CMMI%20(Capability%20Maturity%20Model - PowerPoint PPT Presentation

About This Presentation
Title:

CMMI%20(Capability%20Maturity%20Model

Description:

Strengthen link of model to business results. Add benefit from SPI experience over many years ... 'Redundant' common feature definitions have become 'Generics' ... – PowerPoint PPT presentation

Number of Views:83
Avg rating:3.0/5.0
Slides: 35
Provided by: mot133
Category:

less

Transcript and Presenter's Notes

Title: CMMI%20(Capability%20Maturity%20Model


1
CMMI (Capability Maturity ModelIntegrated)Overv
iew
  • Dan Weinberger
  • Mgr., Software Process Engineering
  • iDEN Systems Division, Motorola Inc.
  • Prof. Paul Rogoway, Judea and Samaria University
    and Consultant to Motorola Corporate Quality

2
What we will Discuss
  • CMMI why, provenance, releases
  • Terminology shifts from CMM
  • How is the CMMI different from CMM
  • Maturity Level definition has changed
  • Level by Level content changes
  • Process Area structure
  • Summary

In a hurry? see pp. 29-30 34
3
Motivation/requirements
CMMI Background 1 of 4
  • Integrate the many CMMs software, systems
    engineering, integrated product and process
    development,SW acquisition,people
  • Integrate the assessment process
  • Strengthen process areas at higher maturity
    levels
  • Strengthen link of model to business results
  • Add benefit from SPI experience over many years
  • Harmonize with international process standards,
    e.g. ISO/IEC 15504 (SPICE)
  • Respond to specific change requests

4
Who ? Whence ? What ?
CMMI Background 2 of 4
  • Project Team
  • Sponsors OSD NDIA, other Govt. orgs.
  • Steering Group DoD, SEI, Defense industry
  • SEI Proj. Mgr., 40 authors, 60
    Stakeholder/Reviewers
  • Source models
  • CMM SW v1.1, CMM SW v2.0d, EIA IS731, IPD v0.98
  • Products
  • Continuous and staged representations of
  • CMMI-SE/SW
  • With and without IPPD
  • ARC (Assessment Requirements for CMMI)
  • SCAMPI (Standard CMMI Assessment Method for
    Process Improvement)
  • Training
  • Common CMM framework (CCF) for easy extensibility

5
CMMI Releases
CMMI Background 3 of 4
  • First Release of CMMI August 1999
  • Numerous public comment periods
  • Current Status
  • Version 1.02 of CMMI-SE/SW and CMMI-SE/SW/IPPD
    released Dec. 4,00
  • Version 1.02d of CMMI-SE/SW/IPPD/A (addition of
    the Acquisition discipline amplification)
  • Version 1.1 Dec. 2001 next major release
  • Training ?

6
Training
CMMI Background 4 of 4
  • Introductory classes for SE/SW
  • Staged
  • Continuous
  • CMMI Intermediate concepts class
  • For prospective CMMI teachers and Lead Assessors
  • Lead Assessor training (SCAMPI)

7
Vocabulary Shift
CMMI Terminology 1 of 2
  • KPA is now Process Area (PA)
  • Key Practices are now Practices
  • Software dropped from many terms
  • Organizations Standard SW Process (OSSP) is
    now Organizations Set of Standard Processes
  • Projects defined software process now simply
    projects defined process
  • CAF -gt ARC (Assessment Requirements for CMMI)
  • CBA-IPI -gt SCAMPI (Standard CMMI Assessment
    Method for Process Improvement)

8
New Terms in the CMMI
CMMI Terminology 2 of 2
  • Generic Goals and Practices
  • Process architectures
  • Process elements
  • Product life cycle
  • Organizational support environment
  • Organizational measurement repository
  • Project development plan
  • Achievement/Target capability level profile

9
CMMI Broadens Scope
Overview 1 of 4
Software Engineering
System Engineering
Integrated Product Process Development
  • Current CMM-SW covers Allocated SW Reqts -gt SW
    Test
  • Integrated CMMI-SE/SW covers Product Development
  • Integrated CMMI-SE/SW/IPPD adds collaborative
    support

