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Facilitating your process journey …
The CMMI: It’s So Much More Than Merely Improving Software Processes
Presented to ASQ Section 1405
by
Henry Schneider
Process and Product Quality Consulting, LLC
January 17, 2008
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This presentation provides an extremely high overview
To adequately cover the topic will take more than one hour
For more information consider attending specific classes that cover the topics introduced in this presentation
Introduction to the CMMI
CMMI Appraisals
Identifying, collecting, and presenting objective evidence
Specific Process Area topics (e.g. Requirements, Configuration Management, Quality Assurance, Project Management, etc.)
Setting Expectations/Caveat
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Need for a Model
CMMI Overview
Process Area Overview
Appraisal Results Status
Agenda
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Need for a Model
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Missed commitments Spiraling costs Late delivery to the market Last-minute crunches
Inadequate management visibility Too many surprises
Quality problems Customer complaints Too much rework Functions not working correctly
Poor morale Burned-out people Inadequate control of project results
Do You Have These Symptoms?
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It complements your focus on technology:
Technology, by itself, will most likely not be used effectively
Technology, in the context of an appropriate process roadmap, can provide the most benefit
It complements your focus on people
The experience and training of your work force is not always enough
Working harder is not the answer
A well-defined process can provide the means to work smarter
It shifts the “blame” for problems from people to the process
Why Focus on Process?
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The quality of the system is highly influenced by the quality of the process used to acquire, develop, and maintain it
A long-established premise in manufacturing
Visible worldwide in quality movements in manufacturing and service industries (e.g., ISO standards)
The Importance of Process
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I don’t need process, I have … really good people
advanced technology
an experienced manager
Process … interferes with creativity
introduces bureaucracy and regimentation
isn’t needed when building prototypes
is only useful on large projects
hinders agility in fast-moving markets
costs too much
Common Fallacies
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CMMI Overview
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Caveat Emptor
A CMMI model is not a process.
A CMMI model describes the characteristics of effective processes.
“All models are wrong, but some are useful.”
George Box (Quality and Statistics Engineer)
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The Capability Maturity Model® Integration (CMMI) is a suite of products used for improving processes
Models
Appraisal Methods
Training Courses
What is the CMMI?
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A framework that describes key elements of effective processes
A guide to evolutionary improvement from ad hoc, immature activities to mature, disciplined processes
A description of practices for planning, engineering, and managing business processes that can help you achieve business goals related to things such as: cost
schedule
functionality
product/service quality
CMMI Model - 1
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A yardstick against which the maturity of an organization’s product development, acquisition, and/or service-related processes can be measured and compared with industry state of the practice
A basis for planning improvements to your business processes
CMMI best practices tell you WHAT to do, not HOW to do nor WHO should do it
CMMI Model - 2
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Supports process integration and product improvement
Enables the integration of multiple disciplines into one process-improvement effort that helps to eliminate inconsistencies and reduces duplication
Provides a framework for introducing new disciplines as needs arise and therefore reduces the cost of expanding or implementing model-based process improvement
Builds on legacy process improvement efforts and investments
CMMI Model Features
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The development, acquisition, and maintenance of products and services
Software-intensive products and services
Product and service life cycles from conception through delivery and maintenance
Benchmarking your organization against others in a variety of industries
CMMI Best Practices Are Used for …
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CMMI Architecture: Model View
DevelopmentSpecific Material
AcquisitionSpecific Material
ServiceSpecific Material
Model Foundation
Shared CMMI Material
Model Portion of the CMMI Framework
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Provides an internally consistent set of core components that apply to every constellation or model
All models use the foundation without deleting or changing any of the content
CMMI Model Foundation
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Causal Analysis and Resolution (CAR)
Configuration Management (CM)
Decision Analysis and Resolution (DAR)
Integrated Project Management (IPM)
Measurement and Analysis (MA)
Organizational Innovation and Deployment (OID)
Organizational Process Definition (OPD)
Organizational Process Focus (OPF)
Organizational Process Performance (OPP)
Organizational Training (OT)
Project Monitoring and Control (PMC)
Project Planning (PP)
Process and Product Quality Assurance (PPQA)
Quantitative Project Management (QPM)
Requirements Management (REQM)
Risk Management (RSKM)
CMMI Model Foundation Core Process Areas
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The components of the CMMI Framework are organized into groupings called constellations that facilitate construction of approved models
CMMI for Acquisition (CMMI-ACQ) Nov 2007
CMMI for Development (CMMI-DEV) Dec 2000
CMMI for Services (CMMI-SVC) 2008??
