6.capability maturity method (cmm). what is the cmm? concept: concept: the application of process...
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6.6. Capability Maturity Capability Maturity Method (CMM)Method (CMM)
6.6. Capability Maturity Capability Maturity Method (CMM)Method (CMM)
WHAT IS THE CMM?WHAT IS THE CMM?
• Concept:Concept: The application of process management and quality improvement concepts to software development and maintenance
• Model:Model: A model for organizational improvement
• Guidelines:Guidelines: A guide for evolving toward a culture of engineering excellence.
• Basis for Measurement:Basis for Measurement: The underlying structure for reliable and consistent software process assessments, software capability evaluations, and interim profiles
• The CMM is an application of Total Quality Management principles to software engineering.
• Emphasis should be on customer satisfaction.
• The result should be higher quality software products produced by more competitive companies.
OBJECTIVES OF CMMOBJECTIVES OF CMM
To make CMMThe Management Culture of The Company
Trusted By Customers
To make CMMThe Management Culture of The Company
Trusted By Customers
MATURATY LEVELS FOR PROCESS IMPROVEMENT
MATURATY LEVELS FOR PROCESS IMPROVEMENT
• Based on Continuous Process Improvement: Based on many small, evolutionary steps rather than revolutionary innovations.
• Plateau: A maturity level is a well-defined evolutionary plateau toward achieving a mature software process.
• Foundation: Each maturity level provides a layer in the foundation for continuous process improvement.
• Priority Order: The levels also help an organization prioritize its improvement efforts.
Organization lacks sound management practices
Good software engineering practices are undermined by ineffective planning and reaction-driven commitment systems
LEVEL 1 -- INITIALLEVEL 1 -- INITIAL
Activities Performed by the Organization
Activities Performed by the Projects
Resulting Process Capability
During a crisis, projects abandon planned procedures
Even a strong software engineering process cannot overcome the instability created by the absence of sound management practices
Software Process Capability is unpredictable because the process is constantly changed or modified as the work progresses (i.e., the process is ad hoc)
Few stable processes in evidence
Establishes software project management policies and procedures
Institutionalizes effective project management processes which allow new projects to repeat successful practices developed on earlier projects, although the specific project’s processes may differ
LEVEL 2 -- REPEATABLE LEVEL 2 -- REPEATABLE
Activities Performed by the Organization
Activities Performed by the Projects
Resulting Process Capability
Make realistic project commitments based on previous project results and current project requirements
Track software costs, schedules, and functionality to identify problems meeting commitments
Control requirements and work products and assure project standards are followed
Software Process Capability is disciplined because project planning and tracking is stable and earlier successes can be repeated
Project process is under the effective control of a project management system, following realistic plans
CMM LEVEL 2CMM LEVEL 2
Activity Results
PreparationPreparation
EvaluationEvaluation
to produce
input to
to improve
Think before you act, and think after you act, Think before you act, and think after you act, just to make sure you did it right.just to make sure you did it right.
Documents the organization’s standard process for developing and maintaining software
Integrates project management and software engineering processes; exploits effective software engineering practices
Provides process support (SEPG) and training program to ensure skills development
Activities Performed by the Organization
Activities Performed by the Projects
Resulting Process Capability
Projects tailor the organization’s standard software process to develop their own defined software process for the project
Because the software process is well defined, management has good insight into technical progress on all projects
Software Process Capability is standard and consistent because both software engineering and management activities are stable and repeatable
Cost, schedule and functionality are under control, and software quality is tracked
LEVEL 3 -- DEFINEDLEVEL 3 -- DEFINED
CMM LEVEL 3CMM LEVEL 3
Activity Results
Preparation
Evaluation
to produce
input to
to improve
StandardsStandards
input to
input to
Use your lessons learned.Use your lessons learned.
