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MethodCMMIMethodCMMI

Capability Maturity Model Integration

2Methoda Computers Ltd

PMO

Purpose Provide very brief introduction to CMMI

Method Present highlights of the CMMI V1.2 model

Outcome General understanding of the major components &

terms of the CMMI V1.2 model


CMMI - Capability Maturity Model Integration

The CMM/CMMI project is a sponsored collaboration between industry, Government & SEI

Developed by the SW Eng. Institute of Carnegie Mellon University (SEI-CMU)

CMMI Level 3 is required to supply armament systems to DoD

Recognized by INCOSE & PMI as a benchmark for process improvement and appraisal


Integration of What?

The CMM Integration project was formed to sort out the problem of using multiple CMMs:

The Capability Maturity Model for Software (SW-CMM)

The Systems Engineering Capability Model (SECM, also known as Electronic Industries Alliance 731, EIA 731)

The Integrated Product Development Capability Maturity Model (IPD-CMM)


CMMI

Many organizations adopt it as a systematic method for process improvement

Since April 2002 until June 2006: ~1580 CMMI appraisals were done ~64% outside of USA

CMMI V1.2: A lot simplified than V1.1 Contains amplifications for HW and Systems

Engineering


CMMI: a Process Model

A process model is a structured collection of best practices

CMMI model describes the characteristics of effective processes

CMMI model is not a process

CMMI model is not a standard

““All models are wrong, but some are All models are wrong, but some are useful.”useful.”

George Box (Quality and Statistics George Box (Quality and Statistics

Engineer)Engineer)

““All models are wrong, but some are All models are wrong, but some are useful.”useful.”

George Box (Quality and Statistics George Box (Quality and Statistics

Engineer)Engineer)


Symptoms of Process Failures

Commitments consistently missed Late delivery Last minute changes Costs go higher and higher

No visibility into progress You’re always being surprised Quality problems

Too much rework Functions do not work correctly Customer complaints after delivery

Poor morale Employees are frustrated


Benefits from CMMI Implementation

Improved schedule and budget predictability

Improved cycle time

Increased productivity

Improved quality

Increased customer satisfaction

Improved employee morale

Increased return on investment

For measured results see http://www.sei.cmu.edu/cmmi/results.html


Example Benefit: Schedule Variance

The Software Maintenance Group at Warner Robins Air Logistics Center (CMMI level 5 organization), significantly reduced schedule variance


The Process is the Glue

The glue that ties people and technology

Even the finest people cannot perform at their best when the process is not defined well or not followed


Common Misconceptions

I don’t need process, I have really good people advanced technology an experienced manager

Process interferes with creativity equals bureaucracy isn’t needed when building prototypes hinders agility in fast-moving markets costs too much


2 CMMI Model Representations

Staged

ML 1

ML2

ML3

ML4

ML5

for an established set of process areas across anorganization

PA PA

Pro

cess

Are

a C

apab

ility

0

1 2

3

4

5

PA

Continuous

for a single process areaor a set of process areas


Maturity Levels

ML 1

ML2

ML3

ML4

ML5 processes are usually ad hoc and chaotic Success in these organizations depends on the competence and initiative of the people in the organization and not on the use of proven processes

The projects have ensured that processes are planned and executed in accordance with policy The projects employ skilled people who have adequate resources to produce controlled outputs Existing practices are retained during times of stress

Processes are well characterized and understood, and are described in standards, procedures, tools, and methods The organization’s set of standard processes is established and improved over time

The organization and projects establish quantitative objectives for quality and process performance and use them as criteria in managing processes. Quality and process performance is understood in statistical terms and is managed throughout the life of the processes

An organization continually improves its processes based on a quantitative understanding of the common causes of variation inherent in processes


Process Area Capability (for one PA)

Cap

ability

PerformedProcess

Level 2Generic

Practices

ManagedProcess

Level 3Generic

Practices

DefinedProcess

Level 4Generic

Practices

QuantitativelyManagedProcess

Level 5Generic

Practices

OptimizingProcess


How CMMI is Used?

