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CMMI Training Presentation
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Introduction to the Capability Maturity Model Integration (CMMI)
Presented byThe Software Engineering Process Group (SEPG)
Topics Covered
Software QualityCMMI Structure of CMMIUnderstanding the Maturity LevelsUnderstanding the Process AreasSDI’s CMMI PlanValue of CMMIQuality Management SystemQ & AFeedback
Software Quality
The Software Crisis
Schedule and cost estimates are often grossly inaccurateCustomer dissatisfaction with the “completed” product is encountered too frequentlySoftware quality is often suspectExisting software can be very difficult to maintain
Project Failure – Root Causes
Improper estimatesPoor understanding of user requirementsTight schedule agreed under pressurePoor monitoring of project scheduleUndue optimism, tendency to ignore risks
The Meaning of Software Quality
Meets user requirementsUser friendlyOn-time deliveryAt reasonable costAfter delivery supportCompliance with established standards
CMMI
Definition of Process
Process - A sequence of steps performed for a given purpose (IEEE)Software Process - A set of activities, methods, practices and transformations that people use to develop and maintain software and the associated products (CMMI)
The Process Motto
“The quality of a software system is highly influenced by the quality of the process used to develop and maintain it”
- Watts S. Humphrey
The Software Engineering Institute (SEI)
Established in 1984Federally funded research and development centerAwarded to Carnegie Mellon UniversitySponsored by the US Department of DefenseMain charter is to advance software engineering practices across software organizations
What is CMMI?
A software process maturity framework developed by the SEIA model for organizational improvementGuides an organization in a step-by-step approach to process maturityBased on actual practices across software organizations around the worldA living document and is being continuously improved
Objectives of CMMI
Developed to sort out the problems of using multiple CMMs:Different contentsDifferent representationsMultiple assessmentsMultiple training
Improve usability for a wider set of disciplinesIncorporate additional areas of best practice (e.g., risk management and decision analysis and resolution)More fully compliant with relevant ISO standards
CMMI Source Models
Software-CMM v2.0 draft C (SW-CMM V2C)
Electronic Industries Alliance Interim Standard 731, Systems Engineering Capability Model (SECM)
Integrated Product Development-CMM v0.98 (IPD-CMM)
ISO 15504 (SPICE)
Representations
Staged5 Maturity LevelsFrom SW CMM
Continuous6 Capability LevelsFrom EIA/IS 731, ISO 15504
Structure of CMMI
Structure of CMMI (Staged Representation)
L evel 4Q u an tita tive ly M an ag ed
L evel 1In itia l
L evel 2M an ag ed
L evel 5O p tim izing
L evel 3D efin ed
- C ausal Analys is and R eso lu tion
- O rganizationa l Innovation and D ep loym ent
- Q uantita tive P ro ject M anagem ent- O rganizationa l P rocess P erform ance
- R equ irem ents D eve lopm ent- T echn ical S o lution- P roduct In tegration- V erifica tion- V alidation - O rganizationa l P rocess Focus- O rganizationa l P rocess D efinition- O rganizationa l T ra ining - R isk M anagem ent- Integrated P ro ject M anagem ent- D ecis ion Analys is and R eso lu tion
- R equ irem ents M anagem ent
- P ro ject P lann ing- P ro ject M onito ring and
C ontro l- S upp lier Agreem ent
M anagem ent - M easurem ent and
A nalys is- P rocess and P roduct
Q uality Assurance- C onfiguration
M anagem ent
CMMI Structure (Continuous Representation)
T h e C ap ab ility L ev e ls5 O p tim iz in g
4 Q u a n tita tive ly M a n a g e d
3 D e fin e d
2 M a n a g e d
1 P e rfo rm e d
0 In c o m p le te
CMMI Structure (Continuous Representation)
Representing Capability Levels for a Single Process Area (Continuous Representation)
T h e p ro c e s s a r e a c a p a b i l i ty o f a n im p le m e n te d p ro c e s s c a n b e r e p re s e n te d b y a b a r .
