sqam-module 8b-cmmi

8/14/2019 SQAM-Module 8b-CMMI

1/62

Module 8b: CMMI Overview

11.1 CMMI process modelcomponents

11.2 Maturity Levels

11.3 Process Areas

11.4 Benefits of CMMI and CostModel

11.5 CMMI Myths

11.6 Case Study


2/62

2SQAM Course, Proficience, IISc

Everyone realizes the importance ofhaving a motivated, quality work forcebut...

...even our finest...even our finestpeople cantpeople cantperform at theirperform at their

best when thebest when theprocess is notprocess is notunderstood orunderstood oroperatingoperating

at its best.at its best.

PEOPLE

PROCESS

TECHNOLOGY

Quality Leverage Points

Major determinants of product

cost, schedule, and quality


3/62


Why Focus on Process?Why Focus on Process?

Process provides a constructive, high-leverage focus...Process provides a constructive, high-leverage focus...

as opposed to a focus on peopleas opposed to a focus on people

Your work force, on the average, is as good as it isYour work force, on the average, is as good as it is

trained to be.trained to be.

Working harder is not the answer.Working harder is not the answer. Working smarter, through process, is the answer.Working smarter, through process, is the answer.

as opposed to a focus on technologyas opposed to a focus on technology

Technology applied without a suitable roadmap willTechnology applied without a suitable roadmap will

not result in significant payoff.not result in significant payoff.

Technology provides the most benefit in the contextTechnology provides the most benefit in the context

of an appropriate process roadmap.of an appropriate process roadmap.


4/62


Underlying Premise ofUnderlying Premise of

Process ImprovementProcess Improvement

The quality of a product is

largely determined by the

quality of the process that isused to develop and

maintain it.


5/62


Categories of ProcessCategories of Process

Improvement BenefitsImprovement Benefits Process improvement benefits fall into eight generalProcess improvement benefits fall into eight general

categories:categories:

improved schedule and budget predictabilityimproved schedule and budget predictability

improved cycle timeimproved cycle time

increased productivityincreased productivity improved quality (as measured by defects)improved quality (as measured by defects)

increased customer satisfactionincreased customer satisfaction

improved employee moraleimproved employee morale

increased return on investmentincreased return on investment

decreased cost of qualitydecreased cost of quality


6/62


What is a CMM?What is a CMM? Capability Maturity ModelCapability Maturity Model::

A reference model of mature practices in a specifiedA reference model of mature practices in a specified

discipline, used to assess a groups capability to performdiscipline, used to assess a groups capability to perform

that disciplinethat discipline

CMMs differ byCMMs differ by

Discipline (software, systems, acquisition, etc.)Discipline (software, systems, acquisition, etc.) Structure (staged versus continuous)Structure (staged versus continuous)

How Maturity is Defined (process improvement path)How Maturity is Defined (process improvement path)

How Capability is Defined (institutionalization)How Capability is Defined (institutionalization)


7/62 7SQAM Course, Proficience, IISc

So Many Models, SoSo Many Models, So

Little TimeLittle Time

SoftwareCMM

SystemsSecurity

Engr CMM

SystemsEngrCMM

PeopleCMM

IPD

CMM

Software

AcqCMM

EIA 731

Different structures,formats, terms, waysof measuringmaturity

Causes confusion,especially whenusing more than onemodel

Hard to integratethem in a combined

improvementprogram

Hard to use multiplemodels in supplierselection


8/62


Bridging the DivideBridging the Divide

CMMI:

Integrates systemsand software

disciplines into oneprocess improvementframework.

Provides a frameworkfor introducing new

disciplines as needsarise.


9/62


The Next Step Is CMMThe Next Step Is CMM

IntegrationIntegration

The CMM Integration Project was formed toThe CMM Integration Project was formed to

build an initial set of integrated modelsbuild an initial set of integrated models

improve best practices from source models based onimprove best practices from source models based on

lessons learnedlessons learned

establish a framework to enable integration of futureestablish a framework to enable integration of futuremodelsmodels

create an associated set of appraisal and trainingcreate an associated set of appraisal and training

productsproducts

Collaborative endeavor (over 100 people involved)Collaborative endeavor (over 100 people involved)

IndustryIndustry

GovernmentGovernment

Software Engineering Institute (SEI)Software Engineering Institute (SEI)


10/62


Enterprise-WideEnterprise-Wide

ImprovementImprovement

CMMI enables organizations that want to pursue processCMMI enables organizations that want to pursue process

improvement in multiple functional areas to do so with lessimprovement in multiple functional areas to do so with less

additional investment for each additional function.additional investment for each additional function.

