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QValue Services Strictly Confidential CMMI ® V1.3 Implementation – an overview Pg 1 Implementing CMMI ® for Development Version 1.3 QValue Services

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Presentation on theme: "QValue Services Strictly Confidential CMMI ® V1.3 Implementation – an overview Pg 1 Implementing CMMI ® for Development Version 1.3 QValue Services"— Presentation transcript:

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2 QValue Services Strictly Confidential CMMI ® V1.3 Implementation – an overview Pg 1 Implementing CMMI ® for Development Version 1.3 QValue Services SEI SM, CMMI®, Capability Maturity Model Integration SM, SCAMPI SM are service marks of Carnegie Mellon University. CMM® and Capability Maturity Model are registered in the US Patent and Trademark office.. PMP and PgMP are registered certification marks of Project Management Institute, Inc QValue Services

3 QValue Services Strictly Confidential CMMI ® V1.3 Implementation – an overview Pg 2 CMMI for Development is a reference model that covers the development and maintenance activities applied to both products and services. A framework describing key elements of effective process … a guide to evolve from ad-hoc, immature practices to mature, disciplined process A collection of good practices (project/process management, engineering, support) to achieve business goals relating to Cost, Schedule, Functionality, Product/Service quality A reference to improve your business processes CMMI best practices state WHAT to do, but neither WHO should do it, or HOW it is to be done CMMI for Development is a reference model that covers the development and maintenance activities applied to both products and services. A framework describing key elements of effective process … a guide to evolve from ad-hoc, immature practices to mature, disciplined process A collection of good practices (project/process management, engineering, support) to achieve business goals relating to Cost, Schedule, Functionality, Product/Service quality A reference to improve your business processes CMMI best practices state WHAT to do, but neither WHO should do it, or HOW it is to be done The What of CMMI for Development

4 QValue Services Strictly Confidential CMMI ® V1.3 Implementation – an overview Pg 3 StagedContinuous PA Capability Process PA ML 1 ML2 ML3 ML4 ML5 Organization Maturity Level 5 OID, CAR Maturity Level 4 OPP, QPM Maturity Level 3 RM, TS, PI, VER, VAL, OPF, OPD, OT, IPM, RSKM, DAR Maturity Level 2 REQM, PP, PMC, MA, PPQA, CM, SAM Process Areas (CMMI-Dev) Requirements Management (REQM) Project Planning (PP) Project Monitoring and Control (PMC) Measurement and Analysis (MA) Process and Product Quality Assurance (PPQA) Configuration Management (CM) Supplier Agreement Management (SAM) Requirements Development (RD) Technical Solution (TS) Product Integration (PI) Verification (VER) Validation (VAL) Organizational Process Focus (OPF) Organizational Process Definition (OPD) Organizational Training (OT) Integrated Project Management (IPM) Risk Management (RSKM) Decision Analysis and Resolution (DAR) Organizational Process Performance (OPP) Quantitative Project Management (QPM) Organizational Innovation & Deployment (OID) Causal Analysis and Resolution (CAR) Support CM, PPQA, MA, CAR, DARSupport Engineering RD, TS, PI, VER, VALEngineering Project Management REQM, PP, PMC, SAM, IPM, RSKM, QPM Project Management REQM, PP, PMC, SAM, IPM, RSKM, QPM Process Management OPF, OPD, OT, OPP, OID Process Management OPF, OPD, OT, OPP, OID One Appraisal Method (SCAMPI) Flexibility in CMMI for Development V1.3

5 QValue Services Strictly Confidential CMMI ® V1.3 Implementation – an overview Pg 4 CMMI Representation Options Staged Organization Maturity Level approach Process Areas clustered by maturity level Known and defined path for process improvement Organization chooses target Maturity Level Maturity Level provided as option in SCAMPI Continuous Process Capability approach for organization Process Areas organized by process threads Cluster of process area for improvement chosen by org Organization chooses target Capability Levels in chosen PAs Capability profile by PA provided in SCAMPI (Equivalent Staging possible, if opted for – here, it becomes similar to Staged !)

6 QValue Services Strictly Confidential CMMI ® V1.3 Implementation – an overview Pg 5 Become Familiar With CMMI-Dev ## Understand Content and Scope Interpret Model for Your Organization Select Representation Staged Continuous Perform SCAMPI C / Gap Analysis w.r.t CMMI (Mapping of Existing Processes to CMMI) Develop and Implement Transition Plan Extend PI Infrastructure to address CMMI needs Leverage investment in any legacy model (ISO/CMM) ## two other constellations, namely, CMMI-SVC & CMMI-ACQ also available Approach for CMMI

7 QValue Services Strictly Confidential CMMI ® V1.3 Implementation – an overview Pg 6 SEI acknowledged methods for progressive appraisals with varying depth - Approach (C) Deployment (B) Institutionalization (A) Any SCAMPI (A/B/C) Appraisal includes: ATM Training (in C, if team is used) SEI Authorized Intro to CMMI training for ATMs Preparation & Planning Onsite Appraisal Report generation & Registering with SEI SCAMPI A to be lead by SEI Authorized Lead Appraiser SCAMPI B/C to be lead by SEI Authorized Team Lead SCAMPI Appraisal Result valid for 3 years About SCAMPI family

8 QValue Services Strictly Confidential CMMI ® V1.3 Implementation – an overview Pg 7 Plan For CMMI Implementation CMMi overview training Gap Analysis / SCAMPI C Roadmap & Action Plan Consulting PA Training Pre-Appraisal / SCAMPI B Final Appraisal: SCAMPI A Official Intro to CMMi Training

9 QValue Services Strictly Confidential CMMI ® V1.3 Implementation – an overview Pg 8 Data indicate variability in the time needed to move between Maturity Levels However, appraisal results indicate some average values - Timeline to move between Levels Maturity LevelsAverage timeline Level 1 to 25 months Level 2 to 319 months Level 3 to 425 months Level 3 to 523 months

10 QValue Services Strictly Confidential CMMI ® V1.3 Implementation – an overview Pg 9 As the Senior Manager, expect the following barriers and help the organization overcome them - Resistance to any form of Change Please Excuse Me, Im busy Process improvement would happen, but my delivery is more important The Quality group is marginalized – anyway they are there to make quality happen Consider some risks in transition - Management commitment ! Trap of best implementation – they succeeded this way syndrome Pace of organizational change – neither too fast nor too slow Open to accept mistakes and rectify Challenges and Risks in Transition

11 QValue Services Strictly Confidential CMMI ® V1.3 Implementation – an overview Pg 10 … We look forward to jointly working with you on your Quality journey !! Thank You


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