20050211 EX CMMI-Overview

8/3/2019 20050211 EX CMMI-Overview

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CMMI Overview Satish Mishra

CMMI Overview


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CMMI Overview Satish Mishra2

Focus of CMMI

SW-CMM is applied here

CMMI is applied here


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Everyone realizes the importance ofhaving a motivated, quality work forcebut...

...even our finest peoplecant perform at theirbest when the process isnot understood oroperatingat its best.

PEOPLE

PROCESS

TECHNOLOGY

Quality Leverage Points

Major determinants of productcost, schedule, and quality


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Why Focus on Process?

Process provides a constructive, high-leveragefocus...

as opposed to a focus on peopleYour work force, on the average, is as good as it is trained

to be.Working harder is not the answer.Working smarter, through process, is the answer.

as opposed to a focus on technologyTechnology applied without a suitable roadmap will not result

in significant payoff.Technology provides the most benefit in the context of an

appropriate process roadmap.


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Underlying Premise of ProcessImprovement

The quality of a product is

largely determined by thequality of the process that is

used to develop and

maintain it.


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Categories of ProcessImprovement Benefits

Process improvement benefits fall into eightgeneral categories:

improved schedule and budgetpredictability

improved cycle timeincreased productivity

improved quality (as measured by defects)

increased customer satisfaction

improved employee moraleincreased return on investment

decreased cost of quality


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What is a CMM?

Capability Maturity Model:A reference model of mature practices in aspecified discipline, used to assess a groupscapability to perform that discipline

CMMs differ byDiscipline (software, systems, acquisition, etc.)

Structure (staged versus continuous)

How Maturity is Defined (process improvementpath)

How Capability is Defined (institutionalization)


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So Many Models, So LittleTime

SoftwareCMM

SystemsSecurity

Engr CMM

SystemsEngrCMM

PeopleCMM

IPD

CMM

Software

AcqCMM

EIA 731

Different structures,formats, terms, waysof measuringmaturity

Causes confusion,especially whenusing more than onemodel

Hard to integratethem in a combined

improvementprogram

Hard to use multiplemodels in supplierselection


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Bridging the Divide

CMMI:

Integrates systemsand software

disciplines into oneprocess improvementframework.

Provides aframework for

introducing newdisciplines as needsarise.


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The Next Step Is CMM Integration

The CMM Integration Project was formed tobuild an initial set of integrated models

improve best practices from source models basedon lessons learned

establish a framework to enable integration of

future modelscreate an associated set of appraisal and trainingproducts

Collaborative endeavor (over 100 people involved)

Industry

Government

Software Engineering Institute (SEI)


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Enterprise-Wide Improvement

CMMI enables organizations that want to pursueprocess improvement in multiple functional areas todo so with less additional investment for eachadditional function.

CMMI supports process integration and productimprovement.

CMMI integrates multiple disciplines into oneprocess-improvement framework.

CMMI provides a framework for introducing newdisciplines as needs arise.


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Bodies of Knowledge Captured inCMMI Models

An organization selects the bodies of knowledge mostrelevant to achieving its business objectives. Bodies ofknowledge* available in CMMI models include

software engineering(sw)

systems engineering(se)

integrated product and process development (IPPD)

supplier sourcing (SS)

*Each body of knowledge related to product or processdevelopment in CMMI is considered a discipline.


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Software Engineering (SW)

SW covers the development of software systems

SW focus on applying systematic, disciplined, andquantifiable approaches to the

development,

operation

maintenance


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System Engineering (SE)

Systems engineering covers the development of totalsystems, which may or may not include software

Systems engineers focus on transforming customerneeds, expectations, and constraints into productsolutions and supporting these product solutions

throughout the life of the product


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Integrated Product & processdevelopment (IPPD)

IPPD is a systematic approach that achieves a timelycollaboration of relevant stakeholders throughout thelife of the product to better satisfy customer needs,expectations, and requirements


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Supplier sourcing (SS)

As work efforts become more complex, projects mayuse suppliers to perform functions or addmodifications to products that are specifically neededby the project. When those activities are critical, theproject benefits from enhanced source analysis andfrom monitoring supplier activities before productdelivery


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CMMI Overview Satish Mishra 17

CMMI Models

Source Models

Capability MaturityModel for Software V2,draft C (SW-CMM V2C)

EIA Interim Standard

731, System EngineeringCapability Model (SECM)

Integrated ProductDevelopment CapabilityMaturity Model, draft

V0.98 (IPD-CMM)

Combined System Engineering /Software Engineering model

Can be applied to: Just the software engineering

projects in an organization Just the system engineering projects

in an organization Both

IPPD/SS can be used in either/both


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Understanding CMMIRepresentations

There are two types of representations in the CMMImodels:

staged

continuous

A representation allows an organization to pursuedifferent improvement objectives

The organization and presentation of the data are

different in each representation. However, thecontent is the same.


