1. Presented by: Bruce Boyd 28 January 2004
CMMI Overview
Presented by:
Bruce Boyd 28 January 2004

2. Agenda Why use a Process Model? CMMI Structure
Comparisons with SW-CMM and EIA/IS 731
A Sampling of CMMI Process Areas
Available Training
Appraisals
CMMI at Boeing St. Louis

3. Early Process Improvement
The theories of process management are a synthesis of the concepts of Deming, Crosby, Juran, and others.
Over the past 30 years, these theories have been used to address problems common to many organizations.
Solutions have been discovered, but a gap existed between the state of the practice and the state of the art.
Many of these concepts have been used to build process-improvement models.

4. What Is a Process Model?
A model is a structured collection of elements that describe characteristics of effective processes.
Processes included are those proven by experience to be effective.

5. How Is a Model Used? A model is used:
to help set process improvement objectives and priorities, improve processes, and provide guidance for ensuring stable, capable, and mature processes
as a guide for improvement of organizational processes
A model provides:
a place to start
the benefit of a community’s prior experiences
a common language and a shared vision
a framework for prioritizing actions

6. Categories of Process Improvement Benefits
Process improvement benefits fall into eight general categories:
improved schedule and budget predictability
improved cycle time
increased productivity
improved quality (as measured by defects)
increased customer satisfaction
improved employee morale
increased return on investment
decreased cost of quality
See notes on page 11

7. What is a CMM?
Capability Maturity Model: A reference model of mature practices in a specified discipline, used to assess a group’s capability to perform that discipline
CMMs differ by
Discipline (software, systems, acquisition, etc.)
Structure (staged versus continuous)
How Maturity is Defined (process improvement path)
How Capability is Defined (institutionalization)
“Capability Maturity Model®” and CMM® are used by the Software Engineering Institute (SEI) to denote a particular class of maturity models
Capability Maturity Model®, CMM®, CMM Integration, and CMMI are service marks and registered trademarks of Carnegie Mellon University

8. So Many Models, So Little Time
YA-
CMM
Different structures, formats, terms, ways of measuring maturity
Causes confusion, especially when using more than one model
Hard to integrate them in a combined improvement program
Hard to use multiple models in supplier selection
EIA 731
Software
CMM
Systems Engr
CMM
People
CMM
IPD
CMM
Software Acq
CMM
FAA
iCMM
Systems
Security Engr CMM

9. Bridging the Divide CMMI:
Integrates systems and software disciplines into one process improvement framework.
Provides a framework for introducing new disciplines as needs arise.

10. The CMMI Project
DoD sponsored collaboration between industry, Government, SEI
Over 100 people involved (1997 – 2001)
U.S. Army, Navy, Air Force
Federal Aviation Administration
National Security Agency
Software Engineering Institute
ADP, Inc.
AT&T Labs
BAE
Boeing
Computer Sciences Corporation
EER Systems
Ericsson Canada
Ernst and Young
General Dynamics
Harris Corporation
Honeywell
KPMG
Lockheed Martin
Motorola
Northrop Grumman
Pacific Bell
Q-Labs
Raytheon
Reuters
Rockwell Collins
SAIC
Software Productivity Consortium
Sverdrup Corporation
TeraQuest
Thomson CSF
TRW
So, based on the problem and an understanding of the fundamental similarities of CMMs and CMM-based improvement methods, the CMMI project was born!
<We could add organizational slides here for backup>

11. CMMI Models Source Models
Capability Maturity Model for Software V2, draft C (SW-CMM V2C)
EIA Interim Standard 731, System Engineering Capability Model (SECM)
Integrated Product Development Capability Maturity Model, draft V0.98 (IPD-CMM)
CMMI-SE/SW
Staged
Representation
CMMI-SE/SW
Continuous
Representation
Combined System Engineering / Software Engineering model
Can be applied to:
Just the software engineering projects in an organization
Just the system engineering projects in an organization
Both
IPPD/SS can be used in either/both

