Cmmi

CMMI

Chapter 3

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2

Focus of CMMI

SW-CMM is applied here

CMMI is applied here

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Everyone realizes the importance of having a motivated, quality work force but...

• ...even our finest people can’t perform at their best when the process is not understood or operating “at its best.”

PEOPLE

PROCESSTECHNOLOGY

Quality Leverage Points

Major determinants of product cost, schedule, and quality

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Why Focus on Process?

• Process provides a constructive, high-leverage focus...– as opposed to a focus on people

• Your work force, on the average, is as “good” as it is trained to be.

• Working harder is not the answer.• Working smarter, through process, is the answer.

– as opposed to a focus on technology• Technology applied without a suitable roadmap will not

result in significant payoff.• Technology provides the most benefit in the context of an

appropriate process roadmap.

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Underlying Premise of Process Improvement

“The quality of a product is largely determined by the quality

of the process that is used to develop and maintain it.”

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Categories of Process Improvement Benefits

• Process improvement benefits fall into eight general categories:– improved schedule and budget predictability– improved cycle time– increased productivity– improved quality (as measured by defects)– increased customer satisfaction– improved employee morale– increased return on investment– decreased cost of quality

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What is a CMM?• Capability Maturity Model:

A reference model of mature practices in a specified discipline, used to assess a group’s capability to perform that discipline

• CMMs differ by– Discipline (software, systems, acquisition, etc.)– Structure (staged versus continuous)– How Maturity is Defined (process improvement path)– How Capability is Defined (institutionalization)

What is CMMI?• CMMI (Capability Maturity Model Integration) is a proven industry

framework to improve product quality and development efficiency for both hardware and software– Sponsored by US Department of Defense in cooperation with Carnegie

Mellon University and the Software Engineering Institute (SEI)– Many other companies involved in CMMI definition such as Motorola

and Ericsson– CMMI has been established as a model to improve business results

• CMMI, staged, uses 5 levels to describe the maturity of the organization, same as predecessor CMM– Vastly improved version of the CMM – Emphasis on business needs, integration and institutionalization

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How can CMMI help?

• CMMI provides a way to focus and manage hardware and software development from

product inception through deployment and maintenance.

– ISO/TL9000 are still required. CMMI interfaces well with them. CMMI and TL are

complementary - both are needed since they address different aspects.

• TL9000 is a process compliance standard

• CMMI is a process improvement model

• Behavioral changes are needed at both management and staff levels. Examples:

– Increased personal accountability

– Tighter links between Product Management, Development, SCM, etc.

• Initially a lot of investment required – but, if properly managed, we will be more

efficient and productive while turning out products with consistently higher quality.

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So Many Models, So Little Time

SoftwareCMM

SoftwareCMM

SystemsSecurity

Engr CMM

SystemsSecurity

Engr CMM

SystemsEngrCMM

SystemsEngrCMM People

CMMPeopleCMM

IPDCMMIPD

CMM

SoftwareAcq

CMM

SoftwareAcq

CMM

• 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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Bridging the Divide

CMMI:

•Integrates systems and software disciplines into one process improvement framework.

•Provides a framework for introducing new disciplines as needs arise.

CMMI Models within the Framework• Models:

– Systems Engineering + Software Engineering (SE/SW)– Systems Engineering + Software Engineering + Integrated Product and Process

Development (IPPD) – Systems Engineering + Software Engineering + Integrated Product and Process

Development + Supplier Sourcing (SS)– Software Engineering only

• Representation options:– Staged – Continuous

• The CMMI definition of “Systems Engineering” - “The interdisciplinary approach governing the total technical and managerial effort required to transform a set of customer needs, expectations and constraints into a product solution and to support that solution throughout the product’s life.” This includes both hardware and software.

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CMMI Staged Representation - 5 Maturity Levels

Level 5

Initial

Level 1

Processes are unpredictable, poorly controlled, reactive.

Managed

Level 2

Processes are planned, documented, performed, monitored, and controlled at the project level. Often reactive.

Defined

Level 3 Processes are well characterized and understood. Processes, standards, procedures, tools, etc. are defined at the organizational (Organization X ) level. Proactive.

Quantitatively Managed

Level 4

Processes are controlled using statistical and other quantitative techniques.

Optimizing

Proc

ess M

atur

ity

Process performance continually improved through incremental and innovative technological improvements.

