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CMMI Constellation and Polarion Integration
SM SCAMPI is a service mark of Carnegie Mellon University
} About Business Strategy } CMMI Constellation ◦ CMMI-DEV ◦ CMMI-SVC ◦ CMMI-ACQ
} SCAMPI Method } CMMI Profile } CMMI & Polarion
Agenda
} Business Strategy Srl is SEI Partner (Software Engineering Institute - Carnegie Mellon University) since 2003 (since Y2000 CBA IPI for SW CMM)
◦ www.sei.cmu.edu ◦ www.sei.cmu.edu/partners/businesstrategy
} Authorized to deliver ◦ Intro to CMMI (Capability Maturity Model for Integration) & ◦ SCAMPI(1), for: � System Integration (CMMI-DEV) � Service Management (CMMI-SVC) � Acquisition Management (CMMI-ACQ)
SEI Partner
1 – Standard CMMI Appraisal for Process Improvement 3
} Company Location ◦ Legal Premise Lesmo (Milan), ITALY ◦ Operations in Milan, Rome and Beijing
} Partnerships ◦ Business Strategy is licensed by the Software Engineering Institute
to deliver SEI-branded services } Consulting services: ◦ Improvement (Cost/Benefits Analysis, Action Planning &
Monitoring, Balanced Scorecard, Six Sigma) ◦ Educational (Intro to CMMI, Tutorials for Executives, High Maturity
Practices in cooperation with Polytechnic of Milan) ◦ Coaching (Process Definition and Automation, Integrated Process
Teaming & Coaching) ◦ Appraisal (SCAMPI Class A,B,C. High Maturity ML4/ML5)
} Products ◦ Appraisal Tool Suite
� PST© - SCAMPI-based Assessment Tool.
}
Business Strategy - Executive Summary
4
SCAMPI Class A Since 2003
60 Europe, Latin
America
100 China
SCAMPI Class B/C Since 2003
300 Europe, China, Latin America
5
Over 500 attendees to Business Strategy Intro to CMMI training classes
Country:
Italy, Belgium, France, Greece, Germany, Latvia, Mexico, Brazil, Slovak, Spain, UK
Our Capabilities: Training
6
CMMI Constellations
7
www.businesstrategy.com 8
CMMI (Capability Maturity Model Integration) • is a process improvement approach that provides the
essential elements of effective processes, to improve organization performance.
• includes identifying organization’s process strengths and weaknesses and making process changes to turn weaknesses into strengths.
• applies to teams, work groups, projects, divisions, and entire organizations.
• collections of best practices that help organizations to dramatically improve effectiveness, efficiency, and quality.
.
Business Strategy - SEI Partner 9
CMMI Constellations
CMMI-SVC
CMMI for Service
CMMI-DEV
CMMI for Development
CMMI-SVC provides guidance for those providing services
within organizations and to external
customers
CMMI-ACQ
CMMI for Acquisition
CMMI-ACQ provides
guidance to enable
informed and decisive
acquisition leadership
CMMI-Dev provides guidance
for measuring, monitoring and
managing development
processes
16 Core Process Areas, common to all
CMMI Model Representations
There are two types of representations in CMMI models: • staged • continuous
A representation in CMMI is analogous to a view into a data set provided by a database. Both representations provide ways of implementing process improvement to achieve business goals. Both representations provide essentially the same content and use the same model components but are organized in different ways.
CMMI Model Structure
Staged Representation
Generic Practices
Generic Goals
Specific Goals
Specific Practices
Maturity Levels
Process Areas
Continuous Representation
Process Areas
Capability Levels
Generic Practices
Generic Goals
Specific Goals
Specific Practices
Staged
ML 1 ML2
ML3
ML4
ML5
. . . for a specified set of process areas across an organization
What Does the Level Measure? C
apab
ility
Lev
el
This point represents a higher level of capability
Process Area n
CL 1
CL 3
CL 2
CL 0
3
2
1
0
this point in a specific process area
than
Maturity Level
ML 1
ML 5
ML 4
ML 3
ML 2
Process unpredictable, poorly controlled, and reactive
Process characterized for projects and is often reactive
Process measured and controlled
Focus on continuous process improvement
Quantitatively Managed
Initial
Managed
Optimizing
Defined Process characterized for the organization and is proactive
www.businesstrategy.com 15
Staged Representation Quality Productivity Causal Analysis and Resolution
Organizational Performance Management 5 Optimizing
4 Quantitatively Managed 3 Defined
2 Managed
Quantitative Management Process Standardization
Basic Project Management
Organizational Process Performance Quantitative Project Management Decision Analysis and Resolution Integrated Project Management Organizational Process Definition Organizational Process Focus Organizational Training Product Integration Requirements Development Risk Management Technical Solution Validation Verification Configuration Management Measurement and Analysis Project Monitoring and Control Project Planning Process and Product Quality Assurance Requirements Management Supplier Agreement Management
1 Initial
Process Areas Level Focus Continuous Process Improvement
Risk Rework
Quality Productivity
Continuous Representation: PAs by Categories
Project Management
Process Areas
Category
Product Integration Requirements Development Technical Solution Validation Verification
Engineering
Causal Analysis and Resolution Configuration Management Decision Analysis and Resolution Measurement and Analysis Process and Product Quality Assurance
Support
Integrated Project Management Project Monitoring and Control Project Planning Quantitative Project Management Requirements Management Risk Management Supplier Agreement Management
Organizational Process Definition Organizational Process Focus Organizational Performance Management Organizational Process Performance Organizational Training
Process Management
www.businesstrategy.com 18
} A service is an intangible, non-storable products (e.g. operations, maintenance, logistic and IT)
} Service imply on-going relationships governed by service agreement
} Services are delivered through the operation of service system
} Services are simultaneously produced and consumed
What are Services?
