1. Systems and Industrial Engineering
Terry Bahill
Systems and Industrial Engineering
University of Arizona
4/5/2017
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2. References
M. B. Chrissis, M. Konrad and S. Shrum, CMMI: Guidelines for Process Integration and Product Improvement, Pearson Education Inc., Boston, 2003.
D. M. Ahern, A. Clouse and R. Turner, CMMI Distilled: A Practical Guide to Integrated Process Improvement, Addison-Wesley, 2001.
Some of the slides of this presentation were downloaded from these sites:
They are Copyright 2002 Carnegie Mellon University, used by permission.
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3. What is CMMI?
The Capability Maturity Model Integration (CMMI) is a collection of best practices from leading engineering companies.
It provides a model that you can base your company processes on.
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4. A system can be implemented with software hardware bioware algorithms
organizations
processes
You can call these types of systems.
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5. What is process?
A process is a set of practices performed to achieve a given purpose; it may include tools, methods, materials, and/or people.
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6. Why focus on process?
Process provides a constructive, high-leverage focus...
as opposed to a focus on people
Your work force 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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7. When creating a process
the most important facets are
illustrating tasks that can be done in parallel
suggesting feedback loops
including a process to improve the process
configuration management
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8. Why use CMMI?
CMMI provides guidance for improving your organization’s processes and your ability to manage the development, acquisition, and maintenance of products or services.
CMMI places proven approaches into a structure that
helps your organization examine the effectiveness of your processes
establishes priorities for improvement
helps you implement these improvements
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9. Objective Force Warrior Solicitation
LTI Process Capability. A multidisciplinary, structured, and integrated development process with a strong emphasis on systems engineering, software engineering and integrated product and process development (IPPD) will be a cornerstone of the program. Capability Maturity Model Integration, Version 1.1, will be used as a guideline and benchmark when evaluating offeror’s systems engineering, software engineering and IPPD maturity and capabilities. Certification by relevant Capability Maturity Models (e.g., SECAM, SE-CMM, IPDCMM, etc.) is not required, except for Software Engineering, however, if such certifications have been obtained, that certification information will be considered during the Government’s evaluation process. … The LTI shall implement software management processes maintained at no less than level 3 of the Capability Maturity Model for Software (SW-CMM).
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10. Areas Your company’s divisions can be evaluated for Software Systems
IPPD*
Integrated product and process development
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11. CMM IntegrationSM Project
The CMM Integration Project was formed to
build an initial set of integrated models
establish a framework to enable integration of future models
create an associated set of appraisal and training products
Source models serving as the starting point for CMMI were
SW-CMM (software), V2.0 Draft C
EIA 632 (engineering)
EIA/IS-731 (systems engineering)
IPD-CMM (integrated product development), V0.98
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12. CMMI development team Membership from industry U.S. government
Software Engineering Institute
Membership characteristics
average of about 21 years experience
from organizations with solid process improvement credentials
Financing from DoD
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13. Development strategy
Base the model content on current industry best practices as represented in widely-accepted source models.
Conduct public reviews of the models.
Conduct pilots of the product suite prior to official product release.
Update the product suite based on feedback from pilots and reviewers.
Release v1.0 of the product suite.
Update the product suite based on feedback from users.
Release v1.1 of the updated product suite.
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14. The Bottom Line
Process improvement should be done to help the business— not for its own sake.
“In God we trust,
all others bring data.”
- W. Edwards Deming
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15. Categories of benefits
Process improvement benefits fall into these general categories:
improved schedule and budget predictability
improved cycle time
increased productivity
increased customer satisfaction
improved employee morale
increased return on investment
improved quality (as measured by defects)
decreased cost of quality
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16. Results: Boeing Effort Estimation
Improved schedule and budget predictability .
0 %
140%
-140% ..
. .
. ..
Without Historical Data
With Historical Data
Variance between + 20% to %
Variance between - 20% to + 20%
(Mostly Level 1 & 2)
(Level 3)
Over/Under Percentage
(Based on 120 projects in Boeing Information Systems)
. . .