CMMI supports process integration and productCMMI supports process integration and productimprovement.improvement.

CMMI integrates multiple disciplines into one process-CMMI integrates multiple disciplines into one process-

improvement framework.improvement framework.

CMMI provides a framework for introducing newCMMI provides a framework for introducing new

disciplines as needs arise.disciplines as needs arise.


11/62


Bodies of KnowledgeBodies of Knowledge

Captured in CMMI ModelsCaptured in CMMI ModelsAn organization selects the bodies of knowledge mostAn organization selects the bodies of knowledge most

relevant to achieving its business objectives. Bodies ofrelevant to achieving its business objectives. Bodies of

knowledge available in CMMI models includeknowledge available in CMMI models include

software engineering(sw)software engineering(sw)

systems engineering(se)systems engineering(se)

integrated product and process development (IPPD)integrated product and process development (IPPD)

supplier sourcing (SS)supplier sourcing (SS)

Each body of knowledge related to product or processEach body of knowledge related to product or process

development in CMMI is considered a discipline.development in CMMI is considered a discipline.


12/62


Software EngineeringSoftware Engineering

(SW)(SW)

SW covers the development ofSW covers the development of

software systemssoftware systems

SW focus on applying systematic,SW focus on applying systematic,

disciplined, and quantifiabledisciplined, and quantifiable

approaches to theapproaches to the development,development,

operationoperation

maintenancemaintenance


13/62


System EngineeringSystem Engineering

(SE)(SE)

Systems engineering covers theSystems engineering covers the

development of total systems, whichdevelopment of total systems, which

may or may not include softwaremay or may not include software

Systems engineers focus onSystems engineers focus on

transforming customer needs,transforming customer needs,

expectations, and constraints intoexpectations, and constraints into

product solutions and supportingproduct solutions and supportingthese product solutions throughoutthese product solutions throughout

the life of the productthe life of the product

I t t P t


14/62


Integrate Pro uctn egra e ro ucprocess developmentprocess development

(IPPD)(IPPD) IPPD is a systematic approach thatIPPD is a systematic approach thatachieves a timely collaboration ofachieves a timely collaboration of

relevant stakeholders throughout therelevant stakeholders throughout the

life of the product to better satisfylife of the product to better satisfycustomer needs, expectations, andcustomer needs, expectations, and

requirementsrequirements


15/62


Supplier sourcingSupplier sourcing

(SS)(SS) As work efforts become moreAs work efforts become more

complex, projects may use supplierscomplex, projects may use suppliers

to perform functions or addto perform functions or add

modifications to products that aremodifications to products that arespecifically needed by the project.specifically needed by the project.

When those activities are critical, theWhen those activities are critical, the

project benefits from enhancedproject benefits from enhancedsource analysis and from monitoringsource analysis and from monitoring

supplier activities before productsupplier activities before product

deliverydelivery


16/62


CMMI ModelsCMMI ModelsSource Models

Capability MaturityModel for Software V2,draft C (SW-CMM V2C)

EIA Interim Standard

731, System EngineeringCapability Model (SECM)

Integrated ProductDevelopment CapabilityMaturity Model, draft

V0.98 (IPD-CMM)

CMMI-SE/SW

Staged

Representatio

n

CMMI-SE/SW

Continuous

Representation

Combined System Engineering /Software Engineering model

Can be applied to:Just the software engineering

projects in an organization

Just the system engineering projectsin an organization

Both

IPPD/SS can be used in either/both


17/62


Understanding CMMIUnderstanding CMMI

RepresentationsRepresentations There are two types of representations in the CMMIThere are two types of representations in the CMMI

models:models:

stagedstaged

continuouscontinuous

AA representationrepresentation allows an organization to pursueallows an organization to pursue

different improvement objectivesdifferent improvement objectives

The organization and presentation of the data areThe organization and presentation of the data are

different in each representation. However, thedifferent in each representation. However, thecontent is the same.content is the same.


18/62


Staged RepresentationStaged Representation

Provides a proven sequence of improvements, eachProvides a proven sequence of improvements, each

serving as a foundation for the nextserving as a foundation for the next

Permits comparisons across and among organizations byPermits comparisons across and among organizations by

the use of maturity levelsthe use of maturity levels

Provides an easy migration from the SW-CMM to CMMIProvides an easy migration from the SW-CMM to CMMI Provides a single rating that summarizes appraisal resultsProvides a single rating that summarizes appraisal results

and allows comparisons among organizationsand allows comparisons among organizations

Indicates maturity of an organizations

standard process -- to answer, What is a

good order for approaching improvement

across the organization?