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Behaviors at the Five Levels

Initial

Managed

Defined

QuantitativelyManaged

Optimizing

Process is unpredictable,poorly controlled, and reactive

Process is characterized for projects and is oftenreactive

Process is characterizedfor the organization andis proactive

Process is measuredand controlled

Focus is on continuousquantitative improvement

Maturity Level Process Characteristics Behaviors

Focus on "fire prevention";improvement anticipated anddesired, and impacts assessed.

Greater sense of teamwork and inter-dependencies

Reliance on defined process. People understand, support and follow the process.

Over reliance on experience of goodpeople – when they go, the process

goes. “Heroics.”

Focus on "fire fighting";effectiveness low – frustration high.

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CMMI Components• Within each of the 5 Maturity Levels, there are basic functions that

need to be performed – these are called Process Areas (PAs).• For Maturity Level 2 there are 7 Process Areas that must be

completely satisfied.• For Maturity Level 3 there are 11 Process Areas that must be

completely satisfied.• Given the interactions and overlap, it becomes more efficient to

work the Maturity Level 2 and 3 issues concurrently.• Within each PA there are Goals to be achieved and within each

Goal there are Practices, work products, etc. to be followed that will support each of the Goals.

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Maturity Level Project Managment Engineering Process Management Support5

OptimizingOrganizational Innovation & Deployment Causal Analysis & Resolution

4Quantitatively

Managed

Quantitative Project Mngt Organizational Process Performance

3Defined

Integrated Project MngtRisk Management

Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidation

Organizational Process FocusOrganizational Process DefinitionOrganizational Training

Decision Analysis & Resolution

2Managed

Project PlanningProject Monitoring & ControlSupplier Agreement Mngt

Requirements Mngt Measurement & AnalysisProcess & Product Quality AssuranceConfiguration Mngt

1Initial

CMMI Process Areas

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CMMI Terminology & Structure

Maturity Levels (1 - 5)

GenericPractices

GenericGoals

Process Area 2

Common Features

Process Area 1 Process Area n

VerifyingImplementation

SpecificGoals

SpecificPractices

Abilityto Perform

DirectingImplementation

RequiredRequired

Sub practices , typical work products, discipline amplifications, generic practice elaborations, goal and

practice titles, goal and practice notes, and references

Commitmentto Perform

Sub practices , typical work products, discipline amplifications, generic practice elaborations, goal and

practice titles, goal and practice notes, and references

InformativeInformative

Required. Specific for each process area.

Required. Common across all process areas.

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Example

For the Requirements Management Process Area:An example Goal (required):

“Manage Requirements”An example Practice to support the Goal (required):

“Maintain bi-directional traceability of requirements”Examples (suggested, but not required) of typical Work Products

might beRequirements traceability matrix orRequirements tracking system

Slide 19

Yet another CMMI term: Institutionalization

• Building and reinforcement of corporate culture that supports methods, practices and procedures so they are the ongoing way of business……..

Required for all Process Areas

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The Next Step Is CMM Integration• The CMM Integration Project was formed to

– build an initial set of integrated models– improve best practices from source models based on

lessons learned– establish a framework to enable integration of future

models– create an associated set of appraisal and training

products

• Collaborative endeavor (over 100 people involved)– Industry– Government– Software Engineering Institute (SEI)

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Bodies of Knowledge Captured in CMMI Models

•An organization selects the bodies of knowledge most relevant to achieving its business objectives. Bodies of knowledge* available in CMMI models include

–software engineering(sw)–systems engineering(se)–integrated product and process development (IPPD)–supplier sourcing (SS)

•*Each body of knowledge related to product or process development in CMMI is considered a discipline.

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Software Engineering (SW)

• SW covers the development of software systems

• SW focus on applying systematic, disciplined, and quantifiable approaches to the – development, – operation– maintenance

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System Engineering (SE)

• Systems engineering covers the development of total systems, which may or may not include software

• Systems engineers focus on transforming customer needs, expectations, and constraints into product solutions and supporting these product solutions throughout the life of the product

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Supplier sourcing (SS)

• As work efforts become more complex, projects may use suppliers to perform functions or add modifications to products that are specifically needed by the project. When those activities are critical, the project benefits from enhanced source analysis and from monitoring supplier activities before product delivery

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Integrated Product & process development (IPPD)

• IPPD is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to better satisfy customer needs, expectations, and requirements

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IPPD - Definition

IPPD provides a systematic approach to product development that achieves a timely collaboration of relevant stakeholders throughout the product life cycle to better satisfy customer needs.

