changes in cmmi-dev and scampi-a v1.3 - an implementation perspective

1BSPIN May 21, 2011© Rajesh Naik, 2011

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Rajesh NaikFounding Partner

QAI India Limited

®CMMI and CMM are registered trademark of Carnegie Mellon University

SM SCAMPI is a service mark of Carnegie Mellon University

Changes in CMMI® - DEV and SCAMPISM- A v 1.3An Implementation Perspective

BSPIN - May 21, 2011



• Most of the material is compiled from publicly available material from SEI

• References : CMMI® Models (Public Domain) from SEI website

• SCAMPISM Method Definition Document is also available

Sources



• Knowledge of CMMI V1.2 is presumed

• Anybody who would like to know the changes from CMMI® V1.2 to CMMI® V1.3

• Organizations interested in transitioning from CMMI® V1.2 to CMMI® V1.3

Audience



Agenda

• The Background and Structure

• Changes to CMMI® DEV• Generic Goals and Practices

• Maturity Level 2 Changes

• Maturity Level 3 Changes

• Maturity Levels 4 & 5 Changes

• CMMI® - SVC

• Key Changes to SCAMPISM Methodology

• Sun-setting Timelines

• Q & A



• Correct identified model, training material, or appraisal method defects or

provide enhancements.

• Incorporate amplifications and clarifications as needed.

• Decrease overall model size in V1.3 if possible; increases, if any, must not be

greater than absolutely necessary.

• Model and method changes should avoid adversely impacting the legacy

investment of adopting companies and organizations.

• Changes to model architecture will only be incorporated with specific CMMI

Steering Group authorization.

• Changes can only be initiated by Change Requests or by the CMMI Steering

Group.

• Changes must not require retraining the nearly 100,000 (as of Dec. 2008)

personnel already trained in CMMI. Upgrade training may be needed,

especially for instructors, lead appraisers, and appraisal team members.

Background to the Changes



The Overall Structure

SharedPA



V 1.1

Staged

V 1.1

Cont.

V 1.2 V1.3 V1.2 V1.3 V1.2 V1.3

Pages 715 710 560 468 428 424 531 506

Process

Areas

25 25 22 22 22 22 24 24

Generic

Goals

2 5 5 3 5 3 5 3

Generic

Practices

12 17 17 13 17 13 17 13

Specific

Goals

55 55 50 48 46 46 52 52

Specific

Practices

185 189 173 165 161 161 182 179

MeasureCMMI

Development

CMMI Acquisitions CMMI Services

The Size of the Models



Requirements

Development

Product

Integration

Technical

Solution

Verification

Validation

16 Core PAs1 Shared PA(SAM)

CMMI® - DEV



Service

Delivery

Capacity and

Availability

Management

Incident

Resolution and Prevention

Service

Continuity

Verification

Service System Transition

16 Core PAs1 Shared PA(SAM)

Service System

Development

Strategic

Service

Management

CMMI® - SVC



Solicitation and

Supplier Agreement

Development

Acquisitions

Requirement

Development

Agreement

Management

Acquisitions Validation

Acquisitions Verification

16 Core PAs

Acquisitions

Technical

Management

CMMI® - ACQ



CMMI® - DEV 1.3 Changes to GGs and GPs

� Generic Goals 4 and 5 have been removed from all the process

areas (PA) of the model

� In the a Continuous representation appraisal of the model, no PA

can be rated at CL4 or CL 5. The highest CL is CL3 for any process

area in the continuous representation

� Some changes in the verbiage of GP 2.6 and GP 3.2. No changes in

the intent

� In the model document, the GGs and GPs are not repeated in each

process area, but all GGs and GPs are listed and elaborated at one

place (at the start of the document). � Makes the document slimmer; does not change anything in the

requirements to be implemented



CMMI® - DEV 1.3 Changes in ML2

� Requirements Management (REQM) PA has been shifted to the

Project Management category of PAs� Makes no difference

� However, no Engineering PA in ML 2

� Two contentious specific practices of Supplier Agreement

Management (SAM) have been removed and converted to sub-

practices� These two SPs were SP2.2 and SP2.3 in version 1.2

�SP 2.2 (v1.2) Monitor selected supplier process &

�SP 2.3 (v1.2) Evaluate selected supplier work-products

� No other changes



CMMI® - DEV 1.3 Changes in ML3

� Optional IPPD “Addition” in v1.2 translated to one extra goal in

Integrated Project Management (IPM PA) and one extra goal in

Organizational Process Definition (OPD PA)

� This is now one additional SP in IPM and one additional SP in OPD

(both related to teaming) � No longer optional addition

� The two goals (in IPM and OPD) have been removed in v 1.3

� The two additional practices are now part of the non-optional goals

� No other significant changes



CMMI® - DEV 1.3 Changes in ML4 & 5

� Organizational Innovation and Deployment (OID PA) has been

renamed as Organizational Performance Management (OPM PA)

� New goal added to OPM (old OID) – this goal is related to explicit

alignment of process improvements to business objectives and

process performance data � New goal consists of 3 SPs

� Quantitative Project Management (QPM PA) - made tighter and the

requirements are more explicit. No significant change in the intent

of the process area.

