cmmi update v1.2 and beyond
Post on 07-Apr-2018
225 Views
Preview:
TRANSCRIPT
-
8/6/2019 CMMI Update V1.2 and Beyond...
1/44
2007 Carnegie Mellon University
CMMI Update
V1.2 and Beyond
Mike Phillips
Software Engineering Institute
Carnegie Mellon University
Pittsburgh, PA 15213
August 1, 2007
-
8/6/2019 CMMI Update V1.2 and Beyond...
2/44
2CMMI Update V1.2 and Beyond...Phillips, August 1, 2007
2007 Carnegie Mellon University
CMMI Transition StatusAs reported to the SEI as of 6-30-07 -1
TrainingIntroduction to CMMI 70,791
Intermediate CMMI 2,549
Introduction to CMMI Instructor 504
SCAMPI A Lead Appraiser 731
SCAMPI B&C-Only Team Lead 33
Understanding CMMI High Maturity Practices 120
Authorized
Introduction to CMMI V1.2 Instructors 400
SCAMPI V1.2 Lead Appraisers 417
SCAMPI B&C V1.2Team Leads 20
-
8/6/2019 CMMI Update V1.2 and Beyond...
3/44
3CMMI Update V1.2 and Beyond...Phillips, August 1, 2007
2007 Carnegie Mellon University
Transition from V1.1 to V1.2 StatusAs reported to the SEI as of 3-31-07 -2
Introduction to CMMI StudentsRegistered for Upgrade Training 2,387
Upgrades Complete 1,695
Lead Appraisers and Instructors
Registered for Upgrade training 637
Upgrade Complete 452
Authorized v1.2 Lead Appraisers 387
Certified High Maturity Lead Appraisers 54
-
8/6/2019 CMMI Update V1.2 and Beyond...
4/44
4CMMI Update V1.2 and Beyond...Phillips, August 1, 2007
2007 Carnegie Mellon University
CMMI Adoption, Web Views
421K views/month in Q4 2006; over 24Kviews on 27 Sep 2006
Most downloaded files in Q4 2006
CMMI-DEV, V1.2
CMMI V1.2 Overview Presentation
Extreme Programming (XP), Six
Sigma, & CMMI: How They Can
Work Together
CMMI V1.2 Model Changes
Presentation
-
8/6/2019 CMMI Update V1.2 and Beyond...
5/44
5CMMI Update V1.2 and Beyond...Phillips, August 1, 2007
2007 Carnegie Mellon University
6-30-07
Intro to the CMM and CMMI Attendees(Cumulative)
-
8/6/2019 CMMI Update V1.2 and Beyond...
6/44
6CMMI Update V1.2 and Beyond...Phillips, August 1, 2007
2007 Carnegie Mellon University
Reported as of 30 June 2007
50
75
100
125
150
175
200
225
250
275
300
Number of SCAMPI v1.1/v1.2 Class AAppraisals (Conducted by Quarter)
-
8/6/2019 CMMI Update V1.2 and Beyond...
7/44
7CMMI Update V1.2 and Beyond...Phillips, August 1, 2007
2007 Carnegie Mellon University
Based on organizations reporting size data
25 or fewer
10.8%
101 to 200
19.6%
201 to 300
10.2%
76 to 100
8.8%
51 to 75
12.9%
26 to 50
13.5%
301 to 500
9.6%
501 to 1000
7.4%
1001 to 20004.8%
2000+
2.5%
Organization SizeBased on the total number of employees within the area of the organization that was appraised
1 to 100
45.9%
201 to 2000+34.5%
1680
-
8/6/2019 CMMI Update V1.2 and Beyond...
