Capability Maturity Model Integration (CMMISM)

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Capability Maturity Model Integration (CMMISM)

• Bojana Milašinovic
• bojana_at_rti7020.etf.bg.ac.yu

• Miodrag Ivanovic
• imiodrag_at_gmail.com

Veljko Milutinovic vm_at_etf.etf.bg.ac.yu
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Part 1 Introduction
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History of CMMI
1987
1991
1995
1997
2000
2002
1993
First CMM Published
SW-CMM v1.1 Published
CMMI-SE/SW Version 1.0 Published
Model Refined and Published as SW-CMM v1.0
CMMI Initiative Launched
CMMI-SE/SW/IPPD/A Version 1.1 Published
Software Acquisition (SA-CMM), Systems
Engineering (SE-CMM), Integrated Product
Development (IPD-CMM), Organizational Workforce
Capability Development (People CMM) Developed
Buchholtz Cordes
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Part 1 About CMMI Models
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Part 1 Why should we care?
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Part 1 About CMMI Models

• Purpose
• The purpose of CMM Integration is
• to provide guidance for
• improving organizations processes and
• your ability to manage the development,
  acquisition, and maintenance of products or
  services.

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Part 1 Selecting a CMMI Model

• Multiple models available
• Choosing the model that best fits your
  organization's needs
• Representations
• Continuous
• Staged

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Part 1 CMMI Model Representations
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Part 1 Continuous Representations

• Select the order of improvement that best meets
  the organizations business objectives
• Comparison across and among organization on a
  process area
• Easy migration from electronic industries
  alliance interim standard (EIA/IS) 731 to CMMI
• Easy comparison of process improvement to
  international organization for standardization
  and international Electrotechnical commission
  (ISO/IEC) 15504

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Part 1 Staged Representation

• Providing sequence of improvements
• Permit comparisons across and among organizations
• Easy migration from the SW-CMM to CMMI
• Single rating that summarizes appraisal results

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Part 1 Which Integrated Model To Choose?

• Four bodies of knowledge for selecting a CMMI
  model
• Systems engineering
• Software engineering
• Integrated product and process development
• Supplier sourcing

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Part 1 Systems Engineering

• Development of total systems
• Focus on transforming customers needs into
  product solutions
• Supporting these product solutions throughout the
  life of the product
• Models of systems engineering
• Process management
• Project management
• Support
• Engineering process areas

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Part 1 Software Engineering

• Covers the development of software systems
• Focus on
• Applying systematic, disciplined, and
  quantifiable approaches to development
• Operation
• Maintenance of software
• Models of software engineering
• Process management
• Project management
• Support
• Engineering process areas

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Part 1 Integrated Product and Process
Development

• Systematic approach to better satisfy customer
  needs
• Processes to support the IPPD approach are
  integrated with the other processes in the
  organization
• Models of IPPD
• Process management
• Project management
• Support
• Engineering process areas

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Part 1 Supplier Sourcing

• Use suppliers needed by the project when work
  efforts become more complex
• Models of supplier sourcing
• Process management
• Project management
• Support
• Engineering process areas

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Part 1 A Recommendation

• Select both systems and software engineering
• Based on the fact that only distinction between
  the models is the type of discipline
  amplifications included
• Otherwise models are exactly the same

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Part 1Maturity Levels
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Part 1Capability Levels
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Part 1 Comparison of Representations

• Staged

• Continuous

• Process improvement is measured using capability
  levels.
• Capability level is the achievement of process
  improvement within an individual process area.
• Process area capability pertains to the
  maturity of a particular process across an
  organization.

• Process improvement is measured using maturity
  levels.
• Maturity level is the degree of process
  improvement across a predefined set of process
  areas.
• Organizational maturity pertains to the
  maturity of a set of processes across an
  organization

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Part 1 Advantages of Each Representation

• Staged
• Provides a roadmap for implementing
• groups of process areas
• sequencing of implementation
• Familiar structure for those transitioning from
  the Software CMM
• Continuous
• Provides maximum flexibility for focusing on
  specific process areas according to business
  goals and objectives
• Familiar structure for those transitioning from
  EIA 731