19/62


CMMI ModelCMMI Model

RepresentationsRepresentations


20/62


Maturity LevelsMaturity Levels

AA maturity levelmaturity level is a well-definedis a well-defined

evolutionary plateau of processevolutionary plateau of process

improvement.improvement.

There are five maturity levels.There are five maturity levels.

Each level is a layer in the foundationEach level is a layer in the foundation

for continuous process improvementfor continuous process improvement

using a proven sequence ofusing a proven sequence of

improvements, beginning with basicimprovements, beginning with basic

management practices andmanagement practices and

progressing through a predefinedprogressing through a predefined


21/62


The Maturity LevelsThe Maturity Levels

1

2

3

4

5

Process unpredictable,poorly controlled, andreactive

Process characterized forprojects and is oftenreactive

Process characterizedfor the organizationand is proactive

Process measured

and controlled

Focus on continuousprocess improvement

Optimizing

QuantitativelyManaged

Defined

Initial

Managed

Optimizing

Defined

a ur y eve s ouu y v u


22/62


a ur y eve s ouu y v uNotNot

Be SkippedBe Skipped Each maturity level provides a necessary foundation forEach maturity level provides a necessary foundation for

effective implementation of processes at the next level.effective implementation of processes at the next level.

Higher level processes have less chance of successHigher level processes have less chance of success

without the discipline provided by lower levels.without the discipline provided by lower levels. The effect of innovation can be obscured in aThe effect of innovation can be obscured in a

noisy process.noisy process.

Higher maturity level processes may be performed byHigher maturity level processes may be performed by

organizations at lower maturity levels, with the risk of notorganizations at lower maturity levels, with the risk of notbeing consistently applied in a crisis.being consistently applied in a crisis.


23/62


ContinuousContinuous

RepresentationRepresentation Allows you to select the order of improvement that bestAllows you to select the order of improvement that best

meets your organizations business objectives andmeets your organizations business objectives and

mitigates your organizations areas of riskmitigates your organizations areas of risk

Enables comparisons across and among organizations on aEnables comparisons across and among organizations on a

process-area-by-process-area basisprocess-area-by-process-area basis

Indicates improvement within a singleprocess area -- to answer, What is a

good order for approaching

improvement of this process area?


24/62


Capability LevelsCapability Levels

AA capability levelcapability level is a well-defined evolutionary plateauis a well-defined evolutionary plateau

describing the organizations capability relative to a processdescribing the organizations capability relative to a process

area.area.

There are six capability levels.There are six capability levels.

For capability levels 1-5, there is an associated genericFor capability levels 1-5, there is an associated genericgoal.goal.

Each level is a layer in the foundation for continuousEach level is a layer in the foundation for continuous

process improvement.process improvement.

Thus, capability levels are cumulative, i.e., a higherThus, capability levels are cumulative, i.e., a higher

capability level includes the attributes of the lower levels.capability level includes the attributes of the lower levels.


25/62


26/62


Levels for a SingleLevels for a Single

Process AreaProcess AreaThe process area capability of anThe process area capability of animplemented process can beimplemented process can be

represented by a bar.represented by a bar.

Process

Ca

pabilityLevel

This pointrepresentsa higher levelof maturitythan this pointin a specificprocess area

3

2

1

0

Process Area n

e a ng rocess rea


27/62


e a ng rocess reaCapability andCapability and

Organizational MaturityOrganizational Maturity Organizational maturity is the focus of the stagedOrganizational maturity is the focus of the stagedrepresentation, whereas process area capability is the focusrepresentation, whereas process area capability is the focus

of the continuous representation.of the continuous representation.

Organizational maturity and process area capability areOrganizational maturity and process area capability aresimilar concepts.similar concepts.

The difference between them is thatThe difference between them is that organizationalorganizational

maturitymaturity pertains to a set of process areas across anpertains to a set of process areas across an

organization, whileorganization, while process area capabilityprocess area capability deals with a setdeals with a setof processes relating to a single process area or specificof processes relating to a single process area or specific

practice.practice.


28/62


Comparison ofComparison of


StagedStaged ContinuousContinuous Process improvement isProcess improvement is

measured usingmeasured using maturitymaturitylevels.levels.

Maturity levelMaturity level is theis thedegree of processdegree of processimprovement across aimprovement across apredefined set of processpredefined set of process

areas.areas.

