CMMI in small settings

8/7/2019 CMMI in small settings

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CMMI Made Practical

Concerns with SCAMPI-inducedoverhead in small settings

A Biased Sample

April 2010

SMCMM Integration and SCAMPI are service marks of Carnegie Mellon University.

CMMI, Capability Maturity Model, Capability Maturity Modeling, and CMM are registered in the U.S. Patent and Trademark Office by Ca rnegieMellon University. JuanJo Cukier

SEI-Certified SCAMPI Lead Appraiser

[email protected]


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JuanJo [email protected]

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Index

Objectives Notes CMMI Around the World The Sample Frequent hurdles with

Specific Practices Generic Practices

Conclusions


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3

Objectives

Quantify experience in 37 SCAMPI classes A, B and C appraisals, on small(and very small) settings

Identify model components that concentrate the greatest number ofweaknesses

Characterize trends in these weaknesses, and suggest their causes

Put forward a concern on model/method interface issues for small settings


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4

Index



Conclusions


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5

Notes

37 SCAMPI appraisals 22 Organizations Argentina, Chile, Spain 2006 2009

This does not intend to be a representativesample of appraisals around the world It only summarizes personal experience

It includes a bias, introduced by the Appraisal Team Leader Training and professional experience cause focus in some areas more then others This is mitigated in SCAMPI A thanks to consensus building rules


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7/32 JuanJo [email protected]

7 Software Engineering Institute, Carnegie Mellon University

CMMI Around the World


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CMMI Around the World

Software Engineering Institute, Carnegie Mellon University

155


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10/32 JuanJo Cukier

[email protected]

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The Sample

Country SCAMPI A Class B Class C Total

Argentina 12 1 11 24Spain 6 0 0 6Chile 4 3 0 7Total 22 4 11 37

OU Size Total1 to 20 9 (24%)

20 to 50 17 (46%)50 to 100 11 (30%)

Total 37

All OrganizationalUnits < 100 people


11/32 JuanJo Cukier

[email protected]

About my Concern

An useful classification of practices:

Work-Product Oriented

Action Oriented

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-Specify measures-Establish records-Create or release baselines-Establish the project plan

-Review plans that affect the project

-Identify inconsistencies betweenproject work and requirements-Reconcile work and resource levels-Communicate results

Direct Artifacts

Direct Artifacts

Direct Artifacts

X


12/32 JuanJo Cukier

[email protected]

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Index



Conclusions


13/32 JuanJo Cukier

[email protected]

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The Bottom 10

# Process Area Practice Description

1 CM SP 3.2 Perform Configuration Audits

2 MA SP 1.4 Specify Analysis Procedures

3 PMC SP 1.4 Monitor Data Management

4 PP SP 3.3 Obtain Plan Commitment

5 PPQA SP 1.1 Objectively Evaluate Processes

6 MA SP 2.2 Analyze Measurement Data

7 PP SP 3.1 Review Plans That Affect the Project

8 PP SP 3.2 Reconcile Work and Resource Levels

9 REQM SP 1.2 Obtain Commitment to Requirements

10 MA SP 2.4 Communicate Results

++ + +/- - --Overhead Induced?

MoreLess


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[email protected]

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Recurrent Problems - PPSpecific Practices

SG 1 Establish Estimates SP 1.1 Estimate the Scope of the Project

SP 1.2 Establish Estimates of Work Product and Task Attributes SP 1.3 Define Project Lifecycle SP 1.4 Determine Estimates of Effort and Cost

SG 2 Develop a Project Plan SP 2.1 Establish the Budget and Schedule SP 2.2 Identify Project Risks SP 2.3 Plan for Data Management SP 2.4 Plan for Project Resources SP 2.5 Plan for Needed Knowledge and Skills SP 2.6 Plan Stakeholder Involvement

SP 2.7 Establish the Project Plan SG 3 Obtain Commitment to the Plan

SP 3.1 Review Plans That Affect the Project SP 3.2 Reconcile Work and Resource Levels SP 3.3 Obtain Plan Commitment

The purpose ofProject Planningisto establish and maintain plans thatdefine project activities..

SP 1.2

5%

SP 1.4

6%

SP 2.2

6%SP 2.3

2%SP 2.4

6%SP 2.5

8%

SP 2.6

6%

SP 2.7

5%

SP 2.1

8%

SP 3.1

12%

SP 3.2

12%

SP 3.3

13%SP 1.3

11%#4#7

#8


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Recurrent Problems - PMCSpecific Practices

SG 1 Monitor Project Against Plan SP 1.1 Monitor Project Planning Parameters

SP 1.2 Monitor Commitments SP 1.3 Monitor Project Risks SP 1.4 Monitor Data Management SP 1.5 Monitor Stakeholder Involvement SP 1.6 Conduct Progress Reviews SP 1.7 Conduct Milestone Reviews

SG 2 Manage Corrective Action to Closure SP 2.1 Analyze Issues SP 2.2 Take Corrective Action SP 2.3 Manage Corrective Action

The purpose ofProject Monitoringand Controlis to provide anunderstanding of the projects

progress so that appropriatecorrective actions can be takenwhen the projects performance

deviates significantly from the plan.