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About IPPDIntegrated Product and Process Development• IPPD affects all process areas.• IPPD is not a discipline like SE or SW.• Rather, it is a way of doing business.

• IPPD is employed in conjunction with the CMMI disciplines (software and systems engineering).

• Implementation of IPPD shapes how you perform the work in these disciplines.

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CMMI ModelsSource Models

• Capability Maturity Model for Software V2, draft C (SW-CMM V2C)

• EIA Interim Standard 731, System Engineering Capability Model (SECM)

• Integrated Product Development Capability Maturity Model, draft V0.98 (IPD-CMM)

CMMI-SE/SW

Staged

Representation

CMMI-SE/SW

Continuous

Representation

• Combined System Engineering / Software Engineering model

• Can be applied to:– Just the software engineering projects in

an organization– Just the system engineering projects in

an organization– Both– IPPD/SS can be used in either/both

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Understanding CMMI Representations

• There are two types of representations in the CMMI models:– staged– continuous

• A representation allows an organization to pursue different improvement objectives

• The organization and presentation of the data are different in each representation. However, the content is the same.

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Staged Representation• Provides a proven sequence of improvements, each

serving as a foundation for the next• Permits comparisons across and among organizations by

the use of maturity levels• Provides an easy migration from the SW-CMM to CMMI• Provides a single rating that summarizes appraisal results

and allows comparisons among organizations

Indicates maturity of an organization’s standard process -- to answer, “What is a good order for approaching improvement across the organization?”

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CMMI Model Representations

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Maturity Levels• A maturity level is a well-defined evolutionary

plateau of process improvement.

• There are five maturity levels.

• Each level is a layer in the foundation for continuous process improvement using a proven sequence of improvements, beginning with basic management practices and progressing through a predefined and proven path of successive levels.

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The Maturity Levels

1

2

3

4

5

Process unpredictable, poorly controlled, and reactive

Process characterized for projects and is often reactive

Process characterized for the organization and is proactive

Process measuredand controlled

Focus on continuous process improvement

Optimizing

QuantitativelyManaged

Defined

Initial

Managed

Optimizing

Defined

Maturity Level 1 Initial

• Maturity Level 1 deals with performed processes.

• Processes are unpredictable, poorly controlled, reactive.

• The process performance may not be stable and may not meet specific objectives such as quality, cost, and schedule, but useful work can be done.

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Maturity Level 2Managed at the Project Level

• Maturity Level 2 deals with managed processes.• A managed process is a performed process that is also:

– Planned and executed in accordance with policy– Employs skilled people– Adequate resources are available– Controlled outputs are produced– Stakeholders are involved– The process is reviewed and evaluated for adherence to

requirements • Processes are planned, documented, performed, monitored, and

controlled at the project level. Often reactive.• The managed process comes closer to achieving the specific

objectives such as quality, cost, and schedule.

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Maturity Level 3Defined at the Organization Level

• Maturity Level 3 deals with defined processes.• A defined process is a managed process that:

– Well defined, understood, deployed and executed across the entire organization. Proactive.

– Processes, standards, procedures, tools, etc. are defined at the organizational (Organization X ) level. Project or local tailoring is allowed, however it must be based on the organization’s set of standard processes and defined per the organization’s tailoring guidelines.

• Major portions of the organization cannot “opt out.”36

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Maturity Levels Should Not Be Skipped

• Each maturity level provides a necessary foundation for effective implementation of processes at the next level. – Higher level processes have less chance of success

without the discipline provided by lower levels.– The effect of innovation can be obscured in a

noisy process.

• Higher maturity level processes may be performed by organizations at lower maturity levels, with the risk of not being consistently applied in a crisis.

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Continuous Representation• Allows you to select the order of

improvement that best meets your organization’s business objectives and mitigates your organization’s areas of risk

• Enables comparisons across and among organizations on a process-area-by-process-area basis

• Provides an easy migration from EIA 731 (and other models with a continuous representation) to CMMI

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Capability Levels• A capability level is a well-defined evolutionary

plateau describing the organization’s capability relative to a process area.