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Part 1 Summary

• There is one CMMI Model with two representations,
  Staged and Continuous
• The material in both representations is the same
  just organized differently
• Each representation provides different ways of
  implementing processes
• Equivalent Staging provides a mechanism for
  relating Maturity Levels to Capability Levels
• The CMMI model should be applied using
  intelligence, common sense, and professional
  judgment

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Part 2 Model Components
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Part 2CMMI Levels
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Part 2Level Requirements
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Part 2Level Requirements
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Part 2Continuous Representation
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Part 2CMMI Process Areas Categories
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Part 2CMMI Model ComponentsStaged Representation
Maturity Levels
Process Area 1
Process Area 2
Process Area n
Specific Goals
Generic Goals
Specific Practices
Commitment to Perform
Ability to Perform
Directing Implementation
Verifying Implementation
Generic Practices
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Part 2 Maturity Levels

• Provides a way to predict the future performance
  of an organization within a given discipline or
  set of disciplines
• In CMMI models, there are five maturity levels
• 1.Initial
• 2.Managed
• 3.Defined
• 4.Quantitatively managed
• 5.Optimizing

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Part 2 Maturity Level Details

• Consist of a predefined set of process areas
• Measured by the achievement of the specific and
  generic goals

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Part 2 Maturity Level Details
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Part 2 Equivalent Staging
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Part 2 Maturity Level 1 Initial

• Processes are usually ad hoc and chaotic
• Organization usually does not provide a stable
  environment
• Maturity level organizations often produce
  products and services that work
• Maturity level organizations are characterized
  by
• Tendency to over commit
• Abandon processes in the time of the crisis
• Not be able to repeat their past successes

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Part 2 Maturity Level 2 Managed

• Organization has achieved all the specific and
  generic goals
• Projects of the organization have ensured that
• Requirements are managed
• Processes are planned
• Performed, measured, and controlled

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Part 2 Maturity Level 2 Managed Process Areas

• REQUIREMENTS MANAGEMENT The purpose of
  Requirements Management (REQM) is to manage the
  requirements of the projects products and
  product components and to identify
  inconsistencies between those requirements and
  the projects plans and work products.
• PROJECT PLANNING
• The purpose of Project Planning (PP) is to
  establish and maintain plans that define project
  activities.
• PROJECT MONITORING AND CONTROL The purpose of
  Project Monitoring and Control (PMC) is to
  provide an understanding of the projects
  progress so that appropriate corrective actions
  can be taken when the projects performance
  deviates significantly from the plan.
• SUPPLIER AGREEMENT MANAGEMENT
• The purpose of Supplier Agreement Management
  (SAM) is to manage the acquisition of products
  from suppliers.

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Part 2 Maturity Level 2 Managed Process Areas

• MEASUREMENT AND ANALYSIS
• The purpose of Measurement and Analysis (MA) is
  to develop and sustain a measurement capability
  that is used to support management information
  needs.
• PROCESS AND PRODUCT QUALITY ASSURANCE
• The purpose of Process and Product Quality
  Assurance (PPQA) is to provide staff and
  management with objective insight into processes
  and associated work products.
• CONFIGURATION MANAGEMENT
• The purpose of Configuration Management (CM) is
  to establish and maintain the integrity of work
  products using configuration identification,
  configuration control, configuration status
  accounting, and configuration audits.

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Part 2 Maturity Level 3 Defined

• Processes are well characterized, and understood,
  are described in standards, procedures, tools and
  methods
• The organizations set of standard processes, is
  established and improved over time
• Establishing consistency across the organization

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Part 2 Maturity Level 3 Defined Process Areas

• REQUIREMENTS DEVELOPMENT
• The purpose of Requirements Development (RD) is
  to produce and analyze customer, product, and
  product component requirements.
• TECHNICAL SOLUTION
• The purpose of Technical Solution (TS) is to
  design, develop, and implement solutions to
  requirements. Solutions, designs, and
  implementations encompass products, product
  components, and product-related lifecycle
  processes either singly or in combination as
  appropriate.
• PRODUCT INTEGRATION
• The purpose of Product Integration (PI) is to
  assemble the product from the product components,
  ensure that the product, as integrated, functions
  properly, and deliver the product.