Organizational maturityOrganizational maturitypertains to the maturitypertains to the maturityof a set of processesof a set of processesacross an organizationacross an organization

Process improvement is

measured using capabilitylevels.

Capability level is theachievement of processimprovement within anindividual process area.

Process area capabilitypertains to the maturity of aparticular process across anorganization.


29/62


Advantages of EachAdvantages of Each

RepresentationRepresentation StagedStaged

Provides a roadmap for implementingProvides a roadmap for implementing

groups of process areasgroups of process areas

sequencing of implementationsequencing of implementation

Familiar structure for those transitioning from theFamiliar structure for those transitioning from theSoftware CMMSoftware CMM

ContinuousContinuous

Provides maximum flexibility for focusing on specificProvides maximum flexibility for focusing on specific

process areas according to business goals and objectivesprocess areas according to business goals and objectives


30/62


CMMI in a NutshellCMMI in a Nutshell

A CMMI model provides a structuredA CMMI model provides a structured

view of process improvement acrossview of process improvement across

an organizationan organization

CMMI can helpCMMI can help set process improvement goals andset process improvement goals and

prioritiespriorities

provide guidance for quality processesprovide guidance for quality processes

provide a yardstick for appraisingprovide a yardstick for appraising

current practicescurrent practices


31/62


Improvements from AdoptingSoftware CMM

Productivity(increase)

Time to market

(reduction)

Post-releasedefect reports(reduction)

Savings vs. cost of

software process

improvement

(median) 5:1

PercentageImprovement

Annual Medians

35%

19%

39%

0

510

15

20

25

30

35

40

ene s o on nu ngu


32/62


ene s o on nu nguProcessProcess

ImprovementImprovementSEI Software CMM Level 5: For the Right Reasons*SEI Software CMM Level 5: For the Right Reasons*

Defects are now nearly all found and fixed beforeDefects are now nearly all found and fixed beforetesting begins.testing begins.

Defects escaping into the field have been reducedDefects escaping into the field have been reducedfrom 11% to practically 0%.from 11% to practically 0%.

Programs consistently reach customer satisfactionPrograms consistently reach customer satisfactionand performance targets.and performance targets.

Peer reviews increase total project costs by 4%,Peer reviews increase total project costs by 4%,but reduced rework during testing by 31%.but reduced rework during testing by 31%.R.O.I. is 7.75:1.R.O.I. is 7.75:1.


33/62


CMMI CMMI

ImprovementImprovement The CMMI Product Suite provides a foundation forThe CMMI Product Suite provides a foundation for

enterprise-wideenterprise-wide improvementimprovementand addsand adds

new emphasis on products and services as wellnew emphasis on products and services as well

as processas process

emphasis on both process capability andemphasis on both process capability andorganizational maturityorganizational maturity

early emphasis on measurement and analysisearly emphasis on measurement and analysis

The CMMI model improves upon Software CMM V1.1 andThe CMMI model improves upon Software CMM V1.1 and

Software CMM V2.0 Draft C.Software CMM V2.0 Draft C.


34/62


CMMI IntegrationCMMI Integration

Provides expanded model scope forProvides expanded model scope for

integrationintegration

Integrated Product ManagementIntegrated Product Management

Integrated Supplier ManagementIntegrated Supplier Management

Decision Analysis and ResolutionDecision Analysis and Resolution

Relevant Stakeholder planning andRelevant Stakeholder planning and

executionexecution

Inclusion of the Integrated Product andInclusion of the Integrated Product and

Process Development body ofProcess Development body of

knowledgeknowledge


35/62


Improving on theImproving on the

Software CMMSoftware CMM CMMI Models improve on the best practices in SoftwareCMMI Models improve on the best practices in Software

CMM Version 2.0 Draft C:CMM Version 2.0 Draft C: Incorporates 4+ additional years of learningIncorporates 4+ additional years of learning More explicitly links management and engineeringMore explicitly links management and engineering

activities to business objectivesactivities to business objectives Expands the scope of and visibility into the productExpands the scope of and visibility into the product

life cycle and engineering activities to ensure thelife cycle and engineering activities to ensure theproduct or service meets customer expectationsproduct or service meets customer expectations

Incorporates additional areas of best practice (e.g.,Incorporates additional areas of best practice (e.g.,measurement, risk management, bi-directionalmeasurement, risk management, bi-directionaltraceability in requirements management, decisiontraceability in requirements management, decision

analysis and resolution, and supplier management)analysis and resolution, and supplier management) Captures more robust high-maturity practicesCaptures more robust high-maturity practices Addresses additional generic practices needed forAddresses additional generic practices needed for

institutionalizationinstitutionalization More fully complies with relevant ISO standardsMore fully complies with relevant ISO standards