12. CMMI Product Suite Models Training Disciplines Model
Systems Engineering SE
Software Engineering SW
Integrated Product and Process Development (IPPD)
Supplier Sourcing (SS)
Representations
Staged
Continuous
Training
Model
Introduction to CMMI
Intermediate Concepts
Instructor Training
Lead Appraiser
Appraisal methods
Appraisal Requirements for CMMI (ARC)
SCAMPI Method Description Document (MDD)

13. Available Models The following CMMI Models exist: SE/SW Staged
SE/SW Continuous
SE/SW/IPPD Staged
SE/SW/IPPD Continuous
SE/SW/IPPD/SS Staged
SE/SW/IPPD/SS Continuous
SW Staged
SW Continuous
The SW-only models are identical to the SE/SW models except that the SE amplifications have been removed (delta = about 7 pages)

14. Model Representations
Staged
ML 1
ML2
ML3
ML4
ML5
. . .for an established
set of process areas across an
organization
Continuous PA
Process Area Capability
Lucas
CP00062 PCS 2
Added this slide as a way of further illustrating the idea of comparing representations.
. . .for a single process area
or a set of process areas

15. Why Does CMMI Have Two Representations?
Source Model Heritage
Software CMM--Staged
SECM--Continuous
IPD CMM--Hybrid
Proponents for each type of representation were part of CMMI product development team.
Selecting a single representation approach became “too hard”.
A compromise was made to initially support two representations of the model with equivalent content.

16. Advantages of Each Representation
Staged Representation:
Provides a roadmap for implementing:
groups of process areas
sequencing of implementation
Familiar structure for those transitioning from the SW-CMM
Continuous Representation:
Provides maximum flexibility for focusing on specific process areas according to business goals and objectives.
Familiar structure for those transitioning from the systems engineering community.

17. CMMI Structure One Model, Two Representations
Maturity Level 5
OID, CAR
Maturity Level 4
OPP, QPM
Maturity Level 3
REQD, TS, PI, VER,
VAL, OPF, OPD, OT,
IPM, RSKM, DAR
Overview
Introduction
Structure of the Model
Model Terminology
Maturity Levels, Common Features, and Generic Practices
Understanding the Model
Using the Model
Maturity Level 2
REQM, PP, PMC,
SAM, MA, PPQA, CM
Appendixes
Engineering
REQM, REQD, TS,
PI, VER, VAL
Project Management
PP, PMC, SAM
IPM, RSKM, QPM
Process Management
OPF, OPD, OT,
OPP, OID
PAs
- Goals
- Practices
Support
CM, PPQA, MA,
CAR, DAR
CMMI-SE/SW
Staged
Capability Levels and Generic Model Components
Continuous

18. Model Components Process Areas (PA) Specific Goals (SG) Required
Specific Practices (SP) Expected
Typical Work Products Informative
Sub-practices Informative
Notes Informative
Discipline Amplifications Informative
References Informative
Generic Goals (GG) Required
Generic Practices (GP) Expected
Generic Practice Elaborations Informative

19. Staged Representation: The Maturity Levels
Optimizing
Optimizing 1 2 3 4 5
Focus on process improvement
Quantitatively
Managed
Process measured and controlled
Defined
Defined
Process characterized for the organization and is proactive
Managed
Process characterized for projects and is often reactive
Initial
Process unpredictable, poorly controlled and
reactive

20. Staged Representation: Process Areas by Maturity Level
Focus
Process Areas
Continuous
process
improvement
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
Integrated Supplier Management
Risk Management
Decision Analysis and Resolution
Organizational Environment for Integration
Integrated Teaming
Process
standardization
3 Defined
(SS)
(IPPD)
2 Managed
Basic
project
management
Requirements Management
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Measurement and Analysis
Process and Product Quality Assurance
Configuration Management
1 Initial

21. Continuous Representation: Organization of Process Areas
Category
Process Area
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Integrated Project Management(IPPD)
Integrated Supplier Management (SS)
Integrated Teaming (IPPD)
Risk Management Quantitative Project Management
Project
Management
Configuration Management
Process and Product Quality Assurance
Measurement and Analysis Causal Analysis and Resolution
Decision Analysis and Resolution
Organizational Environment for Integration (IPPD)
Support
Requirements Management
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Engineering
Organizational Process Focus
Organizational Process Definition
Organizational Training
Organizational Process Performance
Organizational Innovation and Deployment
Process
Management