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Part 2 Maturity Level 3 Defined Process Areas

• VERIFICATION
• The purpose of Verification (VER) is to ensure
  that selected work products meet their specified
  requirements.
• VALIDATION
• The purpose of Validation (VAL) is to
  demonstrate that a product or product component
  fulfills its intended use when placed in its
  intended environment.
• ORGANIZATIONAL PROCESS FOCUS
• The purpose of Organizational Process Focus
  (OPF) is to plan, implement, and deploy
  organizational process improvements based on a
  thorough understanding of the current strengths
  and weaknesses of the organizations processes
  and process assets.
• ORGANIZATIONAL TRAINING
• The purpose of Organizational Training (OT) is
  to develop the skills and knowledge of people so
  they can perform their roles effectively and
  efficiently.

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Part 2 Maturity Level 3 Defined Process Areas

• ORGANIZATIONAL PROCESS DEFINITION IPPD
• The purpose of Organizational Process Definition
  (OPD) is to establish and maintain a usable set
  of organizational process assets and work
  environment standards.
• IPPD Addition
• For IPPD, Organizational Process Definition
  IPPD also covers the establishment of
  organizational rules and guidelines that enable
  conducting work using integrated teams.
• INTEGRATED PROJECT MANAGEMENT IPPD
• The purpose of Integrated Project Management
  (IPM) is to establish and manage the project and
  the involvement of the relevant stakeholders
  according to an integrated and defined process
  that is tailored from the organizations set of
  standard processes.
• IPPD Addition
• For IPPD, Integrated Project Management IPPD
  also covers the establishment of a shared vision
  for the project and the establishment of
  integrated teams that will carry out objectives
  of the project.

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Part 2 Maturity Level 3 Defined Process Areas

• RISK MANAGEMENT
• The purpose of Risk Management (RSKM) is to
  identify potential problems before they occur so
  that risk-handling activities can be planned and
  invoked as needed across the life of the product
  or project to mitigate adverse impacts on
  achieving objectives.
• DECISION ANALYSIS AND RESOLUTION
• The purpose of Decision Analysis and Resolution
  (DAR) is to analyze possible decisions using a
  formal evaluation process that evaluates
  identified alternatives against established
  criteria.
• INTEGRATED TEAMING
• The purpose of Integrated Teaming is to form and
  sustain an integrated team for the development of
  work products.
• INTEGRATED SUPPLIER MANAGEMENT
• The purpose of Integrated Supplier Management is
  to proactively identify sources of products that
  may be used to satisfy the projects requirements
  and to manage selected suppliers while
  maintaining a cooperative project-supplier
  relationship.
• ORGANIZATIONAL ENVIRONMENT FOR INTEGRATION
• The purpose of Organizational Environment for
  Integration is to provide an Integrated Product
  and Process Development (IPPD) infrastructure and
  manage people for integration.

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Part 2 Maturity Level 4 Quantitatively Managed

• Subprocesses are selected that significantly
  contribute to overall process performance
• As criteria in managing process the quantitative
  objects for quality are established
• Quantitative objectives are based on
• Needs of a customer
• End users
• Organization
• Process implements
• For these processes, detailed measures of process
  performance are collected and statistically
  analyzed

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Part 2 Maturity Level 4 Quantitatively Managed
Process Areas

• ORGANIZATIONAL PROCESS PERFORMANCE
• The purpose of Organizational Process
  Performance (OPP) is to establish and maintain a
  quantitative understanding of the performance of
  the organizations set of standard processes in
  support of quality and process-performance
  objectives, and to provide the process-performance
  data, baselines, and models to quantitatively
  manage the organizations projects.
• QUANTITATIVE PROJECT MANAGEMENT
• The purpose of Quantitative Project Management
  (QPM) is to quantitatively manage the projects
  defined process to achieve the projects
  established quality and process-performance
  objectives.

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Part 2 Maturity Level 5 Optimizing

• Focuses on continually improving process
  performance through
• Incremental technological improvements
• Innovative technological improvements
• Both processes are the organizations set of
  measurable improvement activities

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Part 2 Maturity Level 5 Optimizing Process
Areas

• ORGANIZATIONAL INNOVATION AND DEPLOYMENT
• The purpose of Organizational Innovation and
  Deployment (OID) is to select and deploy
  incremental and innovative improvements that
  measurably improve the organizations processes
  and technologies. The improvements support the
  organizations quality and process-performance
  objectives as derived from the organizations
  business objectives.
• CAUSAL ANALYSIS AND RESOLUTION
• The purpose of Causal Analysis and Resolution
  (CAR) is to identify causes of defects and other
  problems and take action to prevent them from
  occurring in the future.