Sets quantitative quality goals for both software products and processes
Measures productivity and quality for important software process activities across all projects as part of an organizational measurement program
Provides a foundation for quantitative evaluation
LEVEL 4 -- MANAGED LEVEL 4 -- MANAGEDActivities Performed by the Organization
Activities Performed by the Projects
Resulting Process Capability
Projects achieve control over their products and processes by narrowing the variation in their process performance to fall within acceptable quantitative boundaries
The risks involved in moving up the learning curve of a new application domain are known and carefully managed
Software Process Capability is predictable because the process is measured and operates within measurable limits
Allows for predictive trends in process and quality within quantitative bounds and allows for corrective action when limits are exceeded
CMM LEVEL 4CMM LEVEL 4
Activity Results
Preparation
Evaluation
to produce
input to
to improve
Standard
input to
input to
to forecast
Predict the results you need and expect and then Predict the results you need and expect and then create opportunities to get those resultscreate opportunities to get those results
Entire organization is focused on continuous process improvement with the goal of defect prevention
Data is used for cost-benefit analysis of new technology and new process changes
Innovations in software engineering practices are transferred to the entire organization
LEVEL 5 -- OPTIMIZING LEVEL 5 -- OPTIMIZINGActivities Performed by the Organization
Activities Performed by the Projects
Resulting Process Capability
Project teams analyze defects and determine their causes
Project teams evaluate processes to prevent known types of defects from recurring
Software Process Capability is continuously improving because the organization continuously improves the range of capability and process performance of projects
Improvement occurs both by incremental advancement of existing process and by innovations using new technologies and methods
CMM LEVEL 5CMM LEVEL 5
Activity Results
Preparation
Evaluation
to produce
input to
to improve
Standard
input to
input to
to forecast
to improve
Create lessons learned, and use lessons learned to Create lessons learned, and use lessons learned to create create moremore lessons learned, and use lessons learned, and use moremore lessons lessons
learned to create learned to create even more even more lessons learned, and use lessons learned, and use even more even more lessons learned to create... etc. lessons learned to create... etc.
CMM FIVE LEVELSCMM FIVE LEVELS
1. InitialUnpredictable andPoorly controlled
1. 1. InitialInitialUnpredictable andUnpredictable andPoorly controlledPoorly controlled
DisciplinedProcess
1. InitialUnpredictable andPoorly controlled
2. 2. RepeatableRepeatableCan repeat previouslyCan repeat previouslyMastered tasksMastered tasks
1. InitialUnpredictable andPoorly controlled
Standard,ConsistentProcess
3. 3. DefinedDefinedProcess characterized,Process characterized,fairly well understood fairly well understood
1. InitialUnpredictable andPoorly controlled
4. 4. ManagedManagedProcess measuredProcess measuredand controlledand controlled
PredictableProcess
1. InitialUnpredictable andPoorly controlled
5. 5. OptimizationOptimizationFocus on process Focus on process improvementimprovement
ContinuouslyImprovingProcess
Process Maturity
Process Capability
Process Performance
Low
High
Project Management
Integrated Engineering Process
Product and Process Quality
Managing Change
TRANSITION TO A HIGHER LEVELTRANSITION TO A HIGHER LEVEL
PRODUCTIVITY
CurrentCurrentLevel 2Level 2
Target Target Level 3Level 3
TransitionTransitionStateState
0
1
2
3
BENEFITS OF CMM (I)BENEFITS OF CMM (I)
The CMM models improve upon the best practices of previous models in many important ways. CMM best practices enable organizations to do the following:
• More explicitly link management and engineering activities to business objectives
• Expand the scope of and visibility into the product life cycle and engineering activities to ensure that the product or service meets customer expectations
• Incorporate lessons learned from additional areas of best practice (e.g., measurement, risk management, and supplier management)
• Implement more robust high-maturity practices
• Address additional organizational functions critical to its products and services
• More fully comply with relevant ISO standards
BENEFITS OF CMM (II)BENEFITS OF CMM (II)
• Win more projects due to customers’ trust
• Risk mitigation and reduced
• Make large international projects possible
• Make projects success possible when team members dynamically change.
