CMMI Capability Maturity Model Integration

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CMMI - Capability Maturity Model Integration

• BCI3023 / BCI3063
• CURRENT ISSUES IN ICT
• CHAPTER 1 ISSUES IN SOFTWARE DEVELOPMENT

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Introduction

• CMMI Objective
• To provide guidance for improving your
  organizations processes and your ability to
  manage the development, acquisition, and
  maintenance of products or services.
• Helps your organization appraise its
  organizational maturity or process area
  capability, establish priorities for improvement,
  and implement these improvements
• To help set process-improvement objectives and
  priorities, improve processes, and provide
  guidance for ensuring stable, capable, and mature
  processes.
• 2 representation
• Staged
• Continuous

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Model Component
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Capability Levels
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Framework Interaction

• Process areas can be grouped into 4 categories
• Process Management
• Project Management
• Engineering
• Support

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Process Management

• The Process Management process areas of
• CMMI are as follows
• Process Focus
• Organizational Process Definition
• Organizational Training
• Organizational Process Performance
• Organizational Innovation and Deployment

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Basic Process Management Process Areas
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Advanced Process Management Process Areas
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Project Management

• The Project Management process areas of CMMI are
  as
• follows
• Project Planning
• Project Monitoring and Control
• Supplier Agreement Management
• Integrated Project Management for IPPD (or
  Integrated Project Management)
• Risk Management
• Integrated Teaming
• Integrated Supplier Management
• Quantitative Project Management

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Basic Project Management Process Areas
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Advanced Project Management Process Areas
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Engineering

• The Engineering process areas of CMMI are
• as follows
• Requirements Development
• Requirements Management
• Technical Solution
• Product Integration
• Verification
• Validation

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Engineering Process Areas
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Support

• The Support process areas of CMMI are as
• follows
• Configuration Management
• Process and Product Quality Assurance
• Measurement and Analysis
• Organizational Environment for Integration
• Decision Analysis and Resolution
• Causal Analysis and Resolution

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Basic Support Process Areas
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Advanced Support Process Areas
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CMMI LEVELS

• The capability levels and generic model
  components focus on building the organizations
  ability to pursue process improvement in multiple
  process areas. Using capability levels, generic
  goals, and generic practices, users are able to
  improve their processes, as well as demonstrate
  and evaluate their organizations progress as
  they improve

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MATURITY LEVEL
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Capability Level 0 Incomplete

• An incomplete process is a process that is either
  not performed or partially performed. One or more
  of the specific goals of the process area are not
  satisfied

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Capability Level 1 Performed

• A capability level 1 process is characterized as
  a performed process.
• A performed process is a process that satisfies
  the specific goals of the process area. It
  supports and enables the work needed to produce
  identified output work products using identified
  input work products.
• A critical distinction between an incomplete
  process and a performed process is that a
  performed process satisfies all of the specific
  goals of the process area.

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Capability Level 2 Managed

• A critical distinction between a managed process
  and a defined process is the scope of application
  of the process descriptions, standards, and
  procedures. For a managed process, the process
  descriptions, standards, and procedures are
  applicable to a particular project, group, or
  organizational function. As a result, the managed
  processes for two projects within the same
  organization may be very different.

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Capability Level 3 Defined

• A defined process is a managed (capability level
  2) process that is tailored from the
  organization's set of standard processes
  according to the organizations tailoring
  guidelines, and contributes work products,
  measures, and other process-improvement
  information to the organizational process assets.
  CL104.N106
• The organizations set of standard processes,
  which are the basis of the defined process, are
  established and improved over time. Standard
  processes describe the fundamental process
  elements that are expected in the defined
  processes. Standard processes also describe the
  relationships (e.g., the ordering and interfaces)
  between these process elements. The
  organization-level infrastructure to support
  current and future use of the organization's set
  of standard processes is established and improved
  over time. CL104.N101

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Capability Level 3 Defined

• The organizational process assets are artifacts
  that relate to describing, implementing, and
  improving processes. These artifacts are assets
  because they are developed or acquired to meet
  the business objectives of the organization, and
  they represent investments by the organization
  that are expected to provide current and future
  business value.