Helps set process improvement objectives and priorities

Helps ensure stable, capable, and mature processes

A guide for improvement of project and organizational processes

With an appraisal method: to diagnose the state of an organization’s current practices


CMMI Constellations

Constellation is a new term in CMMI ver. 1.2

Existing: CMMI for development (CMMI-Dev)

Under development: CMMI for services (CMMI-SVC) CMMI for acquisition (CMMI-ACQ)


CMMI Model Structure

Core model components

Development components

IPPD additions(Integrated Product and Process Development)

CMMI-Dev

CMMI-Dev with IPPD


CMMI Training and Appraisal

Implementing CMMI requires formal training and appraisal

CMMI model is accompanied by formal training services and material provided by SEI partners

Formal appraisal process is called SCAMPI: Standard CMMI Appraisal Method for Process Improvement


SCAMPI Family: 3 Classes of Appraisal Methods

Requirement SCAMPI A SCAMPI B SCAMPI C

Types of Objective

Evidence Gathered

Documents

and interviews

Documents

and interviews

Documents

or interviews

Ratings Generated Goal ratings

required

No ratings allowed

No ratings allowed

Organizational Unit

Coverage

Required Not required Not required

Minimum Team Size 4 2 1

Appraisal Team

Leader Requirements

SCAMPI A

lead appraiser

SCAMPI B

and C team

leader

SCAMPI B

and C team

leader


Example Path for CMMI Rating

SCAMPI C – to evaluate procedures and templates Update & implement improved procedures

Several SCAMPI B – to evaluate practices Implement corrective actions

Several SCAMPI B – to verify readiness Implement corrective actions

SCAMPI A – rating appraisal

It takes about 2 years to reach level 2 and 3 It takes about 2 years to reach level 2 and 3 years to reach level 3years to reach level 3

It takes about 2 years to reach level 2 and 3 It takes about 2 years to reach level 2 and 3 years to reach level 3years to reach level 3


The Golden Triangle

Effective process

improvement

Management sponsorship and visible commitment

Certified CMMI appraiser

Internal employees with quality consultants

responsible for the implementation of the process improvement


CMMI Model - Continuous Representation

Category Process areas

Project

Management

Project PlanningProject Monitoring and ControlSupplier Agreement ManagementIntegrated Project Management + IPPDRisk ManagementQuantitative Project Management

EngineeringRequirements ManagementRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidation

Process Management

Organizational Process FocusOrganizational Process Definition + IPPDOrganizational TrainingOrganizational Process PerformanceOrganizational Innovation and Deployment

SupportConfiguration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisCausal Analysis and ResolutionDecision Analysis and Resolution


CMMI Model - Staged Representation

Maturity level Process areas

5Organizational Innovation and DeploymentCausal Analysis and Resolution

4Organizational Process PerformanceQuantitative Project Management

3Requirements DevelopmentProduct IntegrationTechnical SolutionRisk ManagementDecision Analysis and ResolutionVerificationValidationOrganizational Process Definition + IPPDOrganizational Process FocusOrganizational TrainingIntegrated Project Management + IPPD

2Project PlanningProject Monitoring and ControlRequirements ManagementSupplier Agreement ManagementConfiguration ManagementProcess and Product Quality AssuranceMeasurement and Analysis

1None

RiskRework

QualityProductivity


Process Areas (PAs) Goals

Process Area

Specific Goals(SG)

Generic Goals(GG)

Specific Practices(SP)

Generic Practices(GP)

Required Expected

Legend:


Example: Requirements Management (RM) Process Area

SG 1 Manage Requirements Requirements are managed and inconsistencies with

project plans and work products are identified SP 1.1 Obtain an Understanding of Requirements SP 1.2 Obtain Commitment to Requirements SP 1.3 Manage Requirements Changes SP 1.4 Maintain Bidirectional Traceability of

Requirements SP 1.5 Identify Inconsistencies Between Project Work

and Requirements


RM PA – Specific Practices

SP Title SP Description (expected)

SP 1.1 Obtain an Understanding of Requirements

Develop an understanding with the requirements providers on the meaning of the requirements.

SP 1.2 Obtain Commitment to Requirements

Obtain commitment to the requirements from the project participants.

SP 1.3 Manage Requirements Changes

Manage changes to the requirements as they evolve during the project.

SP 1.4 Maintain Bidirectional Traceability of Requirements

Maintain bidirectional traceability among the requirements and work products.

