CMMI Awareness Training

CMMI Project Team

Awareness TrainingOn

CMMI InitiativeSEPG

YASH TECHNOLOGIES PVT LTD

Hyderabad

Faculty : <Faculty Emp ID> Duration: <Duration of training>

CMMI Project Team

Familiarize with concepts of– CMMI models– Nomenclature used– Contents and interpretation– Process improvements

Familiarize with Yash’s Approach For CMMI– Initial gap analysis– External services from CQAL for implementation &

Assessment– Broad roadmap– Where we are

Objectives of Training

CMMI Project Team

Benefits to the participants at the end of the program

•Awareness of the CMMI model and its comparative features with ISO

•Fair understanding of the CMMI model components, capability maturity levels

•A knowledge of how to access the model and its components to follow while executing specific tasks

•Effectively practice and contribute in the CMMI initiatives at Yash..

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Participants / Pre requisites

•This is an introductory level awareness program intended for all employees at Yash.

•No specific background other than practicing ISO – 9001:2000 based QMS is expected.

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Contents

•Quality standards / models and their relevance to our operations•Capability maturity models, evolution of CMMI•Comparative study of ISO and CMMI

•CMMI Representations

•CMMI Model Structure, Components

•Maturity levels, Disciplines, Process Areas

•One process area details – ref to PDF and its structure

•ISO- CMMI Integrated quality system

•QMS – CMMI model Mapping

•Audits and Assessments

•CMMI Initiatives at YASH

•Action plans

CMMI Project Team

Why Quality models and Standards

Organizations choose to adopt a model or standard for any or all of the following reasons:

As a guide (roadmap) for continuous improvement

The most notable are:

TQM

Satisfy business goals and objectives

Requirements are imposed by customer(s)

For competitive reasons

ISO 9001

Capability Maturity Model Integration (CMMI)

Six Sigma

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Model Selection

Quality models are designed for specific purposes.

ISO 9001:2000 - Standard is a quality standard which can be adopted by any organization - software, manufacturing, services etc. It gives a basic framework for the process implementation in the organization.

CMMI - Capability Maturity Model Integration, is more specific to software industry to evaluate a software contractor’s capability to deliver quality software.

Six Sigma Quality - Motorola developed a concept called “Six Sigma Quality” that focuses on defect rates, only 3.4 items per million are outside of the acceptable level.

TQM - Strategic, integrated management system for achieving customer satisfaction, which involves all managers and employees and uses quantitative methods to continuously improve an organization's processes.

CMMI Project Team

What is CMMI?• CMMI is:

– a model that provides a set of best practices that address productivity, performance, costs, and stakeholder satisfaction

– a model which provides a structured view of process improvement across an organization

• CMMI can help:– set process improvement goals and priorities– provide guidance for quality processes– provide a yardstick for appraising current practices

• CMMI is NOT:– a set of “bolt-on processes” that last only as long as the wheel is

squeaking. CMMI provides a consistent, enduring framework that accommodates new initiatives.

– restricted to a single discipline (i.e. Software Engineering or Systems Engineering). CMMI focuses on the total software intensive system problem and integrates multiple disciplines into one process-improvement framework that eliminates inconsistencies and reduces duplication

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CMMI History

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CMMI History

• In 1987 a study was conducted by the Dept. of Defense (DOD).– 17 projects– Estimated duration of 28 months– Actual duration exceeded estimate by an averageof 20 months

• DOD worked with the Software Engineering Institute(SEI) to develop a model to improve the developmentprocess. CMM was implemented in 1991.

• CMMI came about in 1997 as an integration of 3 different models.

