Capability Capability MMaturity aturity MModel odel IIntegrationntegration(CMMI)(CMMI)

Universiteit van AmsterdamUniversiteit van Amsterdam

Capability Capability MMaturity aturity MModel odel IIntegrationntegration(CMMI)(CMMI)

Universiteit van AmsterdamUniversiteit van Amsterdam

Jan Jaap Cannegieter

Rini van Solingen

Objectives of this lectureObjectives of this lectureObjectives of this lectureObjectives of this lecture

Basic knowledge of CMMI

Basic insight in Software Process Improvement

Understanding the value of CMMI

Share experiences

Have fun

SYSQA B.V.SYSQA B.V.SYSQA B.V.SYSQA B.V.Operational Tactical Strategic

TestingRequire-

mentsQuality

assurance Auditing SPI

Improvement

Benchmarking

Assessments / quick scans

Tools

Support

Coördination

Execution

Requirements development

Requirements management

Information analysis

COTS selection

Editbusiness case

QA in projects

Controlling outsourcing

Edit quality plan

Inspections / reviews

Evaluations

Products

Projects

Processes

Suppliers

Mediation

Edit quality systems

Assessments / quick scans

Implementing:CMMI, ITIL,

ASL, BISL,RUP, SDM,DSDM, Agile,PRINCE 2,PROQA

Education and training

LogicaCMGLogicaCMG

Founded in 1968

Floated in 1988

30 December 2002

Merger between

Logica and CMG

19 September 2005

Announcement of

offer for Unilog

Founded 1969Floated in 1983

Founded 1964

Floated in 1995

Founded 1969Floated in 1985

21 August 2006

Announcement of offer

for WM-data

A large international company in ICT-services with a leading position in Europe

About 40.000 employees Active in 41 countries Euro 4.5 billion revenue Large porfolio for all application domains Over 40 years of experience in ICT-services

SoftwareSoftwareSoftwareSoftware

Boeing 747• 8.000.000 lines of software• Equals about 250.000 pages• Equals 2.000 CMMI books

Every defect can be fatal!• Ariane-missile: 1 Billion Euro• Radar Guam: 255 Casualties• Altitude meters Boeing 757: 189 Casualties• Deutsche Telecom: 50 million Euro• Postbank - 55.000 Double withdrawals• .....

Software CharacteristicsSoftware CharacteristicsSoftware CharacteristicsSoftware Characteristics

IntangibleNot physical (no weight, volume, .....)Not measurable (difficult to test)No production, only developmentFlexibleSoftware often contains defectsVery young engineering disciplineSoftware ‘rules’ still unknown

Software ProblemsSoftware ProblemsSoftware ProblemsSoftware Problems

Typical visible problems– low productivity– low predictability (budget and planning)– low quality– high maintenance costs (>70%)

Typical underlying problems– little experience with used technology– insufficient understanding of processes– ineffective process monitoring– ad-hoc management

Software Successes – Best in ClassSoftware Successes – Best in ClassSoftware Successes – Best in ClassSoftware Successes – Best in Class

85% of projects within budget and planning1 Defect per 100.000 lines of code50 times reduction failures after release50% reduction of Time to Market with 90%

reuseMany companies develop software according to

CMMI level 5

What is Quality?What is Quality?What is Quality?What is Quality?

“The extend in which something is capable to be used for a dedicated purpose”

(Van Dale Dictionary)

Views on QualityViews on QualityViews on QualityViews on Quality

Quality

Value-view

Process-view

User-view

Transcedent-view

Product-view

Bron: Garvin, D., Sloan Management Review, 1984

Therefore: Improve!Therefore: Improve!Therefore: Improve!Therefore: Improve!

Software everywhere in societySoftware in life critical systemsUsers demand predictable and reliable software

developmentSoftware development without problems is

possibleContinuous improvement and measurement is

a prerequisiteIt’s time for software engineering!