• There are six capability levels.• For capability levels 1-5, there is an associated

generic goal.• Each level is a layer in the foundation for

continuous process improvement.• Thus, capability levels are cumulative, i.e., a

higher capability level includes the attributes of the lower levels.

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The Capability Levels

5 Optimizing

4 Quantitatively Managed

3 Defined

2 Managed

1 Performed

0 Incomplete

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Relating Process Area Capability and Organizational Maturity

• Organizational maturity is the focus of the staged representation, whereas process area capability is the focus of the continuous representation.

• Organizational maturity and process area capability are similar concepts.

• The difference between them is that organizational maturity pertains to a set of process areas across an organization, while process area capability deals with a set of processes relating to a single process area or specific practice.

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Comparison of RepresentationsStaged Continuous

• Process improvement is measured using maturity levels.

• Maturity level is the degree of process improvement across a predefined set of process areas.

• Organizational maturity pertains to the “maturity” of a set of processes across an organization

Process improvement is measured using capability levels. Capability level is the achievement of process improvement within an individual process area.Process area capability pertains to the “maturity” of a particular process across an organization.

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Advantages of Each Representation• Staged• Provides a roadmap for implementing

– groups of process areas– sequencing of implementation

• Familiar structure for those transitioning from the Software CMM

• Continuous• Provides maximum flexibility for focusing on specific

process areas according to business goals and objectives

• Familiar structure for those transitioning from EIA 731

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Benefits of Continuing Process Improvement

•SEI Software CMM Level 5: For the Right Reasons* –Defects are now nearly all found and fixed before

testing begins.–Defects escaping into the field have been reduced

from 11% to practically 0%.–Programs consistently reach customer satisfaction

and performance targets.–Peer reviews increase total project costs by 4%,

but reduced rework during testing by 31%. R.O.I. is 7.75:1.

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CMM“I” – Improvement• The CMMI Product Suite provides a foundation

for enterprise-wide improvement and adds– new emphasis on products and services as well

as process– emphasis on both process capability and

organizational maturity– early emphasis on measurement and analysis

• The CMMI model improves upon Software CMM V1.1 and Software CMM V2.0 Draft C.

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CMM“I” – Integration • Provides expanded model scope for

integration– Integrated Product Management– Integrated Supplier Management– Decision Analysis and Resolution– “Relevant Stakeholder” planning and execution– Inclusion of the Integrated Product and Process

Development body of knowledge

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Improving on the Software CMM

• CMMI Models improve on the best practices in Software CMM Version 2.0 Draft C:– Incorporates 4+ additional years of learning– More explicitly links management and engineering activities to business

objectives– Expands the scope of and visibility into the product life cycle and

engineering activities to ensure the product or service meets customer expectations

– Incorporates additional areas of best practice (e.g., measurement, risk management, bi-directional traceability in requirements management, decision analysis and resolution, and supplier management)

– Captures more robust high-maturity practices– Addresses additional generic practices needed for institutionalization– More fully complies with relevant ISO standards

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CMMI Can Benefit You• CMMI provides

– Efficient, effective assessment and improvement across multiple process disciplines in an organization

– Improvements to best practices incorporated from the Software CMM

– A common, integrated vision of improvement for all elements of an organization

– A means of representing new discipline-specific information in a standard, proven process-improvement context

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Available Models• The following CMMI Models exist:

– SE/SW Staged– SE/SW Continuous– SE/SW/IPPD Staged– SE/SW/IPPD Continuous– SE/SW/IPPD/SS Staged– SE/SW/IPPD/SS Continuous– SW Staged– SW Continuous

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Selecting a Discipline to Use• Different model versions exist

– CMMI-SW -- CMMI-SE/SW/IPPD– CMMI-SE/SW -- CMMI-SE/SW/IPPD/SS

• You select which disciplines you wish to use, based on where you are trying to improve

• Example – A company which engineers and builds computer systems, by acquisition of COTS hardware and development of custom software, using integrated teams– Use CMMI-SW applied only to the software development– Use CMMI-SE/SW applied to the computer system and the software– Use CMMI-SE/SW/IPPD applied to the system, software, and use of teams– Use CMMI-SE/SW/IPPD applied to the system, software, teams, and COTS

acquisition

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CMMI Structureone Model, Two Representations

