1 / 38 ©Jozef De Man 2007-2009 CMMI (personal) Capability Maturity Model ® Integration (CMMI SM ) Personal Prof. Dr. ir J. De Man

CMMI (personal) 1 / 38©Jozef De Man 2007-2009

Capability Maturity Model®

Integration (CMMISM)Personal

Prof. Dr. ir J. De Man


Personal CMMIIntroduction

In this lecture we explore the application of the CMMI to personal (software) processes

To clarify the practical interpretation of the CMMI To appreciate that the CMMI can be applied to small

organizations (if it applies to a single person) To discover the limitations and boundaries of the CMMI


Personal CMMIIntroduction

CMMI models cover development, acquisition and maintenance of products and services

It should be possible to apply the CMMI to software development by an individual

And perhaps also to other creative processes as learning or research?


Personal CMMIRationale

For an organization to operate at a certain level of maturity, the individuals in the organization must also have compatible personal processes

Examples: Project planning requires contribution to size and effort

estimation by project team members Monitoring an Control requires disciplined registration of

effort spent on assigned tasks and estimation of effort to complete

Formal configuration management of selected work products requires individuals to check-out/check in configuration items, create and track problem reports to closure


Personal CMMI5 Maturity

Levels – an interpretation

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QuantitativelyManaged

Optimizing

Defined

Managed

Initial

Persons have a disciplined

Process

TeamStandardProcess?

Measured,Predictable

Process

ContinuouslyImprovingProcess

A maturity level is anevolutionary plateauin process maturity

Practices at a lower level must beestablished to enable practices at

a higher level to be efficient and effective

http://www.sei.cmu.edu

Ad hocChaotic


Personal CMMILevels of maturity – an interpretation

Level 2 Managed Basic time management practices Estimating, planning, tracking of size and effort Taking corrective actions as required

Level 3 Defined Processes aligned within a team (if applicable) Collecting data for reuse and process improvement

Level 4 Quantitatively Managed Define measurement program focused on improvement

Level 5 Optimizing Identification of common causes of inefficiencies Measurable improvements of personal processes


CMMIProcess Areas Definition

Specific goals/practices are specific for each PA define capability level 1 (performed)

Generic Goals/Practices are common to all Process Areas define capability levels 2 - 5

Process Area

Specific Goals Generic Goals

Specific Practices Generic Practices


CMMIGoals

Specific Goals Unique characteristics of process areas that must be

implemented to satisfy the process area

Generic Goals Generic goals appear in all process areas

Goals are required model components Essential to achieving process improvement Used to determine organizational maturity


CMMIPractices

Specific practices Activities that are considered important in achieving the

associated specific goal

Generic practices Generic practices provide institutionalization to ensure that

the processes associated with the process area will be effective, repeatable and lasting

Practices are expected components Explain what will typically be done to achieve a goal Do not specify how Guide model users and appraisers Alternatives are possible


CMMIProcess Areas by Maturity Level (Staged)

Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management

2 Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process Definition + IPPDOrganizational TrainingIntegrated Project Management + IPPDRisk ManagementDecision Analysis and Resolution

3

Organizational Process PerformanceQuantitative Project Management

4 Organizational Innovation and DeploymentCausal Analysis and Resolution

5

Process Areas at lower levelmust be addressed beforeProcess Areas at higher levels

IPPD = Integrated Product and Process Development


Level 2: ManagedProject Planning

SG 1 Estimates of project planning parameters are established and maintained

Estimate the scope of your work Establish estimates of work products and task attributes Define project life cycle Determine estimates of effort and cost

In practice Establish a list of work product and tasks Estimate for each work product the size, and for each task

the effort Prioritize tasks


Level 2: ManagedProject Planning (2)

SG 2 A project plan is established and maintained as the basis for managing the project

Establish budget and schedule Plan for data management, project resources, needed

knowledge and skills, plan stakeholder involvement Establish project plan

In practice Make a schedule (based on due dates, task dependencies) Identify personal efficiency tools: spreadsheet, diary, PDA,… Identify training you need to accomplish your tasks Identify people affecting your work, affected by your work Write down your plan (in a spreadsheet, your diary)


Level 2: ManagedProject Planning (3)

SG 3 Commitments to the project plan are established and maintained

Review plans that affect the project Reconcile work and resource levels Obtain plan commitment

In practice Establish agreements with other people to perform work for

you Ensure you allocate enough time to accomplish your tasks Is this a realistic plan? Can you commit yourself to executing

this plan?