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A defined process clearly states the following

• Purpose
• Inputs
• Entry criteria
• Activities
• Roles
• Measures
• Verification steps
• Outputs
• Exit criteria

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Capability Level 4 Quantitatively Managed

• A quantitatively managed process is a defined
  (capability level 3) process that is controlled
  using statistical and other quantitative
  techniques. Quantitative objectives for quality
  and process performance are established and used
  as criteria in managing the process. The quality
  and process performance are understood in
  statistical terms and are managed throughout the
  life of the process.
• The quantitative objectives are based on the
  capability of the organization's set of standard
  processes, the organizations business
  objectives, and the needs of the customer, end
  users, organization, and process implementers,
  subject to available resources.

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Capability Level 5 Optimizing

• An optimizing process is a quantitatively managed
  (capability level 4) process that is changed and
  adapted to meet relevant current and projected
  business objectives. An optimizing process
  focuses on continually improving the process
  performance through both incremental and
  innovative technological improvements. Process
  improvements that would address root causes of
  process variation and measurably improve the
  organizations processes are identified,
  evaluated, and deployed as appropriate. These
  improvements are selected based on a quantitative
  understanding of their expected contribution to
  achieving the organizations process-improvement
  objectives versus the cost and impact to the
  organization. The process performance of the
  organizations processes is continually improved.

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Capability Level 5 Optimizing

• Selected incremental and innovative technological
  process improvements are systematically managed
  and deployed into the organization. The effects
  of the deployed process improvements are measured
  and evaluated against the quantitative
  process-improvement objectives.

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CMMI Technology Conference
Using CMMI to Balance Agile and Plan-driven
Methods
Richard TurnerThe George Washington
UniversityOUSD(ATL)/DS/SE

• Denver, CO November 19, 2003

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Background
WARNING!Generalizations Ahead

• Success in any endeavor requires both agility and
  discipline
• Two approaches to software development
• Plan-driven (SW-CMM, document-based, strong
  process)
• Agile (XP, tacit knowledge, light process)
• Agile and plan-driven proponents are believers
• Both have strengths and weaknesses balance is
  needed

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Some Observations on Balancing

• It is better to build your method up than to
  tailor it down
• Methods are important, but potential silver
  bullets are more likely to be found in areas
  dealing with
• People
• Values
• Communications
• Expectations management

• Neither agile nor plan-driven methods provide a
  silver bullet
• Agile and plan-driven methods have home grounds
  where each clearly dominates
• Future developments will need both agility and
  discipline
• Some balanced methods are emerging

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1. No Silver Bullet

• Brooks werewolf concerns
• Complexity, conformity, changeability,
  invisibility
• Agile methods
• On target for changeability and invisibility
• Miss on complexity and conformity
• Plan-driven methods
• On target for conformity and invisibility
• Miss on complexity and changeability
• Bullets can lose their efficacy as wolves evolve

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2. Home Grounds Exist

• Agile and plan-driven methods have definite home
  grounds
• Environment where they are most likely to succeed
• Extremes are rarely populated
• Five dimensions can help illustrate a projects
  or organizations home ground relationship
• Size, Criticality, Dynamism, Personnel, Culture

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3. Future Applications Need Both

• Historically
• Many small, non-critical, well-skilled, agile
  culture, rapidly evolving projects
• Many large, critical, mixed-skill, ordered
  culture, stable projects
• In the future
• Large projects are no longer stable
• Maintenance of extensive process and product
  plans will become too expensive
• Complexity and conformity werewolves are waiting
  for agile projects
• Attributes of both approaches will be needed

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4. Balanced Methods are Emerging