Maturity Level 5 OID, CAR

Maturity Level 4 OPP, QPM

Maturity Level 3 REQD, TS, PI, VER, VAL, OPF, OPD, OT, IPM, RSKM, DAR

Overview Introduction Structure of the Model Model Terminology Maturity Levels, Common Features, and Generic Practices Understanding the Model Using the Model

Maturity Level 2 REQM, PP, PMC, SAM, MA, PPQA, CM

Appendixes

Engineering REQM, REQD, TS, PI, VER, VAL

Project Management PP, PMC, SAM IPM, RSKM, QPM

Process Management OPF, OPD, OT, OPP, OID

Process Management PAs - Goals - Practices

Support CM, PPQA, MA, CAR, DAR

Appendixes

CMMI-SE/SWStaged

Overview Introduction Structure of the Model Model Terminology Capability Levels and Generic Model Components Understanding the Model Using the Model

CMMI-SE/SWContinuous

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CMMI Model Structure

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Staged Representation:Process Areas by Maturity Level

Organizational Innovation and DeploymentCausal Analysis and Resolution5 Optimizing

4 Quantitatively Managed

3 Defined

2 Managed

Continuous process improvement

Quantitativemanagement

Processstandardization

Basicprojectmanagement

Organizational Process PerformanceQuantitative Project Management

Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational Training Integrated Project ManagementIntegrated Supplier ManagementRisk ManagementDecision Analysis and ResolutionOrganizational Environment for IntegrationIntegrated TeamingRequirements Management

Project PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management

1 Initial

Process AreasLevel Focus

(IPPD)(IPPD)

(SS)

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Requirements ManagementRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidation

Engineering

ProjectManagement

Project PlanningProject Monitoring and ControlSupplier Agreement ManagementIntegrated Project Management(IPPD)Integrated Supplier Management (SS)Integrated Teaming (IPPD)Risk ManagementQuantitative Project Management

Organizational Process FocusOrganizational Process DefinitionOrganizational TrainingOrganizational Process PerformanceOrganizational Innovation and Deployment

ProcessManagement

Configuration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisCausal Analysis and ResolutionDecision Analysis and ResolutionOrganizational Environment for Integration (IPPD)

Support

Continuous Representation: Organization of Process Areas

Category Process Area

SW-CMM V1.1 vs. CMMI V1.1

Defect Prevention Causal Analysis and ResolutionTechnology Change Mgmt Organizational Innovation & DeploymentProcess Change Management

Quantitative Process Mgmt Organizational Process PerformanceSoftware Quality Mgmt Quantitative Project Management

Organization Process Focus Organization Process Focus Organization Process Definition Organization Process DefinitionTraining Program Organizational TrainingIntegrated Software Mgmt Integrated Project Management

Risk ManagementSoftware Product Engr Requirements Development

Technical SolutionProduct Integration

Intergroup Coordination VerificationPeer Reviews Validation

Decision Analysis and Resolution

Requirements Management Requirements ManagementSoftware Project Planning Project PlanningSoftware Project Tracking & Oversight Project Monitoring and ControlSoftware Subcontract Mgmt Supplier Agreement ManagementSoftware Quality Assurance Product & Process Quality Assurance Software Configuration Mgmt Configuration Management

Measurement and Analysis

LEVEL 5OPTIMIZING

LEVEL 4MANAGED

LEVEL 3DEFINED

LEVEL 2REPEATABLE

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Key Process Areas (KPAs) Process Areas (PAs)

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Support Process Areas

There are 5 Support Process Areas:– Configuration Management (L2)– Process and Product Quality Assurance (L2)– Measurement and Analysis (L2)– Causal Analysis and Resolution (L5)– Decision Analysis and Resolution (L3)

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Understanding Support Processes

• Support process areas cover the practices that support product development, maintenance, and acquisition.

• They provide essential processes used by all the CMMI process areas, and are typically used in the context of performing other processes.

Casual Analysis and Resolution– The purpose of Causal Analysis and Resolution (CAR) is to identify

causes of defects and other problems and take action to prevent them from occurring in the future.

SG 1 Determine Causes of Defects– SP 1.1 Select Defect Data for Analysis– SP 1.2 Analyze CausesSG 2 Address Causes of Defects– SP 2.1 Implement the Action Proposals– SP 2.2 Evaluate the Effect of Changes– SP 2.3 Record Data

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Configuration Management• The purpose of Configuration Management (CM) is to establish and

maintain the integrity of work products using configuration identification, configuration control, configuration status accounting, and configuration audits.