22. Continuous Representation: The Capability Levels
5 Optimizing
4 Quantitatively Managed
3 Defined
2 Managed
1 Performed
0 Incomplete

23. Process Area Capability Profile
A process area capability profile may be represented by a set of points in two dimensions.
the process dimension
“What” you do
the capability dimension
“How well” you do it
Capability (How well)
Process Area (What you do)

24. An Example Process Area Capability ProfileRM PP
PMC
etc 5 4 3 2 1
C a p a b i l i t y

25. Model Components and the Capability Profile
Generic Goals
& Generic Practices
Generic Goals
& Generic Practices
Specific Goals
& Practices
Specific Goals
& Practices

26. Distinctions Between Levels
performed vs. managed
the extent to which the process is planned; performance is managed against the plan; corrective actions are taken when needed
managed vs. defined
the scope of application of the process descriptions, standards, and procedures (i.e., project vs. organization)
defined vs. quantitatively managed
the predictability of process performance is ensured by addressing special causes of process variation
quantitatively managed vs. optimizing
the process is continuously improved by addressing common causes of process variation

27. Summary
There is one CMMI Model with two representations, Staged and Continuous
The material in both representations is the same just organized differently
Each representation provides different ways of implementing processes
Equivalent Staging provides a mechanism for relating Maturity Levels to Capability Levels
The CMMI model should be applied using intelligence, common sense, and professional judgment

28. SW-CMM V1.1 vs. CMMI V1.1
Key Process Areas (KPAs)
Process Areas (PAs)
Defect Prevention Causal Analysis and Resolution
Technology Change Mgmt Organizational Innovation & Deployment
Process Change Management
Quantitative Process Mgmt Organizational Process Performance
Software Quality Mgmt Quantitative Project Management
Organization Process Focus Organization Process Focus
Organization Process Definition Organization Process Definition
Training Program Organizational Training
Integrated Software Mgmt Integrated Project Management
Risk Management
Software Product Engr Requirements Development
Technical Solution
Product Integration
Intergroup Coordination Verification
Peer Reviews Validation
Decision Analysis and Resolution
Requirements Management Requirements Management
Software Project Planning Project Planning
Software Project Tracking & Oversight Project Monitoring and Control
Software Subcontract Mgmt Supplier Agreement Management
Software Quality Assurance Product & Process Quality Assurance
Software Configuration Mgmt Configuration Management
Measurement and Analysis
LEVEL 5
OPTIMIZING
LEVEL 4
MANAGED
LEVEL 3
DEFINED
LEVEL 2
REPEATABLE 28

29. SECM Focus Areas Environment Monitor & Plan & Control Organize
Integrate
Disciplines
Management
Define &
Improve SE
Process
Technical
Define
Solution
Define
Stkhldr &
Sys Level
Rqmnts
Integrate
System
Manage SE
Support
Environment
Manage
Risk
Assess &
Select
Verify
System
Define
Technical
Problem
Manage
Competency
Manage
Configurations
Validate
System
Manage
Technology
Manage
Data
Coordinate
with
Suppliers
Ensure
Quality

30. A Sampling of CMMI® Process Areas

31. Project Management Process Areas
There are eight Project Management Process Areas.
Project Planning
Project Monitoring and Control
Integrated Project Management (IPPD)
Risk Management
Supplier Agreement Management
Quantitative Project Management
Integrated Supplier Management (SS)
Integrated Teaming (IPPD)