CMMI Project Team

So Many CMM Models Lead to Confusion

SoftwareCMM

SoftwareCMM

SystemsSecurity

Engr CMM

SystemsSecurity

Engr CMM

SystemsEngrCMM

SystemsEngrCMM

PeopleCMM

PeopleCMM

FAAiCMMFAA

iCMM

IPDCMMIPD

CMM

SoftwareAcqCMM

SoftwareAcqCMM

CMM v1.0 was developed in August 1991 by SEI for Software industry

•Different structures, formats, terms, ways of measuring maturity

•Causes confusion, especially when using more than one model

•Hard to integrate them in a combined improvement program

•Hard to use multiple models in supplier selection

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CMMI Models

• Capability Maturity Model for Software (SW-CMM)

• System Engineering Capability Model (SECM)

• Integrated Product Development Capability Maturity Model (IPD-CMM)

Source Models

CMMI Model

CMMI V 1.2 is scheduled in Aug 2006

CMMI V 1.1: An integrated model of the above - released in 2002

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DisciplinesCMMI model encompasses • Systems engineering (SE)

– Covers the development of total systems, which may or may not include software

– Focus on transforming customer needs, expectations, and constraints into product solutions and supporting those product solutions throughout the product life cycle

• Software (SW)– Covers the development of software systems– Focus on applying systematic, disciplined, and quantifiable approaches to the

development, operation and maintenance of software

• Integrated Product/Process Development (IPPD)– Covers the Teaming aspects in a project– Addresses organizational support requirements for establishing and

maintaining successful teams

• Supplier Sourcing (Acquisition)– Proactive management of suppliers

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Comparative Study of ISO and CMMI

General Differences between ISO and CMMI:

ISO 9001 - 2000

Standard

Broad Direction

One set of Requirements to be satisfied.

Model

Detailed

Progressive steps

No Guidelines for implementation Institutionalization and guidance

Not specific to software organizations.Designed specifically for software organizations.

CMMI

CMMI Project Team

TESTCMMI – Is it a standard or a model?

Model - A model is a simplified representation, which contains all the essential elements.

List the four disciplines of CMMI Model.. What is YASH’s option?

SE, SW, IPPD, SS: Yash opted for SE/SW

One disadvantage with CMM model

So many models causing confusion

Specify 2 differences between ISO and CMMI

Standard,Model; Not specific to software organizations, specific for SW organizations

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Representations

Two representations

–Staged: Focus is on a Maturity Level by mastering sets of Process Areas that are grouped into 5 Maturity Levels

–Continuous: Focus is on selected portions of Process Areas to achieve a Process Capability Level

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CMMI–Overview: Staged Representation

Quantitatively Managed (2)

Process unpredictable, poorly controlled and reactive

Process characterized for projects and is often reactive

Process characterized for the organization and is proactive

Process measured and controlled

Focus on process improvement

Defined

(14)

Performed

Managed

(7)

Optimizing

(2)5 4 3 2 1

Maturity is measured at the organization level satisfying the requirements of a set of process areas.

An organization assessed for a certain maturity level satisfies the requirements of all the levels below, including the assessment level.

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CMMI – Overview: Continuous Representation

5 Optimizing

4 Quantitatively Managed

3 Defined

2 Managed

1 Performed

0 Incomplete

Capability LevelsP r o c e s s A r e a

REQM PP PMC etc

5

4

3

2

1

0

C a

p a

b i

l i t

y

An Example

•Yash has opted for Staged model of CMMI SE/SW.

•Capability measured at the individual process level

•An organization can be assessed for specific process areas at specific capability levels

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CMMI Model Components(Structure)

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Model Components• Process Areas: A process area is a cluster of related

practices• Specific Goals: Address the unique characteristics that

describe what must be implemented to satisfy the process area.

• Specific Practices: An activity that is considered important in achieving the associated specific goal.

• Common Features: Four common features organized as the generic goals and practices of each process

Commitment to Perform (CO)Ability to Perform (AB)Directing Implementation (DI)Verifying Implementation (VE)

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Model Components(Cont’d)

• Typical Work Products: Output from a specific or generic practice.

• Sub practices: Detailed descriptions that provide guidance for interpreting specific or generic practices.

• Generic Goals: Are called “generic” because the same goal statement appears in multiple process areas.

• Generic practices: Are categorized by generic goals and common features and are expected components in CMMI models.

