cmmi dev 2
DESCRIPTION
An overviw on CMMI v2.0TRANSCRIPT
Agenda
• Introduction (slides 3-16) • Process Area (PA) Components (slides17-20)
• Tie It All Together (slides 21-35) • Relationships Among PAs (slides 36-43)
• Using CMMI Models (slides 44-51)
• Generic Goals and Generic Practices (slides 52-66)
CMMI v1.1 vs. CMMI-DEV v1.2 (slides 67-75)
Introduction
• About Capability Models
• Evolution of CMMI
• CMMI for Development (CMMI-DEV)
• The Scope of CMMI-DEV
• The Group of IPPD Additions
• Choosing a Representation
• Process can:– Align the way you do business.– Address scalability and incorporate knowledge – Leverage resources and examine business trends.– Provides the infrastructure and to maximize the
productivity of personnel and the use of technology – Provide a vehicle for introducing and using new
technology
About Capability Models-2Introduction
About Capability Models-4• SEI defined CMMs (Capability Maturity models) embody th
e premise: the quality of a system or product is highly influenced by the quality of the process used to develop and maintain it.
• Statistics from 30 organizationsWho delivers the CMMI
– Industry:
Systems Engineering Committee of the National Defense Industrial Association
– Government:
U.S Department of Defense– Academic:
Software Engineering Institute,Carnegie Mellon University
Introduction
CMMI for Development (CMMI-DEV)-1
• Consist of two models– CMMI-DEV + IPPD– CMMI-DEV
• Extensive reviews– CMMI v0.2
• Publicly review+ pilot – CMMI v1.1
• 1,500 change requests• Hundreds of comments
– CMMI v1.2• 2,000 change requests(750)
Introduction
The Scope of CMMI-DEV• Covers development and maintenance activities
– Aerospace, banking, computer hardware, software, defense, automobile manufacturing and telecommunications use CMMI-DEV.
• Contain practices– Project management– Process management
Introduction
About Capability Models-3– Systems engineering– Hardware engineering– Software engineering– Supporting processes– IPPD practices
Introduction
The Group of IPPD Additions• Help to …..
– Timely collaboration– Connecting relevant stakeholders– Throughout the life cycle– Satisfy customers’ needs, expectations and
requirements
Introduction
Choosing a Representation-1• CMMI supports two improvement approac
hes ( representations ) :– Continuous : capability levels– Stage : maturity levels
• Factors in your decision– Business factor– Culture factor– Legacy
Introduction
Tie It All Together
• Understanding levels• Structures of the continuous and staged
representation• Understanding Capability Levels• Understanding Maturity Levels• Process Areas• Generic goals and generic practices• Representation comparison• Equivalent Staging
Understanding levels• Levels
– Describe an evolutionary path– Are outcome of appraisal rating
• two improvement representations:– Continuous : capability levels– Stage : maturity levels
• To reach a level = satisfy all goals OR
set of PAs
Tie it all together
Understanding Capability Levels• A Capability level consists of a GG and its relate
d GPs for a PA that can improve the organization’s processes associated with that PA.
=>Capability level profile• The 6 CLs:
– 0: Incomplete– 1: Performed = satisfy all SPs– 2: Managed CL2 = CL1+GG2– 3: Defined CL3 = CL2+GG3– 4: Quantitatively Managed CL4 = CL3+GG4– 5: Optimizing CL5 = CL4+GG5
Tie it all together
Understanding Maturity Levels• A maturity level consists of the SP and GP
associated with each predefined set of PAs
=>Maturity level rating• The 5 MLs:
– 1:Intial – 2:Managed = ML 2 PAs (GG 2)– 3:Defined = ML 2 PAs (GG 3) + ML 3 PA (GG 3) – 4:Quantitatively Managed = ML 2,3,4 PA (GG 3) – 5:Optimizing = ML 2,3,4,5 PA (GG 3)
Tie it all together
Process Areas-2Tie it all together
類別 Category成熟度Maturity Level
流程管理ProcessManagement
工程Engineering
專案管理Project Management
支援Support
Level 5Optimizing最佳化
OID 組織創新和推展
CAR 原因分析和解決方案
Level 4 Quantitative
ly量化管理
OPP 組織流程績效
QPM 量化專案管理
Level 3Defined定義
OPF 組織流程專注
OPD + IPPD組織流程定義OT 組織訓練
RD 需求發展TS 技術解決
方案PI 產品整
合VER 驗證VAL 確認
IPM + IPPD 整合性專案
管理RSKM 風險管理
DAR 決策分析和解決方案
Level 2Managed管理
REQM 需求管理
PP 專案規劃PMC 專案監控SAM 供應商協議
管理
MA 度量與分析PPQA 流程和產品品質
保證CM 型態管理
藍色表示 16 個 core PAs
Equivalent Staging-1• Capability level profile:
– Achievement profile: actual progress– Target profile: planned process improvement
objectives
※pay attention to the dependencies between
PAs and GGs
