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India SEPG 2001CMM to CMMI Evolution
Evolutionary DifferencesEvolutionary DifferencesBetween CMM for SoftwareBetween CMM for Software
Why an IntegratedWhy an IntegratedApproach?Approach?
u Software Engineering is not considered anengineering discipline throughout the worldwhen compared to electrical engineering,mechanical engineering, and civil engineering
u Software Engineering’s brief history has beenfilled with problems:³Cost overruns³Schedule slippage³Poor performance compared to specification³Unsatisfied customers
Why an IntegratedWhy an IntegratedApproach? - 2Approach? - 2
u Software is becoming such a large factor in thesystems that are being built today that it isvirtually impossible to logically separate the twodisciplines
u Demands for software-intensive systems havebeen growing steadily in the government andcommercial marketplaces
u Some organizations have developed “productlifecycles” that include systems, software,hardware, marketing, manufacturing, etc.
Why an IntegratedWhy an IntegratedApproach? - 4Approach? - 4
u AT&T realized an increase in productivity andproduct quality by creating integrated teamsthat forced marketing, systems, software, andhardware representatives to work together andbe accountable as a team for the delivery of theproduct – 1990
u Integrating Systems and Software engineeringactivities enabled Ford Aerospace to regain itscompetitive position in the command andcontrol market place and reach CMM Level 3 atthe same time – 1989 - 1992
u The first CMM (CMM v1.0) was developed forsoftware and released in August 1990
u Based on this success and the demand fromother interests CMMs were developed for otherdisciplines and functions³Systems Engineering³People³Integrated Product Development³Software Acquisition³Software Quality Assurance³Measurement³Others…….
u While organizations found these various CMMsto be useful they also found them to be:³Overlapping³Contradicting³Lacking clean, understandable interfaces³Lacking standardization³Displaying different levels of detail
u In addition, many organizations also had todeal with ISO 9001 Audits or TickIT auditsbased on ISO 9000-3
u This resulted in expensive, confusing andconflicting process improvement programs
u Bi-Directional Traceability is now explicitlyasked for in Requirements Management³Hard to determine if the delivered product matches
the requirements and approved requirementschange requests and nothing more withoutrequirements traceability³Always been necessary but not clearly demanded
u Requirements Management is expected tooperate in parallel with RequirementsDevelopment and offer support as newrequirements are discovered and requirementschange requests are made
u Requirements cannot be managed effectivelywithout bi-directional requirements traceability
u A requirement is traceable if:³You know the source of each requirement³Why the requirement exists³What requirements are related to it³How that requirement relates to other information
such as systems designs, implementations, anduser documentation
u Traceability information is used to find otherrequirements which might be affected byproposed changes
u The identification and involvement of stakeholders isan important evolution of the “all affected groups”statement that appeared frequently in the SWCMM
u The required plan for stakeholder interaction includes:
³List of all relevant stakeholders
³Rationale for stakeholder involvement
³Expected roles and responsibilities
³Relationships between stakeholders
³Relative importance of stakeholder to project success byphase
³Resources needed to ensure relevant stakeholder interaction
Process and ProductProcess and ProductQuality AssuranceQuality Assurance
u Stresses the objective evaluation of productsas well as processes!!
u Evaluation criteria must be established basedon business objectives³What will be evaluated?³When or how often will a process be evaluated?³How will the evaluation be conducted?³Who must be involved in the evaluation?
u Provides a description of a measurementinitiative that involves the following:³Specifying the objectives of measurement and
analysis such that they are aligned with establishedinformation needs and business objectives
³Defining the measures to be used, the datacollection process, the storage mechanisms, theanalysis processes, the reporting processes, andthe feedback processes³Implementing the collection, storage, analysis, and
presentation of the data³Providing objective results that can be used in
making business judgments and taking appropriatecorrective actions
u An organization that barely passes theMeasurement and Analysis Common Featurerequirements of CMM for Software would notpass the measurement requirements of CMMI
u Sets up the organization to evolve itsmeasurement program from basic projectmanagement measures to those based on theorganization’s set of standard processes tostatistical control of selected subprocessesaccording to the organization’s business needs
u The concepts presented in RequirementsDevelopment are consistent with very modernpublications on Requirements Engineering
u Clearly defines the need for identification andcare of stakeholders
u Incorporates the interface ideas of SystemsEngineering and Software Engineering withregards to gathering, analyzing, documenting,and maintaining requirements found in CMMfor Software v1.1 and expands on them
u The Requirements Development PA includes adescription of developing an operationalconcept and operational scenarios to refineand discover new requirements, needs, andconstraints that include the interaction of theproduct, the end user and the environment
u It also includes a strong focus on interfacerequirements
u It suggests the use of models, simulations, andprototyping to perform risk assessments toreduce the cost and risk of productdevelopment
u It is very tightly coupled to the TechnicalSolution process area
u Quality Factors (e.g., maintainability,expandability, reliability) were discussed in theCMM/SW Level 4 KPA Software QualityManagement – “Quality goals for the project’ssoftware products are defined, monitored, andrevised throughout the software lifecycle”
u CMMI discusses the quality factors first inRequirements Development and emphasizestheir importance in Technical Solution
u Design criteria are often established to ensurethat the product or product component exhibitsone or more of the following quality attributes:³Modularity³ Clarity³Maintainability³ Expandability³ Portability³ Efficiency³ Reliability³ Security³ Usability³ Scalability
u Product Integration presents the concepts toachieve complete product integration throughprogressive assembly of product components,in one stage or in incremental stages,according to a defined integration strategy
u It stresses the careful analysis and selection ofthe optimum integration strategy³The basis for effective product integration is an
integration strategy that uses combinations oftechniques in an incremental manner
u It points out the need to establish and maintainthe environment required to support theintegration of the product components
u It introduces the concept of product componentand product assembly Checkout, to evaluateits performance and suitability
u It presents the idea of applying (ProductIntegration, Verification, and Validation) insuccessive triplets until the product is ready forpackaging and delivery
u It stresses the effective management of allinterfaces to ensure that all interfaces will becomplete and compatible³Interface descriptions
³Interface data
u Packaging and Delivery is specifically calledout in Specific Practice 3.4 – an improvementover the information provided in the SWCMM
u Inspecting Product Elements Upon Receipt isan activity that is not well done in the industrytoday and deserves the attention that is nowdefined in the CMMI!