Starting point CMMIStarting point CMMIStarting point CMMIStarting point CMMI

“All models are wrong, but some of

them are useful”

History of CMMIHistory of CMMIHistory of CMMIHistory of CMMI

Department of DefenseSoftware Engineering Institute1987 – 1991: Capability Maturity Model for

Software 90’s: much more CMM’s2000 – 2002: CMMI: integrated model for SW,

SE, IPPD en SS 2006: CMMI framework and CMMI DEV2007: CMMI ACQ and CMMI SVC

Component 1: Process Area’sComponent 1: Process Area’sComponent 1: Process Area’sComponent 1: Process Area’s

Grouped activities– Requirements management– Project planning– Risk Management– Validation

Contains specific goals and practices

Example 1: Requirements ManagementExample 1: Requirements ManagementExample 1: Requirements ManagementExample 1: Requirements Management

SG 1 Manage RequirementsSP 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

Example 2: Risk ManagementExample 2: Risk ManagementExample 2: Risk ManagementExample 2: Risk Management

SG 1 Prepare for Risk Management SP 1.1 Determine Risk Sources and Categories

SP 1.2 Define Risk Parameters

SP 1.3 Establish a Risk Management Strategy

SG 2 Identify and Analyze RisksSP 2.1 Identify Risks

SP 2.2 Evaluate, Categorize, and Prioritize Risks

SG 3 Mitigate Risks SP 3.1 Develop Risk Mitigation Plans

SP 3.2 Implement Risk Mitigation Plans

Process AreasProcess AreasProcess AreasProcess AreasProcess Management

Organizational process focus

Organizational process definition

Organizational training

Organizational process performance

Organizational innovation and development

Project Management

Project planning

Project monitoring and control

Supplier agreement management

Risk management

Integrated teaming

Quantitative project management

Engineering

Requirements management

Requirements development

Technical solution

Product integration

Verification

Validation

Support

Configuration management

Process and product quality assurance

Measurement and analysis

Decision analysis and resolution

Causal analysis and resolution

Organizational environment for integr.

Component 2: generic componentsComponent 2: generic componentsComponent 2: generic componentsComponent 2: generic components

Level 2 Institutionalize a Managed Process - Establish an Organizational Policy

- Plan the Process

- Provide Resources

- Assign responsibility

- Train People

- Management Configurations

- Monitor and Control the Process

- Objectively Evaluate Adherence

- Review Status with Higher Level Management

Level 3 – Institutionalize a defined process– Establish a Defined Process– Collect Improvement Information

Level 4 – Institutionalize a quantitavely managed process– Establish Quatitative Objectives for the Process– Stabilize Subprocess Performance

Level 5 – Institutionalize a Optimizing Process– Ensure Continuous Process Improvement– Correct Root Causes for Problems

Component 2: generic componentsComponent 2: generic componentsComponent 2: generic componentsComponent 2: generic components

CMMI – Staged Maturity levelsCMMI – Staged Maturity levelsCMMI – Staged Maturity levelsCMMI – Staged Maturity levels

Disciplinedprocess

Standard process

Predictable process

Continuousimprovement

Quantitatively managed

Optimizing

Defined

Managed

Initial

Requirements developmentTechnical SolutionProduct IntegrationVerificationValidationOrg. Process FocusOrg. Process Definition

Organizational TrainingIntegrated Project ManagementRisk ManagementIntegrated TeamingIntegrated Supplier ManagementDecision Analysis and ResolutionOrg. Environment for IntegrationRequirements management

Project PlanningProject Monitoring and ControlSupplier Agreement Management

Measurement and AnalysisProcess and Product Quality AssuranceConfiguration Management

Organizational Process PerformanceQuantitative Project Management

Organizational Innovation and DeploymentCausal Analysis and Resolution

CMMI: ContinuousCMMI: ContinuousCMMI: ContinuousCMMI: Continuous

5

4

3

2

1

0RM PP PM&C SAM M&A QA CM …

CMMI ContinuousCMMI ContinuousCMMI ContinuousCMMI Continuous

GD/GPN5

GD/GPN4

GD/GPN3

GD/GPN2

SD/SP

Procesgebied x

GD/GPN5

GD/GPN4

GD/GPN3

GD/GPN2

SD/SP

Procesgebied y

GD/GPN5

GD/GPN4

GD/GPN3

GD/GPN2

SD/SP

Procesgebied z

Staged versus continuousStaged versus continuousStaged versus continuousStaged versus continuous