BENEFITS OF CMM (III)BENEFITS OF CMM (III)
High cost: training, additional employees for SEPG, writing documents and synchronizing practice and documents
1 2 3 4 5
Cost
CMMLevel
1 2 3 4 5
Succeeded Projects
CMMLevel
Software Configuration Management
Software Configuration Management
Software Quality
Assurance
Software Quality
AssuranceRequirements Management
Requirements Management
SoftwareProject
Planning
SoftwareProject
Planning
Software Subcontract Management
Software Subcontract Management
Software Project Tracking
and Oversight
Software Project Tracking
and Oversight
CMM LEVEL 2 KEY PROCESS AREA
CMM LEVEL 2 KEY PROCESS AREA
L2
REQUIREMENT MANAGEMENTREQUIREMENT MANAGEMENT
Purpose
Scope
GoalsTo establish a common understanding between the customer and the software project of the customer’s requirements that will be addressed by the software project
Involves establishing and maintaining an agreement with the customer on the requirements for the software project
Agreement is the basis for estimating, planning, performing, and tracking the project’s software activities
L2
1. System requirements allocated to software are controlled to establish a baseline for software engineering and management use
2. Software plans, products, and activities are kept consistent with the system requirements allocated to software
PROJECT PLANNINGPROJECT PLANNING
Purpose
Scope
GoalsTo establish reasonable plans for performing the software engineering and for managing the software project
Involves:o developing estimates for the work to be performedo establishing the necessary commitmentso defining the plan to perform the work
Plan provides the basis for initiating the software effort and managing the work
L2
1. Software estimates are documented for use in planning and tracking the software project.
2. Software project activities and commitments are planned and documented.
3. Affected groups and individuals agree to their commitments related to the software project.
PROJECT TRACKING AND OVERSIGHTING
PROJECT TRACKING AND OVERSIGHTING
Purpose
Scope
GoalsTo provide adequate visibility into actual progress so that management can take effective actions when performance deviates significantly from the plan
Involves:o tracking and reviewing software accomplishments and results against documented estimates, commitments, and planso adjusting plans based on actual accomplishments and results
L2
1. Actual results and performances are tracked against the software plans.
2. Corrective actions are taken and managed to closure when actual results deviate significantly from the software plans.
3. Changes to software commitments are agreed to by the affected groups and individuals.
QUALITY ASSURANCEQUALITY ASSURANCE
Purpose
Scope
GoalsTo provide management with appropriate visibility into the process being used and the products being built
Involves:o reviewing and auditing the software products and activities to ensure that they comply with the applicable procedures and standardso providing the software project and other appropriate managers with the results of those reviews and audits
L2
1. Software quality assurance activities are planned.
2. Adherence of software products and activities to the applicable standards, procedures, and requirements is verified objectively.
3. Affected groups and individuals are informed of software quality assurance activities and results.
4. Noncompliance issues that cannot be resolved within the software project are addressed by senior management.
CONFIGURATION MANAGEMENTCONFIGURATION MANAGEMENT
Purpose
Scope
GoalsTo establish and maintain the integrity of the products of the software project throughout the software life cycle
Involves:o identifying configuration items/unitso systematically controlling changeso maintaining integrity and traceability of the configuration throughout the software life cycle
L2
1. Software configuration management activities are planned.
2. Selected software work products are identified, controlled, and available.
3. Changes to identified software work products are controlled.
4. Affected groups and individuals are informed of the status and content of software baselines.
SUBCONTRACT MANAGEMENTSUBCONTRACT MANAGEMENT
Purpose
Scope
GoalsTo select qualified software subcontractors and manage them effectively
Involves:o selecting a software subcontractoro establishing commitments with the subcontractoro tracking and reviewing the subcontractor’s performance and results
L2
1. The prime contractor selects qualified software subcontractors.
2. The prime contractor and the software subcontractor agree to their commitments to each other.
3. The prime contractor and the software subcontractor maintain ongoing communications.
4. The prime contractor tracks the software subcontractor’s actual results and performances against its commitments.
PeerReviews
PeerReviews
Inter-group Coordination
Inter-group Coordination
Organization Process Definition
Organization Process Definition
Organization Process
Focus
Organization Process
Focus
Training Program
Training Program
Software Product
Engineering
Software Product
Engineering
Integrated Software
Management
Integrated Software
Management
CMM LEVEL 3 KEY PROCESS AREA
CMM LEVEL 3 KEY PROCESS AREA
L3
To establish the organizational responsibility for software process activities that improve the organization’s overall software process capability
ORGANIZATION FOCUSORGANIZATION FOCUS
Purpose
Scope
Goals
Involves:o developing and maintaining an understanding of organization and project software processeso coordinating the activities to assess, develop, maintain, and improve these processes
L3
1. Software process development and improvement activities are coordinated across the organization.
2. The strengths and weaknesses of the software processes used are identified relative to a process standard.
3. Organization-level process development and improvement activities are planned.
To develop and maintain a usable set of software process assets that improve process performance and provide a basis for cumulative, long-term benefits
ORGANIZATION PROCESS DEFINITION
ORGANIZATION PROCESS DEFINITION
Purpose
Scope
Goals
Involves developing and maintaining the organization’s standard software process and related process assets
The organization’s standard software process describes the fundamental elements that each project incorporates and tailors to fit the project
L3
1. A standard software process for the organization is developed and maintained.
2. Information related to the use of the organization’s standard software process by the software projects is collected, reviewed, and made available.
