manufactures’ association for information technology (mait)

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)

Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 199811

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Manufactures’ Association forManufactures’ Association forInformation Technology (MAIT)Information Technology (MAIT)



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Introduction to the Introduction to the

Software Engineering Institute’s (SEI)Software Engineering Institute’s (SEI)

Capability Maturity Model (CMM) Capability Maturity Model (CMM)

““Improving Improving whatwhat you build means you build means

improving improving howhow you build” you build”

The SEI is a Federally Funded Research and Development Center Located at The SEI is a Federally Funded Research and Development Center Located at

Carnegie Mellon University in Pittsburgh, PennsylvaniaCarnegie Mellon University in Pittsburgh, Pennsylvania

Global Systems Technology, Inc.Global Systems Technology, Inc.



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Course OverviewCourse Overview

Introduction: An Executive Overview of the CMM (6 Hrs)Introduction: An Executive Overview of the CMM (6 Hrs)

Level 2: Understanding the Repeatable Level KPAs (5 Hrs)Level 2: Understanding the Repeatable Level KPAs (5 Hrs)

Level 3: Understanding the Defined Level KPAs (6 Hrs)Level 3: Understanding the Defined Level KPAs (6 Hrs)

Level 4: Understanding the Managed Level KPAs (2 Hrs)Level 4: Understanding the Managed Level KPAs (2 Hrs)

Level 5: Understanding the Optimizing Level KPAs (3 Hrs)Level 5: Understanding the Optimizing Level KPAs (3 Hrs)

CMM Summary and Test (2 Hrs)CMM Summary and Test (2 Hrs)




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Course GuidelinesCourse Guidelines

The Class schedule will be followed.The Class schedule will be followed. The Class will start at 9:30 and end at 5:30 promptly.The Class will start at 9:30 and end at 5:30 promptly. One break in the morning, one in the afternoon.One break in the morning, one in the afternoon. Course is fast paced, but questions are welcome.Course is fast paced, but questions are welcome. Exercises and test will be given, and results provided to Exercises and test will be given, and results provided to

SEI CMM site training coordinator.SEI CMM site training coordinator.




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Course ScheduleCourse Schedule

ExecutiveOverview

ExecutiveOverview

Morning Afternoon

Day 1

Day 2

Day 3

ExecutiveOverview

APA

Level 3 Level 3Level 2 Level 3

Level 4/5 Level 5Level 4Summary And Test




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Day One: Executive OverviewDay One: Executive Overview

Understand the origins of the CMM and the underlying needUnderstand the origins of the CMM and the underlying need Understand the difference between the CMM and ISO 9000Understand the difference between the CMM and ISO 9000 Recognize the Benefits of CMM based software process Recognize the Benefits of CMM based software process

improvementsimprovements Be able to describe the CMM and how it is organizedBe able to describe the CMM and how it is organized Understand management’s commitments in CMM based Understand management’s commitments in CMM based

software process Improvementsoftware process Improvement Be able to describe the CMM and how it is organizedBe able to describe the CMM and how it is organized Understand the elements necessary for successful software Understand the elements necessary for successful software

process improvementprocess improvement Results of the Abbreviated Process AssessmentResults of the Abbreviated Process Assessment




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Evolution of the CMMEvolution of the CMM

For SoftwareFor Software




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Cobb’s ParadoxCobb’s Paradox

““We know why projects fail, we know how to We know why projects fail, we know how to prevent their failure....so why do they still prevent their failure....so why do they still

fail?”fail?”

Martin CobbMartin Cobb

Treasury Board of Canada SecretariatTreasury Board of Canada Secretariat

Ottawa, CanadaOttawa, Canada




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The Need for Better Planning and ManagingThe Need for Better Planning and Managing

For every 100 IT projects started, 94 are “restarted”For every 100 IT projects started, 94 are “restarted” Average IT project cost overrun is 178% in large companiesAverage IT project cost overrun is 178% in large companies Average IT project time overrun is 230% in large companiesAverage IT project time overrun is 230% in large companies 42% of original features proposed of IT projects in large 42% of original features proposed of IT projects in large

companies actually get ported in the final productcompanies actually get ported in the final product

This information and the following statistics are the result of an extensive This information and the following statistics are the result of an extensive national (United States) survey conducted by the Standish Group. national (United States) survey conducted by the Standish Group.

Respondents were IT Executives.Respondents were IT Executives.




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Project Success ProfilesProject Success Profiles

The reasons projects succeed:The reasons projects succeed:• User InvolvementUser Involvement• Executive Management Support (Active interest)Executive Management Support (Active interest)• Clear Statement of RequirementsClear Statement of Requirements• Proper PlanningProper Planning• Realistic ExpectationsRealistic Expectations• Smaller Project Milestones (Visibility)Smaller Project Milestones (Visibility)• Competent StaffCompetent Staff• OwnershipOwnership• Clear Vision and ObjectivesClear Vision and Objectives• Risk Planning, Identification and MitigationRisk Planning, Identification and Mitigation




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Project Obstacles ProfilesProject Obstacles Profiles

The reasons projects are challenged:The reasons projects are challenged:• Lack of User InputLack of User Input• Incomplete Requirements and SpecificationsIncomplete Requirements and Specifications• Changing Requirements and SpecificationsChanging Requirements and Specifications• Lack of Executive SupportLack of Executive Support• Technical IncompetenceTechnical Incompetence• Lack of ResourcesLack of Resources• Unrealistic ExpectationsUnrealistic Expectations• Unclear ObjectivesUnclear Objectives• New TechnologyNew Technology• Team CommitmentTeam Commitment




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Incomplete RequirementsIncomplete Requirements Lack of User InvolvementLack of User Involvement Lack of ResourcesLack of Resources Unrealistic ExpectationsUnrealistic Expectations Lack of Executive SupportLack of Executive Support Changing RequirementsChanging Requirements Lack of PlanningLack of Planning Obsolete before it is Obsolete before it is

completecomplete

Lack of IT Management Lack of IT Management OversightOversight

Technology IlliteracyTechnology Illiteracy Does not solve Does not solve

business problembusiness problem Unrealistic schedule Unrealistic schedule

requirementsrequirements Lack of Program Lack of Program

Management trainingManagement training Poor EstimatingPoor Estimating

Project Failure ProfilesProject Failure Profiles

The reasons projects are impaired and canceled:The reasons projects are impaired and canceled:




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Industry IT Project Facts: 1995Industry IT Project Facts: 1995

31.1 % of all projects were canceled before they are completed. 31.1 % of all projects were canceled before they are completed.