Results: Boeing Effort Estimation
Reference: John D. Vu. “Software Process Improvement Journey:From Level 1 to Level 5.”
7th SEPG Conference, San Jose, March 1997.
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17. Improved cost & cycle time
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18. Increased productivity and quality
KLOC kilo lines of code: SLOC source lines of code. Source code requires a complete recompile. We also have lines of patch code.
Lockheed Martin Naval Electronics & Surveillance Systems (NE&SS) - Radar Systems - Syracuse
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19. Measurable return on investment
Process improvement provides measurable return on investment.
Return on software improvement investment was reported to be between 5:1 and 8:1.
(Herbsleb 94)
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20. Improved program performance
Performance to contract
Cost at Completion = Budget
Increases in productivity
150% over 5 years
Industry Cost / Schedule Estimation Tool (COCOMO) projects 20% reduction in effort for 1 level improvement
Decreases in Cost of Nonconformance
40% down to 10%
Increased customer satisfaction
ROI 5:1 and greater
Raytheon Missile Systems Software Center
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21. Remember The CMMI model is not a process. This model shows what to do,
Not how to do it or who does it.
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22. The IDEALSM Model The IDEAL model maps to the SIMILAR Process 4/5/2017
SM IDEAL is a service mark
of Carnegie Mellon University.
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23. Using CMMI models with the IDEAL model1
Initiating phase
CMMI models can assist an organization in understanding how to build sponsorship and in developing the infrastructure for improvement.
Diagnosing phase
The Standard CMMI Appraisal Methodology for Process Improvement (SCAMPISM) provides a yardstick for appraising processes based on CMMI.
SM SCAMPI is a service mark of Carnegie Mellon University.
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24. Using CMMI models with the IDEAL model2
Establishing phase
CMMI process areas focus the process improvement teams.
Acting phase
CMMI models provide guidance for defining or improving processes.
Learning phase
Lessons learned are documented and are the basis for revision of an organizational approach.
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25. Process notation schemes1
Process notations should represent
What activities are performed in the process?
Who does them?
Why are they done?
When are they done?
How are they done?
What inputs must you have?
What outputs do you produce?
How do you measure performance?
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26. Process notation schemes2
Different notation schemes emphasize different aspects of a process and, thus, have different strengths and weaknesses.
Different notations may or may not have the ability to conveniently represent
sequencing of activities
timing of activities
data flow among activities
hierarchical detail
entry and exit criteria
narrative information
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27. Process notation schemes3
Other notation scheme attributes
flexibility
simplicity
ease of training and understanding
availability of tool support
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28. Common process notations
data flow diagrams
flowcharts
decision trees
check lists
task descriptors (narratives)
activity diagrams (UML)
functional flow block diagrams
IDEF0
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29. Simplified notation
Flow chart to show activity sequencing supplemented with activity details as structured narrative
Decision to
make change I
DENTIFY P
ROBLEM
Operator
SCF V
ALIDATE
Senior Analyst
Validated R
OUTE
SCF T O A
FFECTED G
ROUPS
OASB Secretariat
ERFORM T
ECHNICAL
& C
OST
NALYSIS
AFMC/SSSG
EVIEW
ECOMMENDATIONS D
ETERMINE
ISPOSITION
Site OARB
OASB E
NTER
SCF-R
ELATED
NFO
INTO
ATABASE
THER S
ITES ?
Each Affected Site
ITW/AA OAP (ASPC)
SSIGN
RIORITY
FOR C
HANGE
Unknown M
AKE
OFTWARE
Software Engineers
ERIFICATION
&
ALIDATION
Certification Board
Yes No
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30. Activity details Activity Details
What is the purpose of this activity?
Who participates in this activity?
What are the inputs needed to perform the activity?
What are the work products that are generated by this activity?
How do you know when this activity should begin?
How do you know when the activity has successfully completed?
What do you do to accomplish this activity? What are the 3-6 subactivities that you perform to accomplish this activity?
How do you determine or measure the performance of this activity?
What activity is performed prior and after this one?