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Maturity Levels

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Level 1 : “Initial” - Success depends on heroes

“Processes don’t help my delivery schedule”

“Processes limit my creativity”

“Schedules run everything”

“Just send in the

Tiger Team”

Good performance is possible - but

•Requirements often misunderstood, uncontrolled

•Schedules and budgets frequently missed

•Progress not measured

•Product content not tracked or controlled

•Engineering activities nonstandard, inconsistent

•Teams not coordinated, not trained

•Defects proliferate

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Level 2: “Managed” – Establishing Basic PM Control

CLARIFY REQUIREMENTS•Baseline the product requirements

7 Process AreasRequirements Management (REQM)

DOCUMENT PLANS•Estimate project parameters,•Develop plans and processes

Project Planning (PP)

•Verify adherence of processes and products to requirements

Process & Product Quality Assurance (PPQA)

Project Monitoring and Control (PMC)

Measurement & Analysis(M&A)

TRACK PROGRESS•Measure actual progress to enable timely corrective action

•Measure for mgmt. info needs

CONTROL PRODUCTS•Identify and control products, changes, problem reports

Configuration Management (CM)

•Select qualified suppliers / vendors; manage their activities

Supplier Agreement Management (SAM)

CMMI Project Team

Level 3: “Defined” – Standardizing the Org’s ProcessesENGINEER THE PRODUCT•Clarify customer requirements•Solve design requirements; develop implementation processes•Assemble product components, deliver•Ensure products meet requirements•Ensure products fulfill intended use•Analyze decisions systematically

MANAGE THE PROCESSES•Identify and control potential problems

PROVIDE ORG. INFRASTRUCTURE•Establish org. responsibility for PI•Define the org. best practices•Develop skills and knowledge

11 Process Areas

•Requirements Definition(RD)•Technical Solution (TS)•Product Integration(PI)•Verification(Ver)•Validation (Val)•Decision Analysis & Resolution (DAR)

•Integrated Project Mgmt (IPM) •Risk Management(RSKM)

•Org. Process Focus(OPF) •Org. Process Definition (OPD)•Org. Training (OT)

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Level 4: “Quantitatively Managed” - Quantitative analysis of processes and products for monitoring and controlMANAGE PROJECTS QUANTITATIVELY•Statistically manage the project’s processes and sub-processes

MANAGE THE ORGANIZATION QUANTITATIVELY•Understand process performance; Quantitatively manage the organization’s projects

2 process Areas

Quantitative Project Management (QPM)

Organizational Process Performance (OPP)

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Level 5: “Optimizing” – Institutionalizing process improvement

OPTIMIZE PERFORMANCE•Identify and eliminatethe cause of defects early

ADOPT IMPROVEMENTS•Identify and deploy new tools and process improvements to meet needs and business objectives

2 Process AreasCausal Analysis and Resolution (CAR)

Organizational Innovation & Deployment (OID)

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Sample Level 1 Organization Few Processes in Place

Dept. BDept. B

The OrganizationThe Organization

Dept. ADept. A Dept. CDept. C

Project 1

Div. BBDiv. AA

Project 4Project 3Project 2

Top Management

Middle Management

Projects

Processes

CMMI Project Team

Sample Level 2 Organization many processes in place; but they are project-specific

The OrganizationThe Organization

Dept. BDept. BDept. ADept. A Dept. CDept. C

Project 1

Div. BBDiv. AA

Project 4Project 3Project 2

Top Management

Middle Management

Projects

Processes

CMMI Project Team

Sample Higher- Level OrganizationProcesses based on organization’s Process Asset Library (PAL)

Div. AA

The OrganizationThe Organization

Dept. ADept. A Dept. CDept. C

Div. BB

Projects

Processes

Project 1 Project 2

Dept. B

Project 3 Project 4

YASHYASH

Process Asset Library Approved life cycles Standard processes Tailoring guidelines Process database Related documents

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Mapping of PA’s – 5 Levels

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Process AreasMaturity Level - 2 Process Areas

•Requirements Management

•Project Planning

•Project Monitoring and Control

•Supplier Agreement Management

•Measurement and Analysis

•Process and Product Quality Assurance

•Configuration Management

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Maturity Level - 3 Process Areas