36/62


CMMI Can BenefitCMMI Can Benefit

YouYou CMMI providesCMMI provides

Efficient, effective assessment and improvement acrossEfficient, effective assessment and improvement across

multiple process disciplines in an organizationmultiple process disciplines in an organization

Improvements to best practices incorporated from theImprovements to best practices incorporated from the

Software CMMSoftware CMM

A common, integrated vision of improvement for allA common, integrated vision of improvement for all

elements of an organizationelements of an organization

A means of representing new discipline-specificA means of representing new discipline-specific

information in a standard, proven process-improvementinformation in a standard, proven process-improvementcontextcontext


37/62


CMMI Product SuiteCMMI Product Suite

ModelsModels

DisciplinesDisciplines

Systems Engineering SESystems Engineering SE

Software Engineering SWSoftware Engineering SW

Integrated Product and ProcessIntegrated Product and ProcessDevelopment (IPPD)Development (IPPD)

Supplier Sourcing (SS)Supplier Sourcing (SS)


StagedStaged ContinuousContinuous


38/62


Available ModelsAvailable Models The following CMMI Models exist:The following CMMI Models exist:

SE/SW StagedSE/SW Staged

SE/SW ContinuousSE/SW Continuous

SE/SW/IPPD StagedSE/SW/IPPD Staged

SE/SW/IPPD ContinuousSE/SW/IPPD Continuous SE/SW/IPPD/SS StagedSE/SW/IPPD/SS Staged

SE/SW/IPPD/SS ContinuousSE/SW/IPPD/SS Continuous

SW StagedSW Staged

SW ContinuousSW Continuous


39/62


Selecting a DisciplineSelecting a Discipline

to Useto Use Different model versions existDifferent model versions exist

CMMI-SWCMMI-SW ---- CMMI-SE/SW/IPPDCMMI-SE/SW/IPPD

CMMI-SE/SWCMMI-SE/SW ---- CMMI-SE/SW/IPPD/SSCMMI-SE/SW/IPPD/SS

You select which disciplines you wish to use, based on whereYou select which disciplines you wish to use, based on where

you are trying to improveyou are trying to improve ExampleExample A company which engineers and builds computer A company which engineers and builds computer

systems, by acquisition of COTS hardware and developmentsystems, by acquisition of COTS hardware and development

of custom software, using integrated teamsof custom software, using integrated teams

Use CMMI-SW applied only to the software developmentUse CMMI-SW applied only to the software development

Use CMMI-SE/SW applied to the computer system and theUse CMMI-SE/SW applied to the computer system and thesoftwaresoftware

Use CMMI-SE/SW/IPPD applied to the system, software,Use CMMI-SE/SW/IPPD applied to the system, software,

and use of teamsand use of teams

Use CMMI-SE/SW/IPPD applied to the system, software,Use CMMI-SE/SW/IPPD applied to the system, software,

teams, and COTS acquisitionteams, and COTS acquisition


40/62


one Model, Twoone Model, Two


Maturity Level 5OID, CAR

Maturity Level 4OPP, QPM

Maturity Level 3REQD, TS, PI, VER,VAL, OPF, OPD, OT,IPM, RSKM, DAR

Overview

Introduction

Structure of the Model

Model Terminology

Maturity Levels, Common Features, and Generic Practices

Understanding the Model

Using the Model

Maturity Level 2REQM, PP, PMC,SAM, MA, PPQA, CM

Appendixes

EngineeringREQM, REQD, TS,PI, VER, VAL

Project ManagementPP, PMC, SAM

IPM, RSKM, QPM

Process ManagementOPF, OPD, OT,OPP, OID

Process ManagementPAs- Goals

- Practices

SupportCM, PPQA, MA,CAR, DAR

Appendixes

CMMI-SE/SW

Staged

Overview

Introduction

Structure of the Model

Model Terminology

Capability Levels and Generic Model ComponentsUnderstanding the Model

Using the Model

CMMI-SE/SW

Continuous


41/62


Model ComponentsModel Components

Process Areas (PA)Process Areas (PA)

Specific GoalsSpecific Goals (SG)(SG) RequiredRequired

Specific Practices (SP)Specific Practices (SP) ExpectedExpected

Typical Work ProductsTypical Work Products InformativeInformative

Sub-practicesSub-practices InformativeInformativeNotesNotes InformativeInformative