8/44
8CMMI Update V1.2 and Beyond...Phillips, August 1, 2007
2007 Carnegie Mellon University
Countries where Appraisals have beenPerformed and Reported to the SEI
Argentina Australia Austria Bahrain Belarus Belgium Brazil Canada
C hile C hin a C olo mb ia C zec h R ep ub liD en mark D om in ica n R ep ub lE gyp t F in lan dFrance Germany Hong Kon India IndonesiaIreland Israel Italy
Ja pa n K orea , R ep ub lic L atv ia M ala ys ia Ma uritiu s Me xico M oro cco N eth erla nd s
New ZealandP akistan Peru Philippines Portuga l Russia S ingaporeSlovakia
S outh Africa S pain S weden S witz erland Taiw an T hailand T urkey U nited K ing do
United StatesVietnam
Red country name: New additions with this reporting
-
8/6/2019 CMMI Update V1.2 and Beyond...
9/44
9
CMMI Update V1.2 and Beyond...Phillips, August 1, 2007
2007 Carnegie Mellon University
Number of Appraisals and Maturity LevelsReported to the SEI by Country
Co u n t r y
N u m b e r o f
Ap p r a i s a l s
M a t u r i t
L e v e l 1
Re p o r t e
Ma t u r i t y
L e v e l 2
Re p o r t e
M a t u r i t
L e v e l 3
Re p o r t e
Ma t u r i t y
L e v e l 4
Re p o r t e
Ma t u r i t y
L e v e l 5
R e p o r t e C o u n t ry
N u m b e r o
Ap p r a i s a l
Ma t u r i t
L e v e l 1
Re p o r t e
M a t u r i t
L e v e l 2
Re p o r t e
M a t u r i t
L e v e l 3
Re p o r t e
M a t u r i t
L e v e l 4
Re p o r t e
Ma t u r i t
L e v e l 5
Re p o r t e
A rge nt ina 19 N o Y e s Y e s Y e s Y es K orea , R epu b lic O f 7 8 Y es Y es Y e s Y e s Y es
A u s t ra l ia 23 Y es Y e s Y e s Y e s Y es La tvia 1 0 o r fe w er
A u s t ria 10 o r few er M a lay s ia 1 9 N o Y es Y e s N o Y es
B a hra in 10 o r few er M a urit ius 1 0 o r fe w er
B e la ru s 10 o r few er M e x ic o 1 5 N o Y es Y e s Y e s Y es
B e lg ium 10 or few er M o roc c o 1 0 o r fe w er
B raz il 48 N o Y e s Y e s Y e s Y es N etherlan ds 1 0 o r fe w er
C a nad a 26 N o Y e s Y e s Y e s Y es N ew Zea lan d 1 0 o r fe w er
C h ile 15 N o Y e s Y e s N o Y es P ak is tan 1 0 o r fe w er
C h ina 24 0 Y es Y e s Y e s Y e s Y es P eru 1 0 o r fe w er
C o lom bia 10 o r few er P h ilipp ine s 1 6 N o Y es Y e s N o Y es
C z ec h R ep ub lic 10 o r few er P ortu ga l 1 0 o r fe w er
D e nm a rk 10 o r few er R us s ia 1 0 o r fe w er
D o m in ic an R e p 10 o r few er S ing ap ore 1 0 o r fe w er E g y p t 17 N o Y e s Y e s Y e s Y es S lova k ia 1 0 o r fe w er
F in land 10 o r few er S outh A fric a 1 0 o r fe w er
F ra n c e 75 Y es Y e s Y e s Y e s Y es S pa in 3 1 N o Y es Y e s N o Y es
G erm an y 35 Y es Y e s Y e s Y e s Y es S w ede n 1 0 o r fe w er
H o ng K o ng 10 S w itz e rland 1 0 o r fe w er
In d ia 20 4 N o Y e s Y e s Y e s Y es Ta iw an 4 6 N o Y es Y e s N o Y es
In don es ia 10 o r few er Th a ilan d 1 0 o r fe w er
Ire lan d 10 o r few er Tu rk ey 1 0 o r fe w er
Is rae l 10 U n ite d K ing do m4 8 Y es Y es Y e s Y e s N o
Ita ly 10 o r few er U n ite d S tate s 7 18 Y es Y es Y e s Y e s Y es
Ja pa n 17 2 Y es Y e s Y e s Y e s Y es V ie t N am 1 0 or fe w er
-
8/6/2019 CMMI Update V1.2 and Beyond...