52.7% of projects cost 189% of their original estimates52.7% of projects cost 189% of their original estimates

The cost for IT projects in American Companies and in the The cost for IT projects in American Companies and in the government that were canceled before implementation in 1995 government that were canceled before implementation in 1995 is estimated at $81 billion dollars.is estimated at $81 billion dollars.

The cost of overruns for the same period (in addition to The cost of overruns for the same period (in addition to canceled projects) is estimated at canceled projects) is estimated at $59 billion$59 billion..




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More Industry Project FactsMore Industry Project Facts

Lost opportunities cost is not measurable, but could be in the Lost opportunities cost is not measurable, but could be in the trillions of dollars. Remember Denver; the cost of not having trillions of dollars. Remember Denver; the cost of not having the baggage system working was costing the City of Denver the baggage system working was costing the City of Denver $1.1 million dollars a day.$1.1 million dollars a day.

Only Only 9%9% of projects in large companies come in on budget and of projects in large companies come in on budget and on schedule.on schedule.




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Industry Project Success CriteriaIndustry Project Success Criteria

SUCCESS CRITERIASUCCESS CRITERIA POINTSPOINTS

• User InvolvementUser Involvement 19 19

• Executive Management SupportExecutive Management Support 16 16

• Clear Statement of Requirements Clear Statement of Requirements 15 15

• Proper Planning Proper Planning 11 11

• Realistic ExpectationsRealistic Expectations 10 10

• Smaller Project InvolvementSmaller Project Involvement 09 09

• Competent StaffCompetent Staff 08 08

• OwnershipOwnership 06 06

• Clear Vision and ObjectivesClear Vision and Objectives 03 03

• Hard-Working and Focused StaffHard-Working and Focused Staff 03 03

100100




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Conditions described were worse in the 1960s and 1970s.Conditions described were worse in the 1960s and 1970s.

GAO (US Government Accounting Office) study in 1983 showed that only 3% of the software being delivered to the GovernmentGAO (US Government Accounting Office) study in 1983 showed that only 3% of the software being delivered to the Government was usable on delivery; that 49% was never usable; and that 48% needed modification prior to use. was usable on delivery; that 49% was never usable; and that 48% needed modification prior to use. In the early 1980s, the Government created a Federally Funded Research and Development Center at Carnegie Mellon University, The Software Engineering Institute. In the early 1980s, the Government created a Federally Funded Research and Development Center at Carnegie Mellon University, The Software Engineering Institute. Objective was to reduce the Government’s exposure to software development and maintenance risk.Objective was to reduce the Government’s exposure to software development and maintenance risk. TQM was in full swing in the manufacturing environment.TQM was in full swing in the manufacturing environment.




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TQM PRINCIPLESSHEWART (1920s)

DEMMING (1950s)ISHIKAWA (1940s)

JURAN (1960s)CROSBY(1970s)

QUALITYMANAGEMENT

MATURITY GRID

ADAPTATION OFQUALITY

MANAGEMENTMATURITY GRIDTO SOFTWARE

DOMAIN

W. HUMPHREYIBM/1985

P. CROSBY/1979

DEFINITION OFTHE FIVE LEVELS

OF SOFTWAREPROCESS

MATURITY IN THECMM

FRAMEWORK

SEI/1987-1993

DOD Standards (Mil Q 9858A)

ASQC Tech-notes

ISO 9000 Series (Commercial)

DOD Standards Development: Mil-S-482, 483, 1679, 2167, 498 (Also: 52779, 2168)Commercial Standards: IEEE 498, 12207ISO Standards: 12207Commercial Practices of S/W Organizations


CMMFor

Software(Model)

S/W Engineering SciencesMaturing 1940s-1980s



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Evolution of the CMMEvolution of the CMM SEI, formed in 1984, began an examination of organizations that SEI, formed in 1984, began an examination of organizations that

were recognized for producing high quality software products that were recognized for producing high quality software products that were delivered on-time and within budget.were delivered on-time and within budget.

Approximately 87 organizations were identified and examined, some Approximately 87 organizations were identified and examined, some of which were excluded from the study.of which were excluded from the study.

The processes used by the remaining organizations were examined The processes used by the remaining organizations were examined and the most common practices were then cataloged as the Key and the most common practices were then cataloged as the Key Practices and grouped into Key Process Areas (KPAs).Practices and grouped into Key Process Areas (KPAs).

The KPAs were grouped into levels of capability. The maturity The KPAs were grouped into levels of capability. The maturity levels were derived from TQM literature and applied to software.levels were derived from TQM literature and applied to software.




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The organizations had applied their good business practices to the development of software.The organizations had applied their good business practices to the development of software.

The KPAs, in aggregate, represent “good business” practices that have been defined in the context of a software development environment.The KPAs, in aggregate, represent “good business” practices that have been defined in the context of a software development environment.




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Definition of Software ProcessDefinition of Software Process

Procedures and methodsdefining the relationship of

tasks

People with skills,training and motivation Tools and equipment

Process




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TQMTQM

Assumes processes are Assumes processes are maturemature

Expects processes to be Expects processes to be institutionalized institutionalized

CMMCMM

Expects processes to be Expects processes to be immatureimmature

Recognizes the benefit Recognizes the benefit of quantitative of quantitative measures in process measures in process management and management and changechange

Builds foundation so Builds foundation so TQM can be appliedTQM can be applied




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Applying TQM to SoftwareApplying TQM to Software

TQM fits in an overall business context - the Capability Maturity Model (CMM) applies specifically to software.

TQM

CMM

Organization

Project B

Project D

Project C

System

HardwareSoftware

Project A

The CMM is a model for software process that embodies the principles of TQM




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Points in Common with the Quality MovementPoints in Common with the Quality Movement Improvement focuses on fixing the process, not on blaming the Improvement focuses on fixing the process, not on blaming the

people.people.

Improvement must be measured and periodically reinforcedImprovement must be measured and periodically reinforced

Improvement requires consistency of investment, training and Improvement requires consistency of investment, training and effort to search for new opportunities to improveeffort to search for new opportunities to improve

Improvement is a continuous process.Improvement is a continuous process.

If level of discomfort is not high enough (i.e., market share, If level of discomfort is not high enough (i.e., market share, time-to-market, competitive posture, number of fielded defects, time-to-market, competitive posture, number of fielded defects, etc., are acceptable to the organization) things will not change.etc., are acceptable to the organization) things will not change.