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Part 2 Skipping Maturity Levels

• Through staged representations an organization
  should evolve to establish a culture of
  excellence
• Each maturity level forms a necessary foundation
  on which to build the next level
• Trying to skip maturity level is usually
  counterproductive

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Part 2 Required, Expected, and Informative
Components

• The components of CMMI model are grouped into
  these three categories
• 1. Required
• Specific and generic goals
• Must be achieved by an organizations planned and
  implemented process
• Essential to rating the achievement of a process
  area
• Only the statement of the specific or generic
  goal is a required model component
• The title of a specific or generic goal and any
  other notes are considered informative model
  components

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Part 2 Required, Expected, and Informative
Components

• 2. Expected
• Specific and generic practices
• Describe what an organization will typically
  implement to achieve a required components
• Only the statement of the practice is a expected
  model component
• The title of a practice and any notes associated
  with the practice are considered informative
  model components

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Part 2 Required, Expected, and Informative
Components

• 3. Informative
• Subpractices
• Typical work products
• Discipline amplifications
• Generic practice elaborations
• Goal and practice titles
• Goal and practice notes
• Referrers
• Provide details that help model users get started
  in thinking about how to approach goals and
  practices

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Part 2 Model Components

• Process areas
• Cluster of related practices in an area
• When performed collectively, satisfy a set of
  goals considered important for improvement in
  that area
• Specific goals
• Apply to a process area and address the unique
  characteristics
• Describe what must be implemented to satisfy the
  process area
• Specific practices
• Activity that is considered important in
  achieving the associated specific goal
• Describe the activities expected to result in
  achievement of the specific goals of a process
  area

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Part 2 Model Components

• Common features
• Organize the generic practices of each process
  area
• Commitment to perform (CO)
• Ability to perform (AB)
• Directing implementation (DI)
• Verifying implementation (VE)
• Typical work products
• Provides example outputs from a specific or
  generic practice
• Subpractices
• Detailed description that provide guidance for
  interpreting specific or generic practices

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Part 2 Model Components

• Discipline amplifications
• Contain information relevant to a particular
  discipline
• Associated with specific practices
• Generic goals
• Used in appraisals to determine whether a process
  area is satisfied
• Generic practices
• Provide institutionalization to ensure that the
  processes associated with the process area will
  be effective, repeatable and lasting

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Part 2 Model Components

• Generic practice elaborations
• Appear in each process area to provide guidance
  on how the generic practices should uniquely be
  applied to the process area

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Part 2 Specific Practices vs. Generic Practices

• Apply to a single process area
• Describe activities that implement the process
  area
• Example Requirements Mgmt.
• SG 1 Manage Requirements
• 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

• Apply to all process areas
• Describe activities that institutionalize the
  process areas
• 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
• GG 3 Institutionalize a Defined Process
• GP 3.1 Establish a Defined Process
• GP 3.2 Collect Improvement Information

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Part 3 Model Terminology
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Part 3 Terminology Evolution

• In any CMMI model, the terminology used and how
  it is defined are important for understanding the
  content
• When developing the CMMI model, the Product Team
  started with the terminology used in the source
  model
• Terminology is not consistent
• Some terms were abandoned

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Part 3 Common Terminology with Special Meaning

• Adequate, Appropriate, As Needed
• Words used to interpret goals and practices in
  light of organizations business objectives
• Establish and Maintain
• This phrase connotes a meaning beyond the
  component terms it includes documentation and
  usage
• Customer
• Party (individual, project, or organization)
  responsible for accepting the product or for
  authorizing payment
• Stakeholder
• Group or individual that is affected by or in
  some way accountable for the outcome of an
  undertaking

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Part 3 Common Terminology with Special Meaning

• Relevant Stakeholder
• The term used to designate a stakeholder that is
  identified for involvement in specific activities
  and is included in an appropriate plan
• Manager
• Refers to a person who provides technical and
  administrative directions
• Control to those performing tasks or activities
• Project Manager
• Person responsible for planning, directing,
  controlling, structuring, and motivating the
  project
• Responsible for satisfying the customer