� Causal Analysis and Resolution (CAR PA) and Organizational

Process Performance (OPP PA) have undergone some changes in

the verbiage, though nothing significant in intent.

� No other significant changes



• Glossary definition of PPM was revised to clearly state the required characteristics (“Process performance models include statistical, probabilistic

and simulation based models that predict interim or final results by connecting

past performance with future outcome’’).

• For establishing PPMs, informative material to QPM and OPP were added stating that PPMs and PPBs can be created by the organization, projects or

support groups.

• Informative material was revised to show the use of data from stabilized sub

processes is desirable, but not required, not all parameters in a PPM must be

related to characteristics of a sub-process

• Informative material to QPM, CAR, and OID is added to describe the use of

PPMs

CMMI® - DEV 1.3 Changes in ML4 & 5 (contd.)



• ML 4 & 5 is differentiated in a more robust way – without relying on SPC concepts as THE central theme.

• Treatment of Assignable/Common Cause in Quantitative Project Management process area is balanced to allow a greater variety of quantitative techniques to be recognized.

• Glossary entries and other related terminology throughout the model are revised to avoid narrowly focusing on Common Cause as a defining concept of high maturity.

• Minor informative material is added to OPP and QPM to clarify proper use of business objectives, including updated examples.

• Minor informative material is added to OPP and QPM to clarify use of sub processes, including updated examples

• High maturity requirements are documented in high maturity process area goals and high maturity expectations in high maturity process area practices – instead of relying on informative material




QPM material has been made more meaningful and logical

SG 1 Prepare for Quantitative ManagementSP 1.1 Establish the Project’s ObjectivesSP 1.2 Compose the Defined ProcessSP 1.3 Select Sub-processes and AttributesSP 1.4 Select Measures and Analytic Techniques

SG 2 Quantitatively Manage the ProjectSP 2.1 Monitor the Performance of Selected Sub-processesSP 2.2 Manage Project PerformanceSP 2.3 Perform Root Cause Analysis




• Organizational Innovation and Deployment (OID) is renamed as Organizational Performance Management (OPM). • Added New goal to OPM

• SG 1 Manage Business Performance• SP 1.1 Maintain Business Objectives• SP 1.2 Analyze Process Performance Data• SP 1.3 Identify Potential Areas for Improvement

• Earlier two SGs of OID remains similar but there are changes to Specific practices • SG 2 Select Improvement• SG 3 Deploy improvement




CMMI®-SVC

� CMMI®-SVC is a set of best practices that help service organizations

to:

� Design the service

� Deploy and deliver the service

� Manage the service

� Retire and replace the service with a new one

� Has commonalities with other models� Like CMMI®-DEV, ITIL®, eSCM, CobiT etc.

� Usable by any service provider � BPO, IT Infra, Testing, Hotels, Hospitals, Travel, etc.



What is a Service as per CMMI®-SVC

• Services are useful intangible and typically non-storable

results delivered through the operation of a service system.

• A service is • delivered through the operation of a service system

• which is an integrated and interdependent combination of component

resources

• that satisfies service requirements

• Service System consisting of multiple components � Processes & Work products

� Tools & Facilities

� Human Resources

� Consumable Items



Where can CMMI®-SVC be Used?



CMMI® - SVC

IPM or WPM

SSD SST

STSM

SD

IRP

OPF&

OPD

OT

OPP

OID/OPM

PP or WP PMC or WMC

RSKM SCON

REQM SAM

QPM or QWM

CAM

PPQA

CM

DAR

CAR

M & A

Service Establishment & Delivery

Project or Work Management

ProcessManagement

Support

SVC Process Areas Added

RD Removed

TS Removed

PI Removed

VER Removed

VAL Removed



Bug Fix – ML4/ ML5 Example

Accept/

RejectQueueQueue

New ticket

Analyze Fix Review

TestRegressionDeliveryClose

Queue Queue

QueueQueueQueue

ProficientNoviceNoviceCant DoAnkit

ExpertProficientProficientNoviceRita

ExpertProficientProficientProficientRohit

ExpertExpertExpertExpertSuzy

……TestReviewFixAnalyze

Optimize: SLA Compliance, Bad Fixes, Idle time, Cost, Pending Queues

Input Data: Expected arrival rate, current sub-process performance baselines

Models: Simulations, based on queuing theory

What-if: We change the rules of task assignment? More tickets are expected?