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How Does Your Customer Benefit?How Does Your Customer Benefit? Confidence in you, the product/service providerConfidence in you, the product/service provider

On-time delivery of your products and services On-time delivery of your products and services

Reduced costs of your software development activitiesReduced costs of your software development activities

Acceleration of your work accomplishmentsAcceleration of your work accomplishments

Improvement in your product service qualityImprovement in your product service quality

Ability to better plan their business activities due to the overall Ability to better plan their business activities due to the overall reduced risk in doing business withreduced risk in doing business with




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What’s in it for the EmployeeWhat’s in it for the Employee?? Less overtime required to get the job doneLess overtime required to get the job done

Improved customer relations and customer satisfactionImproved customer relations and customer satisfaction

Enhanced “team” working environment within the organization, Enhanced “team” working environment within the organization, where you can depend on everyonewhere you can depend on everyone

Improved personal performance as you have a shorter learning Improved personal performance as you have a shorter learning curve, can benefit from others’ experiencescurve, can benefit from others’ experiences

Enhanced professional skills, defined methods and processes, and Enhanced professional skills, defined methods and processes, and availability of trainingavailability of training




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How Does the Organization Benefit?How Does the Organization Benefit? Improved customer relations results in additional work, and Improved customer relations results in additional work, and

better communicationsbetter communications

Recognition of products from customersRecognition of products from customers

Satisfied employees resulting in best efforts and retentionSatisfied employees resulting in best efforts and retention

Better response and less business risk in meeting client needsBetter response and less business risk in meeting client needs

Improved quality and productivity of services and products Improved quality and productivity of services and products provided resulting in improved competitiveness, market share provided resulting in improved competitiveness, market share increaseincrease


Increased Market Share! Increased Efficiency! Improved Profitability!



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Benefits of Using CMM ModelBenefits of Using CMM Model

RiskRisk

Significant ReductionSignificant Reductionin Development Risk in Development Risk

CMM LevelCMM Level......1..... .....2..... .....3..... .....4..... .....5...........1..... .....2..... .....3..... .....4..... .....5.....

ProductivityProductivity

34% Decrease in 34% Decrease in Cost to DevelopCost to Develop


QualityQuality

52% Decrease in 52% Decrease in Product ErrorsProduct Errors


Time to MarketTime to Market

15% Decrease in 15% Decrease in Time to DeliverTime to Deliver





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TGlobal Systems Technology, Inc.Global Systems Technology, Inc.

ImprovementCategory

Measurement Benefits Realized

Productivity Increase in Productivity 36.4% Average

Quality 1. Reduction in Defects2. Reduction in Error Rate3. Reduction in Product4. Error

50% Average45% Average1.36 to .13 Errors perKSLOC

Cost 5. $ Saved to $ Invested6. Integration Coding Costs7. Retest Savings8. Metrics Program Savings

3.87 to 180% Savings50%167% Average

Schedule 9. Within Estimate10. On-time Delivery11. Project Completion12. Savings in Schedule

+ or – 5% AverageFrom 51% to 94%From 50% to 1%15% Average

Other 13. Reduction In Rework14. Savings in Test Time

40% to 25% of Effort42% to 11% of Cost -10 Hours per Analyst

Improvements Using the CMM



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Maturity Levels in Review (Predictability)Maturity Levels in Review (Predictability)

5544332211

Level Characteristics

Managed

Defined

Repeatable

Initial

Process Improvement is institutionalizedOptimizing

Product and process are quantitatively controlled

Software engineering and management processes defined and integrated

Project management system in place;

performance is repeatable

Process is informal and ad hoc; performance is

unpredictable

Predicted Performance


Quality/Schedule/Cost





Pro

babi

lity

Pro

babi

lity

Pro

babi

lity

Pro

babi

lity

Pro

babi

lity

Tar

get

Tar

get

Tar

get

Tar

get

Tar

get



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Maturity Levels In Review (Visibility)Maturity Levels In Review (Visibility)

44

33

22

11




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Maturity Levels In Review (Visibility)

55




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What Are the What Are the RisksRisks of Model-Based of Model-Based Improvements?Improvements?

Models are simplifications of the real worldModels are simplifications of the real world

Models are not comprehensiveModels are not comprehensive

Interpretation and tailoring must be aligned to Interpretation and tailoring must be aligned to business objectivesbusiness objectives

Judgment is necessary to use models correctly and Judgment is necessary to use models correctly and with insightwith insight




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The CMM does not address all software process and The CMM does not address all software process and quality improvement issues.quality improvement issues.

What the CMM Does Not CoverWhat the CMM Does Not Cover

Software Requirements

Software Design

Code and Unit Test

Integration Test

Software Test

The CMM focuses on Software Engineering through:

Not included:•User Needs Analysis•Requirements Definition•System Requirements•System Design•Risk Management

Not included:•Systems Testing•Implementation Support•Customer Support•User Training




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The CMM Focuses on Software The CMM Focuses on Software Development IssuesDevelopment Issues

Issues addressed only indirectly, or by implication, Issues addressed only indirectly, or by implication, include:include:• specific tools, methods, and technologiesspecific tools, methods, and technologies• concurrent engineering, Joint Application Development and concurrent engineering, Joint Application Development and

teamworkteamwork• system engineering, marketing, testing, deliverysystem engineering, marketing, testing, delivery• human resourceshuman resources• organizational behaviororganizational behavior




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Process capability - the range of expected results that can Process capability - the range of expected results that can be achieved by following a process, initially established at be achieved by following a process, initially established at the organization level. A predictor of future project the organization level. A predictor of future project outcomes.outcomes.

Process performance - a measure of the actual results Process performance - a measure of the actual results achieved from following a process. Refers to a particular achieved from following a process. Refers to a particular project in the organizationproject in the organization

Capability Versus PerformanceCapability Versus Performance



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But I have ISO, soBut I have ISO, so

why do I need the CMM?why do I need the CMM?

“ “In today’s competitive marketplace, ISO 9000 In today’s competitive marketplace, ISO 9000 registration is becoming a requirement for doing registration is becoming a requirement for doing business in many industries. To remain competitive, business in many industries. To remain competitive, companies need to go beyond that.” companies need to go beyond that.” Quality DigestQuality Digest

The CMM practices focuses on competitiveness and The CMM practices focuses on competitiveness and emphasize the business objectives, bottom line emphasize the business objectives, bottom line performance, employee satisfaction and development, performance, employee satisfaction and development, and supplier and partner performance.and supplier and partner performance.