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Staged Representation

Provides a proven sequence of improvements, eachserving as a foundation for the next

Permits comparisons across and amongorganizations by the use of maturity levels

Provides an easy migration from the SW-CMM toCMMI

Provides a single rating that summarizes appraisalresults and allows comparisons amongorganizations

Indicates maturity of an organizations

standard process -- to answer, What is agood order for approaching improvementacross the organization?


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CMMI Model Representations


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Maturity Levels

A maturity level is a well-defined evolutionary plateauof process improvement.

There are five maturity levels.

Each level is a layer in the foundation for continuousprocess improvement using a proven sequence ofimprovements, beginning with basic managementpractices and progressing through a predefined and

proven path of successive levels.


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The Maturity Levels

1

2

3

4

5

Process unpredictable,poorly controlled, andreactive

Process characterized forprojects and is oftenreactive

Process characterizedfor the organizationand is proactive

Process measured

and controlled

Focus on continuousprocess improvement

Optimizing

QuantitativelyManaged

Defined

Initial

Managed

Optimizing

Defined


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Maturity Levels Should NotBe Skipped

Each maturity level provides a necessary foundationfor effective implementation of processes at the nextlevel.

Higher level processes have less chance of success

without the discipline provided by lower levels.The effect of innovation can be obscured in anoisy process.

Higher maturity level processes may be performed byorganizations at lower maturity levels, with the riskof not being consistently applied in a crisis.


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Continuous Representation

Allows you to select the order of improvement thatbest meets your organizations business objectivesand mitigates your organizations areas of risk

Enables comparisons across and among organizationson a process-area-by-process-area basis

Provides an easy migration from EIA 731 (and othermodels with a continuous representation) to CMMI

Indicates improvement within a singleprocess area -- to answer, What is agood order for approachingimprovement of this process area?


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Capability Levels

A capability level is a well-defined evolutionaryplateau describing the organizations capabilityrelative to a process area.

There are six capability levels.

For capability levels 1-5, there is an associatedgeneric goal.

Each level is a layer in the foundation for continuousprocess improvement.

Thus, capability levels are cumulative, i.e., a higher

capability level includes the attributes of the lowerlevels.


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The Capability Levels

5 Optimizing

4 Quantitatively Managed

3 Defined

2 Managed

1 Performed

0 Incomplete


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Representing Capability Levelsfor a Single Process Area

The process area capability of an implementedprocess can be represented by a bar.

Process

Ca

pabilityLevel

This pointrepresentsa higher levelof maturitythan this pointin a specificprocess area

3

2

1

0

Process Area n


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Relating Process Area Capabilityand Organizational Maturity

Organizational maturity is the focus of the stagedrepresentation, whereas process area capability is thefocus of the continuous representation.

Organizational maturity and process area capabilityare similar concepts.

The difference between them is that organizationalmaturity pertains to a set of process areas across an

organization, while process area capability deals witha set of processes relating to a single process area orspecific practice.


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Comparison of Representations

Staged Continuous

Process improvement ismeasured usingmaturity levels.

Maturity level is thedegree of processimprovement across apredefined set ofprocess areas.

Organizational maturitypertains to thematurity of a set ofprocesses across anorganization

Process improvement ismeasured using capabilitylevels.

Capability level is theachievement of processimprovement within anindividual process area.

Process area capability

pertains to the maturity of aparticular process across anorganization.


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Advantages of Each Representation

StagedProvides a roadmap for implementing

groups of process areas

sequencing of implementation

Familiar structure for those transitioning from theSoftware CMM

Continuous

Provides maximum flexibility for focusing on specificprocess areas according to business goals andobjectives

Familiar structure for those transitioning from EIA731


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CMMI in a Nutshell

A CMMI model provides a structured view of processimprovement across an organization

CMMI can help

set process improvement goals and prioritiesprovide guidance for quality processes

provide a yardstick for appraising current practices


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Improvements from AdoptingSoftware CMM

Productivity(increase)

Time to market

(reduction)

Post-releasedefect reports(reduction)

Savings vs. cost of

software process

improvement

(median) 5:1

PercentageImprovement

Annual Medians

35%

19%

39%

0

510

15

20

25

30

35

40


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Benefits of Continuing ProcessImprovement

SEI Software CMM Level 5: For the Right Reasons*

Defects are now nearly all found and fixed beforetesting begins.