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Part 3 Common Terminology with Special Meaning

• Senior Manager
• Refers to a management role at a high enough
  level in an organization
• Primary focus of the person filling
• The role is the long-term vitality of the
  organization, rather than short-term project and
  concerns and pressures
• Shared Vision
• Common understanding of guiding principles
• Includes mission, objectives, expected behavior,
  values, and final outcomes developed and used by
  the group, such as organization, project or team

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Part 3 Common Terminology with Special Meaning

• Organization
• Typically an administrative structure in which
  people collectively manage one or more projects
  as a whole, and whose projects share a senior
  manager and operate under the same policies
• Enterprise
• Enterprise illustrates the larger entity not
  always reached by the word organization
• Development
• Implies not only development activities, but also
  maintenance activities

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Part 3 Common Terminology with Special Meaning

• Discipline
• Refers to the bodies of knowledge available when
  selecting a CMMI model
• Project
• Managed set of interrelated resources that
  delivers one or more products to a customer or
  end user
• Product
• Mean any tangible output that is a result of a
  process
• It is intended for delivery to an customer or end
  user

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Part 3 Common Terminology with Special Meaning

• Work Product
• Mean any artifact produced by a process
• These artifacts include files, documents, parts
  of the product, services, processes,
  specifications, and invoices
• Product Component
• Any work product that must be engineered
  (requirements defined and designs developed and
  implemented) to achieve the intended use of the
  product throughout its life
• Appraisal
• Examination of one or more processes by a trained
  team of professionals
• Usage of appraisal reference model as the basis
  for determining strengths and weakness

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Part 3 Common Terminology with Special Meaning

• Tailoring Guidelines
• Tailoring a process makes, alters, or adapts the
  process description for a particular end
• Used to enable organizations to implement
  standard processes appropriately in their
  projects
• Tailoring guidelines cover
• Selecting a standard process
• Selecting an approved life-cycle model
• Tailoring the selected standard process and
  life-cycle model to fit project needs
• Verification
• Confirms that work products properly reflect the
  requirements specified to them

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Part 3 Common Terminology with Special Meaning

• Validation
• Confirms that the product, as provided, will
  fulfill its intended use
• Quality and Process-Performance Objectives
• Covers objectives and requirements for product
  quality, service quality, and process performance
• Standard
• Refers to the formal mandatory requirements
  developed and used to prescribe consistent
  approaches to development

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Part 3 CMMI-Specific Terminology

• CMMI Product Suite
• Complete set of products developed around the
  CMMI concept
• CMMI Framework
• Basic structure that organizes CMMI components
• Enables new discipline to be added to CMMI so
  that the new discipline will integrate with the
  existing one

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Part 3 CMMI-Specific Terminology

• CMMI Model
• Refers to one, some, or entire collection of
  possible models that can be generated from the
  CMMI Framework
• Peer Review
• Review of work products performed by peers during
  development of the work products to identify
  defects for removal
• Organizations Set of Standard Processes
• Contains the definitions of the processes that
  guide all activities in an organization

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Part 3 CMMI-Specific Terminology

• Process
• Consists of activities that can be recognized as
  implementations of practices in a CMMI model
• Managed Process
• Performed process that is planned and executed in
  accordance with policy
• Defined Process
• Managed process tailored from the organizations
  set of standards processes according to the
  organizations tailoring guidelines

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Part 3 CMMI-Specific Terminology

• Organizational Process Assets
• Artifacts that relate to describing,
  implementing, and improving processes
• Include the following
• Organizations set of standard processes,
  including the process architectures and process
  elements
• Descriptions of life-cycle models approved for
  use
• Guidelines and criteria for tailoring the
  organizations set of standard processes
• Organizations measurement repository
• Organizations process asset library

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Part 3 CMMI-Specific Terminology

• Process Architectures
• Describes the ordering, interfaces,
  interdependencies, and other relationships among
  the process elements in a standard process
• Product Life Cycle
• Period of time, consisting of phases, that begins
  when a product is conceived and ends when the
  product is no longer available for use

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Part 3 CMMI-Specific Terminology