To integrate the project’s software engineering and management activities into a coherent, defined software process tailored from the organization’s software process assets
INTEGRATED SOFTWARE MANAGEMENT
INTEGRATED SOFTWARE MANAGEMENT
Purpose
Scope
Goals
Involves:o developing the project’s defined software process by tailoring the organization’s standard software processo managing the software project according to this defined software process
L3
1. The project’s defined software process is a tailored version of the organization’s standard software process.
2. The project is planned and managed according to the project’s defined software process.
To consistently perform a well-defined engineering process that integrates all the software engineering activities to produce correct, consistent software products effectively and efficiently
SOFTWARE PRODUCT ENGINEERING
SOFTWARE PRODUCT ENGINEERING
Purpose
Scope
Goals
Involves performing the engineering tasks to build and maintain the software using appropriate tools and methods
Includes requirements analysis, design, coding, integration, and testing
L3
1. The software engineering tasks are defined, integrated, and consistently performed to produce the software.
2. Software work products are kept consistent with one another.
To establish a means for the software engineering group to participate actively with the other engineering groups so the project is better able to satisfy the customer’s needs effectively and efficiently
INTERGROUP COORDINATIONINTERGROUP COORDINATION
Purpose
Scope
Goals
Involves the disciplined interaction and coordination of the project engineering groups with each other to address system-level requirements, objectives, and plans
L3
1. The customer’s requirements are agreed to by all affected groups.
2. The commitments between the engineering groups are agreed to by the affected groups.
3. The engineering groups identify, track, and resolve inter-group issues.
To develop the skills and knowledge of individuals so they can perform their roles effectively and efficiently
TRAINING PROGRAMTRAINING PROGRAM
Purpose
Scope
Goals
Involves:o identifying the training needs of the organization, the projects, and individualso developing and/or procuring training to address these needs
L3
1. Training activities are planned.
2. Training for developing the skills and knowledge needed to perform software management and technical roles is provided.
3. Individuals in the software engineering group and software-related groups receive the training necessary to perform their roles.
To remove defects from the software work products early and efficiently before unit test.
To develop a better understanding of the software work products and of defects that might be prevented
PEER REVIEWSPEER REVIEWS
Purpose
Scope
Goals
Involves a methodical examination of work products by the producer’s peers to identify defects and areas where changes are needed
L3
1. Peer review activities are planned.
2. Defects in the software work products are identified and removed.
3. A matrix of review results is generated
KEY DIFFERENCES OF LEVEL 1, LEVEL 2 & LEVEL 3
KEY DIFFERENCES OF LEVEL 1, LEVEL 2 & LEVEL 3
• Difference between Level 1 and Level 2:Difference between Level 1 and Level 2:Level 1 is ad hoc and occasionally chaotic; few processes are defined, and success depends on individual effort.
• Level 2:Level 2: Basic project management processes are established to track cost, schedule, and functionality.
• Level 2:Level 2: The necessary process discipline is in place to repeat earlier successes on projects with similar applications.
• Difference between Level 2 and Level 3:Difference between Level 2 and Level 3:Level 3 encompasses integrated and standardized management and engineering activities; projects tailor the organization’s standard software process to meet their needs.
CMM KEY PROCESS AREA CHECKLIST
CMM KEY PROCESS AREA CHECKLIST
Critical Questions for each Key Process Area:• Are we satisfied with our current performance? (Yes or No)If not satisfied (No) then answer the following:• What is the negative impact on the achievement of our business goals? (H M L)• What is the urgency for us to take action to address the relevant issues? (H M L)
(Next steps: Assign responsibility for investigating specific actions, then review feasibility)
This checklist is intended to focus senior management attention This checklist is intended to focus senior management attention on key process areas in relation to their business goals.on key process areas in relation to their business goals.