Defects escaping into the field have been reducedfrom 11% to practically 0%.

Programs consistently reach customer satisfactionand performance targets.

Peer reviews increase total project costs by 4%,

but reduced rework during testing by 31%.R.O.I. is 7.75:1.


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CMMI Improvement

The CMMI Product Suite provides a foundation forenterprise-wide improvementand adds

new emphasis on products and services as wellas process

emphasis on both process capability and

organizational maturityearly emphasis on measurement and analysis

The CMMI model improves upon Software CMM V1.1

and Software CMM V2.0 Draft C.


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CMMI Integration

Provides expanded model scope for integrationIntegrated Product Management

Integrated Supplier Management

Decision Analysis and Resolution

Relevant Stakeholder planning and executionInclusion of the Integrated Product and ProcessDevelopment body of knowledge


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Improving on the Software CMM

CMMI Models improve on the best practices in SoftwareCMM Version 2.0 Draft C:

Incorporates 4+ additional years of learning

More explicitly links management and engineeringactivities to business objectives

Expands the scope of and visibility into the product lifecycle and engineering activities to ensure the productor service meets customer expectations

Incorporates additional areas of best practice (e.g.,measurement, risk management, bi-directionaltraceability in requirements management, decisionanalysis and resolution, and supplier management)

Captures more robust high-maturity practicesAddresses additional generic practices needed for

institutionalization

More fully complies with relevant ISO standards


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CMMI Can Benefit You

CMMI providesEfficient, effective assessment and improvementacross multiple process disciplines in anorganization

Improvements to best practices incorporated fromthe Software CMM

A common, integrated vision of improvement for allelements of an organization

A means of representing new discipline-specific

information in a standard, proven process-improvement context


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CMMI Product Suite

ModelsDisciplines

Systems Engineering SESoftware Engineering SWIntegrated Product and Process

Development (IPPD)Supplier Sourcing (SS)

RepresentationsStagedContinuous


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Available Models

The following CMMI Models exist: SE/SW Staged

SE/SW Continuous

SE/SW/IPPD Staged

SE/SW/IPPD Continuous SE/SW/IPPD/SS Staged

SE/SW/IPPD/SS Continuous

SW Staged

SW Continuous


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Selecting a Discipline to Use

Different model versions exist CMMI-SW -- CMMI-SE/SW/IPPD

CMMI-SE/SW -- CMMI-SE/SW/IPPD/SS

You select which disciplines you wish to use, based onwhere you are trying to improve

Example A company which engineers and builds computersystems, by acquisition of COTS hardware and developmentof custom software, using integrated teams

Use CMMI-SW applied only to the software development

Use CMMI-SE/SW applied to the computer system andthe software

Use CMMI-SE/SW/IPPD applied to the system, software,and use of teams

Use CMMI-SE/SW/IPPD applied to the system, software,teams, and COTS acquisition

CMMI St t


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CMMI Structureone Model, Two Representations

Maturity Level 5OID, CAR

Maturity Level 4OPP, QPM

Maturity Level 3REQD, TS, PI, VER,VAL, OPF, OPD, OT,IPM, RSKM, DAR

Overview

Introduction

Structure of the Model

Model Terminology

Maturity Levels, Common Features, and Generic Practices

Understanding the Model

Using the Model

Maturity Level 2REQM, PP, PMC,SAM, MA, PPQA, CM

Appendixes

EngineeringREQM, REQD, TS,PI, VER, VAL

Project ManagementPP, PMC, SAM

IPM, RSKM, QPM

Process ManagementOPF, OPD, OT,OPP, OID

Process ManagementPAs- Goals

- Practices

SupportCM, PPQA, MA,CAR, DAR

Appendixes

CMMI-SE/SW

Staged

Overview

Introduction

Structure of the Model

Model Terminology

Capability Levels and Generic Model ComponentsUnderstanding the Model

Using the Model

CMMI-SE/SW

Continuous


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Model Components

Process Areas (PA)

Specific Goals (SG) Required Specific Practices (SP) Expected

Typical Work Products Informative

Sub-practices Informative

Notes Informative

Discipline Amplifications Informative

References Informative

Generic Goals (GG) Required Generic Practices (GP) Expected Generic Practice Elaborations Informative


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Practices

Practices are the building blocks of the process areas Example - Project Planning Process Area

Specific Practice 1.1 - Establish a top-level workbreakdown structure (WBS) to estimate the scope of the

project.