10/44
10
CMMI Update V1.2 and Beyond...Phillips, August 1, 2007
2007 Carnegie Mellon University
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Not Given Initial Managed Defined Quantitatively
Managed
Optimizing
USA: 100 % = 590
Non-USA: 100 % = 1122
Based on USA organizations and Non-USA organizations
%
of
Organization
s
Maturity Profile by All ReportingUSA and Non-USA Organizations
93
1122
189
9
70
60
16
346
439
62
199
218
11
590
-
8/6/2019 CMMI Update V1.2 and Beyond...
11/44
11
CMMI Update V1.2 and Beyond...Phillips, August 1, 2007
2007 Carnegie Mellon University
Combined Appraisal Opportunities
Current ISO 9001
ISO 9001ISO 9001
IAIA
Current CMMI
SCAMPISCAMPI
AA
SCAMPI A
&
ISO 9001
SCAMPI A
Visit
Report
Rating letter
indicating level
achieved
continues to
demonstratecompliance with
ISO 9001:2000
no behaviours
inconsistent with
operating at level X
(Combined ISO Surveillance
using Cat C appraisal)
(Cat C appraisal)
Rating letter & or certificate
with scope indicating
in accordance with Level X
-
8/6/2019 CMMI Update V1.2 and Beyond...
12/44
12
CMMI Update V1.2 and Beyond...Phillips, August 1, 2007
2007 Carnegie Mellon University
Improvements Median # of data
points
Low High
Cost 20% 21 3% 87%
Schedule 37% 19 2% 90%
Productivity 67% 16 11% 255%Quality 50% 18 29% 132%
Customer Satisfaction 14% 6 -4% 55%
Return on Investment 4.8 : 1 14 2 : 1 27.7 : 1
N = 25, as of 15 December 2005 Organizations with results expressed as change over time
Performance Results Summary
-
8/6/2019 CMMI Update V1.2 and Beyond...
13/44
13
CMMI Update V1.2 and Beyond...Phillips, August 1, 2007
2007 Carnegie Mellon University
CMMI Books
A Guide to the CMMI: Second Edition
CMMI: A Framework
CMMI Assessments
CMMI Distilled: Second Edition
CMMI SCAMPI Distilled
CMMI Survival Guide
CMMI: Un Itinraire Flch: Second Edition
De kleine CMMI
Interpreting the CMMI
Making Process Improvement Work
Practical Insight into CMMI
Real Process Improvement Using the CMMI
Systematic Process Improvement Using ISO 9001:2000 and CMMI
-
8/6/2019 CMMI Update V1.2 and Beyond...
14/44
14
CMMI Update V1.2 and Beyond...Phillips, August 1, 2007
2007 Carnegie Mellon University
How About SEI Publications?
Technical notes and special reports:
Interpreting CMMI:
for Operational Organizations
for COTS Based Systems
for Service Organizations
for Business Development
Using CMMI with:
Team Software Process (TSP)
Earned Value Management
Product Line Practices
Six Sigma
Supplementing CMMI for Safety Critical Development (+Safe)
Demonstrating the Impact and Benefits of CMMI (and Web pages http://www.sei.cmu.edu/cmmi/results)
http://www.sei.cmu.edu/cmmi/resultshttp://www.sei.cmu.edu/cmmi/results -
8/6/2019 CMMI Update V1.2 and Beyond...
15/44
2007 Carnegie Mellon University
CMMI V1.2 and Beyond...
-
8/6/2019 CMMI Update V1.2 and Beyond...
16/44
16
CMMI Update V1.2 and Beyond...Phillips, August 1, 2007
2007 Carnegie Mellon University
CMMI Today
Version 1.1 CMMI Product Suite was released January 2002. CMMI Web site visits average over 20,000/day
Over 66,000 people have been trained
Over 1800 class A appraisals have been reported to the SEI
Annual rate now over 800/year
Now we want to continuously improve
-
8/6/2019 CMMI Update V1.2 and Beyond...
17/44
17
CMMI Update V1.2 and Beyond...Phillips, August 1, 2007
2007 Carnegie Mellon University
Major Themes
Reduce complexity & sizeIncrease coverage
Increase confidence in appraisal results
-
8/6/2019 CMMI Update V1.2 and Beyond...