.SP 1.1

9%

SP 1.3

7%

SP 1.6

12%

SP 2.1

5%

SP 2.3

10%

SP 2.2

9%

SP 1.7

12%

SP 1.5

10%

SP 1.4

16%

SP 1.2

10%

#3


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Recurrent Problems - MASpecific Practices

SG 1 Align Measurement and Analysis Activities SP 1.1 Establish Measurement Objectives SP 1.2 Specify Measures SP 1.3 Specify Data Collection and Storage Procedures SP 1.4 Specify Analysis Procedures

SG 2 Provide Measurement Results SP 2.1 Collect Measurement Data SP 2.2 Analyze Measurement Data SP 2.3 Store Data and Results SP 2.4 Communicate Results

The purpose ofMeasurement andAnalysisis to develop and sustain ameasurement capability that is usedto support management informationneeds.

SP 2.1

8%

SP 2.3

6%

SP 2 .2

17%

SP 2.4

15%

SP 1.3

10%

SP 1.2

10%

SP 1.1

13%

SP 1.4

21%

#2

#6#10


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Recurrent Problems - MASpecific Practices

Practice Recurrent Problems Overhead Induced?

SP 1.4 Analysis parameters are not specified. --SP 2.2

Metrics do indicate problems, but there is no explanationof the source cause. -

SP 2.4 Communication may not be recorded.Passive, non-proactive communication. +/-


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Recurrent Problems - REQMSpecific Practices

SG 1 Manage Requirements 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

The purpose ofRequirementsManagementis to manage therequirements of the projects

products and product componentsand to identify inconsistenciesbetween those requirements and theprojects plans and work products.

SP 1.1

8%SP 1.5

23%

SP 1.4

19%

SP 1.3

19%

SP 1.2

31%

#9


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Recurrent Problems - REQMSpecific Practices


SP 1.2 Lack of evidence from the Project Teams commitment. +/-


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Recurrent Problems - CMSpecific Practices

SG 1 Establish Baselines SP 1.1 Identify Configuration Items SP 1.2 Establish a Configuration Management System SP 1.3 Create or Release Baselines

SG 2 Track and Control Changes SP 2.1 Track Change Requests SP 2.2 Control Configuration Items

SG 3 Establish Integrity SP 3.1 Establish Configuration Management Records SP 3.2 Perform Configuration Audits

The purpose ofConfigurationManagementis to establish andmaintain the integrity of workproducts using configurationidentification, configuration control,configuration status accounting, andconfiguration audits.

SP 1.1

4%SP 1.2

4%

SP 2.1

4%

SP 2.2

13%SP 3.1

0%

SP 3 .2

53%

SP 1.3

22%

#1


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Recurrent Problems - CMSpecific Practices


SP 3.2Not all baselines are audited, nor sampling criteriaexists. --


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Recurrent Problems - PPQASpecific Practices

SG 1 Objectively Evaluate Processes and Work Products SP 1.1 Objectively Evaluate Processes SP 1.2 Objectively Evaluate Work Products and Services

SG 2 Provide Objective Insight SP 2.1 Communicate and Ensure Resolution of Noncompliance Issues SP 2.2 Establish Records

The purpose ofProcess andProduct Quality Assuranceis toprovide staff and management withobjective insight into processes andassociated work products.

SP 2.2

12%

SP 2.1

28%

SP 1.2

24%

SP 1.1

36%

#5


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Recurrent Problems - PPQASpecific Practices


SP 1.1Not all processes are evaluated (GP2.9 is not fullysupported). --


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Index

Objectives Notes CMMI Around the World The Sample Findings Problematic Process Areas Frequent hurdles with


Conclusions


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Recurrent ProblemsGeneric Practices

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 de process GP 2.9 Objectively evaluate adherence GP 2.10 Review status with higher level management

Institutionalization: The ingrainedway of doing business that anorganizationfollows routinely as part of itscorporate culture.

GP 2.3

1%

GP 2.5

5%

GP 2.10

17%

GP 2.9

12%

GP 2.8

18%

GP 2.711%

GP 2.6

6%

GP 2.4

9%

GP 2.213%

GP 2.1

8%


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Recurrent ProblemsGeneric Practices


GP 2.1Not all Project Team members have a policyknowledge adequate to their role. -

GP 2.2There is not always planning of the process in anyform. -

GP 2.4Responsibility for the process is not always explicit.

-GP 2.6

Not all relevant process artifacts are underconfiguration management. --

GP 2.7Not all stakeholders are identified.

There is not always evidence of involvement. +GP 2.8 In general, processes are not monitored according

to their planning (GP2.2). +GP 2.9

Relevant sub-processes and deliverables are notalways evaluated. --

GP 2.10There is no evidence of the review beyond thecrafting of a report on process status.

++


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Temario

Objectives Notes CMMI Around the World The Sample Findings Problematic Process Areas Frequent hurdles with


Conclusions


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Conclusions

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Organization

Model

Method

PP/SP2.7Lets plan ourprojects

PP/SP3.1Lets reviewother plansthat may affect

our project

Lets recordour review,

even if therewerent anyissues

Effortpu

tonthein

ternalsell

Degreeof

trueinstitutionalization

Inefficiencies?

Need to simplify the appraisal method (ie:all practice should have a direct artifact)

Input standardization

Variability reduction

Preserve SCAMPI A as a benchmark method


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Conclusions

Some potential pointers

Add an essential characteristic to SCAMPI A?Accuracy

Repeatability

Cost/Resource Effectiveness

MeaningfulnessARC Compliance

Non-intrusion: The appraisal methods minimum objective evidence requirementsdoes not influence the organizations process design

Tailor the method further for small/micro settings?

Review conflicting conditional practices? Align interpretation of meaningful direct artifacts for conditional practices?

More than 50% of the current CMMI market might be interested.

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CMMI in small settings