Level 2: ManagedProject Monitoring and Control

SG 1 Monitoring actual performance and progress Monitor project planning parameters, commitments, project

risks, data management, stakeholder involvement Conduct progress reviews, milestone reviews

In practice Log time and effort spent on tasks (in the planning table) Also log estimated time to complete Log unexpected, interrupting tasks as well! Keep a “to-do” list and mark status of actions Review status of your actual work against your plan

periodically (weekly) Review status of your work at the end/beginning of each

major work package (e.g. delivery of software module)


Level 2: ManagedProject Monitoring and Control (2)

SG 2 Corrective actions are managed to closure when the project’s performance or results deviate significantly from the plan

Analyze issues Take corrective action Manage Corrective action

In practice Adjust the plan if tasks were not finished on time, you

spent/need more effort than anticipated, had to perform unplanned tasks

Notify affected people of any deviation as soon as possible Plan overwork (skip leisure activities) Skip tasks of lower priority


Project Monitoring and ControlLogging sheet

For each task/work product: Short task/work product description (a few words) Plan:

Orginally estimated size, effort, starting date, finishing date Track:

Estimated effort to complete the task, estimated finishing date Status

Record: Actual size, effort, starting date and finishing date

Also register interrupting tasks!

If you use a spreadsheet, you can easily compute periodic (weekly) totals and averages, filter tasks by attributes,…


Level 2: ManagedSupplier Agreement Management

SG 1 Agreements with the supplier are established and maintained

Determine acquisition type, select suppliers, establish supplier agreement

In practice Identify things you need to buy Shop around for good price/quality Buy

SG 2 Agreements with the supplier are satisfied by both the project and the supplier


Level 2: ManagedMeasurement and Analysis

SG 1 Measurement objectives and activities are aligned with identified information needs and objectives

Establish measurement objectives Specify measures, data collection and storage procedures,

analysis procedures

In practice Objectives are determined by other process areas,

monitoring and control in particular E.g. define your time tracking: granularity (hour, ¼ hour?),

method (stopwatch?), periodicity of recording (daily?),… How many errors do you make? How much time do you

spend correcting them? Define logging mechanism (paper, PDA, PC)


Level 2: ManagedMeasurement and Analysis (2)

SG 2 Measurement results that address identified information needs and objectives are provided

Collect measurement data Analyze measurement data Store data an and results Communicate results

In practice Do what you planned to do: measure, keep a record, use it


Level 2: ManagedProcess and Product Quality Assurance

SG 1 Adherence of the performed process and associated work products and services to applicable process descriptions, standards, and procedures is objectively evaluated

Objectively evaluate processes Objectively evaluate work products and services

In practice This evaluation can be performed by others, but you can

also assume an external perspective yourself and assess how well you follow the rules you have imposed on yourself

Are you procrastinating, easily distracted, do the things you like instead of the things you need to do?

Use your measurements to obtain an objective view.


Level 2: ManagedProcess and Product Quality Assurance (2)

SG 2 Noncompliance issues are objectively tracked and communicated, and resolution is ensured

Communicate and ensure resolution and noncompliance issues

Establish records

In practice Draw lessons from the observations in SG1 and take

corrective actions


Level 2: ManagedConfiguration Management

SG 1 Baselines of identified work products are established Identify configuration items Establish a configuration management system Create or release baselines

In practice You also need to put your personal work products under

configuration control (e.g. presentation slides for a course) You need automated support, at least a well-organized

directory structure on your PC with identification rules to distinguish between successive versions of documents

Establish the discipline to maintain documents in your CM system


Level 2: ManagedConfiguration Management (2)

SG 2 Changes to the work products under configuration management are tracked and controlled

Track change requests Control configuration items

In practice Keep change requests in your task plan/log Track progress by means of a status code in the list

(created, started, finished, closed) Identify versions of work products where change requests

are implemented


Level 2: ManagedConfiguration Management (3)

SG 3 Integrity of baselines is established and maintained Establish configuration management records Perform configuration audits

In practice Periodically review you library of work products to ensure

your CM rules have been applied and correct if necessary Take frequent backups to minimize data loss in case of

equipment failure or theft


Level 2: ManagedSummary

At level 2, you have a stable process

You manage your time professionally

Issues are identified in time and corrective actions are taken

Monitoring and control enables you to improve accuracy of your estimates based on personal history

Your measurements support this

You keep your work products under configuration management

But, you do not yet have enough insight in your processes to know where you are inefficient and to propose improvements

And you may not yet use common assets of the team, project or organization


Level 3: DefinedIntroduction

We also start collecting information to obtain an better insight in the efficiency of our process and to identify and implement improvements

We keep a log of lessons-learned we can consult later to avoid having to solve the same problem over and over