To satisfy the required goals, you are expected to perform

the practicesMost commercial and defense projects/organizationswill implement as written

You may perform equivalent practices if they have anequivalent effect toward satisfying the generic or specificgoalThese are termed alternative practicesLess prevalent in CMMI than in SW-CMM, because the

CMMI practices are at a slightly higher level ofabstraction

Equivalent is a judgment call discuss with yourappraiser

Specific Practices vs Generic


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Specific Practices vs. GenericPractices

Apply to a single process area Describe activities that implement the

process area

Example Requirements Mgmt.

SG 1 Manage Requirements

SP 1.1 Obtain an Understanding ofRequirementsSP 1.2 Obtain Commitment to

RequirementsSP 1.3 Manage Requirements

ChangesSP 1.4 Maintain Bidirectional

Traceability of RequirementsSP 1.5 Identify Inconsistencies

between Project Work andRequirements

Apply to all process areas

Describe activities that institutionalizethe process areas

GG 2 Institutionalize a Managed Process

GP 2.1 Establish an OrganizationalPolicy

GP 2.2 Plan the ProcessGP 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 RelevantStakeholders

GP 2.8 Monitor and Control the Process

GP 2.9 Objectively Evaluate AdherenceGP 2.10 Review Status with Higher

Level Management

GG 3 Institutionalize a Defined Process

GP 3.1 Establish a Defined Process

GP 3.2 Collect ImprovementInformation


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CMMI Model Structure

S d R i


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Staged Representation:Process Areas by Maturity Level

Organizational Innovation and DeploymentCausal Analysis and Resolution5 Optimizing

4 QuantitativelyManaged

3 Defined

2 Managed

Continuousprocessimprovement

Quantitativemanagement

Processstandardization

Basicprojectmanagement

Organizational Process PerformanceQuantitative Project Management

Requirements DevelopmentTechnical Solution

Product IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project ManagementIntegrated Supplier ManagementRisk ManagementDecision Analysis and Resolution

Organizational Environment for IntegrationIntegrated Teaming

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

1 Initial

Process AreasLevel Focus

(IPPD)(IPPD)

(SS)

Continuous Representation:


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Requirements ManagementRequirements Development

Technical SolutionProduct IntegrationVerificationValidation

Engineering

ProjectManagement

Project PlanningProject Monitoring and ControlSupplier Agreement ManagementIntegrated Project Management(IPPD)Integrated Supplier Management (SS)Integrated Teaming (IPPD)Risk ManagementQuantitative Project Management

Organizational Process FocusOrganizational Process DefinitionOrganizational TrainingOrganizational Process Performance

Organizational Innovation and Deployment

ProcessManagement

Configuration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisCausal Analysis and ResolutionDecision Analysis and ResolutionOrganizational Environment for Integration (IPPD)

Support

Continuous Representation:Organization of Process Areas

Category Process Area


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Process Area Capability Profile

A process area capability profile may berepresented by a set of points in twodimensions.

theprocess dimensionWhat you do

the capability dimensionHow well you do it

Capa

bility

(How

well)

Process Area (What you do)

A E l P A


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P r o c e s s A r e a

RM PP PMC etc

5

4

3

2

1

0

Capabi

lity

An Example Process AreaCapability Profile

SW CMM V1 1 vs CMMI V1 1


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SW-CMM V1.1 vs. CMMI V1.1

Defect Prevention Causal Analysis and ResolutionTechnology Change Mgmt Organizational Innovation & DeploymentProcess Change Management

Quantitative Process Mgmt Organizational Process PerformanceSoftware Quality Mgmt Quantitative Project Management

Organization Process Focus Organization Process FocusOrganization Process Definition Organization Process DefinitionTraining Program Organizational Training

Integrated Software Mgmt Integrated Project ManagementRisk ManagementSoftware Product Engr Requirements Development

Technical SolutionProduct Integration

Intergroup Coordination VerificationPeer Reviews Validation


Requirements Management Requirements ManagementSoftware Project Planning Project PlanningSoftware Project Tracking & Oversight Project Monitoring and ControlSoftware Subcontract Mgmt Supplier Agreement ManagementSoftware Quality Assurance Product & Process Quality AssuranceSoftware Configuration Mgmt Configuration Management

Measurement and Analysis

LEVEL 5OPTIMIZING

LEVEL 4MANAGED

LEVEL 3DEFINED

LEVEL 2REPEATABLE

50

Key Process Areas (KPAs) Process Areas (PAs)


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Project ManagementProcess Areas

There are eight Project Management ProcessAreas.

