se cmmi by sammar abbas

8/3/2019 SE CMMI by Sammar Abbas

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A process improvement approach used to improve product

quality for both hardware and software is called CMMI.

Software and hardware both developed through a complete

process, to improve that process we use CMMI.


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OVERV

IEWOVER

V

IEW


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OVERVIEWOVERVIEW


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Slide 6 of

146

CMMI HAS - 5 Levels

Level 5

Level 1

Level 2

Level 3

Level 4

Process

Maturity

Initial

Managed

Defined

QuantitativelyManaged

Optimizing


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PERFORMED

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Managed


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4. Relationships with both internal and external suppliers are formallymanaged. All stakeholders outside the control of the project teammay be treated as a supplier.5. Quality assurance becomes a formal process. All issues in a project

are recorded for future analysis.

Still at Level 2, there specific implementation of a process may differfrom project to project. This happens because the employees mayinterpret same thing in different ways. Thus, projects may be doingthere things in their own separate ways. Even at level 2 the althoughthe organization builds project discipline, but there is still no processdiscipline. Things like coding practices, documentation practices etc

may differ across different projects within the same organization.

Thus, the results of each project may vary to a large extent. Thefeeling of This is how we do things here is non existent. This can alsobe seen from the fact that at Level 2 there is no process area underProcess Management thread.

Managed


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CMMI Level 3 or the Defined level is a stage when the processes and itsinterpretation get institutionalized across the organization. The following

are the main characteristics of a Level 3 organization:1. An Engineering Process Group or EPG (as it more commonly known) isformed. This is headed by someone from the senior management toensure proper management commitment is there. This group is thenresponsible to managing the organization processes.2. Quality Management System or QMS document is generated whichcontains documentation regarding all processes. All projects must refer tothis QMS and contribute back to it. It is very important as it leads toOrganizational Learning. Here is how it works: Suppose Project A has madesome process improvement or innovations, these are then fed back to theQMS. So when Project B is starting, it automatically shares the bestpractices of Project A. This ensures that organization keeps on improvingand all projects share the common process.


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3.Continuous organizational training ensures thatQMS is interpreted in the same way by everybody

4.

Engineering and Management activities are morealigned with each other.5. The engineering discipline gets more effectiveand the capability of the organization to deliveryquality products is greatly enhanced.

In reference to CMMI, Level 3 contains themaximum number of process areas that needs tobe addressed.


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At Level 4 or Quantitatively Managed level, the organizationfocuses on managing the projects and processes through theusage of statistical tools. This brings into picture the usage ofdata that the organization has started to collect at Level 3.Here is an overview of an Level 4 organization:1. Threshold values are established for each process area. Forexample, you may want to control the scope of the projectmore rigorously. So, you may define a threshold value thatsays that if the requirement is changed by more than 20%then re-planning and re-estimation will be required. All

projects then need to ensure that requirements remainwithin the defined threshold values.


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2. All variations from the threshold value is determined andassigned to either special causes or common causes.Commoncauses can be thought of, as the causes for deviation that existwithin the organization, for example improper training, improper

risk management etc. Special causes can be though of reasons thatexist beyond organizations direct control. This can be things likecontinuously changing customer requirements, no access tovalidation area etc3. The focus of the organization is to narrow down these thresholdvalues i.e. if today the threshold for delivery schedule is 10% thenthe focus it to narrow it down to 7% or less.

4. The quality of projects that the organization delivers it of highquality.5. All projects are managed and controlled using quantitative data.


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CMMI Level 5 or the Optimizing level is different from all of itspredecessor stages. The word Optimizing itself emphasizes a sense ofcontinuity. In all essence, it is a stage of continuous process improvement.Here is how an organization at Level 5 may look like:

Since the entire organization works using a common process and collectscommon data, the only way to improve the organization is improve theprocess itself. Thus, incremental updates are made to the process. Theimprovement can be made by the usage of a new technique, tool andtechnology.1. The organization depends on innovation for continual improvements.2. The areas of weaknesses are identified and root cause is determinedusing Causal analysis (like Pareto analysis etc). The root cause of it then

addressed. All common and special causes of variations are eithereliminated or their impact is minimized.3. Although all any process can be improved but the organization dependson Cost-Benefit analysis to select the process area which is most painful .The process having the highest priority is addressed first.


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