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ISOISO Prescriptive Prescriptive Standard - Organizations Standard - Organizations

must complymust comply Identifies what “must” be Identifies what “must” be

done and by whomdone and by whom Looks at process Looks at process

existence, execution not at existence, execution not at “goodness”“goodness”

Requires process Requires process improvement activitiesimprovement activities

Focused on Quality Focused on Quality Management SystemManagement System

CMMCMM Descriptive Descriptive Model - Must be tailored to Model - Must be tailored to

organization’s business organization’s business environmentenvironment

Describes successful software Describes successful software development practices development practices

Expects processes to “make Expects processes to “make sense” to organizationsense” to organization

Focused process improvement Focused process improvement of business practicesof business practices

Requires tailoring of process to Requires tailoring of process to project needsproject needs

How ISO and the CMM DifferHow ISO and the CMM Differ




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How ISO and the CMM DifferHow ISO and the CMM Differ


RM SPP SPTO SSM SQA SCM OPF OPD TP ISM SPE IC PR QPM SQM DP TCM PCM Coverage

AREAS 10%

AREAS COVERED BY PARTIALLY 20%

ISO 9001/9000-3 COVERED 30%

40%

50%

60%

70%

80%

AREAS NOT COVERED BY 90%

ISO 9001/9000-3 100%



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Enterprise(Before ISO) ISO 9000

(9000-3)Coverage andApplicability

CMM for SoftwareCoverage and Applicability

ISO and the CMM share the same Organizational constraints,

Both must be adapted to those constraints.

ISO, as a standard, requires the Organization to conform. TheOrganization may need to expand activities to coverthe ISO requirements.

CMM , as a model, is used tounderstand and evolve within the Organization constraints. Blind compliance without a reasonable interpretation and use of professional judgement may mislead the Organization.

(After ISO)

(After CMM)



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Procedures, templates, models, tool usage, and forms, are below the level of detail within the CMM

The capability maturity model for software

Models are simplified views of the real world

THE REAL WORLD

Integrated Product Teams

Organization Culture

Technology

Marketing

People Issues

System Engineering




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So, What is the CMM?So, What is the CMM?

The CMM is a The CMM is a modelmodel that describes software development that describes software development practices that are recognized as critical to success for software practices that are recognized as critical to success for software development efforts within state of the practice organizations.development efforts within state of the practice organizations.

The CMM describes “what” activities are necessary for success. The CMM describes “what” activities are necessary for success. (It is Descriptive)(It is Descriptive)

The CMM does not describe “how” the activities are to be The CMM does not describe “how” the activities are to be performed. performed. (It is Not Prescriptive)(It is Not Prescriptive)

Your organization procedures (QMS) describes how activities Your organization procedures (QMS) describes how activities are to be performed.are to be performed.




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Common Sense IssuesCommon Sense Issues

The CMM is a The CMM is a modelmodel.. A A reasonable interpretationreasonable interpretation of of the CMM practices the CMM practices and professional judgmentand professional judgment in in application is necessary.application is necessary.

The CMM was written to address the process for The CMM was written to address the process for large, complex software efforts.large, complex software efforts.

Early efforts in tailoring the CMM indicate that in Early efforts in tailoring the CMM indicate that in excess of excess of 90% of key practices are applicable90% of key practices are applicable as as written when interpreted in the context of the specific written when interpreted in the context of the specific applications for both large and small organizations.applications for both large and small organizations.




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The Model:The Model:

SEI’s CMMSEI’s CMMUnderstanding theUnderstanding the

model structuremodel structure




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Maturity Levels Provide an Orderly Path for SPIMaturity Levels Provide an Orderly Path for SPI

Process capability is built in stages Process capability is built in stages • This does not imply a ladder - some processes are This does not imply a ladder - some processes are

ineffective when others are not stableineffective when others are not stable Each level provides a foundation for improvements at Each level provides a foundation for improvements at

the next levelthe next level• engineering process is easily sacrificed without engineering process is easily sacrificed without

management disciplinemanagement discipline

• detailed measures are inconsistent without a defined detailed measures are inconsistent without a defined processprocess

• effect of process innovation is obscure in a noisy effect of process innovation is obscure in a noisy processprocess




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•The KPAs in each level enhance the effectiveness of the previous maturity level KPAs while strengthening the foundation for further

process maturity growth.

•The Capability Maturity Model is defined in levels of process

maturity.

•The levels do not imply a “ladder”.•Each level consists of a grouping of

homogeneous key process areas (KPAs).

•The relationship is such that the most benefit from a KPA can only be achieved when KPAs from lower levels

are in place.




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11 Ad hoc or chaotic (repeatable processes not documented and not used)

22 Repeatable (repeatable processes documented and used)

33 Defined (same processes used across the organization)

44 Managed (quantitative process and software quality management in place)

55 Optimizing (process/product data used for strategic business improvement)

Summary Characteristics of Organizations at Different Levels of Summary Characteristics of Organizations at Different Levels of Process MaturityProcess Maturity




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•Requirements ManagementRequirements Management•Project PlanningProject Planning

•Project Tracking & OversightProject Tracking & Oversight•Subcontract Management

•Software Quality Assurance•Configuration Management

Quality

Pro

ductiv

ity

Quality

Pro

ductiv

ity

Time

to M

arke

t

Ris

k

Time

to M

arke

t

Ris

k•Organization Process Focus

•Organization Process Definition•Training program

•Integrated Software Management•Software Product Engineering

•Intergroup Coordination•Peer Reviews

•Quantitative Process Management•Software Quality Management

•Defect Prevention•Technology Change Management

•Process Change Management

1

2

3

4

5

•No Key Process Areas




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CMM StructureCMM Structure

A Total of 316 Key Practices in CMM V1.1

CMM V1.1

Level 2 Level 3 Level 4 Level 5

A Total of 18 Key Process Areas (KPAs) each with established goals

Commitment to Perform

Ability to Perform

ActivitiesPerformed

Measurementand Analysis

VerifyingImplementation

Each of the KPAs are organized by common features that contain key practices

Key Process Areas are organized by Common Features




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Conceptual Organization CMMConceptual Organization CMM

316 Key Practices making up the 18 KPAs


•CommitmentCommitmentandand

•AbilityAbility

•ActivitiesActivities

•MeasurementsMeasurementsandand

•VerificationVerification

Organizational Infrastructure and Organizational Infrastructure and Management SupportManagement Support

Work AccomplishedWork Accomplished

Management Visibility and OversightManagement Visibility and Oversight

Common FeaturesCommon Features Level 2 Level 3 Level 4 Level 5 Level 2 Level 3 Level 4 Level 5



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Defect Prevention

Defect Prevention


PolicyOrganization

Management

Reviews

Process

Definitions

ProceduresStd.