• Organizations Measurement Repository
• Repository used to collect and make available
  measurement data on processes and work products
• Organizations Process Asset Library
• Library of information used to store and make
  available process assets that are potentially
  useful to those who are defining, implementing,
  and managing processes in the organization
• Document
• Collection of data, regardless of the medium on
  which it is recorded, that generally has
  permanence of the medium on which it is recorded,
  that generally has permanence and can be read by
  humans or machines

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Part 4 Common Features, Generic Goals, and
Generic Practices
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Part 4 Characteristics of Institutionalization

• Critical aspect of process improvement important
  concept within each maturity level
• Managed process is institutionalized by doing the
  following
• Adhering to organizational policies
• Following established plans and process
  descriptions
• Providing adequate resources (including funding,
  people, and tools)
• Assigning responsibility and authority for
  performing the process
• Training the people performing and supporting the
  process
• Placing designated work products under
  appropriate levels of configuration management
• Identifying and involving relevant stakeholders
• Monitoring and controlling the performance pf the
  process against the plans for performing the
  process and taking corrective actions

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Part 4 Characteristics of Institutionalization

• Objectively evaluating the process, its work
  products, and its services for adherence to the
  process descriptions, objectives, and standards,
  and addressing noncompliance
• Reviewing the activities, status, and results of
  the process with higher level management, and
  taking corrective action
• Defined process is institutionalized by doing the
  following
• Addressing the items that institutionalize a
  managed process
• Establishing the description of the defined
  process for the project or organizational unit
• Collecting work products, measures, and
  improvement information derived from planning and
  performing the defined process
• Quantitatively managed process is
  institutionalized by doing the following
• Addressing the items that institutionalize a
  defined process
• Controlling the process using statistical and
  other quantitative techniques such as product
  quality, service quality, and process performance
  

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Part 4 Characteristics of Institutionalization

• Optimizing process is institutionalized by doing
  the following
• Addressing the items that institutionalize a
  quantitatively managed process
• Improving the process based on an understanding
  of the common causes process focuses on
  continually improving the range of process
  performance

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Part 4 Generic Goals

• In staged representation, every process area has
  only one generic goal
• Generic goal describes what institutionalization
  must be achieved to satisfy a process area
• Each process area at maturity level 2 contains
  the following generic goal
• GG 2 Institutionalize a managed process ( the
  process is institutionalized as a managed
• process)
• GG 3 Institutionalize a defined process ( the
• process is institutionalized as a
  defined process)

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Part 4 Common Features

• Predefined attributes that group generic
  practices into categories
• Model components not rated in any way
• There are four common features in CMMI model
• Commitment to perform groups the generic
  practices related to creating policies and
  securing sponsorship
• Ability to perform groups the generic practices
  related to ensuring that the project and/or
  organization has the resources it needs
• Directing implementation - groups the generic
  practices related to managing the performance of
  the process, managing the integrity of its work
  products, and involving relevant stakeholders
• Verifying implementation - groups the generic
  practices related to review by higher level
  management and objective evaluation of
  conformance to process descriptions, procedures,
  and standards

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Part 4 Generic Practices Listed by Common Feature

• Common features categories
• Commitment to perform
• GP 2.1 Establish and organizational policy
• Ability to perform
• GP 2.2 Plan the process
• GP 2.3 Provide resources
• GP 2.4 Assign responsibility
• GP 2.5 Train people
• GP 3.1 Establish a defined process

78
Part 4 Generic Practices Listed by Common Feature

• Directing implementation
• GP 2.6 Manage configurations
• GP 2.7 Identify and involve relevant stakeholders
• GP 2.8 Monitor and control the process
• GP 3.2 Collect improvement information
• Verifying implementation
• GP 2.9 Objectively evaluate adherence
• GP 2.10 Review status with higher level management

79
Part 5 Framework Interactions
80
Part 5 Four Categories of CMMI Process Areas

• 1.Process Management process areas contain the
  cross-project activities related to defining,
  planning, resourcing, deploying, implementing,
  monitoring, controlling, appraising, measuring,
  and improving processes.
• 2.Project Management process areas cover the
  project management activities related to
  planning, and controlling the project.