We get one more person in the team? Suzy takes leave for 2 weeks?

We reduce avg. cycle-time of “regressions” sub-process by 10%?



CMMI® - DEV/ SVC Impacts

� You may not be able to include “projects” that do not implement

RD, PI or VAL in DEV appraisals in future

� 60-70% of your “projects” may fit better with the SVC model

� May end up with more SVC appraisals than DEV appraisals

Full Life cycle

Only Testing

Only Coding & Testing

Bug Fixes & Minor Enhancements

Production Support

DocumentationBeta Site Management

DEV SVC

Major Enhancements



SCAMPISM–A: Changes

• Sampling Rules• The method now provides more explicit guidelines for

minimum sample sizes across sub-groups of “projects” (basic units)

• Data Coverage rules for various projects have changed

• Requirements for ATM team members has become more explicit

• Minimum average of 6 years experience (excluding LA)

• Many factors/ questions to be explicitly answered on “conflict of interest” for ATMs and translators

• Affirmations have to be provided by people “who have done the activity”

• Appraisal Input document replaced with “Initial Appraisal Plan”



Sampling

• Identify sub-groups of “basic units”/ “projects” based on

similar “factors”:• Factors could be Business Units, Locations, Technology,

Development Methodology, Lifecycle….

• So BU1-BLR-SAP-ERP-STD could be one sub-group of projects

• Calculate the minimum number of units to be selected from each sub-group using the formula



Data Coverage

• No concept of “direct” and “indirect” artifacts – only

relevant artifacts

• For each “sub-group”:• some projects (at least one) must cover all relevant process

areas and provide artifacts AND affirmations for each practice

• half of the remaining projects must cover at least one PA with artifacts AND affirmations for each practice

• the other half must cover at least one PA with artifacts OR affirmations for each practice



ATM Requirements – Conflict of Interest

• Are any team members authors of one or more processes included in the scope of the appraisal?

• Are any members of the organization’s process group serving on the appraisal team?

• Are any “process owners” serving as appraisal team members?

• Are staff with supervisory responsibility over one or more parts of the organizational unit on the team?

• Are people who served on previous appraisals (Class C, B or A) of the organizational unit serving as appraisal team members?

• Are any of the appraisal team members in a direct reporting relationship above any appraisal participants or other appraisal team members, including administrative, functional, basic unit, performance, or technical authority (e.g., supervisory, basic unit, program, technical)?

• Will any of the appraisal team members be interviewed or providing evidence?

• Are members of the appraisal team involved in process or product quality audits?



Timelines for Sun-setting

� CMMI® Version 1.3 has been released in November 2010 for all three

models (DEV, SVC and ACQ). Appraisals on v1.3 of the models have

started

� You can continue with appraisals on CMMI® v1.2 for one year after

the release of v1.3 (i.e, up to October 2011)

� SCAMPISM v 1.3 has been released in April 2011.

� You can continue with appraisals on SCAMPISM v1.2 for one year

after the release of SCAMPISM v1.3 (i.e, up to March 2012)

Right Now, all 4 combinations are possible !



Questions? Comments?



Rajesh NaikConsulting PartnerQAI India Limited

Email

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[email protected]

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+91 9845488767

Website

www.rajeshnaik.com

Also, have a look at the latest “business novel”:

Aligning Ferret: How an Organization MeetsExtraordinary Challenges

By Swapna Kishore & Rajesh Naik

Website: http://www.postscript-impressions.com

Thank You!



More resources on the subject are available from the creator of this presentation at:

http://www.rajeshnaik.com

© Rajesh Naik, 2010

This work is released under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license. This means you can use it for non-commercial purposes so long as you include the copyright line “© Rajesh Naik, 2010". If you create derivative works using this work, they should also be made available under a similar license. For further information go tohttp://creativecommons.org/licenses/by-nc-sa/3.0/ For uses outside the scope of the license, contact Rajesh Naik at [email protected]

Author: Rajesh NaikConsulting Partner

QAI India Limited

[email protected]

[email protected]

+91 9845488767

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