• Agile methods
• Crystal Orange
• DSDM
• FDD
• Lean Development
• Plan-Driven methods
• Rational Unified Process
• CMMI
• Hybrid
• Boehm-Turner Risk-based
• Manzo (AgileTek) Code Science/Agile Plus

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5. Build up Dont Tailor Down

• Plan-driven methods traditionally
• Have over defined processes
• Advocate (or require) tailoring
• Are rarely tailored well
• Agilists traditionally
• Begin with the minimum
• Add as needed (and justified by cost-benefit)
• Have multiple core sets

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6. Methods arent always the answer

• Agile movement has echoed a long line of warning
  calls
• Success of agile may be due as much to people
  factors as to technology
• Valuing people over processes is the most
  important factor in the agile manifesto

I know I saw something about that in the process
somewhere
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People

• Development is of the people, by the people, for
  the people
• Separation of concerns is increasingly harmful

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Values

• Reconciling values is a critical people-oriented
  task
• Stakeholders value different things
• Software engineering is usually value-neutral
• Process improvement and plan-driven methods are
  inwardly-focused
• Aimed at productivity improvement
• Not higher value to customer
• Agilists attention to prioritization and
  negotiation are promising

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Communications

• Face it, most engineers cant talk, much less
  write
• Rapid change increases need for solid
  communication
• Few sources of guidance
• Alistair Cockburns Agile Software Development is
  a good starting place

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• CMMI

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Expectations Management

• Differences between successful and troubled
  projects is often expectations management
• SW developers have problems with EM
• Strong desire to please
• Avoid confrontation
• Little confidence in prediction
• Over confidence in abilities
• Most significant common factor in successful
  plan-driven/agile teams
• EM means not setting up unrealistic expectations
• Process mastery
• Preparation
• Courage

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So How does CMMI help balance?

• Flexibility
• Broader engineering and management scope
• Addresses people aspects
• High maturity

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Flexibility

• Goals and practices are more flexible in CMMI
• Need to span differences led to more general
  language
• Alternative practices provide an entry point for
  innovative approaches
• Continuous representation provides more
  flexibility in deciding what PI should address

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Broader Engineering and Management Scope

• Supports agile technical/management approaches
• Product Integration PA can support continuous
  integration
• Engineering and Support Pas (e.g. VAL, CM) are
  compatible with test-driven design and automated
  tools
• Agile methods are often both iterative and
  concurrent
• Recursion of engineering PAs (e.g. RD, TS)
  supports iterative development
• Broader scope allows multiple disciplines and
  approaches for different components
• Agile for emerging or rapidly evolving components
• Plan-driven for well-understood or regulated
  components

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Addresses People Aspects

• Values
• Effective SE (e.g. trade studies) cannot be value
  neutral (DAR)
• Communication
• IPPD, shared vision, and stakeholder concerns
  make for more effective communications (IPM, PP)
• Expectation Management
• Emphasis on measurement produces good data that
  enables effective expectation management (MA)

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High Maturity

• Innovation at level 5 argues for agile approaches
• Having both agile and plan-driven standard
  processes allows marketplace agility
• Application of Lean and Six Sigma techniques at
  high maturity levels eliminates non-value added
  processes and results in more agile tailor-up
  rather than tailor-down approaches

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A Risk-based Balancing Process
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How CMMI Supports the Process
PP, RSKM
RSKM
PP, OPD
DAR, TS
PMC, PI, TS
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Conclusions

• Plan-driven and agile methods both aim to
• Satisfy customers
• Meet cost and schedule parameters
• Home grounds exist, but the opportunity for
  integration is expanding
• CMMI supports balancing methods
• Flexible application of the model allows both
  plan-driven and agile methods
• PA support to risk-based balancing process
• For more on the risk-based process, see
• Boehm/Turner, Balancing Agility and Discipline A
  Guide for the Perplexed, Addison Wesley, Boston,
  2003.

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Contact Information

• Rich Turner
• 703.602.0851 x124
• Rich.Turner.CTR_at_osd.mil

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Five Critical Dimensions