page 1 Pittsburgh, PA 15213-3890 CMMI ® Version 1.2 and Beyond E-SEPG June 12, 2006 Mike Phillips Software Engineering Institute Carnegie Mellon University ® CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. Thanks to Gary Wolf and D’ Ann Hunt from Raytheon, Denise Cattan of SPIRULA
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Pittsburgh, PA 15213-3890
CMMI® Version 1.2 and Beyond
E-SEPGJune 12, 2006
Mike PhillipsSoftware Engineering InstituteCarnegie Mellon University
® CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.Thanks to Gary Wolf and D’Ann Hunt from Raytheon, Denise Cattan of SPIRULA
TrainingIntroduction to CMMI –47,933 trainedIntermediate CMMI –2,026 trainedIntroduction to CMMI Instructors –414SCAMPI Lead Appraisers –612 trainedSCAMPI B&C-Only Team Lead -- 27
AuthorizedIntroduction to CMMI V1.1 Instructors –355SCAMPI V1.1 Lead Appraisers –419SCAMPI B&C Team Leads -- 409
Current Appraisal SynopsisBased on SCAMPISM V1.1 Class A appraisals conducted sinceApril 2002 through December 2005 and reported to the SEI byJanuary 2006.
Countries where Appraisals have beenPerformed and Reported to the SEI
Red country name: New additions since October 2005
Argentina Australia Austria Belarus Belgium Brazil CanadaChile China Colombia Czech Republic Denmark Egypt FinlandFrance Germany Hong Kong India Ireland Israel ItalyJapan Korea, Republic of Latvia Malaysia Mauritius Mexico NetherlandsNew Zealand Philippines Portugal Russia Singapore Slovakia South AfricaSpain Sweden Switzerland Taiwan Thailand Turkey UkraineUnited Kingdom United States Vietnam
Argentina 12 No Yes Yes Yes No Latvia 10 or fewerAustralia 21 Yes Yes Yes Yes Yes Malaysia 10 or fewerAustria 10 or fewer Mauritius 10 or fewerBelarus 10 or fewer Mexico 10 or fewerBelgium 10 or fewer Netherlands 10 or fewerBrazil 22 No Yes Yes No Yes New Zealand 10 or fewerCanada 15 No Yes Yes No Yes Philippines 10Chile 10 or fewer Portugal 10 or fewerChina 117 Yes Yes Yes Yes Yes Russia 10 or fewerColombia 10 or fewer Singapore 10 or fewerCzech Republic 10 or fewer Slovakia 10 or fewerDenmark 10 or fewer South Africa 10 or fewerEgypt 10 or fewer Spain 18 No Yes Yes No YesFinland 10 or fewer Sweden 10 or fewerFrance 42 Yes Yes Yes Yes Yes Switzerland 10 or fewerGermany 22 Yes Yes Yes No Yes Taiwan 26 No Yes Yes No NoHong Kong 10 or fewer Thailand 10 or fewerIndia 140 No Yes Yes Yes Yes Turkey 10 or fewerIreland 10 or fewer Ukraine 10 or fewerIsrael 10 or fewer United Kingdom 35 Yes Yes Yes Yes NoItaly 10 or fewer United States 500 Yes Yes Yes Yes YesJapan 131 Yes Yes Yes Yes Yes Vietnam 10 or fewerKorea, Republic of 50 Yes Yes Yes Yes Yes
SCAMPI C: provides a wide range ofoptions, including characterization of plannedapproaches to process implementationaccording to a scale defined by the user
SCAMPI B: provides options in model scopeand organizational scope, but characterizationof practices is fixed to one scale and isperformed on implemented practices
SCAMPI A: Is the most rigorous method, andis the only method that can result in ratings
•SCAMPI family methods can be used in a range from:•looking at the approach planned to satisfy processimprovement goals to•examining deployment of processes in selected instances inan organizational unit (OU) to•benchmarking the institutionalization of CMMI in an OU
Reliability, rigor and cost may go down from A to B to C,risk may go up
Adoption: What Else Is Happening?The Addison-Wesley SEI Series Book and:•A Guide to the CMMI•CMMI: A Framework…•CMMI Assessments•CMMI Distilled: Second Edition•CMMI SCAMPI Distilled•CMMI: Un Itinéraire Fléché•De kleine CMMI•Interpreting the CMMI•Making Process Improvement Work•Practical Insight into CMMI•Real Process Improvement Using the CMMI•Systematic Process Improvement Using ISO
9001:2000 and CMMI•Balancing Agility and Discipline
Technical notes and special reports:•Interpretive Guidance Project (Two Reports)•CMMI and Product Line Practices•CMMI and Earned Value Management•Interpreting CMMI for Operational Organizations•Interpreting CMMI for COTS Based Systems•Interpreting CMMI for Service Organizations•CMMI Acquisition Module (CMMI-AM) (V1.1)•CMMI and Six Sigma•Interpreting CMMI for Marketing (in progress)•Demonstrating the Impact and Benefits of CMMI (and
Integrated Product and ProcessDevelopment (IPPD) ChangesIPPD material is being revised significantly.•Organization Environment for Integration PA removed
and material moved to Organizational ProcessDefinition (OPD) PA.