18/44
18
CMMI Update V1.2 and Beyond...Phillips, August 1, 2007
2007 Carnegie Mellon University
CMMI Model Combinations
SERelated
Examples
Integrated Product andProcess Development
SupplierSourcing
SWRelated
Examples
V 1.1
SERelated
Examples
IPPD
SWRelated
Examples
HWRelated
Examples
V 1.2
Organizational Goal(OPD)
Project Goal (IPM)
CMMI Core (now includes SS)CMMI Core
-
8/6/2019 CMMI Update V1.2 and Beyond...
19/44
19
CMMI Update V1.2 and Beyond...Phillips, August 1, 2007
2007 Carnegie Mellon University
Suppo
rt
P
As
Proce
ss
Mgt
PAs
Projec
tM
anage
IPM
IPPD Changes
SG1
SG2
SG3
SG4
IPM
SG1
SG2
SG3
IT
SG1
SG2
SG3 = Apply
IPPD principles
O
EI
SG1
SG2
OPD
SG1
SG2 SG2 = EnableIPPD principles
V1.1 V1.2
-
8/6/2019 CMMI Update V1.2 and Beyond...
20/44
20
CMMI Update V1.2 and Beyond...Phillips, August 1, 2007
2007 Carnegie Mellon University
SCAMPI A Changes for V1.2
Method implementation clarifications
interviews in virtual organizations
practice characterization rules
organizational unit sampling options
Appraisal Disclosure Statement (ADS) improvements
reduce redundancy with other appraisal documents
improve usability for sponsor and government
require sponsors signature on the ADS
require all team members to show agreement on findings
both V1,1 and V1.2 ADS will reflect these as of Nov 2006
Lead Appraisers must be certified to lead high maturity appraisals
Maturity level and capability level shelf life 3 years, given 1 year of V1.2availability
-
8/6/2019 CMMI Update V1.2 and Beyond...
21/44
21
CMMI Update V1.2 and Beyond...Phillips, August 1, 2007
2007 Carnegie Mellon University
Published Appraisal Results
-
8/6/2019 CMMI Update V1.2 and Beyond...
22/44
22
CMMI Update V1.2 and Beyond...Phillips, August 1, 2007
2007 Carnegie Mellon University
CMMI V1.2 Schedules
Version 1.2 CMMI Product Suite release August 25, 2006
Update material available August 25, 2006
Upgrade course available on-line August 25, 2006
First Lead Appraiser face to face October, 2006
First high maturity oral exam October, 2006
V1.2 ADS required for all SCAMPIs November, 2006
Last V1.1 Intro training December, 2006
First expiration of V1.1 appraisals (3-year
validity)
August 25, 2007
Last V1.1 appraisal August 31, 2007
-
8/6/2019 CMMI Update V1.2 and Beyond...
23/44
23
CMMI Update V1.2 and Beyond...
Phillips, August 1, 2007
2007 Carnegie Mellon University
Beyond V1.2
Improved architecture will allow post-V1.2 expansion. Extensions of the life cycle (Services, Outsourcing/Acquisition) could
expand use of a common organizational framework:
allows coverage of more of the enterprise or potential partnering
organizations
adapts model features to fit non-developmental efforts (e.g., CMMI
Services, CMMI Acquisition)
-
8/6/2019 CMMI Update V1.2 and Beyond...
24/44
24
CMMI Update V1.2 and Beyond...
Phillips, August 1, 2007
2007 Carnegie Mellon University
3 Complementary Constellations
CMMI-SVC
CMMI-DEV
CMMI-Servicesprovides guidancefor those providing
services withinorganizations and toexternal customers
CMMI-ACQ
CMMI-ACQprovides
guidance toenable
informed anddecisiveacquisitionleadership
CMMI-Devprovides
guidance formeasuring,
monitoring andmanaging
developmentprocesses
16 CoreProcess Areas,common to all
-
8/6/2019 CMMI Update V1.2 and Beyond...