Activity 1 2 3
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31. Maturity levels Optimizing Focus on process improvement 51 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 measured and controlled
Focus on process improvement
Optimizing
Quantitatively
Managed
Defined
Initial
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32. Process areas
A process area (PA) is a cluster of related practices in an area that, when performed collectively, satisfy a set of goals considered important for making significant improvement in that area.
Practices are actions to be performed to achieve the goals of a process area.
All CMMI process areas are common to both continuous and staged representations.
A process area is NOT a process description.
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33. 4/5/2017 Bahill Level Focus Process Areas Continuous
Process Improvement
Quality
Productivity
Organizational Innovation and Deployment
Causal Analysis and Resolution
5 Optimizing
4 Quantitatively
Managed
Quantitative
Management
Organizational Process Performance
Quantitative Project Management
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Organizational Process Focus
Organizational Process Definition
Organizational Training Integrated Project Management for IPPD
Risk Management
Integrated Teaming
Integrated Supplier Management
Decision Analysis and Resolution
Organizational Environment for Integration
3 Defined
Process
Standardization
Requirements Management
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Measurement and Analysis
Process and Product Quality Assurance
Configuration Management
2 Managed
Basic
Project
Management
Risk,
Rework
1 Initial
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34. CMMI Model Process Areas
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35. CMMI applied to your life
High School
College B.S.
Graduate School M.S.
Buy a car
Get married
Have children
Did you plan the process?
Did you discover and manage requirements?
Did you use a formal analysis process for important decisions?
Does your family work as a team?
Do you try to improve your personal processes?*
Can you find something for your left hand to do while your right hand is brushing y0our teeth?
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36. Level 2 process areas1
Project Planning The purpose of PP is to establish and maintain plans that define project activities.
Project Monitoring and Control The purpose of PMC is to provide understanding of the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan.
Requirements Management The purpose of REQM is to manage the requirements of the project’s products and product components and to identify inconsistencies between those requirements and the project’s plans and work products.
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37. Level 2 process areas2
Supplier Agreement Management The purpose of SAM is to manage the acquisition of products and services from suppliers for which there exists a formal agreement.
Measurement and Analysis The purpose of MA is to develop and sustain a measurement capability that is used to support management information needs.
Process and Product Quality Assurance The purpose of PPQA is to provide staff and management with objective insight into the processes and associated work products.
Configuration Management The purpose of CM is to establish and maintain the integrity of the work products using configuration identification, configuration control, configuration status accounting, and configuration audits.
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38. Level 3 process areas1
Requirements Development The purpose of RD is to produce and analyze customer, product, and product component requirements.
Technical Solution The purpose of TS is to develop, design, and implement solutions to requirements.
Product Integration The purpose of PI is to assemble the product from the product components, ensure that the product, as integrated, functions properly, and deliver the product.
Verification The purpose of VER is to assure that the selected work products meet their specified requirements.
Validation The purpose of VAL is to demonstrate that a product or product component fulfills its intended use when placed in its intended environment.
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39. Level 3 process areas2
Integrated Project Management The purpose of IPM is to establish and manage the project and the involvement of the relevant stakeholders according to an integrated and defined process that is tailored from the organization’s set of standard processes.
Integrated Teaming The purpose of IT is to form and sustain an integrated team for the development of work products.
Decision Analysis and Resolution The purpose of DAR is to analyze possible decisions using a formal evaluation process that evaluates identified alternatives against established criteria.
Risk Management The purpose of RSKM is to identify potential problems before they occur, so that risk-handling activities may be planned and invoked as needed across the life cycle to mitigate adverse impacts on achieving objectives.
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40. Level 3 process areas3
Organizational Process Focus The purpose of OPF is to plan and implement organizational process improvement based on a through understanding of current strengths and weakness of the organization’s processes.
Organizational Process Definition The purpose of OPD is to establish and maintain a usable set of organizational process assets.
Organizational Training The purpose of OT is to develop the skills and knowledge of people so they can perform their roles effectively and efficiently.
