Day9_sqm and Sei-cmm

8/8/2019 Day9_sqm and Sei-cmm

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SQM and SEISQM and SEI--CMMCMM


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Benefits ofsoftware qualityBenefits ofsoftware quality

To Customers:To Customers:

SatisfactionSatisfaction

Improved ReliabilityImproved Reliability

Reduced Errors inReduced Errors in

OperationsOperations

Matching withMatching with

RequirementsRequirements


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Benefits ofsoftware qualityBenefits ofsoftware quality

To the Organization:To the Organization:

Meeting Customer RequirementsMeeting Customer Requirements Stable RequirementsStable Requirements

Verification that RequirementsVerification that Requirementsare Metare Met

Consistent Application ofConsistent Application ofProcessesProcesses

Improvement Over TimeImprovement Over Time

Quality of LifeQuality of Life


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Software TQM PrinciplesSoftware TQM Principles

Continuous ImprovementContinuous Improvement

Management by FactsManagement by Facts Measurement of ProgressMeasurement of Progress

Quality TeamsQuality Teams

Management of ResourcesManagement of Resources

LeadershipLeadership


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PEOPLE

PROCESS

TECHNOLOGY


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Underlying Premise ofProcessUnderlying Premise ofProcess

ImprovementImprovement

The quality of a product is

largely determined by the

quality of the process that isused to develop and

maintain it.

Based on TQM principles astaught byShewhart, Juran, Deming and Humphrey.


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Whatis CMMI?Whatis CMMI?

ModelModel

PracticesPractices

Process ImprovementProcess Improvement


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MModelodel

Say what you doSay what you do

Do what you sayDo what you say

Prove ItProve It


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CCapabilityapability

MMaturityaturity

MModelodelIIntegrationntegration

CMMI standsforCMMI standsfor


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SEIs Capability Maturity ModelSEIs Capability Maturity Model

Levels of MaturityLevels of Maturity

Level 1: InitialLevel 1: Initial

Level 2: RepeatableLevel 2: Repeatable

Level 3: DefinedLevel 3: Defined

Level 4: ManagedLevel 4: Managed

Level 5: OptimizingLevel 5: Optimizing


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CMMI Maturity LevelsCMMI Maturity Levels

[4]Buchholtz & Cordes[4]Buchholtz & Cordes


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CMMI Process AreasCMMI Process AreasProject Management

: Quantitative Project

Management

QPMIPM: Integrated ProjectManagement

RSKM: Risk Management

IT*: Integrated Teaming

ISM**: Integrated SupplierManagement

PP: Project Planning

PMC: ProjectMonitoring and

Control

SAM: SupplierAgreement

Management

Engineering

RD: RequirementsDevelopment

TS: TechnicalSolution

PI: ProductIntegration

VER: Verification

VAL: ValidationREQM: RequirementsManagement

Support

CAR: Causal Analysisand Resolution

DAR: Decision Analysisand Resolution

OEI*: OrganizationalEnvironment for

Integration

MA: Measurement andAnalysis

PPQA: Process &Product Quality

Assurance

CM: ConfigurationManagement

Process Management

OID: OrganizationalInnovation

&DeploymentOPP: OrganizationalProcess Performance

OPF: OrganizationalProcess Focus

OPD: OrganizationalProcess Definition

OT: OrganizationalTraining

Level

5 Optimizing

4 Quantitati-velyManaged

3 Defined

2 Managed

1 Initial

CMMI Options: *with Integrated Product & Process Development (IPPD)

with Supplier Sourcing (SS)


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Software CMMSoftware CMM software developmentsoftware development

System Engineering CMMSystem Engineering CMM system engineeringsystem engineering

Software Acquisition CMMSoftware Acquisition CMM software acquisitionsoftware acquisition

System Security Engineering CMMSystem Security Engineering CMM security engineeringsecurity engineering

FAAFAA--iCMMiCMM software engineering,software engineering,systems engineering,systems engineering,and acquisitionand acquisition

IPDIPD--CMMCMM integrated productintegrated productdevelopmentdevelopment

People CMMPeople CMM workforceworkforce

SPICE ModelSPICE Model software developmentsoftware development

CMMI ReplacesCMMI Replaces


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Process unpredictable, poorlycontrolled and reactive1

2

Process characterized for

projects and is often reactive

3Process characterized for theorganization

4 Process measured andstatistically controlled

5Emphasis on continuousimprovement

Optimizing

Initial

Quantitatively Managed

Defined

Managed


Low Maturity

High Maturity


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CMMI HistoryCMMI History

DoD created the SEIDoD created the SEI Early 1990s: SW CMMEarly 1990s: SW CMM

Then came SEThen came SE--CMM, SACMM, SA--CMM, SECAMCMM, SECAM

Other models came alongOther models came along

Interest in CMM relationship to ISO 9000Interest in CMM relationship to ISO 9000standardsstandards

Confusion grewConfusion grew

Industry and DoD asked SEI forIndustry and DoD asked SEI formerger/consolidation (incl. ISO)merger/consolidation (incl. ISO)