Practices

Group

Management

Reviews

Directives

Customer Requirements, Regulatory Environment, Constraints, Customer

Direction, Competition, etc.

Client Management

Adapt/Tailor Procedures

to Specific Project Needs;

Project Specific TrainingProject Work

Instructions

Project

Management

Reviews

OrganizationManagement

FunctionalManagement

ProjectManagement

Strategic

Business

Plan

Evaluate, Redefine Goals

Allocation of

Resources Training

Defect Prevention

IssueResolution

IssueResolution



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Understanding Commitment Commitment to Perform: describes the actions the organization

must take to ensure that the process is established and will endure.

RM

SP

P

SP

TO

SS

M

SQ

A

SC

M

OP

F

OP

D

TP

ISM

SP

E

IC PR

QP

M

SQ

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DP

TC

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PC

MCommitment

Written Organization Policy

Designated Responsibility

Sr. Mgmt Sponsors Activities

Sr. Mgmt Oversees Activities

Why are there two “written policy Statements” for two KPAs?




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Understanding Ability to Perform Ability to Perform: describes the preconditions that must exist

in the project or organization to implement the software process competently.


Ability

Responsibility Established-Assigned

Documentation of Artifacts-Procedures

Adequate Funding, Resources

Trained to Perform Tasks

Orientation for Project Members

Support tools are compatible

Support for collecting, recording, andAnalyzing measurements (data)

Data is Available to support analysis

RM

SP

P

SP

TO

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SQ

A

SC

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OP

F

OP

D

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ISM

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E

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Understanding Measurement and Analysis Measurement and Analysis: describes the basic measurement practices

necessary to determine status related to process being performed.

What is Different with the Quality Measurement ? Why do two KPAs have a Separate Measurement for Quality?

What is different about the Training KPA?


Measurement

Measurements Used to Determine Status

Measurements Used to Determine Quality

Measurements Used to Determine Effectiveness

R

M

SP

P

SP

TO

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A

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F

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Understanding Verifying Implementation Verifying Implementation: describes the steps to ensure that the

activities are performed in compliance with the processes that have been established.

Why does Training not have a Quality Review or Audit called out?


Verifying Implementation

Senior Management Reviews

Project Manager ReviewsQuality Assurance Reviews And/or Audits

Independent (Expert) Review

Activities are Reviewed and/or Audited

SCM Audits Software Baselines

RM

SP

P

SP

TO

SS

M

SQ

A

SC

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OP

F

OP

D

TP

ISM

SP

E

IC PR

QP

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DP

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Relationships of CMM ElementsRelationships of CMM Elements

Indicate Contain

Achieve Organized By

Address Contain

Describe

Maturity Levels

Key Process Areas

Common Features

KeyPractices

Process Capability

Goals

Institutionalization

Activities




GS

T

Relationships of CMM ElementsRelationships of CMM Elements

Indicate Contain

Achieve Organized By

Address Contain

Describe

Process Capability

Institutionalization

Activities

Quiz

Fill in Blanks




GS

T

Characteristics of Organizations at Characteristics of Organizations at Different Levels of Process Different Levels of Process

MaturityMaturity




GS

T

Key Process Areas of each LevelKey Process Areas of each Level

Repeatable (2) Defined (3) Managed (4) Optimizing (5)

•Requirements Management

•Project Planning

•Project Tracking and Oversight

•Subcontract Management

•Software Quality Assurance

•Configuration Management

•Organization Process Focus

•Organizational Process Definition

•Training program

•Integrated Software

Management

•Software Product Engineering

•Intergroup Coordination

•Peer Reviews

•Quantitative Process

Management

•Software Quality Management

•Defect Prevention

•Process Change Management

•Technology Change

Management




GS

T

ProcessProcess Characteristics of CMM Levels Characteristics of CMM Levels


•Project level

•Documented and stable

•Estimating,

planning, and commitment

•Problems recognized and

corrected

•Organizational

•Integrated Integrated management management

and engineering and engineering processesprocesses

•Problems are anticipated and prevented, or

•Impact of problem is minimized

•Processes are quantitatively

understood and stabilized

•Sources of individual

problems are understood and

eliminated

•Processes are continuously

and systematically

improved

•Common sources of

problems are understood and

eliminated




GS

T

PeoplePeople Characteristics of CMM Levels Characteristics of CMM Levels

•Success depends on individuals

•Management systems supports

•Commitments are understood

•People are trained

•Project groups work together

•Work as integrated team

•Training is planned and

provided according to

roles

•Strong sense of teamwork exists within each project

•Strong sense of teamwork across the

organization

•Everyone is involved in

process improvement





GS

T

TechnologyTechnology Characteristics of CMM Levels Characteristics of CMM Levels

•Technology supports

established, stable activities

•New technologies are evaluated

on a qualitative basis

•New technologies are evaluated

on a quantitative

basis

•New technologies

are pro-actively pursued and

deployed





GS

T

MeasurementMeasurement Characteristics of CMM Levels Characteristics of CMM Levels

•Planning and management data used by

individual projects

•Data are collected and

used in all defined

processes

•Data are systematically shared across

projects

•Data definition and collection

are standardized

across the organization

•Data are used to understand the process

quantitatively

•Data are used to evaluate and select process improvements





GS

T

P & P

P & P

Projects

Level 2 Level 3

BestPractice

Organization

Policy andProcedures

P & PP & P

P & P

P & P

SEPG Analysis

Organization- wide

Implementation




GS

T

Policy andProcedures

OrganizationImplementation

1stQtr

2ndQtr

3rdQtr

4thQtr

Planned Actual Estimate

Task A

Task B

Task C

Today Overrun

OrganizationStrategicBusiness

Goals

ChangeAs

Required

Quantitative Understanding ofProduct and Process Capability

Level 3 Level 4

Level 5

05

10152025303540

A B C DProducts

Planned ActualErrors/10K Loc.

Change by Prevention, Technology, and Improvement




GS

T

WHAT THREE WAYS CAN THE WHAT THREE WAYS CAN THE CMMCMM CAN BE USED?CAN BE USED?




GS

T

The Three Uses of the CMMThe Three Uses of the CMM

Process Development:Process Development: Used as a Used as a modelmodel for for determining desired practices for reducing project determining desired practices for reducing project risk.risk.