Discipline AmplificationsDiscipline Amplifications InformativeInformative

ReferencesReferences InformativeInformative

Generic GoalsGeneric Goals (GG)(GG) RequiredRequired

Generic Practices (GP)Generic Practices (GP) ExpectedExpected

Generic Practice Elaborations InformativeGeneric Practice Elaborations Informative


42/62


PracticesPractices Practices are the building blocks of the process areasPractices are the building blocks of the process areas Example - Project Planning Process AreaExample - Project Planning Process Area

Specific Practice 1.1 - Establish a top-level workSpecific Practice 1.1 - Establish a top-level workbreakdown structure (WBS) to estimate the scope ofbreakdown structure (WBS) to estimate the scope ofthe project.the project.

To satisfy the required goals, you areTo satisfy the required goals, you are expectedexpected to performto performthe practicesthe practices Most commercial and defense projects/organizationsMost commercial and defense projects/organizations

will implement as writtenwill implement as written You may perform equivalent practices if they have anYou may perform equivalent practices if they have an

equivalent effect toward satisfying the generic or specificequivalent effect toward satisfying the generic or specific

goalgoal These are termed alternative practicesThese are termed alternative practices Less prevalent in CMMI than in SW-CMM, because theLess prevalent in CMMI than in SW-CMM, because the

CMMI practices are at a slightly higher level ofCMMI practices are at a slightly higher level ofabstractionabstraction

Equivalent is a judgment call discuss with yourEquivalent is a judgment call discuss with your

appraiserappraiser

Specific Practices vsSpecific Practices vs


43/62


Specific Practices vs.Specific Practices vs.

Generic PracticesGeneric Practices Apply to a single processApply to a single process

areaarea Describe activities thatDescribe activities that

implement the process areaimplement the process area Example RequirementsExample Requirements

Mgmt.Mgmt.

SG 1 Manage RequirementsSG 1 Manage RequirementsSP 1.1SP 1.1 Obtain an UnderstandingObtain an Understanding

of Requirementsof RequirementsSP 1.2SP 1.2 Obtain Commitment toObtain Commitment to

RequirementsRequirementsSP 1.3SP 1.3 Manage RequirementsManage Requirements

ChangesChangesSP 1.4SP 1.4 Maintain BidirectionalMaintain Bidirectional

Traceability ofTraceability ofRequirementsRequirements

SP 1.5SP 1.5 Identify InconsistenciesIdentify Inconsistenciesbetween Project Workbetween Project Work

and Requirementsand Requirements

Apply to all process areasApply to all process areas Describe activities thatDescribe activities thatinstitutionalize the process areasinstitutionalize the process areas

GG 2 Institutionalize a ManagedGG 2 Institutionalize a ManagedProcessProcess

GP 2.1 Establish anGP 2.1 Establish anOrganizational PolicyOrganizational Policy

GP 2.2 Plan the ProcessGP 2.2 Plan the ProcessGP 2.3 Provide ResourcesGP 2.3 Provide Resources

GP 2.4 Assign ResponsibilityGP 2.4 Assign Responsibility

GP 2.5 Train PeopleGP 2.5 Train People

GP 2.6 Manage ConfigurationsGP 2.6 Manage Configurations

GP 2.7 Identify and InvolveGP 2.7 Identify and Involve

Relevant StakeholdersRelevant StakeholdersGP 2.8 Monitor and Control theGP 2.8 Monitor and Control the

ProcessProcess

GP 2.9 Objectively EvaluateGP 2.9 Objectively EvaluateAdherenceAdherence

GP 2.10 Review Status withGP 2.10 Review Status withHigher Level ManagementHigher Level Management

GG 3 Institutionalize a DefinedGG 3 Institutionalize a DefinedProcess


44/62


CMMI Model StructureCMMI Model Structure

age epresen a on::


45/62


age epresen a on::Process Areas byProcess Areas by

Maturity LevelMaturity LevelOrganizational Innovation and DeploymentCausal Analysis and Resolution5 Optimizing

4 QuantitativelyManaged

3 Defined

2 Managed

Continuousprocessimprovement

Quantitativemanagement

Processstandardization

Basicprojectmanagement

Organizational Process PerformanceQuantitative Project Management

Requirements DevelopmentTechnical Solution

Product IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project ManagementIntegrated Supplier ManagementRisk ManagementDecision Analysis and Resolution

Organizational Environment for IntegrationIntegrated Teaming

Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management

1 Initial

Process AreasLevel Focus

(IPPD)(IPPD)

(SS)