25/44
25
CMMI Update V1.2 and Beyond...
Phillips, August 1, 2007
2007 Carnegie Mellon University
Acquirer/Supplier Mismatch
Acqu
irer
Supplier
Mismatch
Mismatch
mature acquirermentorslow maturity supplier
outcome not predictable
immatureacquirer
Customer
encourages shortcuts.
Matchedacquirer and supplierare both high maturity
highest probability ofsuccess
Disasterno disciplineno processno product
Technical &Management Skill
Low
Low
High
High
maturesupplier
-
8/6/2019 CMMI Update V1.2 and Beyond...
26/44
26
CMMI Update V1.2 and Beyond...
Phillips, August 1, 2007
2007 Carnegie Mellon University
Initial CMMI-ACQ Key Acquisition Processes
AcquisitionRequirements
Development
Solicitation &
SupplierAgreement
Development
Acquisition
Technical
Management
AgreementManagement
ProjectManagement
AcquisitionValidation
AcquisitionVerification
Core
Processes
*based on initial CMMI-ACQ model developed by General Motors/SEI
-
8/6/2019 CMMI Update V1.2 and Beyond...
27/44
27
CMMI Update V1.2 and Beyond...
Phillips, August 1, 2007
2007 Carnegie Mellon University
Acquisition Improvement is Needed.
Acquirers cannot ensure thatmature processes are applied to
their programs
Acquirers need more internalprocess focus
PMO
Contractor
Mismatch
Mismatch
mature acquirermentors
low maturity supplier
less mature acquirerderails mature supplier;encourages short cuts
Matchedacquirer and supplierare both high maturity
Disasterno disciplineno process
Technical & Management Skill
Low
Low
High
High
outcome notpredictable
highest probabilityof success
no product
supplier compromises
processes
XYZ Corp.
DivisionA
Project1
Project2
Project3
Division B Division N
Project5
Project6
Project7
Projectx
Projecty
Projectz
Project4
MLs usually
apply HERE
based upon
appraisals of
THESE
but your
project is
HERE orHERE
-
8/6/2019 CMMI Update V1.2 and Beyond...
28/44
28
CMMI Update V1.2 and Beyond...
Phillips, August 1, 2007
2007 Carnegie Mellon University
Guidebook Concept
Provide a process toolbox for the acquirer Include practical guidance on how to recognize the real practitioners
Encourage the use of capability and maturity profiles vice "single level"
approach
Improve acquisition organizations' understanding of the meaning of high
maturity (levels 4 and 5) and equivalent staging
Include multiple tools and guidance that may be used throughout the
acquisition lifecycle
-
8/6/2019 CMMI Update V1.2 and Beyond...
29/44
29
CMMI Update V1.2 and Beyond...
Phillips, August 1, 2007
2007 Carnegie Mellon University
Planned Sequence of Models
SA-CMMSA-CMM
GM IT SourcingGM IT Sourcing
CMMI-DEV V1.2CMMI-DEV V1.2
CMMI-ACQCMMI-ACQ
CMMI-SVCCMMI-SVC
CMMI V1.1CMMI V1.1
CMMI-AMCMMI-AM
-
8/6/2019 CMMI Update V1.2 and Beyond...
30/44
30
CMMI Update V1.2 and Beyond...
Phillips, August 1, 2007
2007 Carnegie Mellon University
Questions to Guide Discussion
Do we need something different or additional to define High Maturity (i.e. CMMI
Level 4 & 5)?
How can we "slim down" the CMMI models while still preserving integrity?
Can we likewise "slim down" the Appraisal method?
Can we eliminate the Staged representation?
Is the CMMI v1.2 Constellation Strategy the right approach?
Can we identify "next-generation" process improvement methodology?
Can CMMI be harmonized with other continuous process improvement efforts?
Can repeatability, consistency and overall model and appraisal methodology be
improved?
Are there "breakthrough" concepts that we can apply to overall process
improvement?
-
8/6/2019 CMMI Update V1.2 and Beyond...
31/44
-
8/6/2019 CMMI Update V1.2 and Beyond...