Specific Goal and Practice SummarySG 1 Establish Baselines– SP 1.1 Identify Configuration Items– SP 1.2 Establish a Configuration Management System– SP 1.3 Create or Release BaselinesSG 2 Track and Control Changes– SP 2.1 Track Change Requests– SP 2.2 Control Configuration ItemsSG 3 Establish Integrity– SP 3.1 Establish Configuration Management Records– SP 3.2 Perform Configuration Audits

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Decision Analysis and Resolution• The purpose of Decision Analysis and Resolution (DAR) is to analyze

possible decisions using a formal evaluation process that evaluates identified alternatives against established criteria.

Specific Goal and Practice SummarySG 1 Evaluate Alternatives– SP 1.1 Establish Guidelines for Decision Analysis– SP 1.2 Establish Evaluation Criteria– SP 1.3 Identify Alternative Solutions– SP 1.4 Select Evaluation Methods– SP 1.5 Evaluate Alternatives– SP 1.6 Select Solutions

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Measurement and Analysis• The purpose of Measurement and Analysis (MA) is to develop and sustain

a measurement capability that is used to support management information needs.

SG 1 Align Measurement and Analysis Activities– SP 1.1 Establish Measurement Objectives– SP 1.2 Specify Measures– SP 1.3 Specify Data Collection and Storage Procedures– SP 1.4 Specify Analysis ProceduresSG 2 Provide Measurement Results– SP 2.1 Collect Measurement Data– SP 2.2 Analyze Measurement Data– SP 2.3 Store Data and Results– SP 2.4 Communicate Results

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Process and Product Quality Assurance

• The purpose of Process and Product Quality Assurance (PPQA) is to provide staff and management with objective insight into processes and associated work products.

Specific Goal and Practice SummarySG 1 Objectively Evaluate Processes and Work Products• SP 1.1 Objectively Evaluate Processes• SP 1.2 Objectively Evaluate Work Products and ServicesSG 2 Provide Objective Insight• SP 2.1 Communicate and Ensure Resolution of Noncompliance Issues• SP 2.2 Establish Records

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Project Management Process Areas

• There are eight Project Management Process Areas.– Project Planning (L2)– Project Monitoring and Control (L2)– Integrated Project Management (IPPD) (L3)– Risk Management (L3)– Supplier Agreement Management (L2)– Quantitative Project Management (L4)

Project Planning• The purpose of Project Planning (PP) is to establish and maintain plans

that define project activities.SG 1 Establish Estimates• SP 1.1 Estimate the Scope of the Project• SP 1.2 Establish Estimates of Work Product and Task Attributes• SP 1.3 Define Project Lifecycle• SP 1.4 Determine Estimates of Effort and Cost

SG 2 Develop a Project Plan• SP 2.1 Establish the Budget and Schedule• SP 2.2 Identify Project Risks• SP 2.3 Plan for Data Management• SP 2.4 Plan for Project Resources• SP 2.5 Plan for Needed Knowledge and Skills• SP 2.6 Plan Stakeholder Involvement• SP 2.7 Establish the Project Plan

SG 3 Obtain Commitment to the Plan• SP 3.1 Review Plans That Affect the Project• SP 3.2 Reconcile Work and Resource Levels• SP 3.3 Obtain Plan Commitment

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Project Monitoring and control• The purpose of Project Monitoring and Control (PMC) is to provide an

understanding of the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan.

SG 1 Monitor Project Against Plan• SP 1.1 Monitor Project Planning Parameters• SP 1.2 Monitor Commitments• SP 1.3 Monitor Project Risks• SP 1.4 Monitor Data Management• SP 1.5 Monitor Stakeholder Involvement• SP 1.6 Conduct Progress Reviews• SP 1.7 Conduct Milestone ReviewsSG 2 Manage Corrective Action to Closure• SP 2.1 Analyze Issues• SP 2.2 Take Corrective Action• SP 2.3 Manage Corrective Action

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Engineering Process Areas

• There are six Engineering Process Areas.– Requirements Management (L2)– Requirements Development (L3)– Technical Solution (L3)– Product Integration (L3)– Verification (L3)– Validation (L3)

Requirements Development• The purpose of Requirements Development (RD) is to produce and

analyze customer, product, and product component requirements.SG 1 Develop Customer Requirements