• Target stage: a sequence of target profiles
Tie it all together
Equivalent Staging-3• Rule for equivalent staging:
– All PAs in ML 2 achieve CL 2 = ML 2– All PAs in ML 2,3 achieve CL 3 ↑ = ML 3– All PAs in ML 2,3,4 achieve CL 3↑ = ML 4– All PAs in ML 2,3,4,5 achieve CL 3↑ = ML 5
Tie it all together
Relationship between PAs
• Four categories– Process management– Project management– Engineering– Support
Using CMMI Models
• Adopting CMMI
• Selections That Influence Your Program
• Using CMMI Appraisals
• Appraisal Requirements for CMMI (ARC)
• SCAMPI Appraisal Methods
• Appraisal Considerations
Adopting CMMI• Gain senior management sponsorship
– Influence the organization to adopt CMMI– Choose the best people to manage – Monitor the process improvement effort personally– Be a visible advocate and spokesperson – Ensure that adequate resources are available
• Establish a process group– Engineers– Systems administrator – Marketing…
• Begin with an improvement approach– IDEAL (Initiating, Diagnosing, Establishing, Acting,
Learning)
Using CMMI
Selections That Influence Your Program• Select the part of the organization
– Organization unit size– Property
• Select the model– Constellation: DEV, ACQ, SRV– Addition: IPPD
• Select a representation– Continuous or staged
• Which appraisal method should be used ?• Which projects should be appraised ?• How should training for personnel be secured ?• Which personnel should be trained ?
Using CMMI
Using CMMI Appraisals• Why appraisal ?
– To determine how well the organization’s processes and identify improvement opportunities.
– To inform external customers and suppliers– To meet the contract requirements
Using CMMI
Appraisal Requirements for CMMI (ARC)
– Appraisals or organizations using a CMMI model must conform to the requirements defined in ARC.
– ARC describes the requirements for several types of appraisals : Class A,B ,C Appraisal.
– ARC helps improve consistency across appraisal methods.
– ARC helps appraisal method developers, sponsors and user understand the tradeoffs associated with various methods.
Using CMMI
SCAMPI Appraisal Methods• The generally accepted methods used for
conducting appraisals using CMMI models.
• Defines rules for ensuring the consistency of appraisal rating
• SCAMPI family: Class A, B, C
Using CMMI
Appraisal Considerations• Choices that affect a CMMI-based appraisal
– Appraisal scope: organization unit, PAs, ML/CL– Appraisal method– Appraisal team members– Interviewed participants– Appraisal outputs– Appraisal constraints
• Documentation: must including – A description of the appraisal options– Model scope– Organizational scope
Using CMMI
Appraisal Principles– Senior management sponsorship– A focus on the organization’s business objecti
ves– Confidentiality for interviewees– Use of a documented appraisal method– Use of a process reference model (e.g., a CM
MI model) as a base– A collaborative team approach– A focus on actions for process improvement
Using CMMI
Generic Goals and Generic Practices
• Process Institutionalization• Generic Goals and Generic Practices• PAs that Support GP
Process Institutionalization-1• Process institutionalization: the process is
ingrained in the way the work is performed and there is commitment and consistency to performing the process.
• GG and Process Name
GG and GP
Process Institutionalization-2• Performed Process:
– To achieve all SG in that PA• Managed Process
– is a performed process – is planned and executed in accordance with
policy– employs skilled people who have adequate
resources to produce controlled outputs– involves relevant stakeholders – is monitored, controlled, and reviewed– is evaluated for adherence to its process
description.
GG and GP
Process Institutionalization-3• Defined Process-1
– is a managed process that is tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines
– has a maintained process description– contributes work products, measures, and
other process improvement information to the organizational process assets.
GG and GP
Process Institutionalization-4• Defined Process-2
– Must clearly states• Purpose• Inputs• Entry criteria• Activities• Roles• Measures• Verification steps• Outputs• Exit criteria
GG and GP
Process Institutionalization-5• Quantitatively Managed Process
– is a defined process that is controlled using statistical and other quantitative techniques.