32. PP - Capability Level 1 Project Planning
Specific Practices (CL1 - “Base Practices”)
SP1.1-1: Estimate the Scope of the Project
SP1.2-1: Establish Estimates of Work Product and Task Attributes
SP1.3-1: Define Project Life Cycle
SP1.4-1: Determine Estimates of Effort and Cost
SP2.1-1: Establish Budget and Schedule
SP2.2-1: Identify Project Risks
SP2.3-1: Plan for Data Management
SP2.4-1: Plan for Project Resources
SP2.5-1: Plan for Needed Knowledge and Skills
SP2.6-1: Plan Stakeholder Involvement
SP2.7-1: Establish the Project Plan
SP3.1-1: Review Plans that Affect the Project
SP3.2-1: Reconcile Work and Resource Levels
SP3.3-1: Obtain Plan Commitment
Generic Practices (CL1))
GP1.1: Perform Base Practices
If all of the base practices are performed,
Then, the associated Specific Goals and Generic Goal 1 are satisfied,
So, the Process Area is rated at Capability Level 1 (CL1) - Performed.

33. Building Process Capability
Level 5
Generic
Practices
Optimizing
Process
Capability
Level 4
Generic
Practices
Quantitatively
Managed
Process
Level 3
Generic
Practices
Defined
Process
Level 2
Generic
Practices
Managed
Process
Performed
Process
See: CMMI Distilled, Page 99

34. PP - Capability Level 5 Project Planning
Specific Practices (CL1 + CL2 + CL3)
All CL1 Base Practices
All CL2 Advanced Practices (if any)
All CL3 Advanced Practices (if any)
Generic Practices (CL1 + CL2 + CL3 + CL4 + CL5)
GP1.1: Perform Base Practices
GP2.1: Establish an Organizational Policy
GP2.2: Plan the Process
GP2.3: Provide Resources
GP2.4: Assign Responsibility
GP2.5: Train People
GP2.6: Manage Configurations
GP2.7: Identify and Involve Relevant Stakeholders
GP2.8: Monitor and Control the Process
GP2.9: Objectively Evaluate Adherence
GP2.10: Review Status with Higher Level Management
GP3.1 Establish a Defined Process
GP3.2 Collect Improvement Information
GP4.1 Establish Quality Objectives
GP4.2 Stabilize Subprocess Performance
GP5.1 Ensure Continuous Process Improvement
GP5.2 Correct Common Cause of Problems
If all of the CL1, CL2, and CL3 Specific Practices are performed,
And all of the CL1, CL2, CL3, CL4, and CL5 Generic Practices are performed,
Then, the Process Area is rated at Capability Level 5 (CL) - Optimizing.

35. Support Process Areas There are six Support Process Areas:
Configuration Management
Process and Product Quality Assurance
Measurement and Analysis
Causal Analysis and Resolution
Decision Analysis and Resolution
Organizational Environment for Integration (IPPD)

36. Understanding Support Processes
Support process areas cover the practices that support product development, maintenance, and acquisition.
They provide essential processes used by all the CMMI process areas, and are typically used in the context of performing other processes.

37. Engineering Process Areas
There are six Engineering Process Areas.
Requirements Management
Requirements Development
Technical Solution
Product Integration
Verification
Validation

38. Engineering Process Areas
REQM
Requirements
Product & product component requirements
Alternative solutions RD TS
Product components PI
Product
Customer
Require- ments
Product components, work products, verification and validation reports
Ver
Val
Customer needs

39. Process Management Process Areas
There are five Process Management Process Areas:
Organizational Process Focus
Organizational Process Definition
Organizational Training
Organizational Process Performance
Organizational Innovation and Deployment

40. Understanding Process Management Process Areas
The process management PAs apply across the organization as a whole and provide details that support the Capability Level 3 Generic Goal.
For selected PAs, the organization has standard processes, which individual projects tailor to their needs.

41. About IPPD Integrated Product and Process Development
IPPD affects all process areas.
IPPD is not a discipline like SE or SW.
Rather, it is a way of doing business.
IPPD is employed in conjunction with the CMMI disciplines (software and systems engineering).
Implementation of IPPD shapes how you perform the work in these disciplines.

42. IPPD - Definition
IPPD provides a systematic approach to product development that achieves a timely collaboration of relevant stakeholders throughout the product life cycle to better satisfy customer needs.

