additional informationAppendix A has additional information



PMs & PMO CMMI Process AreasPMs & PMO CMMI Process Areas

PMs Process areas:PMs Process areas: Project Management – (PM)Project Management – (PM) Engineering – (PM)Engineering – (PM)

PMO Process areas:PMO Process areas: Process Management – (PMO)Process Management – (PMO) Support – (PMO)Support – (PMO)



PMs - CMMI Process AreasPMs - CMMI Process AreasProject Management - EngineeringProject Management - Engineering

Process Area Category Maturity Level

Project Planning Project Management 2

Project Monitoring and Control Project Management 2

Supplier Agreement Management Project Management 2

Integrated Project Management +IPPD Project Management 3

Risk Management Project Management 3

Quantitative Project Management Project Management 4

Requirements Management Engineering 2

Requirements Development Engineering 3

Technical Solution Engineering 3

Product Integration Engineering 3

Validation Engineering 3

Verification Engineering 3



PMO CMMI Process AreasPMO CMMI Process AreasSupport - Process ManagementSupport - Process Management


Measurement and Analysis Support 2

Process and Product Quality Assurance Support 2

Configuration Management Support 2

Decision Analysis and Resolution Support 3

Causal Analysis and Resolution Support 5

Organizational Process Focus Process Management 3

Organizational Process Definition +IPPD Process Management 3

Organizational Training Process Management 3

Organizational Process Performance Process Management 4

Organizational Innovation and Deployment Process Management 5





CMMI Process Areas – Maturity Level 2CMMI Process Areas – Maturity Level 2


Requirements Management Engineering 2

Project Planning Project Management

2

Project Monitoring and Control Project Management

2

Supplier Agreement Management Project Management

2

Measurement and Analysis Support 2

Process and Product Quality Assurance Support 2

Configuration Management Support 2



CMMI Process Areas – Maturity Level 3CMMI Process Areas – Maturity Level 3


Requirements Development Engineering 3

Technical Solution Engineering 3

Product Integration Engineering 3

Validation Engineering 3

Verification Engineering 3

Organizational Process Focus Process Management 3

Organizational Process Definition +IPPD Process Management 3

Organizational Training Process Management 3

Integrated Project Management +IPPD Project Management 3

Risk Management Project Management 3

Decision Analysis and Resolution Support 3



CMMI Process Areas – Maturity Levels 4 & 5CMMI Process Areas – Maturity Levels 4 & 5


Organizational Process Performance Process Management

4

Quantitative Project Management Project Management

4

Organizational Innovation and Deployment

Process Management

5

Causal Analysis and Resolution Support 5

CMMI Process AreasCMMI Process Areas



"70 per cent of all problems on technical "70 per cent of all problems on technical projects are communication problems" projects are communication problems"

Watts S. HumphreyWatts S. Humphrey

““Father” of the Capability Maturity Model (CMM)Father” of the Capability Maturity Model (CMM)

Software Engineering InstituteSoftware Engineering Institute

Carnegie Mellon University Carnegie Mellon University



Are the PMO’s Are the PMO’s Processes in BalanceProcesses in Balancewith the Organization’s Requirements ?with the Organization’s Requirements ?



““SEI CMMI Based PMO” SEI CMMI Based PMO”

Q & AQ & A


Principal, Wolf-Pany ConsultingPrincipal, Wolf-Pany ConsultingIntegrity – Leadership – TeamworkIntegrity – Leadership – Teamwork

e-mail: e-mail: [email protected]://www.linkedin.com/in/wolfpany



Appendix A:Appendix A:Four Categories of CMMI Process AreasFour Categories of CMMI Process Areas

Process areas can be grouped into four categories:Process areas can be grouped into four categories:

Process Management Process Management

Project Management Project Management

Engineering Engineering

SupportSupport



Process Management Process AreasProcess Management Process Areas

Process Management process areas contain the cross-Process Management process areas contain the cross-project activities related to defining, planning, deploying, project activities related to defining, planning, deploying, implementing, monitoring, controlling, appraising, implementing, monitoring, controlling, appraising, measuring, and improving processes.measuring, and improving processes.

