www.methoda.com methodcmmi capability maturity model integration
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PMO
Purpose Provide very brief introduction to CMMI
Method Present highlights of the CMMI V1.2 model
Outcome General understanding of the major components &
terms of the CMMI V1.2 model
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CMMI - Capability Maturity Model Integration
The CMM/CMMI project is a sponsored collaboration between industry, Government & SEI
Developed by the SW Eng. Institute of Carnegie Mellon University (SEI-CMU)
CMMI Level 3 is required to supply armament systems to DoD
Recognized by INCOSE & PMI as a benchmark for process improvement and appraisal
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Integration of What?
The CMM Integration project was formed to sort out the problem of using multiple CMMs:
The Capability Maturity Model for Software (SW-CMM)
The Systems Engineering Capability Model (SECM, also known as Electronic Industries Alliance 731, EIA 731)
The Integrated Product Development Capability Maturity Model (IPD-CMM)
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CMMI
Many organizations adopt it as a systematic method for process improvement
Since April 2002 until June 2006: ~1580 CMMI appraisals were done ~64% outside of USA
CMMI V1.2: A lot simplified than V1.1 Contains amplifications for HW and Systems
Engineering
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CMMI: a Process Model
A process model is a structured collection of best practices
CMMI model describes the characteristics of effective processes
CMMI model is not a process
CMMI model is not a standard
““All models are wrong, but some are All models are wrong, but some are useful.”useful.”
George Box (Quality and Statistics George Box (Quality and Statistics
Engineer)Engineer)
““All models are wrong, but some are All models are wrong, but some are useful.”useful.”
George Box (Quality and Statistics George Box (Quality and Statistics
Engineer)Engineer)
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Symptoms of Process Failures
Commitments consistently missed Late delivery Last minute changes Costs go higher and higher
No visibility into progress You’re always being surprised Quality problems
Too much rework Functions do not work correctly Customer complaints after delivery
Poor morale Employees are frustrated
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Benefits from CMMI Implementation
Improved schedule and budget predictability
Improved cycle time
Increased productivity
Improved quality
Increased customer satisfaction
Improved employee morale
Increased return on investment
For measured results see http://www.sei.cmu.edu/cmmi/results.html
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Example Benefit: Schedule Variance
The Software Maintenance Group at Warner Robins Air Logistics Center (CMMI level 5 organization), significantly reduced schedule variance
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The Process is the Glue
The glue that ties people and technology
Even the finest people cannot perform at their best when the process is not defined well or not followed
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Common Misconceptions
I don’t need process, I have really good people advanced technology an experienced manager
Process interferes with creativity equals bureaucracy isn’t needed when building prototypes hinders agility in fast-moving markets costs too much
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2 CMMI Model Representations
Staged
ML 1
ML2
ML3
ML4
ML5
for an established set of process areas across anorganization
PA PA
Pro
cess
Are
a C
apab
ility
0
1 2
3
4
5
PA
Continuous
for a single process areaor a set of process areas
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Maturity Levels
ML 1
ML2
ML3
ML4
ML5 processes are usually ad hoc and chaotic Success in these organizations depends on the competence and initiative of the people in the organization and not on the use of proven processes
The projects have ensured that processes are planned and executed in accordance with policy The projects employ skilled people who have adequate resources to produce controlled outputs Existing practices are retained during times of stress
Processes are well characterized and understood, and are described in standards, procedures, tools, and methods The organization’s set of standard processes is established and improved over time
The organization and projects establish quantitative objectives for quality and process performance and use them as criteria in managing processes. Quality and process performance is understood in statistical terms and is managed throughout the life of the processes
An organization continually improves its processes based on a quantitative understanding of the common causes of variation inherent in processes
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Process Area Capability (for one PA)
Cap
ability
PerformedProcess
Level 2Generic
Practices
ManagedProcess
Level 3Generic
Practices
DefinedProcess
Level 4Generic
Practices
QuantitativelyManagedProcess
Level 5Generic
Practices
OptimizingProcess
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How CMMI is Used?