SEI merged process improvement models (SE,SEI merged process improvement models (SE,SW, Integrated Product Development, SWSW, Integrated Product Development, SWAcquisition)Acquisition)


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Result is todays CMMI (I forResult is todays CMMI (I forintegrated)integrated)


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CMMI Maturity Levels 1, 2, 3CMMI Maturity Levels 1, 2, 3

Initial (level 1)Initial (level 1) You have incomplete or no policies (ad hoc)You have incomplete or no policies (ad hoc)

You dont perform processes according to thoseYou dont perform processes according to thosepoliciespolicies

Your people may be working jobs for which theyYour people may be working jobs for which theyhave insufficient skills/resources to perform thehave insufficient skills/resources to perform theprocessesprocesses

The stakeholders are nowhere to be foundThe stakeholders are nowhere to be found

There is no process control (outThere is no process control (out--ofof--controlcontrolprojects)projects)

You survive based on heroes (if you survive)You survive based on heroes (if you survive)


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Managed (level 2)Managed (level 2) Projects are under controlProjects are under control

You have policiesYou have policies

You perform processes according to thoseYou perform processes according to thosepoliciespolicies

Your people have requisite skills and resourcesYour people have requisite skills and resourcesto perform the processesto perform the processes

The stakeholders are involved in the processesThe stakeholders are involved in the processes

You monitor and control the processesYou monitor and control the processes

You review the processes actually being usedYou review the processes actually being usedto make sure theyre the same as the writtento make sure theyre the same as the writtenonesones


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Defined (level 3)Defined (level 3)All the managed process characteristics,All the managed process characteristics, plusplus

You have tailoring guidelinesYou have tailoring guidelines

You tailor the process according to theYou tailor the process according to thetailoring guidelinestailoring guidelines

Organizational infrastructure to ensureOrganizational infrastructure to ensureexecution and implementation of defined &execution and implementation of defined &repeatable processesrepeatable processes

Your process contributes products, measures,Your process contributes products, measures,improvement information to organizationalimprovement information to organizationalassetsassets


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Process unpredictable, poorlycontrolled and reactive1

2

Process characterized for

projects and is often reactive

3Process characterized for theorganization

4P

rocess measured andstatistically controlled

5Emphasis on continuousimprovement

Optimizing

Initial

Quantitatively Managed

Defined

Managed


Low Maturity

High Maturity


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High Process MaturityHigh Process Maturity

Means you are at peak performanceMeans you are at peak performance

IncludesIncludes fewfew organizationsorganizations


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Whatis CMMI Level 4?Whatis CMMI Level 4?

Quantitatively ManagedQuantitatively Managed

CMMI maturity level 4 includesCMMI maturity level 4 includes OPP: Get/keep quantitative understanding ofOPP: Get/keep quantitative understanding of

performance; provide baselines and data for QPMperformance; provide baselines and data for QPM

QPM: Managing to achieve quality/processQPM: Managing to achieve quality/process

objectivesobjectives


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In a nutshell CMMI maturity level 4 means usingIn a nutshell CMMI maturity level 4 means usingmeasurementsmeasurements

As the basis for managing the process, insteadAs the basis for managing the process, instead

of just making/tracking measures for posterityof just making/tracking measures for posterity(corporate level)(corporate level)

To better manage current performanceTo better manage current performance(project level)(project level)

To predict future project performanceTo predict future project performance(corporate level)(corporate level)



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OptimizingOptimizing


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Level 4Level 4 andandLevel 5:Level 5:Path to High Process MaturityPath to High Process Maturity

At level 4 we achieved objectives despiteAt level 4 we achieved objectives despiteproblems and defectsproblems and defects

Level 5 identifies causes ofLevel 5 identifies causes of

problems/variations, and prevents/reducesproblems/variations, and prevents/reducesthem in the future (CAR)them in the future (CAR)

At level 4 we achieved objectives withoutAt level 4 we achieved objectives withoutnecessarily improving upon themnecessarily improving upon them

Level 5 deploys innovative/incrementalLevel 5 deploys innovative/incrementalimprovements, to support raisingimprovements, to support raisingperformance objectives & standards (OID)performance objectives & standards (OID)


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In a nutshell level 4 is aboutIn a nutshell level 4 is aboutquantitatively managing, and level 5quantitatively managing, and level 5

means optimizing:means optimizing:The performance standardsThe performance standards(corporate level)(corporate level)By improving current projectBy improving current project

performance (team members)performance (team members)By preventing defectsBy preventing defectsBy improving quality via lessonsBy improving quality via lessonslearnedlearned

Level 4Level 4 andandLevel 5:Level 5:

Path to High Process MaturityPath to High Process Maturity


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High Process MaturityHigh Process Maturity

ChallengesChallenges Adequate data quantityAdequate data quantity

MetricMetric--phobiaphobia

Unimplemented or questionable levelUnimplemented or questionable level2/3 processes (lack of commitment)2/3 processes (lack of commitment)

ResourcesResources

Specialized skill setsSpecialized skill sets Quantifiable business objectivesQuantifiable business objectives

Documents

Day9_sqm and Sei-cmm