Ch 7(spi)intro tocm-mi2013

SE423 SPICH-7 INTRODUCTION TO CMMI.

Kittitouch Suteeca

Ref. Panit Watcharawitch, PhD (cantab)

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THE THREE CRITICAL DIMENSIONS

• Process helps an organization’s workforce meet business objective by helping them work smarter, not harder, and with improved consistency.

Note: image from CMMI ® 2nd Edition: Guidelines for Process Integration and Product Improvement, Addison Wesley, 2007

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FIVE PRINCIPAL IDEAS

1. Planning, Tracking and Scheduling Management

2. Requirements Definition and Configuration Control

3. Process Assessment

4. Quality Management and Continuous Improvement

5. Evolutionary Improvement

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HISTORY• CMM was actively developed since 1986 for assessing the ability

of US government contractor’s processes to perform SW project• The CMM Integration has formed to combine 3 models:

• The Capability Maturity Model for SoftWare (SW-CMM) by SEI, 1997• The System Engineering Capability Model (SECM) by EIA 731, 1998• The Integrated Product Development Capability Maturity Model (IPD-CMM) by SEI, 1997

• SEI launched 1st CMMI in 2000 & then version 1.1 in 2002• The latest version is 1.3 in 2010. • CMMI Models

• CMMI for DEVelopment (CMMI-DEV), version 1.2, released on August 2006• CMMI for ACQuisition (CMMI-ACQ), version 1.2, released on November 2007• CMMI for SerViCe (CMMI-SVC) will be released on January 2009

Note

• SEI: Software Engineering Institute (Carnegie Mellon University)

• EIA: Electronic Industries Alliance

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OTHER STANDARDS…• ISO/IEC 12207Software Lifecycle Processes

• ISO/IEC 15939Software Measurement Process

• ISO/IEC 25000Software Product Quality Requirements and Evaluation (SQuaRE)

• ISO/IEC 15504Process Assessment

• ISO 9000 Quality Management System Series

• TSP Team Software Process

• PSP Personal Software Process

• PSM Practical Software Measurement

• SECAM Systems Engineer Capability Assess Model (by INCOSE)

• SE-CMM Systems Engineering CMM by (EPIC)

• SPICE Software Process Improvement and Capability Evaluation

Note

• ISO: International Standard Organization

(International Organization for Standardization)

• IEC: International Electronic Commission

• INCOSE: INternational Council On System Engineering

• EPIC: Enterprise Process Improvement Collaboration

RELATIONSHIPS OF STANDARDS

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ISO/IEC 12207(1995)

ISO/IEC 15939(2002)

ISO/IEC 25000(2005)

ISO/IEC 15504(1997)

TSP (1999)

PSP (1994)

PSM (1999)

CMMI (2000)

SW-CMM v 2 (1997)

SECM (1998)

IPD-CMM (1997)

SE-CMM (1995)

SECAM (1996)

CMM for SW v 1.1 (1993)

ISO 9000(1987)

CMMI v 1.1 (2002)

SPICE(1993)

CMMI-ACQv 1.2 (2007)

CMMI-DEVv 1.2 (2006)

CMMI-SVCv 1.2 (2009)

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• CMMI (Capability Maturity Model Integration) is a process improvement maturity model for the development of products and services. It consists of best practices that address development and maintenance activities that cover the product lifecycle from conception through delivery and maintenance.

• CMMI provides a set of best practices that address:• Productivity• Performance• Costs• Stakeholder Satisfaction

It provides a consistent, enduring framework that accommodates new initiatives.

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MODELSThere are two representations in CMMI:• Staged uses Maturity levels to measure process improvement• Based on SW-CMM• Pre-define set of Process Area (PA)• Define improvement step-by-step for the organization• Apply to organization’s overall maturity

• Continuous uses Capability levels to measure process improvement• Based on SECM• Apply to each Process Area• Characterize improvements relative to individual PA• Organization may choose to improve performance of a single-

related trouble spot, or on several areas that are closely aligned to objectives

The content is nearly identical in both representations

Flexible

Systematic

9STAGED LEVELS

• Focus on process improvementML5:Optimizing

• Process measured and controlledML4:

Quantitatively Managed

• Process characterized for the organization and is proactive

ML3: Defined

• Process characterized for projects and is often reactive

ML2: Managed

• Process unpredictable, poorly controlled, and reactive

ML1: Initial

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CONTINUOUS LEVELS• Defects are prevented, Innovations and

changed are inserted and deployedCL5:Optimizing

• Process is stable and performance is measured

CL4: Quantitatively

Managed

• Project’s process is tailored from organization’s standard processes

CL3: Defined

• Process is planned and institutionalized for consistent performance

CL2: Managed

• Performance is dependent on individual practitioner

CL1: Performed

• Process is unpredictable and poorly controlled

CL0:Incomplete

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DECISION FACTORSWhen selecting a representation…

• Business Factors• Mature knowledge of business objectives

Continuous• Improvement across entire organization Stage

• Cultural Factors• Corporate culture is process based Continuous• Little experience in process improvement Stage

• Legacy• Experience with continuous-based model

Continuous• Experience with stage-based model Stage

Provide guideline

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COMPARISONContinuous Stage

Freedom to select the order Organization have a predefined and proven improvement path

Visibility of the capability in each PA

Set of PA with specific capabilities by each maturity level

Different processes perform at different rates

The same set of PAs mature together

New: Does not have the data to demonstrate ties to ROI

Long history: Have case studies and data that demonstrate ROI

NoteROI: Return Of Investment

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PROCESS MODEL COMPONENTS

• Required ComponentsWhat an organization must achieve to satisfy a process

area.• Specific Goals (SG)• Generic Goals (GG)