The Process Management process areas of CMMI are as The Process Management process areas of CMMI are as follows:follows: Organizational Process FocusOrganizational Process Focus Organizational Process Definition +IPPDOrganizational Process Definition +IPPD Organizational TrainingOrganizational Training Organizational Process PerformanceOrganizational Process Performance Organizational Innovation and DeploymentOrganizational Innovation and Deployment





Basic Process Management Process AreasBasic Process Management Process Areas

OPF OPD+IPPDResources and

coordination

OT

Standard process and other assets

Training for projects and support groups in standard process and assets

Standard process, work environment standards, and other assets.

Senior management

Organization’sbusiness objectives

Project Management,Support, and Engineering

process areas

Improvement information(e.g., lessons learned, data, and artifacts)

Process-improvement proposals;participation in defining, assessing,and deploying processes

OPF = Organizational Process FocusOT = Organizational TrainingOPD+IPPD = Organizational Process Definition (with the IPPD addition)



Advanced Process Management Process AreasAdvanced Process Management Process Areas

Senior management

OPPProgress towardachieving businessobjectives

OID

Quality and process-performance objectives, measures, baselines, and models

Cost and benefit

data from piloted

improvem

ents

Cost and benefit

data from piloted

improvem

ents

Quality and process-performance objectives, measures, baselines, and models

Process performanceand capability data

Basic Process Management

process areas

Project Management,Support, and Engineering

process areas

Ability to develop and deploy standard processand other assets

OrganizationImprovements

Com

mon

measures

Com

mon

measures

OID = Organizational Innovation and DeploymentOPP = Organizational Process Performance

Project Management Process AreasProject Management Process Areas

Project Management process areas cover the project Project Management process areas cover the project management activities related to planning, monitoring, and management activities related to planning, monitoring, and controlling the project.controlling the project.

The Project Management process areas of CMMI are as The Project Management process areas of CMMI are as follows:follows: Project PlanningProject Planning Project Monitoring and ControlProject Monitoring and Control Supplier Agreement ManagementSupplier Agreement Management Integrated Project Management +IPPDIntegrated Project Management +IPPD Risk ManagementRisk Management Quantitative Project ManagementQuantitative Project Management





Basic Project Management Process AreasBasic Project Management Process Areas

PPWhat to build

What to do

SAM

PMC

What to monitorReplan

Plans

Status, issues, and results of reviews and monitoring

Product component requirements, technical issues, completed product components, and acceptance reviewsand tests

Engineering and Supportprocess areas

Measurement needs

Supplier

Supplieragreement

Corrective action

PMC = Project Monitoring and ControlPP = Project PlanningSAM = Supplier Agreement Management

Commitments

Corrective action

Status, issues, and results of process andproduct evaluations; measures and analyses



Advanced Project Management Process AreasAdvanced Project Management Process Areas

Pro

cess

per

form

ance

obje

ctiv

es, b

asel

ines

,

and

mod

els

QPM

Organization’s standard processes, work environment standards, and supporting assets

IPM+IPPD

RSKM

Less

ons

lear

ned,

plan

ning

, and

perfo

rman

ce d

ata

Less

ons

lear

ned,

plan

ning

, and

perfo

rman

ce d

ata Project perform

ance data

Statistical management data

Risk taxonomies and parameters, risk status, risk mitigation plans, and corrective action

Process Managementprocess areas

Basic Project Management

process areas

Risk exposure due to unstable processesQuantitative objectives, subprocessesto statistically manage, project’s composed, and defined process

Identified risks

Engineering and Supportprocess areas

Coordination,commitments, andissues to resolveProduct

architecture for structuring teams

Project’s com

posed and defined process

Project’s shared vision

IPM+IPPD = Integrated Project Management (with the IPPD addition)

QPM = Quantitative Project Management

RSKM = Risk Management

Project’s defined process and work environment

IPPD rules and

guidelines

Integrated teams for performingengineering and support processes

Engineering Process Areas – 1/3Engineering Process Areas – 1/3

Engineering process areas cover the development and Engineering process areas cover the development and maintenance activities that are shared across engineering maintenance activities that are shared across engineering disciplines. disciplines.