10
CMMI Is Tailorable
Overview 2 of 4
  • Staged Model
  • Continuous Model
  • Every PA goal can be at any Capability Level
  • Raises the bar for high maturity organizations
  • An organization can choose, for example, to be at
    least at Level 3 for all PAs, at Level 4 for a
    small number, and at Level 5 for a select few

11
CMMIs Are Configurable
Overview 3 of 4
  • CMMI has a modular design to fit the varied needs
    of users, or to fit the needs of a single
    organization at various times in its improvement
    path
  • Disciplines
  • Today
  • Software
  • System Engineering
  • Integrated PP Dev.
  • Future
  • Acquisition
  • Hardware Engineering
  • People\

Improvement Approach Maturity or Capability
Pick a combination of disciplines
CMMI-1
Pick Staged or Continuous
CMMI-2
CMMI-3
SEI can generate a custom CMMI, Training
Assessment Tool
12
Model Structural Terms
Overview 4 of 4
  • Generic Goals (GGs)
  • Apply to all Process Areas
  • GGs for Institutionalizing each Level
  • Generic Practices
  • Define activities for each GG
  • Common Features
  • Apply to Staged only !
  • GGs for
  • Commitment, Ability to Perform, Directing
    Implementation, Verification
  • Measurement replaced by Directing Implementation
  • Activities (CF) is now Practices

13
CMM to CMMI Maturity Levels
  • 24 Process Areas in Levels 2 - 5 ( PAs)
  • L1 Initial -gt L0 Not Performed
  • L1 Performed
  • L2 Repeatable(6) -gt Managed (7)
  • L3 Defined(7) -gt Defined (11/13)
  • L4 Managed(2) -gt Quantitatively Managed (2)
  • L5 Optimizing(3) -gt Optimizing (2)

14
Continuous CMMI Capability Levels -
Model Only
  • 6 Levels of capability
  • L0 Not Performed
  • L1 Performed
  • Specific practices (activities) performed but
    institutionalizing generic practices are not
  • Level 2 - 5 same objective as CMM
  • Each PA may be implemented at its own Capability
    Level !

15
Process Areas Managed Level
L2 Managed 1 of 2
  • Similar to CMM,
  • Requirements Management
  • Project Planning
  • Project Monitoring and Control (Project Tracking
    Oversight)
  • Supplier Agreement Management (expanded from
    Subcontract Management)
  • Process and Product Quality Assurance (expanded
    SQA)
  • Configuration Mgmt. (Software dropped)
  • Measurement is promoted and receives focus
  • Measurement and Analysis (huge change The
    organization develops and sustains a measurement
    capability in support of management information
    needs" )

16
IPPD Changes Managed Level
L2 Managed 2 of 2
  • New Practice added to Project Planning
  • Plan Stakeholder Involvement
  • New Practice added to Project Monitoring and
    Control
  • Monitor Stakeholder Involvement
  • New Generic Practice added to Directing
    Implementation (all Process Areas at Level 2)
  • Identify and Involve Relevant Stakeholders

17
Process Areas Defined Level
L3 Defined 1 of 3
  • Similar to CMM
  • Organizational Process Focus
  • Organizational Process Definition
  • Organizational Training (Training Program)
  • Integrated Project Management (Integrated SW Mgmt
    risk management Intergroup Coordination)
  • New
  • Decision Analysis and Resolution (applies to
    planning, budgeting, architecture, design,
    supplier selection, test planning, logistics,
    project control, and production)
  • Risk Management (identifies potential problems
    before they occur, so that risk-handling
    activities may be invoked as needed)

18
Engineering Process Areas
L3 Defined 2 of 3
  • CMMs Software Product Engineering is replaced by
    5 PAs
  • Direct influence of Systems Engineering model
  • The new PAs are
  • Requirements Development (produces requirements
    preliminary functional architecture)
  • Technical Solution (transforms product
    requirements into a specification of physical
    components and interfaces) 
  • Product Integration
  • Verification (includes Peer Reviews did we build
    the product right?)
  • Validation (did we build the right product?)