Constellations
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Acquisition is the process of obtaining products (goods and services) through contract
Some call these processes “procurement” or “outsourcing”
Includes acquisition practices that are useful, but not covered in the CMMI for Development model
CMMI for Acquisition
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Has been available to the community for many years
Consists of two models
CMMI for Development
CMMI for Development + IPPD
Includes the development and maintenance practices useful for Systems Engineering, Hardware Engineering, and Software Engineering
CMMI for Development
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Products may be delivered in a variety of forms, including artifacts (e.g. hardware, software, or user documentation), services (e.g. training, maintenance, or operational support), and combinations of these
A service is a product that is intangible and non-storable
Currently in work
CMMI for Services
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Expected
RelatedProcess Areas
Informative
IntroductoryNotes
TypicalWork Products
Sub-practices
SpecificPractices
(SP)
Specific Goals (SG)
Generic Goals (GG)
Required
PurposeStatement
GenericPractices
(GP)
Generic PracticeElaborations
Legend
Sub-practices
CMMI Process Area Architecture
Process Area (PA)
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ProductDevelopment 1
Product Development 2
Doing the Work of the Organization
Managing the Project
Managing Quantitatively
Improvement Infrastructure
“EnablingImprovementof the Work”
“Adding Quantitative Management
Capability to OtherManagement Approaches”
“Providing Infrastructurefor Projects
& Organizations”
Project and Organizational
Support
“Organizing & Managingthe Work”
“Adding Communication and Collaboration Capability to Address Complex
Work Environments”
“Understandingthe Work”
“Performingthe Work”
CMMI for Development Organization of Work
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Process Area Overview
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CMMI Staged Representation
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Processes are planned and executed in accordance with organizational policies
Existing practices are retained during times of stress
Projects are performed and managed according to their documented plans
Commitments are established among relevant stakeholders and are revised as needed
Characteristics of Maturity Level 2
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Requirements Management (REQM)
The purpose of Requirements Management is to manage the requirements of the project's products and product components and to identify inconsistencies between those requirements and the project's plans and work products.
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Project Planning (PP)
The purpose of Project Planning is to establish and maintain plans that define project activities.
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Project Monitoring and Control (PMC)
The purpose of Project Monitoring and Control is to provide an understanding of the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan.
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The purpose of Supplier Agreement Management is to manage the acquisition of products from suppliers.
Supplier Agreement Management (SAM)
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Measurement and Analysis (MA)
The purpose of Measurement and Analysis is to develop and sustain a measurement capability that is used to support management information needs.
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Process and Product Quality Assurance (PPQA)
The purpose of Process and Product Quality Assurance is to provide staff and management with objective insight into processes and associated work products.
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Configuration Management (CM)
The purpose of Configuration Management is to establish and maintain the integrity of work products using configuration identification, configuration control, configuration status accounting, and configuration audits.
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Processes are well characterized and understood
Organization’s set of standard processes is established and improved over time
Projects establish their defined processes by tailoring the standard processes
Project Management is proactive
Characteristics of Maturity Level 3
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Requirements Development (RD)
The purpose of Requirements Development is to produce and analyze customer, product, and product-component requirements.