Process Improvement:Process Improvement: Used as a Used as a modelmodel to assess to assess current project practices for improvement.current project practices for improvement.

Vendor Selection:Vendor Selection: Used as a basis for determining Used as a basis for determining risk of potential software contractors.risk of potential software contractors.

Caution!Caution! The CMM is only a The CMM is only a modelmodel. A tool. It is not . A tool. It is not thethe solution. It solution. It is not a silver bullet.is not a silver bullet.




GS

T

Process DevelopmentProcess Development

List all processes that are thought to be appropriate for the List all processes that are thought to be appropriate for the enterprise activities.enterprise activities.

Examine the CMM to understand the processes described and Examine the CMM to understand the processes described and to compare to “list” of enterprise processes. Determine the to compare to “list” of enterprise processes. Determine the applicability of CMM processes to organization. Adjust list as applicability of CMM processes to organization. Adjust list as necessary. necessary.

Using the list as a foundation, define processes in the context Using the list as a foundation, define processes in the context of how to perform them. Pick a project for implementation.of how to perform them. Pick a project for implementation.

Review process definitions and tailor to project needs, Review process definitions and tailor to project needs, implement the tailored processes on the project. Measure and implement the tailored processes on the project. Measure and analyze results.analyze results.

Caution!Caution! The CMM is not all inclusive, includes only The CMM is not all inclusive, includes only “Key “Key Practices”Practices”. You are the judge as to . You are the judge as to “Key”“Key” for your organization. for your organization.




GS

T

Process Improvement (CBAIPI)Process Improvement (CBAIPI)

Use the CMM as a basis for evaluation of the organizations Use the CMM as a basis for evaluation of the organizations processes by comparing the organization’s processes to the CMM processes by comparing the organization’s processes to the CMM key practices.key practices.

During the organization evaluation, identify what is done well and During the organization evaluation, identify what is done well and what is not done well. Identify the strengths and weaknesses of what is not done well. Identify the strengths and weaknesses of the practices using the CMM comparison, and taking into account the practices using the CMM comparison, and taking into account the alternative practices.the alternative practices.

Using the comparison, and evaluating alternative methods, Using the comparison, and evaluating alternative methods, determine the satisfaction of the different KPA goals. determine the satisfaction of the different KPA goals.

This provides you with a clear understanding of process strengths This provides you with a clear understanding of process strengths and weaknesses and the consequences as determined by goal and weaknesses and the consequences as determined by goal satisfaction.satisfaction.

Caution!Caution! The satisfaction of goals is the objective The satisfaction of goals is the objective




GS

T

Vendor Selection (SCE)Vendor Selection (SCE)

Use the CMM as a basis for evaluating a subcontractor, or a Use the CMM as a basis for evaluating a subcontractor, or a potential development partner using your team of experts.potential development partner using your team of experts.

Follow the same process that would be used for an internal Follow the same process that would be used for an internal assessment.assessment.

Using a goals satisfaction matrix, and process strengths and Using a goals satisfaction matrix, and process strengths and weaknesses, establish risk of software development by the weaknesses, establish risk of software development by the organization being evaluated. Risk should be measured organization being evaluated. Risk should be measured

relative to the scope of the organization evaluated.relative to the scope of the organization evaluated.

Caution!Caution! The SCE can establish a maturity rating for the scope The SCE can establish a maturity rating for the scope

of the evaluation. The major difference is that the SCE provides no of the evaluation. The major difference is that the SCE provides no “lasting knowledge” of the problems. “lasting knowledge” of the problems.




GS

T

Building the Culture for ImprovementBuilding the Culture for Improvement Continuous Software Process Improvement (SPI) requires the consistent Continuous Software Process Improvement (SPI) requires the consistent

oversight of management. Conduct regular review meetings to assess the oversight of management. Conduct regular review meetings to assess the activities.activities.

When the improvement plan is finalized and approved by management and When the improvement plan is finalized and approved by management and the team chosen to accomplish the planned objectives. Management should the team chosen to accomplish the planned objectives. Management should follow through with the necessary resources. Ensure that adequate hours follow through with the necessary resources. Ensure that adequate hours are allocated and budgeted for the improvement activity. are allocated and budgeted for the improvement activity.

Participate (randomly) in the Software Engineering Process Groups Participate (randomly) in the Software Engineering Process Groups meetings. This not only indicates that management is interested, but any meetings. This not only indicates that management is interested, but any problems can be detected early in the improvement cycle. Visible problems can be detected early in the improvement cycle. Visible management support for the improvement activity encourages the management support for the improvement activity encourages the organization to support the activities. organization to support the activities.




GS

T

Establishing a Software Process Engineering Establishing a Software Process Engineering Group (SEPG)Group (SEPG)

An organization is most successful in achieving software An organization is most successful in achieving software process improvement when there is a “focus” group that has process improvement when there is a “focus” group that has the responsibility, accountability, and authority to cause the responsibility, accountability, and authority to cause software process improvement.software process improvement.• The group that is selected should be comprised of individuals that are The group that is selected should be comprised of individuals that are

perceived very well by their peers. perceived very well by their peers. • These individuals should be recognized as knowledgeable in their field. These individuals should be recognized as knowledgeable in their field. • The group should be comprised of both technicians and project The group should be comprised of both technicians and project

management personnel. management personnel. • The group should have representation of the key disciplines that are The group should have representation of the key disciplines that are

used in the organization.used in the organization.• The group should be chartered by senior management.The group should be chartered by senior management.




GS

T

Establishing a Software Process Engineering Establishing a Software Process Engineering Group (SEPG) (Cont.)Group (SEPG) (Cont.)

Before the group is selected, a charter for the group should Before the group is selected, a charter for the group should be written that clearly defines the groups authority, be written that clearly defines the groups authority, responsibility, and accountability.responsibility, and accountability.• The charter should define the group members by workgroup The charter should define the group members by workgroup

representation.representation.• The charter should spell out what is expected of the group. This should The charter should spell out what is expected of the group. This should

specifically address their authority to request other members of the specifically address their authority to request other members of the organization for support. organization for support.

• The charter should identify, in broad terms, the schedule and the The charter should identify, in broad terms, the schedule and the resources that management has made available.resources that management has made available.

• Only when the charter is complete should management select their Only when the charter is complete should management select their improvement group.improvement group.




GS

T

Establishing a Software Process Engineering Establishing a Software Process Engineering Group (SEPG) (Cont.)Group (SEPG) (Cont.)