32/44
32
CMMI Update V1.2 and Beyond...
Phillips, August 1, 2007
2007 Carnegie Mellon University
How can we "slim down" the CMMI modelswhile still preserving integrity?
How can we make this more user friendly?
Can we slim down for small projects? Can the model have some scalabilityaccording to various factors (e.g., project size, PoP, organization size)?
How do extensions fit in with the model?
Consider options for packaging (remove redundant stuff or repackage better)
Consider fundamental, intermediate and advanced volumes
Consider architectural views for appropriate for the different using communities
Consider streamlining the generic practices and look at measures forinstitutionalization
Consider folding the GPs into PAs [note risk of losing integrity]
-
8/6/2019 CMMI Update V1.2 and Beyond...
33/44
33
CMMI Update V1.2 and Beyond...
Phillips, August 1, 2007
2007 Carnegie Mellon University
Do we need something different or additionalto define High Maturity? -1
Focus on the best practices, not focus on the high maturity aspectsConsider combining level 4 and 5 into one level because of their close tie
4 and 5 are not adequately elaborated for implementation so these may
needs more detail to drive proper behavior
For example, if we tie level 4 and 5 to business objectives this may need tobe a practice
If there are additional requirements for the model these can be turned into
practices. E.g., High maturity body of knowledge and high maturity training
Risk: adds more to the model
-
8/6/2019 CMMI Update V1.2 and Beyond...
34/44
34
CMMI Update V1.2 and Beyond...
Phillips, August 1, 2007
2007 Carnegie Mellon University
Do we need something different or additionalto define High Maturity? -2
Consider redistributing practices across the levels to even out effort andexpectation
Atlas study items that impact the model and results
Consider maturity levels within PAs (e.g., project management PAs for
each level)
Consider better interfacing approaches with other methodologies (e.g., six
sigma for high maturity)
-
8/6/2019 CMMI Update V1.2 and Beyond...
35/44
35
CMMI Update V1.2 and Beyond...
Phillips, August 1, 2007
2007 Carnegie Mellon University
How can repeatability, coverage (scope) andconsistency of the model be improved?
Coverage (Scope)
Areas for consideration
Operations, Support, Transition to operations, Deployment, Disposal, Pre-project, Proposal,sustainment, transition to production, production/manufacturing, training
Better coverage of maintenance and technical reviews
Safety, security, dependability, systems assurance, environmental
Strategic planning, enterprise management, enterprise architectures, enterprise investment strategies,
finance Work force management and development
IR&D, Advanced technology, advanced technology test bed or lab environment
Small settings
Product lines
Business practices
Information management (both enterprise and project) Systems of systems and their acquisition
-
8/6/2019 CMMI Update V1.2 and Beyond...
36/44
36
CMMI Update V1.2 and Beyond...
Phillips, August 1, 2007
2007 Carnegie Mellon University
What are the "next-generation" process improvementmethodology? Are there "breakthrough" concepts that we canapply to overall process improvement?
Consider how CMMI could interface with other process improvementmethodologies (e.g. Lean, six sigma, PMBOK, theory of constraints, nextgeneration IDEAL)
Integration of how people use the various methodologies (same list as above)
Agile techniques (extreme programming), TSP/PSP
When everyone is level 5, then what? Consider optimizing measurements
Consider an emphasis on process performance effectiveness and efficiency,(e.g., effectiveness 6 sigma, efficiency LEAN)
How do we measure program health?
Need for leading indicators
-
8/6/2019 CMMI Update V1.2 and Beyond...
37/44
37
CMMI Update V1.2 and Beyond...
Phillips, August 1, 2007 2007 Carnegie Mellon University
What representation should we have (e.g., Staged,Continuous)? -1
Is the question really level-mania? (root cause?) Level-mania is about doing the minimal work to achieve a level ignoring
what you did to achieve the grade
Levels are not bad, but we need to get the integrity of the level back up
Provides a roadmap for projects to break PI into pieces
Guidance for where improvement is needed
Risk: has 5 been around so long that getting rid of it will have unintended
consequences?