•Requirements Development

•Technical Solution

•Product Integration

•Verification

•Validation

•Organizational Process Focus

•Organizational Process Definition

•Organizational Training

•Integrated Project Management

•Risk Management

•Integrated Teaming

•Org. Environment for Integration

•Integrated Supplier Management

•Decision Analysis and Resolution

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Maturity Level - 4 Process Areas

Maturity Level - 5 Process Areas

•Organizational Process Performance

•Quantitative Project Management

•Organizational Innovation and Deployment

•Causal Analysis and Resolution

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Four Categories of CMMI Process Areas

• Process Management• Project Management• Engineering• Support

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Process Areas Organized by Category

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Example: Structure of the CMMI - Project Planning PA

Purpose: Establish and maintain plans that define project activities

Goals PracticesSG1 Estimates of project

planning parametersare established andmaintained

SG2 A project plan isestablished andmaintained

SG3 Commitments to theplan are established

GG2 The process isinstitutionalized as amanaged process

1.1 Estimate the scope of the project1.2 Establish estimates of work product and task attributes

1.3 Define project life cycle1.4 Determine estimates of effort and cost

2.3 Plan for data management2.4 Plan for project resources

2.5 Plan for needed knowledge and skills2.6 Plan stakeholder involvement2.7 Establish the Project Plan

3.1 Review plans that affect the project3.2 Reconcile work and resource levels3.3 Obtain plan commitment

(see 10 generic practices)

2.2 Identify project risks2.1 Establish the budget and schedule

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Generic Goals

A generic goal describes what institutionalization must be achieved to satisfy a process area.

Each process area at maturity level 2 contains the following generic goal:

GG 2 Institutionalize a Managed Process

Each process area at maturity level 3 or higher contains the following generic goal:

GG 3 Institutionalize a Defined Process

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4 Common Features

1. Commitment to Perform (CO): Creating policies and securing sponsorship.

2. Ability to Perform (AB): Acquiring resources

3. Directing Implementation (DI): Managing the performance of the process, integrity of its work products, and involving relevant stakeholders.

4. Verifying Implementation (VE): Review by higher level management and objective evaluation of conformance to process descriptions, procedures, and standards.

Common features are model components that are not rated in any way. They are only groupings that provide a way to present the generic practices.

CMMI Project Team

Generic Practices Listed by Common Feature

• GP2.1 Establish an organizational Policy(CO1)• GP2.2 Plan the process(AB1)• GP2.3 Provide Resources(AB2)• GP2.4 Assign Responsibility(AB3)• GP2.5 Train the people(AB4)• GP2.6 Manage Configurations(DI1)• GP2.7 Identify and Involve Relevant Stake holders(DI2)• GP2.8 Monitor and Control the process(DI3)• GP2.9 Objectively Evaluate Adherence(VE1)• GP2.10 Review Status with Higher level Management(VE2)

Generic Goal 2 (GG2)

Generic Goal 3(GG3)

•GP3.1 Establish a Defined Process(AB5)•GP3.2 Collect Improvement Information(DI4)

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GP’s vs. PA’s and explanationGeneric Goal/Generic Practices

Process Area

Elaboration

GP 2.1 (CO 1) Establish an Organizational Policy

RM This policy establishes organizational expectations for managing requirements and identifying inconsistencies between the requirements and the project plans and work products.

PP This policy establishes organizational expectations for estimating the planning parameters, making internal and external commitments, and developing the plan for managing the project

GP 2.2 (AB 2) Plan the Process PP The plan called for in this generic practice would address the comprehensive planning for all of the specific practices in this process area, from estimating the scope of the project all the way to obtaining commitment for the project plan. In other words, this generic practice calls for one to “plan the plan.”

