CmmIi Assignment Vish 04 Nov 2003

Pittsburgh, PA 15213-3890

CMMISM

Sponsored by the U.S. Department of Defense© 2002 by Carnegie Mellon UniversityThis material is approved for public release. Distribution is limited by the Software Engineering Institute toattendees.

Intermediate CMMI V 1.1 PMC 053102 - Page 1

Pre-Class Assignment Submitted by N VisweswaraSatyam Computer Services Ltd., Intermediate Concepts of CMMI


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Measurement and AnalysisIntermediate Concepts of CMMI


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Importance of Measurement and Analysisa) Monitor and Measure progress towards Strategic Process

Improvement Goalsb) Improve communication of development status and product

quality by providing a standard set of metrics for use on projects

c) Allow PMs and Project Review Authorities (PRA) better visibility into project and process performance

d) To provide organizational measurement data base thus facilitating acquisition and bidding proposals


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Benefits of M and A

a) Quantitative Management of Projects through Project Performance Metrics

b) Determination of Project Process Capabilityc) PRA Metrics helps in providing objective, quantitative,

information for senior managementd) Organizational metrics helps in measuring organizational

process capability


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M and A depends on

a) Project Planning Process areab) Project Monitoring & Control Process areac) Config Management Process aread) Requirements Development Process areae) Requirements Management Process areaf) Organizational Process Definition Process areag) Quantitative Project Management Process area


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PAs that depend on M & A

a) Project Monitoring & Control Process areab) Config Management Process areac) Requirements Management Process aread) Quantitative Project Management Process area


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Ordering of SPs in M & A

a) SG 1 Align Measurement and Analysis Activities [PA154.IG101]• 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 Procedures

b) SG 2 Provide Measurement Results [PA154.IG102]• 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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Generic Practices and M & A

c) GG 2 Institutionalize a Managed Process [CL103.GL101]• GP 2.1 (CO 1) Establish an Organizational Policy• GP 2.2 (AB 1) Plan the Process• GP 2.3 (AB 2) Provide Resources• GP 2.4 (AB 3) Assign Responsibility• GP 2.5 (AB 4) Train People• GP 2.6 (DI 1) Manage Configurations• GP 2.7 (DI 2) Identify and Involve Relevant Stakeholders• GP 2.8 (DI 3) Monitor and Control the Process• GP 2.9 (VE 1) Objectively Evaluate Adherence• GP 2.10 (VE 2) Review Status with Higher Level Management


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“Critical” SPs in M & A

SG 1 Align Measurement and Analysis Activities [PA154.IG101]• SP 1.1 Establish Measurement Objectives

• Sub practice1 Document information needs and objectives• Sub practice 2 Prioritize information needs and objectives • Sub practice 3 Document, review, and update measurement

objectives• Sub practice 4 Provide feedback for refining and clarifying

information needs and objectives as necessary• Sub practice 5 Maintain trace ability of the measurement

objectives to the identified information needs and objectives


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• Sub practice1 Document information needs and objectives

Refer next slide


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Project Performance

• Project Management

• Project Process Capability

• Emphasis on PredictiveCapability

Senior Management Evaluation

• Top Level Project Performance

• Organizational Health• Emphasis on Early Warning

ProjectPerformance Goals

Organizational ProcessPerformance

• Support Cost Estimation forProposals and Program

Rebaselining

• Support Determination ofOrganizational Process Capability

Organizational Goals*

* Organizational Goals flowed downto project and proposal

performance evaluation


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• Sub practice 3 Document, review, and update measurement objectives• a Strategic plans• b.Established management objectives• c.Interviews with managers and others who have information needs• d.External industry benchmarks• e.Process improvement plans• f.Formal requirements or contractual obligations• gProject plans• hMonitoring of project performance• i.Recurring or other troublesome management or technical problems• j.Experiences of other projects or organizational entities


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• Sub practice 5 Maintain trace ability of the measurement objectives to the identified information needs and objectives

Microsoft Word Document


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“Critical” SPs in M & A SG 1 Align Measurement and Analysis Activities [PA154.IG101]

• SP 1.4 Specify Analysis Procedures• Sub practice1 Specify and prioritize the analysis that will be

conducted and the reports that will be prepared• Sub practice 2 Select appropriate data analysis methods and

tools• Sub practice 3 Specify administrative procedures for analyzing the

data and communicating the results• Sub practice 4 Review and update the proposed content and

format of the specified analysis and reports• Sub practice 5 Update measures and measurement objectives as

necessary• Sub practice 6 Specify criteria for evaluating the utility of the

analysis results, and of the conduct of the M&A activities


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• SP 1.4 Specify Analysis Procedures• Sub practice 2 Select appropriate data analysis methods and

tools



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• SP 1.4 Specify Analysis Procedures• Sub practice 4 Review and update the proposed content and

format of the specified analysis and reports

The measurements may also be derived using the Goal Question Metric (GQM) method. The GQM method includes:

• a. Identifying the information goal• b. Identifying questions that determine whether the goal is being

met• c. Identifying the specific parameters that must be measured to

answer the questions• d.Applying the measures selected and evaluating their usefulness


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• SP 1.4 Specify Analysis Procedures• Sub practice 6 Specify criteria for evaluating the utility of the

analysis results, and of the conduct of the M&A activities

• a) Divisions shall establish and maintain measurement objectives derived from identified organizational needs and objectives.

• b) Divisions shall derive organizational measurements based on organizational measurement objectives.

• c) Projects shall establish and maintain measurement objectives derived from organizational objectives and project needs and objectives.

• d) Projects shall derive project measurements based on project measurement objectives.


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a) SG 2 Provide Measurement Results [PA154.IG102]• 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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a) SG 2 Provide Measurement Results [PA154.IG102]• SP 2.2 Analyze Measurement Data

• Sub practice 1 Conduct initial analysis, interpret the results, and draw preliminary conclusions

• Sub practice 2 Conduct additional M&A as necessary and prepare results for presentation

• Sub practice 3 Review the initial results with relevant stakeholders

• Sub practice 4 Refine criteria for future analysis


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• Sub practice 1 Conduct initial analysis, interpret the results, and draw preliminary conclusions

Refer next two slides


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Metrics can be generally classified into two types:· trend-based· limit-based Trend-based Metrics: – these are used when expected or planned value

changes regularly over time. Typical examples of this type of metric are growth of code size, no. of units completed etc.

Limit-based Metric: – These are used when expected or planned value

remains relatively constant over time. Typical examples of this type of metric are effort estimation variance, schedule estimation variance, productivity etc.


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In simplest form metric is analysed in following steps· Compute the metric using the collected data· Compare the computed value for the metric with defined goal and

allowable range as per the metric plan· If the computed metric value is outside the range, then a cause

analysis is performed to identify the cause for this exception / deviation.Once the cause(s) has been established, identify the corrective

actions that need to be taken


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• Sub practice 3 Review the initial results with relevant stakeholders

Refer next two slides


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Taking corrective actions based on Metric Analysis• Probable causes for exception may include one or more of the

following• Complexity of Project - New technology• Lack of experience and skills - Attrition• Frequent Changes - Unclear requirements• Resources not available - Under estimation• Lack of process compliance


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• Corrective actions may include one or more of the following• Replanning the project schedules, estimates, risk etc• Improving process compliance in the project• Giving project specific training to the project teams• Proper change control• Close monitoring and tracking


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a) SG 2 Provide Measurement Results [PA154.IG102]• SP 2.4 Communicate Results

• Sub practice 1 Keep relevant stakeholders apprised of measurement results on a timely basis

• Sub practice 2 Assist relevant stakeholders in understanding the results


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a) SG 2 Provide Measurement Results [PA154.IG102]• SP 2.4 Communicate Results

• Sub practice 2 Assist relevant stakeholders in understanding the results

• Conduct training sessions on quality tools like Pareto Analysis, cause and Effect diagram


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c) GG 2 Institutionalize a Managed Process [CL103.GL101]• GP 2.5 (AB 4) Train PeopleTrain M&A stake holders on • Statistical techniques• Data collection, analysis and reporting processes• Goal Question Metrics



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c) GG 2 Institutionalize a Managed Process [CL103.GL101]• GP 2.7 (DI 2) Identify and Involve Relevant Stakeholders• This is achieved by setting up standards for flowing down of

organizational quality goals through a set of questionnaire passed on to relevant stakeholders and compiling the same on regular intervals.



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c) GG 2 Institutionalize a Managed Process [CL103.GL101]• GP 2.8 (DI 3) Monitor and Control the Process

As discussed in Slide # 15, SG1


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c) GG 2 Institutionalize a Managed Process [CL103.GL101]• GP 2.10 (VE 2) Review Status with Higher Level Management• Presentations could be in the form of “Stop Light” charts,

indicating the Red/Yellow/Green status of each major area. The determination of Red, Yellow or Green status shall be based on pre-established threshold values.

• Areas with Red or Yellow status on the Stop Light Charts shall have backup metrics trend data and an action plan to improve the status.



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Thank You

CmmIi Assignment Vish 04 Nov 2003

Technology

process gp

measurement objectives

process performanceeto

intermediate cmmi

carnegie mellon university

department of defense

measurement data sp

software engineering