Organizational Environment for Integration The purpose of OEI is to provide an integrated product and process development infrastructure and manage people for integration.
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41. Level 4 process areas
Organizational Process Performance The purpose of OPP is to establish and maintain a quantitative understanding of the performance of the organization’s set of standard processes, and to provide the process performance data, baselines, and models to quantitatively manage the organization’s projects.
Quantitative Project Management The purpose of QPM is to quantitatively manage the project’s defined processes to achieve the project’s established quality and process performance objectives.
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42. Level 5 process areas
Organizational Innovation and Deployment The purpose of OID is to select and deploy incremental and innovative improvements that measurably improve the organization’s processes and technologies.
Causal Analysis and Resolution The purpose of CAR is to identify causes of defects and other problems and take action to prevent them from occurring in the future.
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43. Homework
Go through the list of CMMI process areas and state whether or not you think that I used that process in designing and managing this course, SIE-454/554A.
Give examples of what I did do and examples of what I could have done.
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44. Specific Goals (SG)
A specific goal applies to a process area and addresses the unique characteristics that describe what must be implemented to satisfy the process area.
Example from the DAR process area:
SG 1 Evaluate Alternatives.
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45. Specific Practices (SP)
A specific practice is an activity that is considered important in achieving the associated specific goal.
Practices are the major building blocks in establishing the process maturity of an organization.
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46. Specific Practice Name Example
Number
DAR
Specific Practice Name
Example
1.1
Decide if formal evaluation process is warranted
When to do a trade study
1.2
Establish Evaluation Criteria
What is in a good trade study
1.3
Identify Alternative Solutions
1.4
Select Evaluation Methods
1.5
Evaluate Alternatives
1.6
Select Preferred Solutions
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48. Generic Goals (GG)
Achievement of a generic goal in a process area signifies improved control in planning and implementing the processes associated with that process area.
Generic goals are called “generic” because the same goal statement appears in multiple process areas.
Each process area has only one generic goal at each level.
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49. Level 2 generic goal
The generic goal for all maturity level 2 process areas is:
GG 2: The xxx process is institutionalized as a managed process.
A managed process is a performed process that is planned and executed in accordance with policy; employs skilled people having adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description.
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50. Generic Practices (GP)
Generic practices are activities that ensure that the processes associated with the process area will be effective, repeatable, and lasting.
Generic practices contribute to the achievement of the generic goal when applied to a particular process area.
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51. Generic Practices Under GG 21
Generic practices for all maturity level 2 process areas:
GP 2.1: Establish an Organizational Policy
Establish and maintain an organizational policy for planning and performing the xxx process.
GP 2.2: Plan the Process
Establish and maintain the plan for performing the xxx process.
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52. Generic Practices Under GG 22
GP 2.3: Provide Resources
Provide adequate resources for performing the xxx process, developing the work products, and providing the services of the process.
GP 2.4: Assign Responsibility
Assign responsibility and authority for performing the process, developing the work products, and providing the services of the xxx process.
GP 2.5: Train People
Train the people performing or supporting the xxx process as needed.
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53. Generic Practices Under GG 23
GP 2.6: Manage Configurations
Place designated work products of the xxx process under appropriate levels of configuration management.
GP 2.7: Identify and Involve Relevant Stakeholders
Identify and involve the relevant stakeholders of the xxx process as planned.
GP 2.8: Monitor and Control the Process
Monitor and control the xxx process against the plan for performing the process and take appropriate corrective action.
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54. Generic Practices Under GG 25
GP 2.9: Objectively Evaluate Adherence
Objectively evaluate adherence of the xxx process against its process description, standards, and procedures, and address non-compliance. GP 2.10: Review Status with Higher Level Management
Review the activities, status, and results of the xxx process with higher level management and resolve issues.
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55. Product Development Process Deployment-Improvement
ISO wants us to plan, control and improve our processes
ISO
Measure
Deploy
Raytheon standard processes guide our business
CMMI measures the “goodness” of our processes and the effectiveness of deployment
Improve
Following R6 methods, we use CMMI metrics to guide improvements to our processes and their deployment
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