– The product quality, service quality, and process-performance attributes are measurable and controlled throughout the project.
– Quantitative objectives are established
GG and GP
Process Institutionalization-6• Optimizing Process
– is a quantitatively managed process that is changed and adapted to meet relevant current and projected business objectives.
– An optimizing process focuses on continually improving process performance through both incremental and innovative technological improvements.
GG and GP
Process Institutionalization-7
• Relationship among Process Institutionalizaton– A managed process must be a performed pro
cess.– A defined process must be a managed proces
s.– A quantitatively managed process must be a d
efined process.– An optimizing process must be quantitatively
managed process.
GG and GP
Generic Goals and Generic PracticesGG and GP
GG 5 INSTITUTIONALIZE AN OPTIMIZING PROCESS. GP 5.1 ENSURE CONTINUOUS PROCESS IMPROVEMENT. GP 5.2 CORRECT ROOT CAUSES OF PROBLEMS.
GG 4 INSTITUTIONALIZE A QUANTITATIVELY MANAGED PROCESS. GP 4.1 ESTABLISH QUANTITATIVE OBJECTIVES FOR THE PROCESS. GP 4.2 STABLIZE SUBPROCESS PREFORMANCE.
GG 3 INSTITUTIONALIZE A DEFINED PROCESS. GP 3.1 ESTABLISH A DEFINED PROCESS. GP 3.2 COLLECT IMPROVEMENT INFORMATION.
GG 2 INSTITUTIONALIZE 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 AND INVOLVE RELEVANT STAKEHLODERS.GP 2.8 MONITOR AND CONTROL THE PROCESS. GP 2.9 OBJECTIVELY EVALUATE ADHERENCE. GP 2.10 REVIEW STATUS WITH HIGHER LEVEL MANAGEMENT.
GG 1 ACHIEVE SPECIFIC GOALS. GP 1.1 PERFORM SPECIFIC PRACTICES.
PAs that Support GP-1
GG and GP
Generic Practice Roles of Process Areas in Implementation of the Generic Practice
GP 2.2Plan the Process
Project Planning:
GP 2.3Provide ResourcesGP 2.4Assign Responsibility
Project Planning: SP 2.4, “Plan for necessary resources
to perform the project,”
GP 2.5Train People
Organizational Training: Project Planning: SP 2.5, “Plan for knowledge and skills
needed to perform the project,”
GP 2.6 Manage Configurations
Configuration Management:
PAs that Support GP-2
GG and GP
GP 2.7Identify and InvolveRelevant Stakeholders
Project Planning: SP 2.6,“Plan Stakeholder
Involvement,Project Monitoring and Control: SP 1.5, “Monitor Stakeholder Involvement,” Integrated Project Management: SP 2.1,“Manage Stakeholder Involvement,”
GP 2.8Monitor and Control theProcess
Project Monitoring and Control: Measurement and Analysis:
GP 2.9Objectively EvaluateAdherence
Process and Product QualityAssurance:
PAs that Support GP-3
GG and GP
GP 2.10 Review Status with
Higher Level Management
Project Monitoring and Control: SP 1.6, “Conduct Progress
Reviews,” SP 1.7,“Conduct Milestone
Reviews,”
GP 3.1Establish a Defined
Process
Integrated Project Management: SP 1.1, “Establish and maintain the project’s defined process
from project startup through the
life of the project,” Organizational Process Definition:
PAs that Support GP-4
GG and GP
GP 3.2Collect ImprovementInformation
Integrated Project Management: SP 1.6, “Contribute work products, measures, and documented experiences to the organizational process
assets,” Organizational Process Focus: SP 3.4, “Incorporate process-related work products, measures,