•Integrated Teaming PA removed and material moved toIntegrated Project Management (IPM) PA.
2.1 –Execute the Supplier Agreement2.2 –Monitor Selected Supplier
Processes2.3 –Evaluate Selected Supplier Work
Products2.4 –Accept the Acquired Product2.5 –Transition Products
v1.1 SP2.1 “Review COTS Products,”was eliminated. “Identifycandidate COTS products that satisfy requirements”is a newsubpractice under the Technical Solutions Process Area SP1.1,“Develop Alternative Solutions and Selection Criteria.”
SCAMPI A Changes Being Consideredfor V1.2Method implementation clarifications•interviews in “virtual”organizations•practice characterization rules•organizational unit sampling options
Appraisal Disclosure Statement (ADS) improvements•reduce redundancy with other appraisal documents•improve usability for sponsor and government•require sponsor’s signature on the ADS
Appraisal team will have responsibility for determination of“applicability”for SAM
Maturity level and capability level shelf life –3 years, given1 year of V1.2 availability
First two new “constellations,”CMMI for Services andCMMI for Acquisition, have been “commissioned”byCMMI Steering Group. Development will be in parallel withV1.2 effort; publication sequenced after V1.2 rollout.
Northrop-Grumman is leading industry group for CMMIServices.
•Initial focus will be for organizations providing “DoDservices”as well as internal IT:
SP 2.1 Design the Product or Product ComponentDevelop a design for the product or product component.
For Hardware EngineeringDetailed design is focused on product development of electronic,mechanical, electro-optical, and other hardware products andtheir components. Electrical schematics and interconnectiondiagrams are developed, mechanical and optical assemblymodels are generated, and fabrication and assembly processesare developed.
Amplifications ImprovedProposed Conceptual Solution: “Review amplifications andwhere appropriate modify the amplification to provide moreinsight into the discipline that is being described. For informationthat applies more generally and is captured as an amplification,move the information into a "note" rather than identifying it as anamplification.”
From Technical Solution V1.1
For Systems EngineeringExamples of criteria include the following:
- Maintainability- Reliability- Safety
Amplification removed from Technical Solution V1.2 sinceit is not unique to Systems Engineering
of Requirements1.5 –Identify Inconsistencies Between
Project Work and Requirements
v1.2 SP 1.4 practice statement now reads, “Maintain bidirectionaltraceability among the requirements and work products.”Project plansare no longer mentioned in this SP statement.Bidirectional Traceability description is improved in the notes andGlossary.
1.1 –Develop Detailed Alternative Solutionsand Selection Criteria
1.2 –Select Product-Component Solutions
v1.1 SP 1.1 “Evolve Operational Concepts and Scenarios”is now partof RD SP 3.1.Base practice “Develop Alternative Solutions and Selection Criteria”is eliminated.“Identify candidate COTS products that satisfy requirements”is a newsubpractice under SP1.1.
2.1 –Design the Product or Product Component2.2 –Establish a Technical Data Package2.3 –Design Interfaces Using Criteria2.4 –Perform Make, Buy, or Reuse Analyses
Implement theProduct Design
3.1 –Implement the Design3.2 –Develop Product Support Documentation
Base practice “Establish Interface Descriptions”is eliminated.
Integrated Product and ProcessDevelopment (IPPD) ChangesIPPD material is being revised significantly•Organization Environment for Integration PA removed
and material moved to Organizational ProcessDefinition (OPD) PA
•Integrated Teaming PA removed and material moved toIntegrated Project Management (IPM) PA
•IPPD goals in the IPM PA have been consolidated- Goal 3: Apply IPPD Principles
•Overall material condensed and revised to be moreconsistent with other PAs
SG 1 –Establish OrganizationalProcess Assets1.1 –Establish Standard Processes1.2 –Establish Life-Cycle ModelDescriptions1.3 –Establish Tailoring Criteria andGuidelines1.4 –Establish the Organization’sMeasurement Repository1.5 –Establish the Organization’s Process
SG1 –Establish Organizational Process Assets
1.1 –Establish Standard Processes1.2 –Establish Life-Cycle Model Descriptions1.3 –Establish Tailoring Criteria and Guidelines1.4 –Establish the Organization’s Measurement
Repository1.5 –Establish the Organization’s Process1.6 –Establish Work Environment StandardsSG2 –Enable IPPD Management2.1 –Establish Empowerment Mechanisms2.2 –Establish Rules and Guidelines for
Integrated Teams2.3 –Establish Guidelines to Balance Team and
SG1 –Use the Project’s Defined Process1.1 –Establish the Project’s DefinedProcess1.2 –Use Organizational Process Assetsfor Planning Project Activities1.3 –Integrate Plans1.4 –Manage the Project Using theIntegrated Plans1.5 - Contribute to the OrganizationalProcess AssetsSG2 –Coordinate and Collaborate withRelevant Stakeholder2.1 –Manage Stakeholder Involvement2.2 –Manage Dependencies2.3 –Resolve Coordination Issues
SG1 –Use the Project’s Defined Process1.1 –Establish the Project’s Defined Process1.2 –Use Organizational Process Assets for
Planning Project Activities1.3 –Establish the Project’s Work Environment1.4 –Integrate Plans1.5 –Manage the Project Using the Integrated
Plans1.6 - Contribute to the Organizational
Process AssetsSG2 –Coordinate and Collaborate with Relevant
SG3 –Apply IPPD Principles3.1 –Establish the Project’s Shared Vision3.2 –Establish Integrated Team Structure for the
Project3.3 –Allocate Requirements to Integrated Teams3.4 –Establish Integrated Teams3.5 –Establish Coordination among Interfacing
Teams
V1.1
SG 3 –Use the Project’s Shared Vision forIPPD3.1 –Define the Project’s Shared VisionContext3.2 –Establish the Project’s Shared VisionSG 4 –Organize Integrated Teams for IPPD4.1 –Determine Integrated Team Structurefor the Project4.2 –Develop Preliminary Distribution ofRequirements to Integrated Teams4.3 –Establish Integrated Teams
•IPM SP 3.1 Establish the Project’sShared visionNone of the OEI material was usedin this existing SP. CMMI V1.2deleted the Org shared vision andthe IT shared vision.