SP 1.5 Identify Inconsistencies Between Project Work and Requirements

Identify inconsistencies between the project plans and work products and the requirements.


Two Important Terms in CMMI

Establish and maintain Includes documentation and usage Procedure/policy is documented and it must be used

throughout the organization

Institutionalization The ingrained (deeply rooted) way of doing business

that an organization follows routinely as part of its corporate culture


Institutionalization – Generic Goals for Capability Level 2

GG 2 Institutionalize a Managed Process GP 2.1 Establish an Organizational Policy GP 2.2 Plan the Process GP 2.3 Provide Resources GP 2.4 Assign Responsibility GP 2.5 Train People GP 2.6 Manage Configurations GP 2.7 Identify and Involve Relevant Stakeholders GP 2.8 Monitor and Control the Process GP 2.9 Objectively Evaluate Adherence GP 2.10 Review Status with Higher Level Management


GP – Generic Practices for Capability Level 2

GP Title GP Description (expected)GP 2.1 Establish an Organizational Policy Establish and maintain an organizational policy for planning and performing the

process.

GP 2.2 Plan the Process Establish and maintain the plan for performing the process.

GP 2.3 Provide Resources Provide adequate resources for performing the process, developing the work products, and providing the services of the process.

GP 2.4 Assign Responsibility Assign responsibility and authority for performing the process, developing the work products, and providing the services of the process.

GP 2.5 Train People Train the people performing or supporting the process as needed.

GP 2.6 Manage Configurations Place designated work products of the process under appropriate levels of control.

GP 2.7 Identify and Involve Relevant Stakeholders

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

GP 2.8 Monitor and Control the Process Monitor and control the process against the plan for performing the process and take appropriate corrective action.

GP 2.9 Objectively Evaluate Adherence Objectively evaluate adherence of the process against its process description, standards, and procedures, and address noncompliance.

GP 2.10 Review Status with Higher Level Management

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


Capability Level 3 Generic Goals

GG 3 Institutionalize a Defined Process GP 3.1 Establish a Defined Process GP 3.2 Collect Improvement Information



GP Title GP Description (expected)

GP 3.1 Establish a Defined Process

Establish and maintain the description of a defined process.

GP 3.2 Collect Improvement Information

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



GG 4 Institutionalize a Quantitatively Managed Process

The process is institutionalized as a quantitatively managed process

GP 4.1 Establish Quantitative Objectives for the Process

GP 4.2 Stabilize Sub-process Performance




GP 4.1 Establish Quantitative Objectives for the Process

Establish and maintain quantitative objectives for the process, which address quality and process performance, based on customer needs and business objectives

GP 4.2 Stabilize Sub-process Performance

Stabilize the performance of one or more sub-processes to determine the ability of the process to achieve the established quantitative quality and process-performance objectives



GG 5 Institutionalize an Optimizing Process

The process is institutionalized as an Optimizing process

GP 5.1 Ensure Continuous Process Improvement GP 5.2 Identify and correct the root causes of defects

and other problems in the process.




GP 5.1 Ensure Continuous Process Improvement

Ensure continuous improvement of the process in fulfilling the relevant business objectives of the organization.

GP 5.2 Identify and correct the root causes of defects and other problems in the process

Identify and correct the root causes of defects and other problems in the process.


Equivalent Staging – Levels 2 & 3

To achieve maturity level 2, all process areas assigned to maturity level 2 must achieve capability level 2 or higher

To achieve maturity level 3, all process areas assigned to maturity levels 2 and 3 must achieve capability level 3 or higher


Equivalent Staging – Levels 4 & 5

To achieve maturity level 4, all process areas assigned to maturity levels 2, 3, and 4 must achieve capability level 3 or higher.In addition, some processes* must achieve capability level 4.

To achieve maturity level 5, all process areas must achieve capability level 3 or higher. In addition, some processes* (the same as in level 4) must achieve capability level 5.

* the processes are selected based, in part, on the quality and process-performance objectives of the organization and projects. Details are specified in maturity level 4 process areas.


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Documents

model slide

process cmmi model

process model

methoda computers

cmmi implementation

cmmi appraisals

statistics engineer

frustrated slide