• Expected ComponentsWhat an organization may implement to achieve a

required component• Specific Practices (SP)• Generic Practices (GP)

• Informative ComponentsDetails that help organizations get started

CMMI MODEL COMPONENTS14

Process Area

Purpose Statement

Introductory Notes

Related Process Areas

Specific Goals Generic Goals

Specific Practice

s

Generic Practice

s

Typical Work

Products

Subpractices

Subpractices

Generic Practice

Elaborations

RequiredNote:

Expected

Informative

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PROCESS AREAS [22]Category Process Area (PA) Maturity LevelProcess Management

Organization Process Focus (OPF) Organization Training (OT) Organization Process Definition (OPD) + IPPD Organization Process Performance (OPP) Organization Innovation and Deployment (OID)

3: Defined3: Defined3: Defined4: QM5: Optimizing

Project Management

Project Planning (PP) Project Monitoring and Control (PMC) Supplier Agreement Management (SAM) Integration Project Management (IPM) + IPPD RiSK Management (RSKM) Quantitative Project Management (QPM)

2: Managed2: Managed2: Managed3: Defined3: Defined4: QM

Engineering REQuirement Management (REQM) Requirement Development (RD) Technical Solution (TS) Product Integration (PI) VERification (VER) VALidation (VAL)

2: Managed3: Defined3: Defined3: Defined3: Defined3: Defined

Support Configuration Management (CM) Process and Product Quality Assurance (PPQA) Measurement and Analysis (MA) Decision Analysis and Resolution (DAR) Casual Analysis and Resolution (CAR)

2: Managed2: Managed2: Managed3: Defined5: Optimizing

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REQUIRED COMPONENTS

Specific Goals

• Describe the unique characteristics that must be present to satisfy the process area

Generic Goals

• Called “generic” because the same goal statement applies to multiple process areas

• Describe the characteristics that must be present to institutionalize the processes that implement a process area.

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EXPECTED COMPONENTS

Specific Practices

Description of an activity considered important to achieve the associated specific goal of the process area.

Generic Practices

Description of an activity considered important to achieve the associated generic goal of the process area.

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INFORMATIVE COMPONENTS

Purpose Statements

Describe the purpose of the process area

Introductory Notes

Describe the major concepts covered in the process area

Related Process Areas

List references to related process areas and reflects the

high-level relationships among the process areas.

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INFORMATIVE COMPONENTS #2

Typical Work Products

List sample output from a specific practice

Subpractices

Detailed description that provides guidance for interpreting and implementing a specific or generic practice

Generic Practice Elaborations

Appear after a generic practice in a process area to provide guidance on how the generic practice should be applied uniquely to the process area

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SUPPORT INFORMATIVE COMPONENTS

Notes

Accompany text nearly any other model component

Examples

Usually in a box nearly any component that provides one or more examples to clarify a concept or described activities

Amplifications

Identification of relation to particular discipline• Hardware Engineering• System Engineering• Software Engineering

References

Pointer to additional or more detailed information

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GENERIC GOALS & GENERIC PRACTICES

GG 1 Achieve Specific GoalsGP 1.1 Perform Specific Practices

GG 2 Institutionalize a Managed ProcessGP 2.1 Establish an Organizational Policy

GP 2.2 Plan and Process

GP 2.3 Provide Resources

GP 2.4 Assign Responsibility

GP 2.4 Train People

GP 2.6 Manage Configuration

GP 2.7 Identify and Involve Relevant Stakeholders

GP 2.8 Monitor and Control the process

GP 2.9 Objectively Evaluate Adherence

GP 2.10 Review Status with Higher Level Management

GG 3 Institutionalize a Defined ProcessGP 3.1 Establish a Defined Process

GP 3.2 Collect Improvement Information

GG 4 Institutionalize a Quantitatively Managed ProcessGP 4.1 Establish Quality Objective for the Process

GP 4.2 Stabilize Subprocess Performance

GG 5 Institutionalize an Optimizing Process

GP 5.1 Ensure Continuous Process Improvement

GP 5.2 Correct Root Causes of Problem

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CMMI MODEL STRUCTURES22

Specific Goals Generic Goals

Specific Practice

s

Generic Practice

s

Staged Continuous

Specific Goals Generic Goals

Specific Practice

s

Generic Practice

s

Process Area n

Process Area 1

…

Mutuality Levels (1-5)Process Area

n

Capability Levels (0-5)

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PROCESS AREAS [22]Category Process Area (PA) Maturity LevelProcess Management

Organization Process Focus (OPF) Organization Training (OT) Organization Process Definition (OPD) + IPPD Organization Process Performance (OPP) Organization Innovation and Deployment (OID)

3: Defined3: Defined3: Defined4: QM5: Optimizing

Project Management

Project Planning (PP) Project Monitoring and Control (PMC) Supplier Agreement Management (SAM) Integration Project Management (IPM) + IPPD RiSK Management (RSKM) Quantitative Project Management (QPM)

2: Managed2: Managed2: Managed3: Defined3: Defined4: QM

Engineering REQuirement Management (REQM) Requirement Development (RD) Technical Solution (TS) Product Integration (PI) VERification (VER) VALidation (VAL)

2: Managed3: Defined3: Defined3: Defined3: Defined3: Defined

Support Configuration Management (CM) Process and Product Quality Assurance (PPQA) Measurement and Analysis (MA) Decision Analysis and Resolution (DAR) Casual Analysis and Resolution (CAR)

2: Managed2: Managed2: Managed3: Defined5: Optimizing

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Q&A