} A variety of potential stakeholders approached the SEI asking for help with services.
} Demand for process improvement in services is likely to grow: services constitute more than 80% of the US and global economy.
} Services constitute more than 54% of what the DoD acquires. In FY2006, DoD spent $146 billion on services. GAO (Government Accountabilities Office) reports a 72% increase in DoD service contracts between 1996 and 2005.*
} Many organizations are cobbling together their own ITIL + CMMI solutions, reinventing the wheel over and over, and that wheel is not designed for services other than IT.
} Customers are requesting that their service providers demonstrate a CMMI rating or capability profile, but attempts to use CMMI-DEV in a service setting can distort the integrity of appraisal results.
} Service providers deserve a consistent benchmark as a basis for process improvement that is appropriate to the work they do and is based on a proven approach.
* FY 2006 data is from “DoD throws light on how it buys services [GCN 2006].” GAO data is from GAO report GAO-07-20.
Why is the CMMI-SVC needed?
Business Strategy - SEI Partner 21
CMMI-SVC vs DEV vs ACQ
CMMI Core PAs
Service-specific PAs
Shared PA (SAM) with 1 modified specific practice 16
CMMI-SVC Additions 1 6
1
24
CMMI-DEV CMMI-ACQ
CMMI-SVC
Core PAs Have been expanded to include 3 new SPs Include service-specific informative material
CMMI for Services Model = 23 PAs + 1 PA Addition
Business Strategy - SEI Partner 22
CMMI-SVC
CMMI-SVC Process Areas Process Management } Organizational Innovation and
Deployment (OID) } Organizational Process Definition (OPD) } Organizational Process Focus (OPF) } Organizational Process Performance
(OPP) } Organizational Training (OT)
Support } Causal Analysis and Resolution (CAR) } Configuration Management (CM) } Decision Analysis and Resolution (DAR) } Measurement and Analysis (MA) } Process and Product Quality Assurance
(PPQA)
Project Management • Capacity and Availability Management (CAM) • Integrated Project Management (IPM) • Project Monitoring and Control (PMC) • Project Planning (PP) • Requirements Management (REQM) • Risk Management (RSKM) • Quantitative Project Management (QPM) • Service Continuity (SCON) • Supplier Agreement Management (SAM)
Service Establishment and Delivery
• Incident Resolution and Prevention (IRP) • Service Delivery (SD) • Service System Development (SSD) (*) • Service System Transition (ST) • Strategic Service Management (STSM)
(*) Addition
www.businesstrategy.com 24
www.businesstrategy.com 25
SCENARIO
Specific CMMI-ACQ process areas
www.businesstrategy.com 27
SCENARIO
RFP Preparation Solicitation Source
Selection Program Leadership
Insight/Oversight
CMMI-ACQ
Acquisition Planning
System Acceptance Transition
CMMI-DEV / (SVC)
Acquirer
Operational Need
Design Develop Integrate Test Plan Deliver
Developement
Suppliers
Commitment / Customer
Business Strategy - SEI Partner 28
SCAMPI MDDStandard CMMI Appraisal Method for Process Improvement
SCAMPI Scenario
Organization/ Projects
Process Deployment
Lessons Learned/ Improvements
Appraisal Team
Findings, Recommendations Actual
Practice
Appraisal Requirements
The Process
Organizational Process Suite
PLAN AND PREPARE 2-3 MONTHS
ON SITE 1-2 WEEKS
REPORTING 1 WEEK
SEI AUDIT 1 MONTH
PUBLISHED APPRAISAL RESULTS (PARS)
Business Strategy - SEI Partner 31
SCAMPI Phases
CMMI Profile
Appraisal Reported by SEI by Country
CMMI and Polarion Integration
Demo