Maybe we have a 5 level model that only really has 3. Redesign the model
to address this
-
8/6/2019 CMMI Update V1.2 and Beyond...
38/44
-
8/6/2019 CMMI Update V1.2 and Beyond...
39/44
39
CMMI Update V1.2 and Beyond...
Phillips, August 1, 2007 2007 Carnegie Mellon University
Is the CMMI v1.2 Constellation Strategy theright approach?
Alternative approach: Start with a CMMI Model Framework (CMF) and add
where you need to expand scope (+ concept)
Are there differentiators for constellations?
Instead of creating constellations, encourage projects to do what makes
sense with respect to what they are doing using the parent model
Consider looking at lifecycle and what is needed at each phase
Can the unsophisticated tailor the parent model for their perspective?
How multiple constellations can be used in an organization for
improvement and appraisal?
-
8/6/2019 CMMI Update V1.2 and Beyond...
40/44
40
CMMI Update V1.2 and Beyond...
Phillips, August 1, 2007 2007 Carnegie Mellon University
How can we "slim down" the CMMI appraisals while still preservingintegrity? How do we eliminate non-value add in appraisal and appraisalpreparation? How do we make appraisals more efficient and effective?
Consider making the appraisal be focused on goals
Add an appendix for application practices
Lead Appraiser and the Appraisal Team should have enough experience to review
company implementations
Make some assumptions that some processes are in place (e.g., assume project
planning has happened, but dont look at PP specifically unless you see somethingout of place in PMC; similarly, could start with IPM for a level 3, or QPM for a level 4)
Need more guidance on where and how you might be able to do this
More official or formal mechanisms for sampling coverage
Consider cost implications
-
8/6/2019 CMMI Update V1.2 and Beyond...
41/44
41
CMMI Update V1.2 and Beyond...
Phillips, August 1, 2007 2007 Carnegie Mellon University
Can we identify "next-generation" appraisal methodology? Arethere "breakthrough" concepts that we can apply to overallappraisals?
Delta appraisal, continuous, incremental, using measures to judge
satisfaction, leading indicators, process performance measures, program
health (versus process health), 15504 (SPICE), EIA 732 (percentage of
practices performed, effectiveness of generic attributes)
Data reuse from previous appraisals
Appraisal by parts
Example, OSP separate from projects
CMF separate from model components unique to constellations
Certify processes instead of model (e.g., EV or SEMP)
Sponsor commits to ongoing process improvement
-
8/6/2019 CMMI Update V1.2 and Beyond...
42/44
42
CMMI Update V1.2 and Beyond...
Phillips, August 1, 2007 2007 Carnegie Mellon University
How do we improve the trust and believabilityin the results of the appraisals?
Process enactment tools can help with approval (workflow management)
Need to define consistent process for OSP tailoring approval
Requiring the appraisal be redone every three years will help with
believability (already in place)
Consider notion of visits or interim steps (like ISO surveillance audits) Six month assessments focus on correlation between results and
performance (process reviews)
Doesnt interrupt the program and not as expensive
What if you could extend the life of your appraisal if you did interim review?
What is in it for the organization to provide incentive for the use of reviews?
Would the customer accept the results of the interim review?
-
8/6/2019 CMMI Update V1.2 and Beyond...
43/44
43
CMMI Update V1.2 and Beyond...
Phillips, August 1, 2007 2007 Carnegie Mellon University
How do we improve the trust and believabilityin the results of the appraisals?
What should the results of a bad review be? Should you lose your level?
Could you use the delta appraisal here?
How are organization changes that may impact the process capability
tracked?
Consider adding a practice to the model for these changes
Would interim reviews impact the capability profile
Might red flag the program or organization
What happens if you miss by one practice in the full appraisal?
Do I get rewarded if I fix it? Consider delta approach
Consider a more formal mechanism to track changes that may impact the
process capability or level
-
8/6/2019 CMMI Update V1.2 and Beyond...
44/44
CMMI Update V1.2 and Beyond...
Next Steps
Send us your ideas
Form available on-line from SEI
Submit like a Change Request
Open Discussion.
top related