CMMIArnon Rotem-Gal-Oz

The kings Ship Wasa - 1628No SpecificationNo Architecture descriptionChanges done on the fly, often under market/customer pressureTesting ignoredDidnt know how to tell the clients NoThe system last longer than was ever imaginedMaintenance costs far exceed ordinary development

PEOPLE PROCESSTECHNOLOGY

Underlying Premise of Process ImprovementThe quality of a product is largely determined by the quality of the process that is used to develop and maintain it.Based on TQM principles as taught by Shewhart, Juran, Deming and Humphrey.

The Software Development ParadoxSpeedQuality[1]Booch

What is CMMI?ConsultantMoneyMakingInitiative

What is CMMI?Model

Practices

Process Improvement

ModelSay what you do

Do what you say

Prove It

CMMI Maturity Levels[4]Buchholtz & Cordes

CMMI Process AreasProject Management : Quantitative Project Management QPMIPM: Integrated Project ManagementRSKM: Risk ManagementIT*: Integrated TeamingISM**: Integrated Supplier ManagementPP: Project PlanningPMC: Project Monitoring and ControlSAM: Supplier Agreement Management

Engineering RD: Requirements DevelopmentTS: Technical SolutionPI: Product IntegrationVER: VerificationVAL: ValidationREQM: Requirements Management

SupportCAR: Causal Analysis and ResolutionDAR: Decision Analysis and ResolutionOEI*: Organizational Environment for IntegrationMA: Measurement and AnalysisPPQA: Process & Product Quality AssuranceCM: Configuration Management

Process ManagementOID: Organizational Innovation &DeploymentOPP: Organizational Process Performance

OPF: Organizational Process FocusOPD: Organizational Process DefinitionOT: Organizational Training

Level5 Optimizing4 Quantitati-vely Managed3 Defined2 Managed1 InitialCMMI Options:* with Integrated Product & Process Development (IPPD) ** with Supplier Sourcing (SS)[6]Rudge

CMMI ReplacesSoftware CMMsoftware developmentSystem Engineering CMMsystem engineeringSoftware Acquisition CMMsoftware acquisitionSystem Security Engineering CMMsecurity engineeringFAA-iCMMsoftware engineering, systems engineering, and acquisitionIPD-CMMintegrated product developmentPeople CMMworkforce SPICE Modelsoftware development[4]Buchholtz & Cordes

History of the CMMI198719911995199720002002First CMMPublishedModel Refinedand Published asSW-CMM v1.0SW-CMM v1.1 Published1993Software Acquisition (SA-CMM),Systems Engineering (SE-CMM), Integrated Product Development (IPD-CMM),Organizational Workforce Capability Development (People CMM)Developed CMMI InitiativeLaunchedCMMI-SE/SWVersion 1.0PublishedCMMI-SE/SW/IPPD/AVersion 1.1Published[4]Buchholtz & Cordes

Critique of CMMIThe projects most worth doing are the ones that will move you DOWN one full level on your process scale (Peopleware) [3][3]Demarco & Lister

CMMI vs. AgilePEOPLETECHNOLOGYProcess

The Agile Software ManifestoIndividuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan[7]Agile

CMMI Practices vis--vis AgilityLEVEL 1Identify scope of workPerform the work

LEVEL 2Organizational policy for plan, performRequirements, objectives and plansAdequate resourcesTrain the peopleAssign responsibility and authorityCM for designated work productsIdentify and involve stakeholdersMonitor and control to plan and take action if neededObjectively monitor adherence to process and QA products/servicesReview with upper management and resolve issues

KEY {GREEN : Supportive, White: Neutral, RED: Rough Edges}[5]Jain

CMMI Practices vis--vis AgilityLEVEL 3Maintain as a defined processMeasure the process performance to support environment

LEVEL 4Establish and maintain quantitative objectives for the processStabilize the performance of one or more sub-processes to determine its ability to achieve

LEVEL 5Ensure continuous improvement to support business goalsIdentify and correct root causes of defects

KEY {GREEN : Supportive, White: Neutral, RED: Rough Edges}[5]Jain

Agile vs. Plan Driven[2]Bohem, Turner

Why Bother with both?Introduce Agility to a CMMI organization

Best of Breed

ReferencesSoftware Architecture - A Rational Perspective G. Booch (ppt)People Factors in Software Management: Lessons From Comparing Agile and Plan-Driven Methods B. Bohem, R. Turner Crosstalk, Dec 2003 Peopleware 2nd edition, T. Demarco, T. Lister Dorset House 1999, ISBN 0-932633-43-9Introduction to CMMI, E. Buchholtz, A. Cordes, RTP SPIN Meeting, 2003 (ppt)CSE Annual Review and Excutive Workshop 2002, Apurva Jain (ppt)CMMI : St George or the Dragon?, T. Rudge, Thales (ppt)www.agilemanifesto.org