introduction to cmm1

CAPABILITY MATURITY MODEL

for Software (CMM) Version 1.1

INTRODUCTION

Course ObjectivesCourse Objectives

• Understand terms such as process, capability, and maturity

• Discuss the 18 key process areas in the CMM• Interpret the CMM and the key practices in the

different contexts• Describe the fundamental concepts of the CMM• Explain and use the structure of the CMM

• Bad requirements• Frequent changes to

requirements• Wrong interpretation of

requirements• Inaccurate estimation• Inaccurate or bad planning• Risks which materialized• Attrition• Bad implementation• No reviews i.E., Inputs from

relevant people/ groups

• Mismatched resource skill levels

• Miscommunication between groups

• No defined method for implementing a project

• No checks and balances• Inadequate testing• Incorrect source base and

so on

What can go wrong in a What can go wrong in a project?project?

Do we need processes?Do we need processes?

Do we need processes? Such discipline may stifle my creativity!

“Discipline enables creativity by FREEING the most talented software professionals from the many CRISES that others have created. A disciplined process EMPOWERS the intellect...”

- Watts Humphrey

What Is CMM ?What Is CMM ?

A common sense application of process management and quality improvement concepts to software development and maintenance

A community-developed guide

A model for organizational improvement

Other Capability Maturity Other Capability Maturity ModelsModels

Focus areas include : Software CMM People CMM CMMI - CMM integrated (new)

A Mature ProcessA Mature Process

Consistent with the way work actually gets done - defined, documented, and continuously improving Understood Used Living Supported visibly by management and others

Well controlled Constructive use of product and process

measurements Disciplined use of technology

Institutionalized ProcessInstitutionalized Process

“That is the way we do things around here” Organizational infrastructure contains

Effective processes Usable processes Consistently applied processes

Organizational culture Must convey the process Nurtured by management Is conveyed with role models and rewards

Institutionalized processes ENDURES ( Even after people who originally defined them have gone)

What CMM Does not What CMM Does not address?address?

The CMM does not address specific software process and quality improvement issues

Issues that are addressed only indirectly, or by implication, include Specific tools, methods, and

technologies System engineering, marketing, etc Human resources Organizational behavior

Structure of CMMStructure of CMM

CMM Maturity LevelCMM Maturity Level

Maturity level is Well-defined stages of evolution on the path

to becoming a mature software organization

Each level is a layer in the foundation for continuous process improvement

Achieving each level establishes a different component of the software process

CMM Maturity LevelCMM Maturity LevelThere are There are fivefive maturity levels in CMM maturity levels in CMM

Intent of the Initial Level -Intent of the Initial Level -Level 1Level 1

Performance driven by the competence of the people doing the work

High quality and exceptional performance possible so long as the best people can be hired

The process is unpredictable - for good or bad The major problems facing the software

organization are managerial, not technical

Intent of the Repeatable Intent of the Repeatable Level - level 2Level - level 2

The predominant need is to establish effective software project management

Software project management processes are documented and followed

Organizational policies guide the projects in establishing management processes

Successful practices developed on earlier projects can be repeated

Intent of the Defined Level Intent of the Defined Level - Level 3- Level 3

This level builds on the software project management foundation

To control a process, it must be defined, documented, and understood

The outputs of one task flow smoothly in to the inputs of the next task

At this level, the organization builds processes that empower the individuals doing the work

Intent of the Managed Intent of the Managed level - Level 4level - Level 4

Apply the principles of statistical process control

Address the special causes of process variation

Intent Of The Optimizing Intent Of The Optimizing level - Level 5level - Level 5

Identify and eliminate chronic causes of poor performance

Continuously improve the software process

Key Process Area (KPAs) Key Process Area (KPAs) of Each Levelof Each Level

Maturity levels are described in terms of 18 key process areas (KPAs)

Level 2 KPAsLevel 2 KPAs

Software configuration management (SCM) Software quality assurance (SQA) Software subcontract management (SSCM) Software project tracking and oversight (SPTO) Software project planning (SPP) Requirements management (RM)


Organization process focus (OPF) Organization process definition (OPD) Peer reviews (PR) Intergroup coordination (IGC) Software product engineering (SPE) Integrated software management (ISM) Training program (TP)


Software quality management (SQM) Quantitative process management (QPM)


Process change management (PCM) Technology change management (TCM) Defect prevention (DP)

Maturity levels cannot be Maturity levels cannot be skippedskipped

• Processes at higher maturity levels may be performed, although perhaps ineffectively, even by the organizations at the initial level

• Process capability is built in stages, as some processes are ineffective when others are not stable

Maturity levelsMaturity levels

Well-defined evolutionary plateaus on the path to becoming a mature software organization

Each level is a layer in the foundation for continuous process improvement

There are five maturity levels in the CMM Achieving each level establishes a different

component of the software process Maturity levels are described in terms of 18

key process areas

GoalsGoals

Goals summarize the key practices of the key process areas

They are considered important for enhancing process capability for that level of maturity

They can be used to guide organizations and appraisal teams in assessing alternative ways to implement key process areas

Each key process maps to one or more goals

Common featuresCommon features

• Used to organize the key practices in each key process area

Common features are :– Commitment to perform– Ability to perform– Activities performed– Measurement and analysis– Verifying implementation

Commitment to performCommitment to perform

• Describes the actions the organization must take to ensure that the process is established and will endure

• Typically include

– Policies– Leadership

Ability to performAbility to perform

• Describes the preconditions that must exist in the project or organization to implement the software process competently

• Typically includes– Function– Resources– Delegation– Training– Orientation

Activities performedActivities performed

• Describes the roles and procedures necessary to implement a key process area

• Typically includes– Establishing plans and procedures– Performing the work– Tracking it– Taking corrective actions as necessary

Measurement and Measurement and analysisanalysis

• Describes the need to measure the process and analyze the measurements

• Typically includes examples of the measurements that could be taken to determine the status and effectiveness of the activities performed common feature

Verifying implementationVerifying implementation

• Describes the steps to ensure that the activities are performed in compliance with the process that has been established

• Typically includes reviews and audits by– Senior management– Project management– Software quality assurance

Key PracticesKey Practices

• State the fundamental policies, procedures, and activities for a key process area

• Describe “what” is to be done, but they should not be interpreted as mandating “how”

• Are organized by common feature• 316 key practices in CMM

End of Introduction to CMMEnd of Introduction to CMM