•OT SP 1.1 Establish the strategictraining needs•OT SP 1.3 Establish anOrganizational training tactical planThere may be a relationshipbetween these two SPs but none ofthe OEI material was moved to OT.
-SP 2.3 Establish Mechanismto Balance Team and HomeOrganization Responsibilities
CMMI V1.2–OPD SG2 Organizational rules
and guidelines that govern theoperation of integrated teamsare provided
SP 2.1 EstablishEmpowerment Mechanisms
•SP 2.2 Establish Rules andGuidelines for IntegratedTeamsEstablish and maintainorganizational rules and guidelinesfor structuring and formingintegrated teams
SP 2.3 Balance Team andHome OrganizationResponsibilities
What is OEI?•The purpose of Organizational Environment for Integration (OEI) is to
provide an Integrated Product and Process Development (IPPD)infrastructure and manage people for integration
What is IPPD?•Integrated Product and Process Development (IPPD) is a systematic
approach to product development that achieves a timely collaborationof relevant stakeholders throughout the product life cycle to bettersatisfy customer needs
OEI lives for IPPD, and IPPD elements live in various PAs:REQM489 RD470 PP416 TS543 IT231 IPM187, 194 OEI267, 274 OPD308, 313
Revised Practices•OID, SP 1.4: Select process and technology
improvements [not “improvement proposals”] fordeployment across the organization
•OPP, SP 1.1: Select the processes or subprocesses [not“process elements”] in the organization’s set of standardprocesses that are to be included in the organization’sprocess performance analysis
High-leverage elements of the constructed process are identified toprovide strategic management options in order to support timely andpredictably beneficial control of project performance.
The ProblemThe significance of an organization being appraised to be
at Maturity Level x is affected by the model scope usedfor the appraisal. Process areas can be classified asnot applicable.
The SolutionThe model core is now defined to include all components
of the model except the IPPD components. For astaged appraisal only Supplier Agreement Managementand Integrated Supplier Management can be classifiedas not applicable in the core and only then after carefulanalysis.
2.1 –Execute the Supplier Agreement2.2 –Monitor Selected Supplier
Processes2.3 –Evaluate Selected Supplier Work
Products2.4 –Accept the Acquired Product2.5 –Transition Products
v1.1 SP2.1 “Review COTS Products,”was eliminated. “Identifycandidate COTS products that satisfy requirements”is a newsubpractice under the Technical Solutions Process Area SP1.1,“Develop Alternative Solutions and Selection Criteria.”
Version 1.2 Changes - RecapMajor changes to expect for Version 1.2 include:•Addison-Wesley book used as starting baseline
- “single book”approach (CMMI-Development+IPPD)•Hardware amplifications added•Amplifications improved•Common features and advanced practices eliminated•“Not applicable”process areas (PAs) for maturity levels
will be significantly constrained•Glossary improved (e.g., higher level management,
bidirectional traceability, subprocess)•Overview text improved•Work Environment material added to OPD and IPM•IPPD coverage consolidated and simplified•ISM will be brought into SAM
TranslationsJapanese•sponsored by Information-Technology Promotion
Agency (IPA)•CMMI models available•Introduction to CMMI course available to authorized
instructors
Traditional Chinese•sponsored by the Institute for Information Industry (III)•CMMI models available•translation of Introduction to CMMI course underway
Remove requirement for instruments•Only two types of Objective Evidence –Documents andInterviews•Thus presentations may be either documents orinterviews
Clarify “Not Rated”•Process Areas out of the model scope are “Out of Scope”•Process Areas that cannot be rated are “Not Rated”