Project Planning

Project Monitoring and Control

Integrated Project Management (IPPD)

Risk Management

Supplier Agreement Management

Quantitative Project Management

Integrated Supplier Management (SS)

Integrated Teaming (IPPD)


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Specific Practices (CL1 - Base Practices)

SP1.1-1: Estimate the Scope of the ProjectSP1.2-1: Establish Estimates of Work

Product and Task AttributesSP1.3-1: Define Project Life Cycle

SP1.4-1: Determine Estimates of Effort andCostSP2.1-1: Establish Budget and ScheduleSP2.2-1: Identify Project RisksSP2.3-1: Plan for Data ManagementSP2.4-1: Plan for Project ResourcesSP2.5-1: Plan for Needed Knowledge and

Skills

SP2.6-1: Plan Stakeholder InvolvementSP2.7-1: Establish the Project PlanSP3.1-1: Review Plans that Affect the

ProjectSP3.2-1: Reconcile Work and Resource

LevelsSP3.3-1: Obtain Plan Commitment

PP - Capability Level 1

Project PlanningGeneric Practices (CL1))

GP1.1: Perform Base Practices

If all of the base practices are

performed,

Then, the associated SpecificGoals and Generic Goal 1 aresatisfied,

So, the Process Area is rated atCapability Level 1 (CL1) -Performed.


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Building Process Capability

PerformedProcess

Level 2

GenericPractices

ManagedProcess

Level 3Generic

Practices

DefinedProcess

Level 4Generic

Practices

QuantitativelyManagedProcess

Level 5

GenericPractices

OptimizingProcess

Capability


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Support Process Areas

There are six Support Process Areas:

Configuration Management

Process and Product Quality Assurance

Measurement and Analysis Causal Analysis and Resolution


Organizational Environment for

Integration (IPPD)


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Understanding Support Processes

Support process areas cover the practicesthat support product development,maintenance, and acquisition.

They provide essential processes used byall the CMMI process areas, and aretypically used in the context of performing

other processes.


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Engineering Process Areas

There are six Engineering Process Areas.

Requirements Management

Requirements Development

Technical Solution Product Integration

Verification

Validation


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Process Management Process Areas

There are five Process Management ProcessAreas:

Organizational Process Focus Organizational Process Definition

Organizational Training

Organizational Process Performance

Organizational Innovation andDeployment

Understanding Process


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Understanding ProcessManagement Process Areas

The process management PAs apply acrossthe organization as a whole and providedetails that support the Capability Level 3Generic Goal.

For selected PAs, the organization hasstandard processes, which individual

projects tailor to their needs.


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About IPPD

Integrated Product and Process Development

IPPD affects all process areas.

IPPD is nota discipline like SE or SW.

Rather, it is a way of doing business.

IPPD is employed in conjunction with theCMMI disciplines (software and systemsengineering).

Implementation of IPPDshapes how youperform the work in these disciplines.


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IPPD - Definition

IPPD provides a systematic approach to

product development that achieves a timely

collaboration of relevant stakeholders

throughout the product life cycle to better

satisfy customer needs.


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Scope of IPPD

CMMI SE/SW/IPPD adds to CMMI SE/SW:

Two new process areasOrganizational Environment for IntegrationIntegrated Teaming

A revised Integrated Project Management

(IPPD) process area (adds SG3 and SG4)IPPD amplifications and references

New glossary definitions and acronyms

Overview material

Process Areas Organized by


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Process Areas Organized byCategory

Process Management

Organizational Process FocusOrganizational Process Definition

Organizational TrainingOrganizational Process Performance

Organizational Innovation and Deployment

Project Management

Project PlanningProject Monitoring and Control

Supplier Agreement ManagementIntegrated Project Management (for IPPD*)

Risk ManagementIntegrated Teaming

Integrated Supplier Management**Quantitative Project Management

Engineering

Requirements DevelopmentRequirements Management

Technical SolutionProduct Integration

Verification

Validation

Support

Configuration ManagementProcess and Product Quality Assurance

Measurement and AnalysisOrganizational Environment for Integration*


Causal Analysis and Resolution

analyze

empower analyze

employ measure & assist

standardizeprocesses


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Summary

There is one CMMI Model with tworepresentations, Staged and Continuous

The material in both representations is thesame just organized differently

Each representation provides different waysof implementing processes

Equivalent Staging provides a mechanism forrelating Maturity Levels to Capability Levels

The CMMI model should be applied usingintelligence, common sense, and professional

judgment


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For More Information About CMMI

Go to CMMI Website http://sei.cmu.edu/cmmi

http://seir.sei.cmu.edu/seir/

http://www.ndia.org/ (annual CMMI Conference)

www.google.com
http://sei.cmu.edu/cmmimailto:[email protected]://www.ndia.org/http://www.google.com/http://www.google.com/http://www.ndia.org/mailto:[email protected]://sei.cmu.edu/cmmi


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Further Reading


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Documents

20050211 EX CMMI-Overview