Helps set process improvement objectives and priorities
Helps ensure stable, capable, and mature processes
A guide for improvement of project and organizational processes
With an appraisal method: to diagnose the state of an organization’s current practices
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CMMI Constellations
Constellation is a new term in CMMI ver. 1.2
Existing: CMMI for development (CMMI-Dev)
Under development: CMMI for services (CMMI-SVC) CMMI for acquisition (CMMI-ACQ)
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CMMI Model Structure
Core model components
Development components
IPPD additions(Integrated Product and Process Development)
CMMI-Dev
CMMI-Dev with IPPD
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CMMI Training and Appraisal
Implementing CMMI requires formal training and appraisal
CMMI model is accompanied by formal training services and material provided by SEI partners
Formal appraisal process is called SCAMPI: Standard CMMI Appraisal Method for Process Improvement
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SCAMPI Family: 3 Classes of Appraisal Methods
Requirement SCAMPI A SCAMPI B SCAMPI C
Types of Objective
Evidence Gathered
Documents
and interviews
Documents
and interviews
Documents
or interviews
Ratings Generated Goal ratings
required
No ratings allowed
No ratings allowed
Organizational Unit
Coverage
Required Not required Not required
Minimum Team Size 4 2 1
Appraisal Team
Leader Requirements
SCAMPI A
lead appraiser
SCAMPI B
and C team
leader
SCAMPI B
and C team
leader
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Example Path for CMMI Rating
SCAMPI C – to evaluate procedures and templates Update & implement improved procedures
Several SCAMPI B – to evaluate practices Implement corrective actions
Several SCAMPI B – to verify readiness Implement corrective actions
SCAMPI A – rating appraisal
It takes about 2 years to reach level 2 and 3 It takes about 2 years to reach level 2 and 3 years to reach level 3years to reach level 3
It takes about 2 years to reach level 2 and 3 It takes about 2 years to reach level 2 and 3 years to reach level 3years to reach level 3
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The Golden Triangle
Effective process
improvement
Management sponsorship and visible commitment
Certified CMMI appraiser
Internal employees with quality consultants
responsible for the implementation of the process improvement
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CMMI Model - Continuous Representation
Category Process areas
Project
Management
Project PlanningProject Monitoring and ControlSupplier Agreement ManagementIntegrated Project Management + IPPDRisk ManagementQuantitative Project Management
EngineeringRequirements ManagementRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidation
Process Management
Organizational Process FocusOrganizational Process Definition + IPPDOrganizational TrainingOrganizational Process PerformanceOrganizational Innovation and Deployment
SupportConfiguration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisCausal Analysis and ResolutionDecision Analysis and Resolution
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CMMI Model - Staged Representation
Maturity level Process areas
5Organizational Innovation and DeploymentCausal Analysis and Resolution
4Organizational Process PerformanceQuantitative Project Management
3Requirements DevelopmentProduct IntegrationTechnical SolutionRisk ManagementDecision Analysis and ResolutionVerificationValidationOrganizational Process Definition + IPPDOrganizational Process FocusOrganizational TrainingIntegrated Project Management + IPPD
2Project PlanningProject Monitoring and ControlRequirements ManagementSupplier Agreement ManagementConfiguration ManagementProcess and Product Quality AssuranceMeasurement and Analysis
1None
RiskRework
QualityProductivity
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Process Areas (PAs) Goals
Process Area
Specific Goals(SG)
Generic Goals(GG)
Specific Practices(SP)
Generic Practices(GP)
Required Expected
Legend:
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Example: Requirements Management (RM) Process Area
SG 1 Manage Requirements Requirements are managed and inconsistencies with
project plans and work products are identified SP 1.1 Obtain an Understanding of Requirements SP 1.2 Obtain Commitment to Requirements SP 1.3 Manage Requirements Changes SP 1.4 Maintain Bidirectional Traceability of
Requirements SP 1.5 Identify Inconsistencies Between Project Work
and Requirements
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RM PA – Specific Practices
SP Title SP Description (expected)
SP 1.1 Obtain an Understanding of Requirements
Develop an understanding with the requirements providers on the meaning of the requirements.
SP 1.2 Obtain Commitment to Requirements
Obtain commitment to the requirements from the project participants.
SP 1.3 Manage Requirements Changes
Manage changes to the requirements as they evolve during the project.
SP 1.4 Maintain Bidirectional Traceability of Requirements
Maintain bidirectional traceability among the requirements and work products.