OPP This plan for performing the organizational process performance process may be included in or referenced by the organization's process-improvement plan

GP 2.3 (AB 2) Provide Resources PMC Examples of Resources:Cost tracking systems, Effort reporting systems, Action-item-tracking systems, Project management and scheduling programs

CMMI Project Team

GP’s vs.PA’s and explanation cont’dGeneric Goal/Generic Practices

Process Area

Elaboration

GP 2.3 (AB 2) Provide Resources MA Measurement personnel may be employed full time or part time. A measurement group may or may not exist to support measurement activities across multiple projects.

GP 2.5 (AB 5) Train People TS Examples of training:

Application domain of the product and product components, Design methods, Interface design, Unit testing techniques, Standards (e.g., product, safety, human factors, environmental

PI Examples of training:

Application domain, Product integration procedures and criteria, Organization's facilities for integration and assembly, Assembly methods, Packaging standards

GP 2.6 (DI 1) Manage Configurations

MA Examples of work products:

Specifications of base and derived measures, Base and derived measurement data sets, Data analysis tools

CM Examples of work products:Access lists, Change status reports, Change request database, CCB meeting minutes, Archived baseline

CMMI Project Team

Common Terminology with Special Meaning

• Customer: Responsible for accepting the product or for authorizing payment.

• Stakeholder: Stakeholders may include project members, suppliers, customers, end users, and others.

• Work Product: Any artifact produced by a process.

• Tailoring Guidelines: Tailoring guidelines cover (1) selecting a standard process, (2) selecting an approved life-cycle model, and (3) tailoring the selected standard process and life-cycle model to fit project needs.

• Verification: Verification confirms that work products properly reflect the requirements specified for them.

• Validation: Confirms that the product, as provided, will fulfill its intended use.

CMMI Project Team

CMMI Model Components

Process Areas (25 )• Specific Goals ( 45 )• Specific Practices (165 )• Generic Goals ( 125 )• Generic Practices ( 425 )

Typical Work Products ( 396 ) Sub-practices (718 ) Notes Discipline Amplifications Generic Practice Elaborations References

Total 25 Process Areas – 21 for SE/SW, 3 for IPPD, 1 for SS

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CMMI - More Details

SEI PDF file:Adobe Acrobat

Document

CMMI Project Team

Navigate through CMMI PDF file for a process area

Compare existing QMS activities with CMMI PA’s,Specific goals, sp. Practices and work products

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ISO – CMMI Integrated Quality System

Below specified site will be used for ISO/CMMI implementation

http://intranet.yashind.com/QMS-Docs/QMS-Portal/Home.htm

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CMMI- QMS(ISO) Mapping

Level 2 Requirements Management

PRP-004 Requirements Management Procedure PRP-010 Change Management Procedure

Project Planning PRP-001Software Estimation Procedure PRP-015 Project Initiation Procedure PRP-017 Data Collection and Storage Procedure PRP-020 Project Planning Procedure PRP-022 Risk Management Procedure

Project Monitoring and Control

PRP-013 Project Monitoring and Control Procedure

Supplier Agreement Management

FCM-001 Maintain Approved Supplier’s List Procedure FCM-002 Purchase Products and Services Procedure FCM-003 Receive the Purchase Materials

Measurement and Analysis

PRP-012 Project Quality Management Procedure PRP-013 Project Monitoring and Control Procedure

Level QMS ProcedurePractice Area

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CMMI- QMS(ISO) Mapping(Cont’d)

Level 2 Process and Product Quality Assurance

CQS-006 Internal Quality Audit Procedure

Configuration Management

PRP-011 Software Configuration Management procedure PRP-010 Change Management Procedure

Level QMS ProcedurePractice Area

CMMI Project Team

CMMI- QMS(ISO) Mapping(Cont’d)

Level 3 Requirements Development

PRP-004 Requirements Management Procedure PRP-005 High Level Design procedure PRP-023

Technical Solution PRP-005 High Level Design procedure PRP-006 Low Level Design procedure PRP-007 Coding Procedure

Product Integration PRP-021 Product Integration Procedure

Verification PRP-008 Reviews Procedure PRP-012 Quality management Procedure

Validation PRP-009 Testing procedure PRP-012 Quality management Procedure

Level QMS ProcedurePractice Area

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CMMI- QMS(ISO) Mapping(Cont’d)