C tiC ti


46/62


Requirements Management

Requirements Development

Technical SolutionProduct Integration

Verification

Validation

Engineering

ProjectManagement

Project Planning

Project Monitoring and Control

Supplier Agreement Management

Integrated Project Management(IPPD)

Integrated Supplier Management (SS)

Integrated Teaming (IPPD)

Risk Management

Quantitative Project Management

Organizational Process Focus

Organizational Process Definition

Organizational Training

Organizational Process Performance

Organizational Innovation and Deployment

ProcessManagement

Configuration Management

Process and Product Quality Assurance

Measurement and Analysis

Causal Analysis and Resolution

Decision Analysis and Resolution

Organizational Environment for Integration (IPPD)

Support

ContinuousContinuousRepresentation:Representation:

Organization of ProcessOrganization of ProcessAreasAreas

Category Process Area


47/62


Process Area CapabilityProcess Area Capability

ProfileProfileA process area capability profileA process area capability profilemay be represented by a set ofmay be represented by a set of

points in two dimensions.points in two dimensions.

thetheprocess dimensionprocess dimensionWhat you doWhat you do

thethe capability dimensioncapability dimension

How well you do itHow well you do it


48/62


P r o c e s s A r e a

RM PP PMC etc

5

4

3

2

1

0

Capabi

lity

An Example ProcessAn Example Process

Area Capability ProfileArea Capability Profile

SW CMM V1 1 CMMI V1 1SW CMM V1 1 vs CMMI V1 1


49/62

SW-CMM V1.1 vs. CMMI V1.1SW-CMM V1.1 vs. CMMI V1.1

Defect Prevention Causal Analysis and ResolutionTechnology Change Mgmt Organizational Innovation & DeploymentProcess Change Management

Quantitative Process Mgmt Organizational Process PerformanceSoftware Quality Mgmt Quantitative Project Management

Organization Process Focus Organization Process FocusOrganization Process Definition Organization Process DefinitionTraining Program Organizational Training

Integrated Software Mgmt Integrated Project ManagementRisk ManagementSoftware Product Engr Requirements Development

Technical SolutionProduct Integration

Intergroup Coordination VerificationPeer Reviews Validation


Requirements Management Requirements ManagementSoftware Project Planning Project PlanningSoftware Project Tracking & Oversight Project Monitoring and ControlSoftware Subcontract Mgmt Supplier Agreement ManagementSoftware Quality Assurance Product & Process Quality AssuranceSoftware Configuration Mgmt Configuration Management


LEVEL 5OPTIMIZING

LEVEL 4MANAGED

LEVEL 3DEFINED

LEVEL 2REPEATABLE

49

Key Process Areas (KPAs) Process Areas (PAs)

P j t M tProject Management


50/62


Project ManagementProject Management

Process AreasProcess Areas

There are eight Project Management Process Areas.There are eight Project Management Process Areas. Project PlanningProject Planning

Project Monitoring and ControlProject Monitoring and Control

Integrated Project ManagementIntegrated Project Management (IPPD)(IPPD)

Risk ManagementRisk Management

Supplier Agreement ManagementSupplier Agreement Management

Quantitative Project ManagementQuantitative Project Management

Integrated Supplier Management (SS)Integrated Supplier Management (SS)

Integrated Teaming (IPPD)Integrated Teaming (IPPD)


51/62


Specific Practices (CL1 - Base Practices)

SP1.1-1: Estimate the Scope of the Project

SP1.2-1: Establish Estimates of Work

Product and Task Attributes

SP1.3-1: Define Project Life CycleSP1.4-1: Determine Estimates of Effort and

Cost

SP2.1-1: Establish Budget and Schedule

SP2.2-1: Identify Project Risks

SP2.3-1: Plan for Data Management

SP2.4-1: Plan for Project ResourcesSP2.5-1: Plan for Needed Knowledge and

Skills

SP2.6-1: Plan Stakeholder Involvement

SP2.7-1: Establish the Project Plan

SP3.1-1: Review Plans that Affect the

Project

SP3.2-1: Reconcile Work and Resource

PP - Capability Level 1PP - Capability Level 1

Project PlanningGeneric Practices (CL1))

GP1.1: Perform Base Practices

If all of the base practices are

performed,

Then, the associated SpecificGoals and Generic Goal 1 aresatisfied,

So, the Process Area is rated atCapability Level 1 (CL1) -Performed.