When the charter is written and has management When the charter is written and has management consensus, the team is formed. The charter should be consensus, the team is formed. The charter should be consistent with the organizations overall business goals and consistent with the organizations overall business goals and objectives.objectives.• The first order of business for the team is to organize into an effective The first order of business for the team is to organize into an effective

group and develop a plan to accomplish the objectives of the charter. group and develop a plan to accomplish the objectives of the charter. • The plan that is produced should support the boundaries established by The plan that is produced should support the boundaries established by

the charter. If there is differences, this must be resolved with the charter. If there is differences, this must be resolved with management prior to initiating the plan.management prior to initiating the plan.

• The team should treat the program like any other project. They have The team should treat the program like any other project. They have requirements established by the charter. The team’s function is to build requirements established by the charter. The team’s function is to build the process infrastructure, or improve the structure that is in place in the process infrastructure, or improve the structure that is in place in accordance with their requirements.accordance with their requirements.

• The team should report progress to management on a periodic basis, The team should report progress to management on a periodic basis, and should report cost, schedule, and progress for management review.and should report cost, schedule, and progress for management review.




GS


Planning Management

BriefingSchedule

Coordination

CMM

Training

Team

Training

Preliminary

Findings

Participants

Brief

Document

Review

Administer

Questionnaire

Final

Findings

Presentation

PL, Mid-Mgmt.,

FAR Interviews

Pre-Assessment On-Site Assessment

Exit

Briefing

Final

Report

Milestone

Tracking

Post-Assessment

Execu

tive Overview

Action

Plan

GST Assessment and Evaluation Process

Implement Improvement

SP

I W

orksh

op

APA



GS


GST Assessment Document Flow

GSTProposal

GST/Client

Contract

TeamTraining

CMM Training

Documents

APA Report

CBAIPIPlan

CBAIPISchedule

MQ Analysis

Doc Analysis

ProjectAnalysis

Interview

Draft Finding

FinalFindings

CBAIPI FormsCompleted

GSTExclusiveCBAIPI

Workbook

MQ Quest

GSTExclusive

GSTExclusive

SUPPORT

FORMS

AssessmentEvaluation Forms

PAIS Document

FinalReport

SEIPackage



GS


ANANORGANIZATIONAL ORGANIZATIONAL VIEW OF THE CMMVIEW OF THE CMM

PROJECT MANAGEMENT

1. REQUIREMENTS MANAGEMENT 2. PROJECT PLANNING

3. PROJECT TRACKING AND OVERSIGHT4. SUBCONTRACT MANAGEMENT

5.QUANTITATIVE PROCESS MANAGEMENT

ENGINEERING/DEVELOPMENT

1. SOFTWARE PRODUCT ENGINEERING2. PEER REVIEWS

3. INTERGROUP COORDINATION4. INTEGRATED SOFTWARE

MANAGEMENT

PRODUCT ASSURANCE

1. SOFTWARE QUALITY ASSURANCE2. SOFTWARE CONFIGURATION

MANAGEMENT3.SOFTWARE QUALITY MANAGEMENT

EMPOWER

ANALYZE

EVALUATE

EMPLOY

ORGANIZATION MANAGEMENT

1. DEFECT PREVENTION2. TECHNOLOGY CHANGE

MANAGEMENT3. PROCESS CHANGE MANAGEMENT

4. ORGANIZATION PROCESS FOCUS5. ORGANIZATION PROCESS

DEFINITION6. TRAINING PROGRAM

IMPROVE



GS


PROCESS IMPROVEMENT, EVEN WITH THE CMM, IS NOT A SIMPLE TASK



GS


A Model for the Process of ImprovementA Model for the Process of Improvement

SOFTWARE PROCESS

IMPROVEMENT

CYCLE

ESTABLISH GOALSOF ORGANIZATION

(CHARTER)

MAKE CHANGES TOEXISTING PROCESS

(IMPROVE)

MEASURE PROCESSDETERMINE MATURITY

(ASSESS/CBA-IPI)

TRAIN EMPLOYEES IN NEW PROCESS

(INSTITUTIONALIZE)

EVALUATE ANDMEASURE CHANGES

(ANALYZE)

COMPARE RESULTSTO GOALS; REFINE

(OPTIMIZE)

MANAGEMENT

MATURITY GROWTH

CYCLE

MATURITYGROWTHMODEL

ESTABLISH PLANFOR IMPROVEMENTS

(SEPG PLAN)

IMPROVEMENTOVERSIGHT(REVIEW/APA)

SEPGResponsibility

ManagementResponsibility



GS

T

Challenges of ChangeChallenges of Change

““There is nothing more difficult to plan, more There is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage doubtful of success, nor more dangerous to manage than the creation of a new order of things.......than the creation of a new order of things.......

Whenever his enemies have occasion to attack the Whenever his enemies have occasion to attack the innovator, they do so with the passion of partisans, innovator, they do so with the passion of partisans, while others defend him sluggishly so that the while others defend him sluggishly so that the innovator and his party alike are vulnerable.”innovator and his party alike are vulnerable.”

NICCOLO MACHIAVELLINICCOLO MACHIAVELLI

The PrinceThe Prince




GS

T

Organizations are Complex SystemsOrganizations are Complex Systems

Strategic Technical

Social/

Cultural

Managerial

Structural




GS

T

Software Organizations Resist Change

Strategic

Technical

Social/

Cultural

Managerial

Structural

Software organizations undergoing

process transition activities tend to

focus on the technology rather

than on the problems they

are attempting to resolve.




GS

T

Organizational Issues are Overlooked

Software organizations tend to overlook

systemic organizational issues like

planning, training, and the

preparation for supporting

organizational processes

It is this characteristic

of software organizations

that make higher levels of

process maturity so difficult to

achieve.

Strategic

Technical

Social/

Cultural

Managerial

Structural




GS

T

The systemic attributes of the organization

become dysfunctional when changes

are not anticipated, properly

planned, and coordinated.