Level 3 Organizational Process Focus

CQS-001 Organizational Process Improvements Procedure CQS-005 QMS Implementation

Organizational Process Definition

CQS-002 QMS Establishment and Maintenance Procedure CQS-003 Control of Documents CQS-004 Control of Records Procedure

Organizational Training

TRN-001Training Needs Assessment and Planning Procedure

TRN-002 Organize Training procedure TRN-003 Training Evaluation and Follow-up Procedure

Risk Management PRP-022 Risk Management Procedure

Org. Environment for Integration

PRP-021Product Integration Procedure

Organization Process Performance

CQS-008 Organization Process Performance & Measurement Procedure

Level QMS ProcedurePractice Area

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CMMI- QMS(ISO) Mapping(Cont’d)

Level 4 Quantitative Project Management

PRP-020 Project Planning Procedure

Decision Analysis and Resolution

CMN-002 Decision Analysis and Resolution Procedure

Level 5 Organizational Innovation and Deployment

CQS-009 Continual Improvements and Deployment

Causal Analysis and Resolution

PRP-012 Project Quality Management Procedure PRP-020 Project Planning Procedure

Level QMS ProcedurePractice Area

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Audits and Assessments

• Internal Audits – ISO – Internal quality auditors (trained by SEPG)– CMMI – Assessment Team Members (trained by SEI

authorized consultant)

• Audit Analysis Reports/Noncompliance reports• Corrective Actions• Review the activities, status, and results with higher

level management

CMMI Project Team

CMMI Initiatives at YASH

CMMI - ISO • Can we all just get along? - Yes• ISO and CMMI have different architectures,

different languages and different appraisal methods• SEPG Team Identified gaps in QMS procedures/templates• Changed QMS Procedures and templates• Conducted gap analysis by external lead assessor• Updated procedures and templates to be reviewed by PAT

team

CMMI Project Team

Our Implementation Action Plans

Plan for CMMI Implementation

Microsoft Excel Worksheet

CMMI Project Team

Assessments for CMMI Implementation

SCAMPI Method: Standard CMMI Assessment Method for Process Improvement

The SCAMPI Method is a diagnostic tool that supports, enables, and encourages an

organization’s commitment to process improvement.

CMMI Appraisals

•SCAMPI Class A Appraisal: Conducted when an organization has implemented a number of significant process improvements and needs to formally benchmark its process relative to the CMMI. A SCAMPI A is the only appraisal method that provides CMMI Maturity Level or Capability Level ratings.

•SCAMPI Class B Appraisal: A SCAMPI B is called for when an organization needs to assess its progress towards a target CMMI Maturity Level, but at a lower cost than a SCAMPI A. SCAMPI B appraisals provide detailed findings and indicate the likelihood that the evaluated practices would be rated as satisfactorily implemented in a SCAMPI A appraisal.

•SCAMPI Class C Appraisal:SCAMPI C appraisals are shorter and more flexible than SCAMPI A and B appraisals and are conducted to address a variety of special needs, from a quick gap analysis to determining an organization's readiness for a SCAMPI A.

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Comparison of Assessments for CMMI vs. ISO

CMMI

ATM training will be given to identified members from external resources to assist the external consultant for CMMI assessments.

ISO

Internal Training will be given to identified members to do internal audits.

No surveillance audit right now, in future after 3 years of achievement of CMMI

Every year surveillance audit will be conducted.

Internal periodical assessments will be conducted by ATM members

Internal audits will be conducted by internal auditors.

Process improvement will occur after fulfilling the all PA’s, SG’s, SP’s, GG’s and GP’s

The organization shall continually improve effectiveness of QMS through the use of the quality policy, objectives, audit results, analysis of data, corrective and preventive action and management review (Clauses from 4 to 8)

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Various Browsing Tools for CMMI

http://www.teraquest.com/cmmi

http://www.wibas.de/cmmibrowser/index.php

CMMI Project Team

Question paper