52/62


Building ProcessBuilding Process

CapabilityCapability

PerformedProcess

Level 2

GenericPractices

ManagedProcess

Level 3Generic

Practices

DefinedProcess

Level 4Generic

Practices

QuantitativelyManagedProcess

Level 5

GenericPractices

OptimizingProcess

Capability


53/62


Support Process AreasSupport Process Areas

There are six Support ProcessThere are six Support ProcessAreas:Areas: Configuration ManagementConfiguration Management

Process and Product QualityProcess and Product Quality

AssuranceAssurance

Measurement and AnalysisMeasurement and Analysis Causal Analysis and ResolutionCausal Analysis and Resolution

Decision Analysis and ResolutionDecision Analysis and Resolution

Organizational Environment forOrganizational Environment for

U d t di S tUnderstanding Support


54/62


Understanding SupportUnderstanding Support

ProcessesProcesses Support process areas coverSupport process areas cover

the practices that supportthe practices that support

product development,product development,

maintenance, and acquisition.maintenance, and acquisition.They provide essentialThey provide essential

processes used by all the CMMIprocesses used by all the CMMI

process areas, and areprocess areas, and are

typically used in the context oftypically used in the context of

performing other processes.performing other processes.

Engineering ProcessEngineering Process


55/62


Engineering ProcessEngineering Process

AreasAreasThere are six EngineeringThere are six Engineering

Process Areas.Process Areas. Requirements ManagementRequirements Management

Requirements DevelopmentRequirements Development

Technical SolutionTechnical Solution

Product IntegrationProduct Integration

VerificationVerification

ValidationValidation

P M tP M t


56/62


Process ManagementProcess Management

Process AreasProcess Areas

There are five ProcessThere are five Process

Management Process Areas:Management Process Areas:

Organizational Process FocusOrganizational Process FocusOrganizational Process DefinitionOrganizational Process Definition

Organizational TrainingOrganizational Training

Organizational ProcessOrganizational ProcessPerformancePerformance

Organizational Innovation andOrganizational Innovation and

DeploymentDeployment

n ers an ng rocess


57/62


n ers an ng rocessManagement ProcessManagement Process

AreasAreasThe process management PAsThe process management PAsapply across theapply across the organizationorganization asas

a whole and provide details thata whole and provide details thatsupport the Capability Level 3support the Capability Level 3Generic Goal.Generic Goal.

For selected PAs, theFor selected PAs, theorganization has standardorganization has standardprocesses, which individualprocesses, which individual

projects tailor to their needs.projects tailor to their needs.


58/62


Process Areas OrganizedProcess Areas Organized

by Categoryby Category

Process Management

Organizational Process Focus

Organizational Process Definition

Organizational Training

Organizational Process Performance

Organizational Innovation and Deployment

Project Management

Project Planning

Project Monitoring and Control

Supplier Agreement Management

Integrated Project Management (for IPPD*)

Risk Management

Integrated Teaming

Integrated Supplier Management**Quantitative Project Management

Engineering

Requirements Development

Requirements Management

Technical Solution

Product Integration

Verification

Validation

Support

Configuration Management

Process and Product Quality Assurance


Organizational Environment for Integration*


Causal Analysis and Resolution

analyze

empower analyze

employ measure & assist

standardize

processes


59/62


SummarySummary

There is one CMMI Model with two representations, StagedThere is one CMMI Model with two representations, Stagedand Continuousand Continuous

The material in both representations is the same justThe material in both representations is the same just

organized differentlyorganized differently

Each representation provides different ways of implementingEach representation provides different ways of implementing

processesprocesses Equivalent Staging provides a mechanism for relatingEquivalent Staging provides a mechanism for relating

Maturity Levels to Capability LevelsMaturity Levels to Capability Levels

The CMMI model should be applied using intelligence,The CMMI model should be applied using intelligence,

common sense, and professional judgmentcommon sense, and professional judgment


60/62


ReferencesReferences

http://http://sei.cmu.edu/cmmisei.cmu.edu/cmmi

This entire material is adopted and tailoredThis entire material is adopted and tailored

for our use from Satish Mishrasfor our use from Satish Mishraspresentation available in the internet.presentation available in the internet.
http://sei.cmu.edu/cmmihttp://sei.cmu.edu/cmmihttp://sei.cmu.edu/cmmihttp://sei.cmu.edu/cmmihttp://sei.cmu.edu/cmmihttp://sei.cmu.edu/cmmi


61/62


Further ReadingFurther Reading

CMMI Myth &CaseCMMI Myth &Case


62/62

CMMI Myth &CaseCMMI Myth &Case

studystudy

Benefits of cmmiCMMI Myths

provement usinCMMI

sqam-module 8b-cmmi

Documents