SP 1.5 Identify Inconsistencies Between Project Work and Requirements
Identify inconsistencies between the project plans and work products and the requirements.
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Two Important Terms in CMMI
Establish and maintain Includes documentation and usage Procedure/policy is documented and it must be used
throughout the organization
Institutionalization The ingrained (deeply rooted) way of doing business
that an organization follows routinely as part of its corporate culture
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Institutionalization – Generic Goals for Capability Level 2
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 Stakeholders GP 2.8 Monitor and Control the Process GP 2.9 Objectively Evaluate Adherence GP 2.10 Review Status with Higher Level Management
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GP – Generic Practices for Capability Level 2
GP Title GP Description (expected)GP 2.1 Establish an Organizational Policy Establish and maintain an organizational policy for planning and performing the
process.
GP 2.2 Plan the Process Establish and maintain the plan for performing the process.
GP 2.3 Provide Resources Provide adequate resources for performing the process, developing the work products, and providing the services of the process.
GP 2.4 Assign Responsibility Assign responsibility and authority for performing the process, developing the work products, and providing the services of the process.
GP 2.5 Train People Train the people performing or supporting the process as needed.
GP 2.6 Manage Configurations Place designated work products of the process under appropriate levels of control.
GP 2.7 Identify and Involve Relevant Stakeholders
Identify and involve the relevant stakeholders of the process as planned.
GP 2.8 Monitor and Control the Process Monitor and control the process against the plan for performing the process and take appropriate corrective action.
GP 2.9 Objectively Evaluate Adherence Objectively evaluate adherence of the process against its process description, standards, and procedures, and address noncompliance.
GP 2.10 Review Status with Higher Level Management
Review the activities, status, and results of the process with higher level management and resolve issues.
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Capability Level 3 Generic Goals
GG 3 Institutionalize a Defined Process GP 3.1 Establish a Defined Process GP 3.2 Collect Improvement Information
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GP – Generic Practices for Capability Level 3
GP Title GP Description (expected)
GP 3.1 Establish a Defined Process
Establish and maintain the description of a defined process.
GP 3.2 Collect Improvement Information
Collect work products, measures, measurement results, and improvement information derived from planning and performing the process to support the future use and improvement of the organization’s processes and process assets.
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Capability Level 4 Generic Goals
GG 4 Institutionalize a Quantitatively Managed Process
The process is institutionalized as a quantitatively managed process
GP 4.1 Establish Quantitative Objectives for the Process
GP 4.2 Stabilize Sub-process Performance
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GP – Generic Practices for Capability Level 4
GP Title GP Description (expected)
GP 4.1 Establish Quantitative Objectives for the Process
Establish and maintain quantitative objectives for the process, which address quality and process performance, based on customer needs and business objectives
GP 4.2 Stabilize Sub-process Performance
Stabilize the performance of one or more sub-processes to determine the ability of the process to achieve the established quantitative quality and process-performance objectives
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Capability Level 5 Generic Goals
GG 5 Institutionalize an Optimizing Process
The process is institutionalized as an Optimizing process
GP 5.1 Ensure Continuous Process Improvement GP 5.2 Identify and correct the root causes of defects
and other problems in the process.
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GP – Generic Practices for Capability Level 5
GP Title GP Description (expected)
GP 5.1 Ensure Continuous Process Improvement
Ensure continuous improvement of the process in fulfilling the relevant business objectives of the organization.
GP 5.2 Identify and correct the root causes of defects and other problems in the process
Identify and correct the root causes of defects and other problems in the process.
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Equivalent Staging – Levels 2 & 3
To achieve maturity level 2, all process areas assigned to maturity level 2 must achieve capability level 2 or higher
To achieve maturity level 3, all process areas assigned to maturity levels 2 and 3 must achieve capability level 3 or higher
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Equivalent Staging – Levels 4 & 5
To achieve maturity level 4, all process areas assigned to maturity levels 2, 3, and 4 must achieve capability level 3 or higher.In addition, some processes* must achieve capability level 4.
To achieve maturity level 5, all process areas must achieve capability level 3 or higher. In addition, some processes* (the same as in level 4) must achieve capability level 5.
* the processes are selected based, in part, on the quality and process-performance objectives of the organization and projects. Details are specified in maturity level 4 process areas.