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Specific Practices Capability LevelsGeneric Practices
Generic Goals
Process Area 2Process Area 1 Process Area n
Specific Goals
Specific Practices Capability Levels
SPx.y GPx.y
SGx GGx
PA n
Maturity Levels MLx
CLx
Maturity Level(ML)
Maturity Level(ML)
Process Area (PA) NameProcess Area (PA) Name #PracticesGP/SP
#PracticesGP/SP
5Optimizing
Organizational Innovation and DeploymentCausal Analysis and Resolution
1917
4Quant Managed
Organizational Process PerformanceQuantitative Project Management
1720
3Defined
Requirements DevelopmentTechnical SolutionProduct IntegrationVerification/ValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project ManagementRisk Management
202121201917192019
2Managed
Requirements ManagementProject PlanningProject Monitoring and ControlProcess and Product Quality AssuranceConfiguration ManagementSupplier Agreement ManagementMeasurement and Analysis
Organization Institutionalization Generic Practices 2.1 to 3.2 2.1 Adhering to organizational policies 2.2 Following established plans and process descriptions 2.3 Providing adequate resources 2.4 Assigning responsibility and authority for performing the process 2.5 Training the people performing and supporting the process 2.6 Placing work products under appropriate configuration management levels 2.7 Identifying and involving relevant stakeholders 2.8 Monitoring process performance against performance plans and taking corrective actions are
when required 2.9 Evaluating the process, its work products, and its services for adherence to the process
descriptions, objectives, and standards, and addressing noncompliance issues 2.10 Reviewing all process activities, status, and results with higher level management, and taking
corrective action when required 3. Addressing all items that institutionalize a Managed process 3.1 Establishing the description of the defined process for the project or organizational unit 3.2 Deriving work products, measures, and improvement information from information collected
from the planning and performance of defined processes Addressing all items that institutionalize a Defined process
• CMMI®: any artifact produced by a process– Include files, documents, parts of the
product, services, processes, specifications, and invoices, etc.
• Scheduled by Project Managers• Stored in Configuration Management Systems• Tested for Quality• Used & shared by project staff members• Assessed for Organizational Capability or
– CMMI®-SW creates many Work Products or Artifacts during the Software Life Cycle and these are inputs to the Assessment
• Artifact Problem– Which Artifact?– What is the Artifact content and format?– How to convince the organization to use our “standard Artifact”?
• Artifact Approaches– Mandate using existing Artifacts from best company’s project– Invent and design your own Artifacts– Benchmark & borrow Artifacts from the industry best company– Borrow Artifacts from Standards developed by the industry best
8 Steps to Success In CMMI® -Compliant Process Engineering
1Understand
your business processes
2Look to the CMMISM for
Process Completeness
3Look to
Framework Standards for Life Cycle Definition
4Look to
Supporting Standards for Process Detail
5 Build or Refine Your Process Architecture
6 Execute Your Processes
7 Measure Your Results - Modify
Processes as Necessary
333
3
8 Confirm Your Status With Independent Appraisals
Practical Support for CMMI®-SW Project Documentation: Using IEEE Software Engineering Standards
16th Annual Systems and Software Technology Conference – Track 6, IEEE Sponsored Track – 20 April 2004Copyright 2004, Paul R. Croll, All rights reserved
The CMMI is a compendium of software engineering practices, which act as the motivator for the continuous evolutionof improved software engineering processes
IEEE Standards can be used to provide the basic beginning framework
for software process improvement
CMMI®-SW Level 2 & 3 Comparison to IEEE SE Standards
Level 2 CMMI-SW PALevel 2 CMMI-SW PA IEEE StandardsIEEE Standards
Requirements Management IEEE Std 830 – Practice for Software Requirements Specifications
CMMI®-SW Level 2 & 3 Support Specific and Generic Goals/Practices and Typical Work Products
Book Plan or Artifact
GG2 – Institutionalize a Managed Process GP2.1 – Establish an organizational policy Organizational policy supporting requirements management
Organizational policy
GP2.2 – Plan the process Documentation in support of the requirements management planning process
Requirements management plan
GP2.3 – Provide resources Identification of resources used in support of requirements identification and management
Project plan, requirements management plan
GP2.4 – Assign responsibility Description of individuals responsible for requirements management activities
Requirements management plan, project plan, or organizational policy
GP2.5 – Train people Identify how individuals will be provided the appropriate training
Training plan or project plan
GP 2.6 – Manage configurations Description of how requirements and all associated artifacts are placed under configuration management
Configuration management plan
GP 2.7 – Identify relevant stakeholders Identify who is responsible for the definition and management of requirements
CCB meeting minutes, traceability reporting, and requirements reviews
Specific and Generic Goals/Practices and Typical Work Products
Book Plan or Artifact
SG1 – Manage Requirements SP1.1 – Obtain an understanding of requirements
List of criteria for distinguishing appropriate requirements providers
Requirements Management Plan
Criteria for evaluation and acceptance of requirements
Requirements Management Plan
Results of analyses against criteria Requirements Specification Review An agreed-to set of requirements Requirements Specification SP1.2 – Obtain commitments to requirements
Requirements impact assessments Requirements Specification Documented commitments to requirements and requirements changes
Signed SRS or approved change requests
SP1.3 – Manage requirements changes Requirements status Requirements database, baseline
PA – Requirements Management ArtifactSoftware Requirements Management Plan
IEEE Std 830-1998, IEEE Recommended Practice for Software Requirements Specifications.
Outlines the requirements for what comprises a good Software Requirements Specification (SRS):
• Establishes basis for agreement between customers and suppliers on what the software product is to do
• Reduces the development effort• Provides a basis for estimating costs and schedules• Provides a baseline for validation and verification• Facilitates transfer• Serves as a basis for enhancement
Why Use IEEE Standards in Support of Process Improvement ?
• IEEE Standards can be used as tools to help in the painful process of ‘self-documentation’.
•Many of the standards provide detailed procedure explanations, e.g., section by section guidance on building the necessary documentation.
• Most importantly, they provide the best practice as defined by those from the software development industry who sit on the panels of reviewers. They can be used to:
IDEAL Implementation Initiate Define and Train the Process Team Leverage the expertise contained in the IEEE Software and Systems
Engineering Standards. Diagnose Initial process baseline, Gap Analysis Set Realistic Goals Establish Fix Timelines for Goal driven process improvement, Develop Action Plans Act Baseline and Implement Processes changes Define your processes in outline form; Document templates, Staff training, Redefine your processes./ Use IEEE standards to change your baseline process
documentation Learn Perform Gap Analysis / self-audit using CMMI PAs Re-plan Readjust processes/plans based upon audit results
Strategy: Use the CMMI® as a Guide to Process Completeness
Process Management Engineering• Organizational Process Focus • Requirements Management• Organizational Process Definition • Requirements Development• Organizational Training • Technical Solution• Organizational Process