and improvement information
derived from planning and
performing the process into the organizational process
assets,”Organizational Process Definition:
PAs that Support GP-5
GG and GP
GP 4.1Establish Quantitative
Objectives for the Process
Quantitative Project Management:SP 1.1, “Establish and maintain the project’s quality and
process- performance objectives,” Organizational ProcessPerformance: SP 1.3, “Establish and maintain quantitative objectives for quality and process
performance for the organization,”
PAs that Support GP-6GP 4.2Stabilize SubprocessPerformance
Quantitative Project Management:SG 2, “Statistically Manage
Subprocess Performance,” Organizational Process
Performance:
GP 5.1Ensure ContinuousProcess Improvement
Organizational Innovation andDeployment:
GP 5.2Correct Root Causes of
Problems
Causal Analysis and Resolution:
GG and GP
CMMI v1.1 vs. CMMI-DEV v1.2
• Main changes– Models– Combinations– IPPD changes– Other changes
• CMMI V1.1
• CMMI V1.2
• CMMI-ACQ (Preliminary)
Other changes• Supplier Sourcing was eliminated
• ISM was eliminated
• OEI move to OPD
• IT move to IPM25 PAs in CMMI V1.122 PAs in CMMI-DEV V1.2
V1.1 vs. V1.2
CMMI V1.1V1.1 vs. V1.2
類別 Category 成熟度Maturity Level
流程管理 ★Process Managem
ent
工程 ▓Engineering
專案管理 ◥Project Managem
ent
支援 ●Support
Level 5Optimizing最佳化
OID 組織創新和推展
CAR 原因分析和解決方案
Level 4Quantitatively量化管理
OPP 組織流程績效
QPM 量化專案管理
Level 3Defined定義
OPF 組織流程專注
OPD 組織流程定義
OT 組織訓練
RD 需求發展TS 技術解決方案PI 產品整合VER 驗證VAL 確認
IPM for IPPD 整合性專案
管理RSKM 風險管理IT 整合性團隊ISM 整合性供應
商管理
DAR 決策分析和解決方案
OEI 組織環境整合
Level 2Managed管理
REQM 需求管理 PP 專案規劃PMC 專案監控SAM 供應商協議
管理
MA 度量與分析PPQA 流程和產品品
質保證CM 型態管理
藍色 :16 個 core PAs 綠色 :在 V1.2 中已納入其他 PAs 藍色 +底線 :因應 IPPD 所修改的 PA
CMMI V1.2 V1.1 vs. V1.2
類別 Category 成熟度Maturity Level
流程管理 ★Process Manageme
nt
工程 ▓Engineering
專案管理 ◥Project Manageme
nt
支援 ●Support
Level 5Optimizing最佳化
OID 組織創新和推展
CAR 原因分析和解決方案
Level 4 Quantitativel
y量化管理
OPP 組織流程績效 QPM 量化專案管理
Level 3Defined定義
OPF 組織流程專注OPD + IPPD組織流程定義OT 組織訓練
RD 需求發展TS 技術解決
方案PI 產品整合VER 驗證VAL 確認
IPM + IPPD 整合性專案
管理RSKM 風險管理
DAR 決策分析和解決方案
Level 2Managed管理
REQM 需求管理 PP 專案規劃PMC 專案監控SAM 供應商協議管
理
MA 度量與分析PPQA 流程和產品品質
保證CM 型態管理
藍色 :16 個 core PAs
CMMI-ACQ (Preliminary) V1.1 vs. V1.2
類別 Category
成熟度Maturity Level
流程管理 ★Process Managem
ent
購採 ▓Acquisition
專案管理 ◥Project Management
支援 ●Support
Level 5Optimizing最佳化
OID 組織創新和推展
CAR 原因分析和解決方案
Level 4Quantitatively量化管理
OPP 組織流程績效
QPM 量化專案管理
Level 3Defined定義
OPF 組織流程專注
OPD 組織流程定義
OT 組織訓練
ARD 採購需求發展
ATS 採購技術解決方案
AVER 採購驗證AVAL 採購確認
IPM 整合性專案管理
RSKM 風險管理
DAR 決策分析和解決方案
Level 2Managed管理
AM 採購管理SSAD 徵求需求規
格書與合約發展
PP 專案管理PMC 專案監控REQM 需求管理
MA 度量與分析PPQA 流程和產品品
質保證CM 型態管理
藍色 :在 CMMI v1.1 的 PAs/16 個 core PAs黑色 :修改 CMMI v1.1 工程類的 PAs紅色 :新增的 PAs
Reference Sources
• CMMI for Development V1.2 http://www.sei.cmu.edu/cmmi/models/CMMI-DEV-v1.2.doc
• CMMI Version 1.2 Model Changes http://www.sei.cmu.edu/cmmi/adoption/pdf/v12-model-changes.pdf
• CMMI V1.1 http://www.sei.cmu.edu/publications/documents/02.reports/02tr012.html
• Adapting CMMI for Acquisition Organizations : A Preliminary Report
http://www.sei.cmu.edu/pub/documents/06.reports/pdf/06sr005.pdf
• CMMI V1.2 Overview http://www.sei.cmu.edu/cmmi/adoption/pdf/cmmi-overview06.pdf