In a way, we are establishing and documenting our personal software processes

If applicable, we also use common assets available in the team, project and organization level and contribute improvement information


Level 3: DefinedGeneric Practices

GP 3.1 Establish and maintain the description of a defined process

In practice If you have faced a difficult problem and found the solution,

write it down in your engineering notebook for later reference Document your personal software process

Template for planning/logging actions “To-do” list template How you maintain schedules A structure of e-mail folders, filters for incoming mail, classification of

outgoing mail,… Standard directory structure on your PC Establish a common standard in your team to facilitate aggregation


Level 3: DefinedGeneric Practices (2)

GP 3.2 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

In practice Inefficiency is mainly caused by detecting/correcting defects As a first step, you have to ensure that defects are detected

as early as possible to avoid rework later in the process It may already be possible to identify sources of defects

(specific and common) to identify improvements


Level 3: DefinedCollecting Defect data

We already have the practice of registering defects and the time it takes to resolve them from level 2

We now need to collect more data Activity where the defect was injected: requirements, design,

code, error correction,… Activity in which defect was found Category of defect: spelling error, interface problem, variable

not initialized,…

Based on the effort and number of occurrence of each category of defects, we can focus improvement actions on issues with the highest leverage


Level 3: DefinedOrganizational Training

SG 2 Training necessary for individuals to perform their roles effectively is provided

Deliver training, establish training records, assess training effectiveness

In practice Actively work on your personal development, identify your

training need Obtain commitment for training and ensure you have enough

time to follow the training


Level 3: DefinedRisk Management

SG 1 Preparation for risk management is conducted Determine risk sources and categories Define risk parameters Establish a risk management strategy

SG 2 Risks are identified and analyzed to determine their relative importance

Identify risks Evaluate, categorize, and prioritize risks

SG 3 Risks are handled and mitigated, where appropriate, to reduce adverse impacts on achieving objectives

Develop risk mitigation plans Implement risk mitigation plans


Level 3: DefinedDecision Analysis and Resolution

SG 1 Evaluate Alternatives Establish Guidelines for Decision Analysis

To which type of issues will we apply DAR? Establish Evaluation Criteria

What are the criteria, priorities,… Identify Alternative Solutions Select Evaluation Methods

Expert judgment, simulations, surveys Evaluate Alternatives

Apply the selected method Select Solutions

Based on the results of the evaluation and risk assessment


Level 4 Quantitatively ManagedOrganizational Process Performance

SG 1 Baselines and models that characterize the expected process performance of the organization’s set of standard processes are established and maintained

Select processes Establish process performance measures Establish quality and process-performance objectives Establish process performance baselines Establish process performance models

Also for personal processes you can move from a generic measurement process to one that matches your individual requirements, objectives, strengths and weaknesses


Level 5 OptimizingOrganizational Innovation and Deployment

SG 1 Process and technology improvements that contribute to meeting quality and process-performance objectives are selected

Collect and analyze improvement proposals Identify and analyze innovations Pilot improvements Select improvements for deployment

In practice Based on historical record, identify categories of

inefficiencies with highest leverage Identify changes in your personal process Pilot the changes


Level 5 OptimizingOrganizational Innovation and Deployment (2)

SG 2 Measurable improvements to the organization’s processes and technologies are continually and systematically performed

Plan the deployment, manage the deployment, measure improvement effects

In practice Adapt your spreadsheets, checklists Track the impact of the changes with your measurements Apply your personal process consistently but remain

sensitive for improvements, listen to comments of others, monitor evolution of personal efficiency technology, stay open for change


Level 5 OptimizingCausal Analysis and Resolution

SG 1 Root causes of defects and other problems are systematically determined

Select data for analysis Analyze causes

In practice: Categorize the errors you have made Apply the 5 whys technique to identify the root cause until

you find an “actionable” cause, one you can do something about


Level 5 OptimizingCausal Analysis and Resolution (2)

SG 2 Root causes of defects and other problems are systematically addressed to prevent their future occurrence

Implement the action proposals Evaluate the effect of changes Record data

In practice: Just the awareness of the typical errors you are making may

help you in preventing them in the future Identify personal rules, tools, training to improve your

performance Use measurements to monitor whether you are actually

improving


CMMISummary

The CMMI can be interpreted for personal processes of people operating

in the context of an organization in the context of a team as individuals

Increase in maturity in the organization (team) must be supported by a corresponding increase in maturity of the teams (individuals) in the organization (team)

Documents

1 / 38 ©Jozef De Man 2007-2009 CMMI (personal) Capability Maturity Model ® Integration (CMMI SM ) Personal Prof. Dr. ir J. De Man