19
IPPD Changes for Defined Level
L3 Defined 3 of 3
  • Integrated Project Management given a
    collaborative focus goals for
  • Using Shared Vision
  • Organizing Integrated Teams
  • New PA Organizational Environment for
    Integration
  • Provide IPPD Infrastructure share vision,
    integrate work environment
  • Manage People for Integration leadership,
    incentives
  • New PA Integrated Teaming
  • The purpose of Integrated Teaming is to form and
    sustain an integrated team for the development of
    products.
  • Like Intergroup Coordination but much much more

20
Process Areas at L4 Quantitatively Managed
  • Organizational Process Performance
  • Formerly a goal of QPM, now a PA to emphasize its
    importance
  • Provides the organizational data, baselines, and
    models to support quantitative management of both
    the organization's and the projects' processes
  • Quantitative Project Management
  • Combines CMMs SQM (product) and QPM (process)
  • quantitatively manage the projects defined
    process to achieve the projects established
    quality and process performance objectives
  • Statistical control
  • Quantitative quality goals and controls during
    the project

21
Process Areas at L5 Optimizing
  • Process Change Management and Technology Change
    Management have been restructured into
    Organizational Innovation and Deployment
  • Continually select and deploy incremental and
    innovative improvements
  • Identification and evaluation of potential
    changes, prioritized using quantitative
    performance measures produced by Organizational
    Process Performance (L4)
  • Technology here is to support, enhance or
    automate processes (the Technical Solution PA
    addresses the broader areas of technology)
  • Defect Prevention has been transformed into
    Causal Analysis and Resolution
  • Identifies causes of defects in the projects
    defined process to take action to prevent them
    from occurring in the future
  • Broadened to address other problems besides
    defects, e.g. cycle time

22
Specifics Generics in Staged Model
Staged 1 of 3
  • PA - Project Monitoring and Control
  • SG1 Monitor Project Against Plan
  • SP 1.1 Monitor Project Planning Parameters
  • SP 1.2 Monitor Commitments
  • SP 1.3 Monitor Risks
  • SP 1.4 Monitor Data Management
  • SP 1.5 Monitor Stakeholder Involvement
  • SP 1.6 Conduct Progress Reviews
  • SP 1.7 Conduct Milestone Reviews
  • SG2 Manage Corrective Action to Closure
  • SP 2.1 Analyze Issues
  • SP 2.2 Take Corrective Action
  • SP 2.3 Manage Corrective Action

Specific Practices Correspond to Activities In
the CMM
23
Specifics Generics in Staged Model
Staged 2 of 3
  • GG2 Institutionalize a Managed Process
  • GP 2.1 CO1 Establish an Organizational Policy
  • GP 2.2 AB1 Plan the Process
  • GP 2.3 AB2 Provide Resources
  • GP 2.4 AB3 Assign Responsibility
  • GP 2.5 AB4 Train People
  • GP 2.6 DI1 Manage Configurations
  • GP 2.7 DI2 Identify and Involve Relevant
    Stakeholders
  • GP 2.8 DI3 Monitor and Control the Process
  • GP 2.9 VE1 Objectively Evaluate Adherence
  • GP 2.10 VE2 Review Status with Higher-level Mgmt.

For all L2 Process Areas
24
Specifics Generics in Staged Model
Staged 2 of 3
  • GG3 Institutionalize a Defined Process
  • In addition to GP 2.1 2.10
  • GP 3.1 (AB1) Establish a Defined Process
  • GP 3.2 (DI4) Collect Improvement Information

For all L3, L4, L5 Process Areas
25
Specifics Generics in Continuous Model
Continuous 1 of 3
  • PA - Project Monitoring and Control
  • SG1 Monitor Project Against Plan
  • SP 1.1 Monitor Project Planning Parameters
  • SP 1.2 Monitor Commitments
  • SP 1.3 Monitor Risks
  • SP 1.4 Monitor Data Management
  • SP 1.5 Monitor Stakeholder Involvement
  • SP 1.6 Conduct Progress Reviews
  • SP 1.7 Conduct Milestone Reviews
  • SG2 Manage Corrective Action to Closure
  • SP 2.1 Analyze Issues
  • SP 2.2 Take Corrective Action
  • SP 2.3 Manage Corrective Action