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Technical Solution (TS)
The purpose of Technical Solution is to design, develop, and implement solutions to requirements. Solutions, designs, and implementations encompass products, product components, and product-related life-cycle processes either singly or in combinations as appropriate.
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Product Integration (PI)
The purpose of Product Integration is to assemble the product from the product components, ensure that the product, as integrated, functions properly, and deliver the product.
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Verification (VER)
The purpose of Verification is to ensure that selected work products meet their specified requirements.
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Validation (VAL)
The purpose of Validation is to demonstrate that a product or product component fulfills its intended use when placed in its intended environment.
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Organizational Process Focus (OPF)
The purpose of Organizational Process Focus is to plan and implement organizational process improvement based on a thorough understanding of the current strengths and weaknesses of the organization’s processes and process assets.
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Organizational Process Definition (OPD)
The purpose of Organizational Process Definition is to establish and maintain a usable set of organizational process assets and work environment standards.
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Organizational Training (OT)
The purpose of Organizational Training is to develop the skills and knowledge of people so they can perform their roles effectively and efficiently.
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Integrated Project Management (IPM)
The purpose of Integrated Project Management is to establish and manage the project and the involvement of the relevant stakeholders according to an integrated and defined process that is tailored from the organization's set of standard processes.
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Risk Management (RSKM)
The purpose of Risk Management is to identify potential problems before they occur, so that risk-handling activities may be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives.
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Decision Analysis and Resolution (DAR)
The purpose of Decision Analysis and Resolution is to analyze possible decisions using a formal evaluation process that evaluates identified alternatives against established criteria.
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The organization and projects establish quantitative objectives for quality and process performance
Quality and process performance is understood in statistical terms and managed throughout the life of the processes
Special causes of variation are identified and corrected to prevent future occurrences
Process performance is controlled using statistical and other quantitative techniques
Characteristics of Maturity Level 4
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Organizational Process Performance (OPP)
The purpose of Organizational Process Performance is to establish and maintain a quantitative understanding of the performance of the organization’s set of standard processes in support of quality and process-performance objectives, and to provide the process performance data, baselines, and models to quantitatively manage the organization’s projects.
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Quantitative Project Management (QPM)
The purpose of the Quantitative Project Management process area is to quantitatively manage the project’s defined process to achieve the project’s established quality and process-performance objectives.
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Continuous process improvement is based on a quantitative understanding of the common causes of process variation
Effects of deployed process improvements are measured and evaluated against the quantitative process improvement objectives
Characteristics of Maturity Level 5
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Organizational Innovation and Deployment (OID)
The purpose of Organizational Innovation and Deployment is to select and deploy incremental and innovative improvements that measurably improve the organization's processes and technologies. The improvements support the organization's quality and process-performance objectives as derived from the organization's business objectives.
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Causal Analysis and Resolution (CAR)
The purpose of Causal Analysis and Resolution is to identify causes of defects and other problems and take action to prevent them from occurring in the future.
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Appraisal Results Status
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2,464 appraisals conducted
1,417 participating companies
273 reappraised organizations
10,338 projects appraised
67.1% Non-USA organizations
Status as of September 2007
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Process Maturity Profile by All Reporting Organizations
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Reporting Organization Categories
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Organization Type
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Organization Size
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Countries Where Appraisals Have Been Performed and Reported to the SEI
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Number of Appraisals and Maturity Levels Reported to the SEI by Country
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Questions
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Consulting
• CMMI
• Software Engineering
• Systems Engineering
• Process Improvement
Appraising
• SCAMPI A, B, C
• Gap Analysis
Training
• CMMI/Process Improvement
• Action Planning Workshops
• Measurement and Analysis
• Process Area Specific Training
PPQC Services
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Address: Henry Schneider
President/Senior Principal Consultant
Process and Product Quality Consulting, LLC
2111 Heather Green
Houston, TX USA 77062
Phone: 281-218-6682
E-mail: [email protected]
Web Site: www.ppqc.net
Contact Information