– SP 1.1 Elicit Needs– SP 1.2 Develop the Customer Requirements

SG 2 Develop Product Requirements– SP 2.1 Establish Product and Product Component Requirements– SP 2.2 Allocate Product Component Requirements– SP 2.3 Identify Interface Requirements

SG 3 Analyze and Validate Requirements– SP 3.1 Establish Operational Concepts and Scenarios– SP 3.2 Establish a Definition of Required Functionality– SP 3.3 Analyze Requirements– SP 3.4 Analyze Requirements to Achieve Balance

– SP 3.5 Validate Requirements 67

Product Integration• The purpose of Product Integration (PI) is to assemble the product from

the product components, ensure that the product, as integrated, functions properly, and deliver the product.

SG 1 Prepare for Product Integration– SP 1.1 Determine Integration Sequence– SP 1.2 Establish the Product Integration Environment– SP 1.3 Establish Product Integration Procedures and Criteria

SG 2 Ensure Interface Compatibility– SP 2.1 Review Interface Descriptions for Completeness– SP 2.2 Manage Interfaces

SG 3 Assemble Product Components and Deliver the Product– SP 3.1 Confirm Readiness of Product Components for Integration– SP 3.2 Assemble Product Components– SP 3.3 Evaluate Assembled Product Components– SP 3.4 Package and Deliver the Product or Product Component

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Process Management Process Areas

• There are five Process Management Process Areas:– Organizational Process Focus (L3)– Organizational Process Definition (L3)– Organizational Training (L3)– Organizational Process Performance (L4)– Organizational Innovation and Deployment (L5)

Organizational Process Focus• The purpose of Organizational Process Focus (OPF) is to plan, implement, and

deploy organizational process improvements based on a thorough understanding of the current strengths and weaknesses of the organization’s processes and process assets.

SG 1 Determine Process Improvement Opportunities• SP 1.1 Establish Organizational Process Needs• SP 1.2 Appraise the Organization’s Processes• SP 1.3 Identify the Organization's Process ImprovementsSG 2 Plan and Implement Process Improvements• SP 2.1 Establish Process Action Plans• SP 2.2 Implement Process Action PlansSG 3 Deploy Organizational Process Assets and Incorporate Lessons Learned• SP 3.1 Deploy Organizational Process Assets• SP 3.2 Deploy Standard Processes• SP 3.3 Monitor Implementation• SP 3.4 Incorporate Process-Related Experiences into the Organizational Process

Assets 70

Organizational Process Performance

• The purpose of Organizational Process Performance (OPP) is to establish and maintain a quantitative understanding of the performance of the organization’s set of standard processes in support of quality and process-performance objectives, and to provide the process-performance data, baselines, and models to quantitatively manage the organization’s projects.

SG 1 Establish Performance Baselines and Models– SP 1.1 Select Processes– SP 1.2 Establish Process-Performance Measures– SP 1.3 Establish Quality and Process-Performance Objectives– SP 1.4 Establish Process-Performance Baselines– SP 1.5 Establish Process-Performance Models

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Process Areas Organized by Category

Process ManagementOrganizational Process Focus

Organizational Process DefinitionOrganizational Training

Organizational Process PerformanceOrganizational Innovation and Deployment

Project ManagementProject Planning

Project Monitoring and ControlSupplier Agreement ManagementIntegrated Project Management

Risk ManagementQuantitative Project Management

EngineeringRequirements DevelopmentRequirements Management

Technical SolutionProduct Integration

VerificationValidation

SupportConfiguration Management

Process and Product Quality AssuranceMeasurement and Analysis

Decision Analysis and ResolutionCausal Analysis and Resolution

analyze

empower analyze

employ measure & assist

standardizeprocesses

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Summary• There is one CMMI Model with two representations, Staged

and Continuous• The material in both representations is the same just organized

differently• Each representation provides different ways of implementing

processes• Equivalent Staging provides a mechanism for relating Maturity

Levels to Capability Levels• The CMMI model should be applied using intelligence, common

sense, and professional judgment

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For More Information About CMMI

–Go to CMMI Website

• http://sei.cmu.edu/cmmi

• http://seir.sei.cmu.edu/seir/

• http://www.ndia.org/ (annual CMMI Conference)

• www.google.com

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Further Reading