26
Specifics Generics in Continuous Model
Continuous 2 of 3
  • GG1 Achieve Specific Goals
  • GP 1.1 Identify Work Scope
  • GP 1.2 Perform Base Practices
  • GG2 Institutionalize a Managed Process
  • GP 2.1 CO1 Establish an Organizational Policy
  • GP 2.2 AB1 Plan the Process
  • GP 2.3 AB2 Provide Resources
  • GP 2.4 AB3 Assign Responsibility
  • GP 2.5 AB4 Train People
  • GP 2.6 DI1 Manage Configurations
  • GP 2.7 DI2 Identify and Involve Relevant
    Stakeholders
  • GP 2.8 DI3 Monitor and Control the Process
  • GP 2.9 VE1 Objectively Evaluate Adherence
  • GP 2.10 VE2 Review Status with Higher-level Mgmt.

27
Specifics Generics in Continuous Model
Continuous 3 of 3
  • GG3 Institutionalize a Defined Process
  • GP 3.1 Establish a Defined Process
  • GP 3.2 Collect Improvement Information
  • GG4 Institutionalize a Quantitatively Managed
    Process
  • GP 4.1 Establish Quality Objectives
  • GP 4.2 Stabilize Subprocess Performance
  • GG5 Institutionalize an Optimizing Process
  • GP 5.1 Ensure Continuous Process Improvement
  • GP 5.2 Correct Common Cause of Problems

Applies to each Process Area ! As well as product
faults
28
What you can learn from the Model Documents
  • Both Staged Continuous model documents have
  • Model Structure
  • Model Terminology
  • Understanding the Model
  • Using the Model
  • In addition to the PA definitions.

29
So whats Changed from CMM SW v1.1, Really ?
  • Clarification of Measurement
  • Expansion of Software Product Engineering
  • Support for Risk Management and Decision Making
  • Redundant common feature definitions have
    become Generics
  • The mitosis of SQM / QPM into Process
    Capability Quant. Process Management
  • PCM TCM -gt Organizational Innovation and
    Deployment

30
And what else has changed?
  • SE, IPPD (soon) Acquisition disciplines
  • Integration of CMMs into one model
  • Support for Staged and Continuous
  • Model support ARC, SCAMPI, Training,
    Transition Plan
  • Thorough defined
  • Transition Plan couched in legalese

31
Benefits of using the CMMI (1 of 2)
  • Better alignment with Total Product Mgmt.
  • Focuses on alignment of process with business
    goals and results
  • Covers more of the development life-cycle
  • Makes possible an integrated assessment to cover
    multiple discipline-based assessments SW,SE,IPPD
  • Evolutionary
  • Relatively smooth transition from CMM 1.1 to CMMI
    SW Staged
  • More precise definitions for measurement
    practices and Risk Management

32
Benefits of Using the CMMI (2 of 2)
  • Tailorable to organizations needs(Staged and/or
    Continuous)
  • Clear and unambiguous at higher maturity levels
  • Intentional closer compatibility with emerging
    international standards
  • A26. The method shall define a mechanism for
    translating assessment observations into
    associated process attribute outcomes in
    accordance with ISO/IEC TR 15504-2 SPICE clause
    7.6.

33
Risks of Using the CMMI
  • CMMI IPPD is not soup yet
  • V1.1 Release target 12/01 ( 2.25 yrs from Day 1 )
  • CMMI SW/SE training piloted
  • SCAMPI pilots under way
  • Transitioning from CMM requires re-orientation
  • Continuous or Staged ?
  • When used for maturity verification the bar is
    higher
  • Linkage to ISO 9000 90002000 has been done on
    a case by case basis no consensus among ISO
    registrars at this time on ISO CMMI equivalency

34
For more information
  • http//www.sei.cmu.edu/cmmi/
Write a Comment
User Comments (0)
About PowerShow.com