Process area 1 Process area 2 Process area n

Specific goals

Genericgoals

Genericpractices

Specific practices

Continuous:capability levels

Staged: maturity levels

The difference shown in an other wayThe difference shown in an other wayThe difference shown in an other wayThe difference shown in an other way

Process area

Measurement and analysisMeasurement and analysisMeasurement and analysisMeasurement and analysis

You can’t control what you can’t measure

Common questions:Common questions:Common questions:Common questions:

1. What is the size of your system?

2. How long do you need to properly develop a feature of a certain size?

3. How long will a change request take to be implemented?

4. What is the chance that your product fails?

5. Where do you need to improve most?

6. Will your end-user be happy?

7. How many defects do you (probably) release to your customer?

Measurement & Analysis – PA - SGMeasurement & Analysis – PA - SGMeasurement & Analysis – PA - SGMeasurement & Analysis – PA - SG

– SG 1 Align Measurement and Analysis Activities• SP 1.1 Establish Measurement Objectives• SP 1.2 Specify Measures• SP 1.3 Specify Data Collection and Storage Procedures• SP 1.4 Specify Analysis Procedures

– SG 2 Provide Measurement Results• SP 2.1 Collect Measurement Data• SP 2.2 Analyze Measurement Data• SP 2.3 Store Data and Results• SP 2.4 Communicate Results

Measurement & Analysis – PA - GG Measurement & Analysis – PA - GG Measurement & Analysis – PA - GG Measurement & Analysis – PA - GG

– GG 2 Institutionalise 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 & 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

Quality: Example from PracticeQuality: Example from PracticeQuality: Example from PracticeQuality: Example from Practice

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Number of Defects detected per Month

Minimum data per project Minimum data per project Minimum data per project Minimum data per project

Planned and spend time

Planned and spend throughput time

Planned and actual size

Defects, administered in moments of injection and detection

Software Process ImprovementSoftware Process ImprovementSoftware Process ImprovementSoftware Process Improvement

Make preparationsMake preparations

ImplementImplement

Assure and measureAssure and measure

Perform assessmentPerform assessment

Perform evaluationPerform evaluation

Changing attitude towards quality

Set objectivesSet objectives

Develop planDevelop plan

Need for changeNeed for change

Critical success factorsCritical success factors SPI / CMM SPI / CMMIICritical success factorsCritical success factors SPI / CMM SPI / CMMII Management commitment Involvement of all stakeholders Need for improvement Prioritization of actions Planning and control of the CMMI-implementation Clear goals Use change management Assurance of the new processes Communication with all stakeholders Sensitivity for organizational context Availability of resources

What is the value of CMMI for companies?What is the value of CMMI for companies?What is the value of CMMI for companies?What is the value of CMMI for companies?

Source of best practiceStandard in the IT-businessProven technologySaving moneySaving time extentionHigher qualitySatisfied customers

What is the value of CMMI for you?What is the value of CMMI for you?What is the value of CMMI for you?What is the value of CMMI for you?

Source of best practicesSecret guidelineMature professionalStructuring your projectsBeing ahead of technical oriented professionalManaging a business is improving it

CMMI: the factsCMMI: the factsCMMI: the factsCMMI: the facts

Best-practice maturity model for process improvement

Category Average Low High

Costs 20% 3% 87%

Time 37% 2% 90%

Productivity 62% 9% 255%

Quality 50% 7% 132%

Customer satisfaction 14% -4% 55%

ROI 4.7 : 1 2:01 27.7 : 1

Investment: 2.500 per employee per year

Change of failure: 58%

More informationMore informationMore informationMore information

http://www.sei.cmu.edu (official cmmi pages) http://cmmi.pagina.nl/ http://www.kleinecmmi.nl De kleine CMMI voor ontwikkeling - 978012117739 Software Process Improvement – 90 440 0698 3 Kwaliteitszorg in ICT-projecten – 90 440 0369 0 CMMI Guidelines of process integration and product

improvement - 0321154967 CMMI® Distilled - 0201735008 Practical Insight into the CMMI - 1580536255 Software Process Improvement – 020117782x