The Engineering process areas were written using general The Engineering process areas were written using general engineering terminology so that any technical discipline engineering terminology so that any technical discipline involved in the product development process (e.g., software involved in the product development process (e.g., software engineering or mechanical engineering) can use them for engineering or mechanical engineering) can use them for process improvement.process improvement.




The Engineering process areas also integrate the The Engineering process areas also integrate the processes associated with different engineering disciplines processes associated with different engineering disciplines into a single product development process, supporting a into a single product development process, supporting a product-oriented process improvement strategy. product-oriented process improvement strategy.

Such a strategy targets essential business objectives rather Such a strategy targets essential business objectives rather than specific technical disciplines. than specific technical disciplines.

This approach to processes effectively avoids the tendency This approach to processes effectively avoids the tendency toward an organizational “stovepipe” mentality.toward an organizational “stovepipe” mentality.




The Engineering process areas apply to the development of The Engineering process areas apply to the development of any product or service in the development domain (e.g., any product or service in the development domain (e.g., software products, hardware products, services, or software products, hardware products, services, or processes).processes).

The Engineering process areas of CMMI are as follows:The Engineering process areas of CMMI are as follows: Requirements DevelopmentRequirements Development Requirements ManagementRequirements Management Technical SolutionTechnical Solution Product IntegrationProduct Integration VerificationVerification ValidationValidation





Engineering Process AreasEngineering Process Areas

RD PI

VAL

TS

VER

REQM Requirements

Customer needs

Product and product component requirements

Product components, work products, verification and validation reports

ProductcomponentsAlternative solutions

Requirements

ProductCustomer

PI = Product IntegrationRD = Requirements DevelopmentREQM = Requirements ManagementTS = Technical SolutionVAL = ValidationVER = Verification

Support Process Areas – 1/2Support Process Areas – 1/2

Support process areas cover the activities that support Support process areas cover the activities that support product development and maintenance. product development and maintenance.

The Support process areas address processes that are The Support process areas address processes that are used in the context of performing other processes. used in the context of performing other processes.

In general, the Support process areas address processes In general, the Support process areas address processes that are targeted toward the project and may address that are targeted toward the project and may address processes that apply more generally to the organization. processes that apply more generally to the organization.



Support Process Areas – 2/2Support Process Areas – 2/2

For example, Process and Product Quality Assurance can For example, Process and Product Quality Assurance can be used with all the process areas to provide an objective be used with all the process areas to provide an objective evaluation of the processes and work products described in evaluation of the processes and work products described in all the process areas.all the process areas.

The Support process areas of CMMI are as follows:The Support process areas of CMMI are as follows: Configuration ManagementConfiguration Management Process and Product Quality AssuranceProcess and Product Quality Assurance Measurement and AnalysisMeasurement and Analysis Decision Analysis and ResolutionDecision Analysis and Resolution Causal Analysis and ResolutionCausal Analysis and Resolution





Basic Support Process AreasBasic Support Process Areas

PPQAMA

CM

All process areas

Measurementsand analyses

Information needs

Configuration items andchange requests

Baselines andaudit reports

Processes and work products,and standards, and procedures

Quality and noncompliance issues

MA = Measurement and AnalysisCM = Configuration ManagementPPQA = Process and Product Quality Assurance



Advanced Support Process AreasAdvanced Support Process Areas

DAR

All process areas

CAR

Defects and other problems

Selected issues

Process improvementproposals

Formal evaluations

CAR = Causal Analysis and ResolutionDAR = Decision Analysis and Resolution

What are your Organization’s What are your Organization’s PMO Requirements ?PMO Requirements ?

"Demystifying the SEI CMMI” "Demystifying the SEI CMMI” Wednesday, February 10, 2010Wednesday, February 10, 2010


Appendix B:Appendix B: Generic Processes Generic Processes and Practices and Practices

InstitutionalizationInstitutionalization

Common FeaturesCommon Features

Generic ProcessesGeneric Processes and Practices and Practices



InstitutionalizationInstitutionalization

Institutionalization is the ingrained way of doing business Institutionalization is the ingrained way of doing business that an organization follows routinely as part of its corporate that an organization follows routinely as part of its corporate culture.culture.