u Verification is used to assure that selectedwork products meet their specifiedrequirements
u Verification assures “You built it right”
u Expects a verification strategy that addressesthe specific actions, resources, andenvironments that will be required for workproduct verification to be developed³Developed concurrently and iteratively with the
uCaptures the ideas of using:³Peer Reviews³Load, stress and performance testing³Functional decomposition based testing³Simulation³Prototypes³Observations and demonstrations³Operational scenario testing
as they apply to ensuring that the requirementsare being addressed at each phase of thedevelopment lifecycle from a systems, andsoftware point of view
u The concepts inherent to Risk Managementfinally made it to Process Area status³Risk Identification³Risk Assessment³Risk Analysis³Risk Prioritization³Risk Mitigation³Risk Contingency Planning
u The ideas behind Risk Contingency Planningand Risk Mitigation have been merged but aredefinitely clearer
u Decision and Analysis presents the concepts ofidentifying alternatives to issues that have asignificant impact on meeting objectives,analyzing the alternatives, and selecting oneor more alternatives that best supportprescribed objectives
u Decision and Analysis is a new concept for thesoftware world whose time has certainly come
Criteria for UsingCriteria for UsingFormal DecisionFormal DecisionAnalysis TechniquesAnalysis Techniques
u Decision and Analysis helps determine which issuesshould be examined by formal decision analysis –typical criteria for when to require formal decisionmaking includes:³When a decision is directly related to topics assessed as
being of medium or high risk
³When a decision is related to changing work productsunder configuration management
³When a decision would cause schedule delays over acertain percentage or specific amount of time
³When a decision has an impact on the ability to achieveproject objectives
³When a decision’s costs are reasonable compared to thedecision’s impact
Assistance fromAssistance fromOperations ResearchOperations Research
u Understanding decision making models fromOperations Research can help in making fulluse of this Process Area³Linear Optimization Models Simplex Method for executive decision making
u Integrated Project Management takes on the aspects ofIntegrated Software Management and IntergroupCoordination that were found in the SWCMM³ The project is conducted using a defined process that is tailored
from the organization's set of standard processes
u It also emphasizes the need to proactively integrate theconcepts in the Project Plan and all supporting planssuch as:³Quality assurance plans³Configuration management plans³Risk management strategy³ Verification strategy³ Validation strategy³ Product integration plans
u The Organizational Process Performanceprocess area was developed to helporganizations set the stage for quantitativeprocess management:³Baselines and models that characterize
the expected process performance of theorganization's set of standard processes areestablished and maintained
u The organization’s process performancebaselines measure performance for theorganization’s set of standard processes atvarious levels including:³Individual processes (e.g., test case inspection
element)
³Sequence of connected processes
³Processes for the complete lifecycle
³Processes for developing individual work products
u This Process Area combines the concepts ofQuantitative Process Management andSoftware Quality Management from theSWCMM point of view
u The concepts of quantitative management andstatistical process control are strongly presentin this process area.
u Quantitative Project Management is tightlycoupled with Organizational ProcessPerformance, taking standard processmeasures from it to achieve stability ofsubprocesses and providing information backto it once the statistical control boundaries areestablished
u Quantitative Management is tied to theorganization’s strategic goals for productquality, service quality, and processperformance
u When higher degrees of quality andperformance are demanded, the organizationand projects must determine if they have theability to improve the necessary processes tosatisfy the increased demands
u Achieving the necessary quality and processperformance objectives requires stabilizing theprocesses that contribute most to theachievement of the objectives
u Assuming the technical requirements can bemet, the next decision is to determine if it iscost effective
u Reducing process variation is an importantaspect to quantitative management:³It is important to focus on subprocesses that can be
controlled to achieve a predictable performance
u Statistical process control is often betterfocused on organizational areas such asProduct Lines where there is high similarity ofprocesses, than on the organization’s entire setof products
u Successful application of QuantitativeManagement concepts must look closely to:³The business demands³The capability of existing processes³The ability of the organization to bring processes
and subprocesses under statistical control in a costeffective manner
u Combined Process Change Management andTechnology Change Management from theSWCMM point of view
u Just Do It! – Or once one has the innovationideas identified and analyzed against theorganization’s business objectives and costmeasures, get it tried and expanded whereverpossible throughout the organization
u Subpractices are excellent and provide a solidpicture of what is required for this process area
u The Organizational Innovation and Deploymentprocess area selects and deploysimprovements that can improve theorganization’s ability to meet its quality andprocess performance objectives
u Quality and process performance objectivesthat this process area might address include:³Improved product quality³Increased productivity³Decreased developed cycle time³Greater customer and end user satisfaction
u Process and technology improvements that willbe deployed are selected from proposalsbased on the following criteria:³A quantitative understanding of the organization’s
current quality and process performance
³Estimates of the improvement resulting from thedeployment
³The resources and funding available for thatdeployment
³The expected benefits weighed against the cost andimpact to the organization
u CMMI Framework provides the opportunity toapply the principles of both the staged andcontinuous representations in a processimprovement oriented manner or a manner thatmight be labeled “Constageduous”