P ro c e s s
Cap
abili
ty L
evel T h is p o in t
re p re s e n ts a h ig h e r le v e l o f “ m a tu r ity ”th a n th is p o in tin a s p e c if icp ro c e s s a re a
3
2
1
0P ro c e s s A re a n
Staged Vs Continuous Representations
Staged ContinuousBased on organizational maturity Based on process capability
Process areas are organized by maturity levels Process areas are organized by process area categories
Improvement is measured using maturity levels that reflect concurrent implementation of multiple process areas
Improvement is measured using capability levels that reflect incremental implementation of a particular process area
Specifies an ordering for process area improvement
Provides flexibility for organizations to choose which processes to emphasize for improvement and how much to improve each process
Indicates maturity of an organization’s standard
Indicates improvement within a singleprocess area
Comparative Advantages of Staged and Continuous Representations
Staged ContinuousProvides a proven sequence of improvements, each serving as a foundation for the next
Allows you to select the order of improvement that best meets your organization’s business objectives and mitigates your organization’s areas of risk
Permits comparisons across and among organizations by the use of maturity levels
Enables comparisons across and among organizations on a process-area-by-process-area basis
Provides an easy migration from the SW-CMM to CMMI
Provides an easy migration from other models with a continuous representation (e.g., EIA/IS 731, ISO15504) to CMMI
Please note that we are implementing CMMI -Staged Representation in SDI and our further discussions will focus on this model only
The Maturity Levels
5 maturity levels in CMMIEach level is a layer in the foundation for continuous process improvementAchieving each level establishes a different component of the software process
The Process Areas
22 process areas in CMMIDefined to reside at a single maturity levelIdentify the issues that must be addressed to achieve a maturity level
Understanding CMMI Maturity Levels
Level 1: Initial Maturity Level
Ad hoc
Inadequate project management and software engineering processes
Performance driven by the competence and heroics of individual people
Unpredictable schedules, budgets and quality
Process Areas at Level 1
None
Level 2: Managed Maturity Level
Software project management processes are documented and followedSuccessful practices developed on earlier projects can be repeatedRealistic project commitments
Process Areas at Level 2
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementProcess and Product Quality AssuranceConfiguration ManagementMeasurement and Analysis
Level 3: Defined Maturity Level
Software engineering processes are documented and followedIntegration of project management and software engineering processesOrganization-wide training programA dedicated group of people (SEPG) spearheads the entire software process deployment efforts
Process Areas at Level 3
Organizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project Management Risk ManagementRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationDecision Analysis and Resolution
Level 4: Quantitatively Managed Maturity Level
Quantitative goals for software products and processesOrganizational measurement programWell defined and consistent measurementsOrganization-wide software process databaseMeaningful variations in process performance can be distinguished from random variation
Process Areas at Level 4
Organization Process PerformanceQuantitative Project Management
Level 5: Optimising Maturity Level
Organization is focused on process improvementOrganisation is well-equipped to address new technologyCost-benefit analyses of introducing new technologies and proposed process changesGoal of preventing occurrence of defectsError-cause removal
Process Areas at Level 5
Organization Innovation and DeploymentCausal Analysis and Resolution
Understanding the Process Areas
Process Areas at Level 2
Project Planning
Developing estimates for the work to be performedDeveloping the project planInteracting with stakeholders appropriatelyGetting commitment to the planMaintaining the plan
Project Monitoring and Control
Project plan is used for trackingAdequate visibility into actual progress
Corrective actions taken in case of significant deviationsChanged commitments are communicated to all affected groups
Requirements Management
Manage all requirements received or generated by the projectIdentify inconsistencies between the requirements and the project’s plans and work productsChanges to requirements are controlled
Measurement and Analysis
Specifying the objectives of measurement and analysisSpecifying the measures, data collection and storage mechanisms, analysis techniques and reporting and feedback mechanismsImplementing the collection, storage, analysis and reporting of the dataProviding objective results that can be used in making informed decisions and taking appropriate corrective actions
Process and Product Quality Assurance
Formation of a organizational-level Software Quality Assurance (SQA) groupSQA plan for each projectProject’s SQA person cannot report to the PM of that projectReviewing and auditing projects to ensure that they comply with the applicable procedures and standardsIdentifying and documenting non compliance issuesProviding feedback to project staff and managers on the results of quality assurance activitiesEnsuring that non compliance issues are addressed
Configuration Management
Establish and maintain integrity of work products throughout the projects life cycle using
Configuration identificationChange controlConfiguration status accountingConfiguration audits
Process Areas at Level 3
Requirements Development
Elicitation, analysis, validation and communication of customer needs, expectations and constraints to obtain customer requirementsCustomer requirements are documented, reviewed, agreed upon and baselined
Technical Solution
Evaluating and selecting a design approachDeveloping the designImplementing the design
Product Integration
Assemble the product from the product componentsEnsure that the product, as integrated, functions properlyDeliver the product
Verification
Confirms that work products properly reflect the requirements specified for themEnsures that "you built it right"Incorporates ideas from the Peer Review area of CMMEarly verification on intermediate work products is a tradeoff in time and effectiveness against testing