43. Scope of IPPD CMMI SE/SW/IPPD adds to CMMI SE/SW:
Two new process areas
Organizational Environment for Integration
Integrated Teaming
A revised Integrated Project Management (IPPD) process area (adds SG3 and SG4)
IPPD amplifications and references
New glossary definitions and acronyms
Overview material

44. Training and Appraisals

45. Available Training “CMMI Overview”
Internal Boeing St. Louis 6-hour class
“Understanding the CMMI”
Software Productivity Consortium
2-day class
“Introduction to CMMI”, Staged or Continuous
Software Engineering Institute or Transition Partners
3-day class
Required for Lead Appraisers and Appraisal Team Members
“Intermediate Concepts of CMMI Models”
Software Engineering Institute
5-day class
Required for Lead Appraisers

46. Appraisal Requirements for CMMI (ARC) v1.1
Similar to the current CMM Appraisal Framework (CAF) V1.0
A guide to appraisal method developers
Specifies the requirements for classes of appraisal methods
Class A: Full, comprehensive appraisal methods
Class B: Initial, incremental, self-appraisals
Class C: Quick-look
Method developers can declare which class their method fits
Implications of the desired class of appraisal

47. Standard CMMI Appraisal Method for Process Improvement (SCAMPI)
Class A method similar to CBA IPI
Led by authorized Lead Appraiser
Tailorable to organization and model scope
Source selection appraisals or process monitoring are tailoring options of SCAMPI
SCAMPI Method Definition Document V1.1
SCAMPI Class B & C methods are being piloted

48. CMMI Lead Appraiser Program
Similar to existing SEI Lead Assessor and Lead Evaluator programs
Administered by SEI
Transitioned current SW & SE Lead Assessors or Evaluators, as well as new candidates
Lead Appraiser requirements:
Introduction to CMMI Training
Appraisal team experience
Intermediate CMMI Training
SCAMPI Lead Appraiser Training

49. Summary Organizational Maturity Profile
From: Process Maturity Profile CMMI® v1.1 SCAMPISM v1.1 Appraisal Results First Look September 2003 Software Engineering Institute Carnegie-Mellon University

50. Keys to CMMI Deployment in STL
Primary goal is to achieve performance improvement, not get assessed at a certain level
Integrated, usable process set
Integrated process set for all engineering disciplines
Designed for engineer’s daily use, not for the convenience of assessors
Maintain compliance with IDS common process model
Project ownership of organizational assets
Processes/Training/Metrics/Tools
Organizational infrastructure established for overall direction, oversight, and project collaboration
Core support for deployment of processes and metrics on projects
Phased project deployment approach
Targeting the majority of projects in STL
Queue projects in “pipeline” to move organization forward in maturity

51. Engineering Organization Set of Standard Processes (EOSSP)
Engineering Development
Requirements Development
Design and Implementation
System Integ. and Verification
Validation
Requirements Management
Decision Analysis and Resolution
Project Planning
Engineering Estimating
Project Scheduling
Project Organization
Project Staffing
S/W Development
Software Design
Software Implementation
Software Testing
Software Qualification Testing
Product Management
Peer Review
Problem Handling
Configuration Management
Project Management
Project Quantitative Mgmt.
Project Reviews
Project Training
Risk Management
Quality Assurance
Quality Process Audit and Product Evaluation
S/W Quality Problem Tracking
H/W Quality Prob. Tracking
Process Management
Project Process Set Definition
Project Process Maintenance

52. Process/Training Philosophy
Processes are CMMI and ISO compliant
Will incorporate most aspects of PMBP in 2004
Processes - checklist-type format that can be used by engineer who has been trained to do the job (what to do)
Background material is supplied with each process that describes the purpose of the process steps (why we do it this way)
Training material focuses on skills and methodology (how to do it)
Project defined work instructions are required by the processes to elaborate the specifics unique to the project
Process tailoring and waivers are available if necessary

53. For More Information About CMMI
Go to CMMI Website
(annual CMMI Conference)
Assistance for government organizations:
Software Technology Support Center
Hill AFB
SW-CMM v1.1 to CMMI v1.1 Mappings

54. Further Reading

55. Wrap-up Any more questions?
Did the presentation meet your expectations?