A typical use for this checklist would be as follows:1. Review and gather responses to the checklist as part of a quarterly review meeting
with senior management. 2. Identify the priorities indicated for areas rating the highest impact and highest
urgency. 3. Assign responsibility for investigating specific actions to address issues in those
areas. 4. Review feasibility of actions, and initiate appropriate actions.
CHECKLIST 1CHECKLIST 1
Key Process Area Purpose 1 2 3
Requirements Management
Establishing and maintaining a common understanding between the customer and the project of the customer’s requirements that will be addressed.
YesNo
HML
HML
Software Project Planning
Establishing reasonable plans for engineering tasks and for managing the project, developing estimates, establishing commitments, and defining the plans.
YesNo
HML
HML
Software Project Tracking and Oversight
Providing adequate visibility into actual progress so that management can take effective actions when the project’s performance deviates significantly from plan.
YesNo
HML
HML
Software Subcontract Management
Selecting qualified subcontractors and managing them effectively.
YesNo
HML
HML
Software Quality Assurance
Providing management with appropriate visibility through reviews and audits of products and activities to verify that they comply with applicable procedures.
YesNo
HML
HML
Software Configuration Management
Establishing and maintaining the integrity of the products throughout the life cycle, systematically controlling changes to the configuration.
YesNo
HML
HML
CHECKLIST 2 & 3CHECKLIST 2 & 3Key Process Area Purpose 1 2 3
Organization Process Focus
Establishing and maintaining a common understanding between the customer and the project of the customer’s requirements that will be addressed.
YesNo
HML
HML
Organization Process Definition
Developing and maintaining process-related documentation and data that improve performance across projects and provide a basis for cumulative long-term benefits to the organization.
YesNo
HML
HML
Training Program Developing the skills and knowledge of individuals so that they can perform their roles effectively and efficiently, identifying and procuring needed training.
YesNo
HML
HML
Key Process Area Purpose 1 2 3
Integrated Software Management
Integrating the engineering and management activities into a coherent, defined process, and managing the project using this defined process.
YesNo
HML
HML
Software Product Engineering
Consistently performing a well-defined engineering process that integrates all activities to produce correct, consistent products, effectively and efficiently.
YesNo
HML
HML
Intergroup Coordination
Establishing participation with other engineering groups to establish requirements, plan and manage technical working interfaces, conduct regular reviews and technical interchanges.
YesNo
HML
HML
Peer Reviews Removing defects from work products early and efficiently, and as a side-effect, to better understand the products and the defects that might be prevented.
YesNo
HML
HML
CHECKLIST 4 & 5CHECKLIST 4 & 5
Key Process Area Purpose 1 2 3
Quantitative Process Management
Controlling the process performance of the project, identifying the special causes of variation in a measurably stable process, and correcting the circumstances leading to the transient variation.
YesNo
HML
HML
Software Quality Management
Developing a quantitative understanding of the quality of the project’s products and achieving specific quality goals.
YesNo
HML
HML
Key Process Area Purpose 1 2 3
Defect Prevention Identifying causes of defects and preventing them from recurring.
YesNo
HML
HML
Technology Change Management
Identifying beneficial new technologies, tools, methods, processes, and transferring them into the organization in an orderly manner.
YesNo
HML
HML
Process Change Management
Continually improving the processes, incremental improvements, and innovative improvements, and providing them to the entire organization.
YesNo
HML
HML
ISSUES WITH CMM (I)ISSUES WITH CMM (I)
• Focus mostly on activities and supporting artifacts associated with a conventional waterfall process: requirements specifications, documented plans, quality assurance audits and inspections and documented processes and procedures.
• It does not address evolving results, (i.e., the software product) and associated engineering artifacts (use-case models, design models, source code, or executable code) that capture the real target product.
• No emphasis on the architecting/design process, assessment process, or deployment process, all of which have proven to be key discriminators for project success.
• CMM overemphasizes peer reviews, inspections, and traditional quality assurance “policing” method. These activities rarely uncover the architecturally significant flaws.
• Most organizations define their process based strictly on traceability to the CMM for passing an audit, rather than on a complete assessment framework to measure real improvement along project performance dimensions: estimated time to market, probable cost to complete, and predicted quality product.
• CMM is activity-based, i.e., it does not have an accurate measure of an organization’s current maturity level.
ISSUES WITH CMM (II)ISSUES WITH CMM (II)
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