The generic goals and practices enable the organization to The generic goals and practices enable the organization to institutionalize best practices.institutionalize best practices.

A managed process is institutionalized by performing all the A managed process is institutionalized by performing all the generic practices.generic practices.



Common Features – 1/3Common Features – 1/3

Common features are predefined attributes that group Common features are predefined attributes that group generic practices into categories. generic practices into categories.

Common features are model components that are not rated Common features are model components that are not rated in any way. in any way.

They are only groupings that provide a way to present the They are only groupings that provide a way to present the generic practices.generic practices.

There are four common features used in CMMI models with There are four common features used in CMMI models with a staged representation: a staged representation: Commitment to PerformCommitment to Perform Ability to PerformAbility to Perform Directing ImplementationDirecting Implementation Verifying Implementation.Verifying Implementation.




Commitment to Perform (CO) Commitment to Perform (CO) groups the generic practices related to creating policies and groups the generic practices related to creating policies and

securing sponsorship.securing sponsorship.

Ability to Perform (AB) Ability to Perform (AB) groups the generic practices related to ensuring that the project groups the generic practices related to ensuring that the project

and/or organization has the resources it needs.and/or organization has the resources it needs.




Directing Implementation (DI) Directing Implementation (DI) groups the generic practices related to managing the performance groups the generic practices related to managing the performance

of the process, managing the integrity of its work products, and of the process, managing the integrity of its work products, and involving relevant stakeholders.involving relevant stakeholders.

Verifying Implementation (VE) Verifying Implementation (VE) groups the generic practices related to review by higher level groups the generic practices related to review by higher level

management and objective evaluation of conformance to process management and objective evaluation of conformance to process descriptions, procedures, and standards.descriptions, procedures, and standards.



Commitment to PerformCommitment to Perform Establish and maintain an organizational policy for planning Establish and maintain an organizational policy for planning

and performing the process.and performing the process.



Ability to PerformAbility to Perform

Establish and maintain the plan for performing the process.Establish and maintain the plan for performing the process.

Provide adequate resources for performing the process, developing the Provide adequate resources for performing the process, developing the work products, and providing the services of the process.work products, and providing the services of the process.

Assign responsibility and authority for performing the process, Assign responsibility and authority for performing the process, developing the work products, and providing the services of the developing the work products, and providing the services of the process.process.

Train the people performing or supporting the process as needed.Train the people performing or supporting the process as needed.

Establish and maintain the description of a defined process.Establish and maintain the description of a defined process.



Directing ImplementationDirecting Implementation

Place designated work products of the process under appropriate levels Place designated work products of the process under appropriate levels of configuration management.of configuration management.

Identify and involve the relevant stakeholders as planned.Identify and involve the relevant stakeholders as planned.

Monitor and control the process against the plan for performing the Monitor and control the process against the plan for performing the process and take appropriate corrective action.process and take appropriate corrective action.

Collect work products, measures, measurement results, and Collect work products, measures, measurement results, and improvement information derived from planning and performing the improvement information derived from planning and performing the process to support the future use and improvement of the organization’s process to support the future use and improvement of the organization’s processes and process assets.processes and process assets.



Verifying ImplementationVerifying Implementation Objectively evaluate adherence of the process against its Objectively evaluate adherence of the process against its

process description, standards, and procedures, and process description, standards, and procedures, and address noncompliance.address noncompliance.

Review the activities, status, and results of the process with Review the activities, status, and results of the process with higher level management and resolve issues.higher level management and resolve issues.



CMMI Generic PracticesCMMI Generic Practices



““SEI CMMI Based PMO” SEI CMMI Based PMO”

The EndThe End


Principal, Wolf-Pany ConsultingPrincipal, Wolf-Pany ConsultingIntegrity – Leadership – TeamworkIntegrity – Leadership – Teamwork

e-mail: e-mail: [email protected]://www.linkedin.com/in/wolfpany



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