81
Part 5 Four Categories of CMMI Process Areas

• 3. Engineering process areas cover the
  development and maintenance activities that are
  shared across engineering disciplines.
• 4. Support process areas cover the activities
  that support product development and maintenance.

82
Part 6 Using CMMI Models
83
Part 6 Using CMMI Models

• Interpreting CMMI Models
• Every CMMI model provides a set of publicly
  available criteria describing the characteristics
  of organizations that have successfully
  implemented process improvement
• These criteria can be used by organizations to
  improve their processes for developing,
  acquiring, and maintaining products and services

84
Part 6 Appraisal and Benchmarking

• Process appraisals focus on identifying
  improvement opportunities
• The appraisal principles for CMMI model
• Senior-management sponsorship
• A focus on the organizations business objectives
• Confidentiality for interviewees
• Use of a documented appraisal method
• Use of a process reference model as a base
• A collaborative team approach
• A focus on actions for process improvement

85
Part 6 Appraisal Requirements for CMMI (ARC)

• Contains a set of criteria for developing,
  defining, and using appraisal methods based on
  CMMI products
• Provides requirements for multiple types of
  appraisal methods
• ARC document uses the CMMI models as its
  associated reference models

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Part 6 ISO/IEC 15504 Compatibility and
Conformance

• The CMMI Product Suite was designed to achieve
  ISO/IEC 15504 compatibility and conformance
• There are two aspects of conformance
• Model compatibility
• Appraisal conformance

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Part 6 Making the Transition to CMMI

• Describing three transition scenarios
• First two assume the organization has already
  begun its improvement efforts using either the
  Software CMM or the EIA/IS 731
• Third scenario assumes that the organization has
  not used a particular reference model for current
  improvement efforts

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Part 6 Organizations with Software CMM Experience

• Organizations initially making the transition to
  CMMI
• Seeking to update their process-improvement
  efforts to incorporate the improvements
• Gain the additional breadth of coverage afforded
  in CMMI models
• Organizations that have achieved a high level of
  maturity
• Wish to make the transition more quickly
• Taking advantage of the additional coverage
  described in CMMI model

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Part 6 Organizations with EIA/IS 7 31 Experience

• Involves some reorganization of specific
  practices under specific goals and process areas
• The addition of informative materials

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Part 6 Organizations New to CMM-Type Models

• Assumed to be in one of two categories
• May have undertaken process-improvement efforts
  under other quality initiatives (ISO 9000,
  Malcolm Baldrige)
• May be considering such efforts because of the
  mounting evidence of business value resulting
  from such a commitment
• May approach improvement by using either a
  continuous or staged representation

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Part 6 Training

• Key element in the ability of organizations to
  adopt CMMI
• Key part of the product suite

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Part 6 Tailoring Perspectives

• Tailoring - process whereby only a subset of a
  model is used to suit the needs of a specific
  domain of application
• Involves the selection of options for use in an
  appraisal

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Part 6 Model Tailoring Perspectives

• Viewed from two perspectives
• Related to use of a model for process improvement
• Focus on identifying the process areas and
  practices that support an organizations business
  needs and objectives
• Related to use of a model for benchmarking
• Process areas, in some circumstances, may be
  determined to be not applicable if the process
  area is outside of the organizations scope of
  work

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Part 6 Model Tailoring for Smaller Projects

• High-level plan is typically available that has
  been developed for a group of projects
• Defines the organization, resources, training,
  management participations, and quality assurance
  reporting descriptions for all projects

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ConclusionCMMI Benefits

• CMMI product users can expect to
• Efficiently and effectively improve and assess
  multiple disciplines across their organization
• Reduce costs (including training) associated with
  improving and assessing processes
• Deploy a common, integrated vision of process
  improvement that can be used as a basis for
  enterprise-wide process improvement efforts.

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Conclusion The promise...

• CMMI team is working to assure the CMMI Product
  Suite addresses needs of software and systems
  engineering communities of practice
• Use of an integrated model to guide enterprise
  process improvement promises to be one of the
  more sustainable profitable initiatives that
  any organization might pursue

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Literature

• CMMISM for Systems Engineering, Software
  Engineering, Integrated Process Development, and
  Supplier Sourcing
• Generic Practices
• CMMI Overview
• Measurement within the CMMI
• Why should you Care about CMMI?