Validation
Confirms that the product, as provided, will fulfill its intended useEnsures that "you built the right thing"
Integrated Project Management
Establishing the project’s defined process by tailoring the organization’s set of standard processesManaging the project using the project’s defined process
Decision Analysis and Resolution
To analyze possible decisionsUse of a formal evaluation processIdentify alternativesEvaluate alternatives against established criteriaSelect best solution
Risk Management
Identify potential problems before they occur, and plan mitigation activities to reduce the impact of eventsActivities include:
Risk identificationRisk analysisRisk mitigationRisk contingency planning
Organizational Process Focus
Establishment of SEPGResponsible and empowered to coordinate software process improvement activities Development, peer review and release of process documentsRefinement of process documents based on feedback from practitioners, users etc.CMMI awareness trainingTraining on the Quality Management System (QMS)Review and approval of tailored processes of projectsOrganize and conduct internal quality assessments
Planning for process improvementControlled creation/modification of processesSenior management sponsorship and review of process related activities
Organizational Process Definition
Definition of processesDefinition of life-cycle models and selection guidelinesDefinition of tailoring guidelinesCreation of process database
A central repository for organization measurement dataContains actual measurement data from projects and the related information needed to understand the measurement data and apply it to new projects
Organizational Training
Existence of a training groupCreation of training plansTraining programs executed according to plansWaivers to training programs controlledMeasurement of training effectiveness
Process Areas at Level 4
Organizational Process Performance
To establish and maintain quantitative understanding of organization’s process performanceTo provide process performance
DataBaselinesModels
Quantitative Project Management
Establishing and maintaining the project’s quality and process-performance objectivesQuantitatively manage the project’s defined process to achieve the project’s established quality and process-performance objectives
Process Areas at Level 5
Organizational Innovation and Deployment
Select and deploy incremental and innovative improvements that measurably improve the the organization’s processes and technologyPerform cost-benefit analyses of introducing new technologies and proposed process changes
Causal Analysis and Resolution
Identifying and analyzing causes of defects and other problemsTaking specific actions to remove the causes and prevent the occurrence of these types of defects and problems in the future
SDI’s CMMI Plan
Roadmap to CMMI Level 5
Formation of a SEPGDefinition, documentation and review of QMS documentsConduct CMMI overview training for all SDITECH employeesConduct training on the QMS for all SDITECH employees (as applicable)CMMI Automation (includes development of internal systems)Implementation of the QMS across all projectsIdentification of internal assessment team. Training for assessment team members
Roadmap to CMMI Level 5
Conduct 3 internal assessments. Close all non conformities recorded in the assessments. Refinement of QMS documentsConduct pre-assessment. Close all non conformities recorded in the assessment. Refinement of QMS documentsFinal assessment
Final Assessment
Process is called SCAMPIIdentifying the external agency and the external lead assessorForming an internal assessment teamTraining the team for the assessment processIdentifying projects for Initial Document Review (IDR) and for interviewForming Functional Area Representatives (FARs)Carrying out the assessment (interviews and surveys)Drafting report and presenting to FARs, PMs and Senior ManagementSubmitting the final report to SEI
CMMI Level 5 Initiative - Risks
The availability/selection of representative projects and repeatability of process areas in atleast 4 projects may have an impact on the project timelinesMost of the processes have not been used or have been used very sparinglyThe additional activity of CMMI implementation was not planned for existing projects. Additional resources may be required for this, else, it may impact the project timelinesNon availability of metrics data for past projects
CMMI Level 5 Initiative – Keys to Success
Focused effortClear goalsCommunication to all people in the organizationTrainingRoadmapsTracking to plan
Drivers for CMMI Level 5 – From SDI Technology’s Perspective
More robust processes, resulting in better qualityInstitutionalization of best practices across the organizationFormal risk management – Identification, assessment, prioritization and mitigationInvolvement of all stakeholders for better project executionContinuous improvementBetter market positioning
Value of CMMI
Value of CMMI
Software process improvement provides measurable return on investmentIndustry data indicates that the typical return on investment isbetween 5:1 and 8:1Additional benefit is intangible and cannot be easily quantified
Published Improvement Data
Company Source of Data
Investment Return ROI
Hughes IEEE Software
$1.35M over 3 years
$6M reduction in cost overruns
4.5
Raytheon Crosstalk $597K $3.83M 6.4
Hewlett Packard
IEEE Software
$1M annually $7.7M annual savings in software product costs
7.7
Intangible Benefits
HughesImproved working conditionsImproved employee moraleDecreased riskBetter company imageFewer overtime hoursEmployee attrition below 10 %
Intangible Benefits
RaytheonImproved communication and accuracyImproved employee moraleIncreased customer satisfaction
Intangible Benefits
Hewlett PackardImproved competitive positionImproved employee moraleLower absenteeism and attritionFewer late nights and weekends working
Quality Certified Companies in India (As Per Statistics Collected By NASSCOM in March 2004)
Popular Quality Standards
9
210
15
7
108
0 50 100 150 200 250
ISO
PCMM
CMM
CMMi
Six Sigma
No. of Indian Companies
Questions?
For Additional Information
Visit SEI’s website at
http://www.sei.cmu.edu/cmmi
Or contact SEI Customer Relations at
Or contact any member of the SEPG at SDI Technologies
Thanks for your participationand
Have a nice day!