Systemic Problems Systemic Problems OccurOccur

StructuralStrategic

Technical

Social/

Cultural

Managerial




GS

T

Organizations are Complex SystemsOrganizations are Complex Systems

Strategic Technical

Social/

Cultural

Managerial

Structural




GS

T

Managing the SPI TransitionManaging the SPI TransitionThe Ideal: Directed ChangeThe Ideal: Directed Change

PRODUCTIVITY

PRESENT

STATE

DESIRED STATE

TIME

INFRASTRUCTURE

Rapid

Change




GS

T

Managing the SPI TransitionManaging the SPI TransitionThe Alternative: Evolving ChangeThe Alternative: Evolving Change

PRODUCTIVITY

PRESENT

STATE

TIME

INFRASTRUCTURE

Evolution:

a State of

Transition

DESIRED STATE

Reviewing and

UndoingGoal Setting

and Defining

Training and

Institutionalizing

Implementation

Adapting




GS

T

Adopters of ChangeAdopters of ChangeEarly MajorityPragmatistsRelate to TechnologyDriven by Practical SenseProof of Adaptability

LaggardsSkepticsCannot Stand ChangeAvoids New TechnologyQuick to Find Fault

Early AdoptersVisionariesNot TechnologistsInsight to Match Technology

to OpportunityRecognizes Need to Change

InnovatorsTechnology EnthusiastsFirst to Adopt New TechnologyUnderstand Problems


Late MajorityConservativesNot Comfortable with ChangeUses Established TechnologyAdapts Slowly to New

TechnologyNeeds Support for Use



GS

T

Innovators Can Tailor a New TechnologyInnovators Can Tailor a New Technology

CORE

TECHNOLOGY

AND NEW

METHODOLOGY

Individuals least in need of support are

the technology enthusiasts. These people

(innovators and early adopters) are used

to joining together the bits and pieces of

systems and figuring their own way to

the objectives intended by the core

technology.




GS

T

Sponsorship: Facilitating ChangeSponsorship: Facilitating Change The SPONSOR is the person in management that has the authority to The SPONSOR is the person in management that has the authority to

commit all resources required to implement the desired change; decides commit all resources required to implement the desired change; decides the change will be implemented; and commits the resources.the change will be implemented; and commits the resources.

The SPONSOR is has the authority, accountability, and responsibility for The SPONSOR is has the authority, accountability, and responsibility for making the change take place.making the change take place. ““Owns” the change.Owns” the change. Communicates ownership to everyone who needs change.Communicates ownership to everyone who needs change. Selects and empowers qualified change agents.Selects and empowers qualified change agents. Commits the resources required for success.Commits the resources required for success. Keeps the change goals in the consciousness of the organization.Keeps the change goals in the consciousness of the organization. Modifies reward system to encourage organizational change.Modifies reward system to encourage organizational change. Enforces the modified reward system and makes enforcement Enforces the modified reward system and makes enforcement

public.public. Models changes in behavior for change adoption.Models changes in behavior for change adoption. Communicates change objectives and benefits effectively and Communicates change objectives and benefits effectively and

often.often.




GS

T

Agents of ChangeAgents of Change The CHANGE AGENTS are the individuals that are selected by the The CHANGE AGENTS are the individuals that are selected by the

sponsor to be the implementers of new methods and technologies. sponsor to be the implementers of new methods and technologies. Frequently, these are the the individuals first to identify a new or merging Frequently, these are the the individuals first to identify a new or merging technology.technology.

The CHANGE AGENTS are responsible to the sponsor for change The CHANGE AGENTS are responsible to the sponsor for change implementation. implementation. Manages the implementationManages the implementation Identifies the resources that will be neededIdentifies the resources that will be needed Helps sponsor build support.Helps sponsor build support. Assists Users in implementationAssists Users in implementation Collects and consolidates data. Reports progress to sponsorCollects and consolidates data. Reports progress to sponsor Identifies sources of resistance and helps sponsor use resistance Identifies sources of resistance and helps sponsor use resistance

effectivelyeffectively Pinpoints systemic problems and productivity wastersPinpoints systemic problems and productivity wasters




GS

T

Five Elements of ChangeFive Elements of Change

A clear A clear visionvision of the desired state and an of the desired state and an understanding of the current state.understanding of the current state.

The The skillskill to apply the methodologies and to apply the methodologies and technologies of the desired state. technologies of the desired state.

Clear understanding of the Clear understanding of the benefits (incentives)benefits (incentives) that would be achieved with the desired state. that would be achieved with the desired state.

Availability of adequate Availability of adequate resourcesresources and the and the willingness to commit the resources.willingness to commit the resources.

A well-thought A well-thought planplan of action to implement of action to implement change.change.




GS

T

Effects of Missing Change ElementsEffects of Missing Change ElementsVISION SKILLS INCENTIVES RESOURCES ACTION

PLAN CHANGE

SKILLS INCENTIVES RESOURCES ACTION PLAN CONFUSION

VISION INCENTIVES RESOURCES ACTION PLAN ANXIETY

VISION SKILLS RESOURCES ACTION PLAN SLOW CHANGE

VISION SKILLS INCENTIVES ACTION PLAN FRUSTRATION

VISION SKILLS INCENTIVES RESOURCES FALSE STARTS

Source: Ambrose, 1987




GS

T

Identifying the Change MakersIdentifying the Change MakersSPONSORS CHANGE AGENTS PROCESS OWNERS

VISION

RESOURCES

BENEFITS

SKILLS

ACTION PLAN

BENEFITS

BENEFITS

IMPLEMENTATION

USE

ESTABLISH

VISION

DEFINE

GOALS

MANAGEMENTSOFTWARE ENGINEERING

PROCESS GROUP PRIMARY USERS

EVALUATE

GOALS

REALITY

CHECK

ACTION

PLANNING

CHANGES

TRAINING

EVALUATE

PLAN

REALITY

CHECK

IMPLEMENT

CHANGES

MEASURE

CHANGES

EVALUATE

CHANGES

REALITY

CHECK

MATURITY

GROWTH

CYCLE

PROCESS

IMPROVEMENT

CYCLE

IMPLEMENTATION

AND USE

CYCLE

INNOVATORSEARLY ADOPTERS EARLY MAJORITY




GS

T

Resistance To ChangeResistance To Change

T I M E

E

N

E

R

G

Y

STATUS QUO

STUNNED PARALYSIS

DENIAL

ANGER, RAGE

BARGAINING

DEPRESSION

TESTING

ACCEPTANCE




GS

T

SEI’s Ideal SEI’s Ideal Model Model


SetContext

BuildSponsor-ship

Charter &Infra-structure

Characterize Current & Desired States

DevelopRecommend-

ations

SetPriorities

DevelopApproach

PlanActions

CreateSolution

Pilot/TestSolution

RefineSolution

ImplementSolution

Analyzeand

ValidateProposeFuture

Actions

Initiating

Diagnosing

Establishing

Acting

Leveraging

Stimulus for Change

SM IDEAL is a service mark of Carnegie Mellon University.