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CMMI 1 HUNG 3/03 Why ? Capability Maturity Model Integration (CMMI) Not ? Capability Maturity Model (CMM) Dr. Chaw-Kwei Hung National Cheng-Kung University.

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Presentation on theme: "CMMI 1 HUNG 3/03 Why ? Capability Maturity Model Integration (CMMI) Not ? Capability Maturity Model (CMM) Dr. Chaw-Kwei Hung National Cheng-Kung University."— Presentation transcript:

1 CMMI 1 HUNG 3/03 Why ? Capability Maturity Model Integration (CMMI) Not ? Capability Maturity Model (CMM) Dr. Chaw-Kwei Hung National Cheng-Kung University March – April 2003

2 CMMI 2 HUNG 3/03 Agenda Business Process The Evolution of CMM and CMMI – Based Process Improvement Basic Understanding of the CMM Basic Understanding of the CMMI Should Organization’s Process Improvement be used CMMI Instead of SW-CMM?? Taiwan’s System Life Cycle Phases Characteristics To Promote CMMI Technology Infusion (CTI) for Taiwan’s Information Industry Q & A

3 CMMI 3 HUNG 3/03 What is a Business Process? PEOPLE PROCESS TCCHNOLOGY Glue Unifies the other aspects Major determinants of product cost, schedule, and quality

4 CMMI 4 HUNG 3/03 The Evolution of CMM and CMMI-Based Process Improvement Carnegic Mellon University – USA DOD Supported Software Engineering Institute (SEI) 1987 –First CMM published as a technical report 1989 –Book on the software maturity framework published 1991 – CMM V. 1.0 for software published 1993/1994 –CMM V. 1.1 for software published, Personal Software Process (PSP developed by the SEI 1995 –New specialized CMM published by the SEI, including CMM’s for acquisition (SA-CMM), system engineering (SE-CMM), integrated product development (IPD-CMM) and human resource management (People-CMM)

5 CMMI 5 HUNG 3/03 The Evolution of CMM and CMMI-Based Process Improvement (Continue) 1996 –Team Software Process (TSP developed by the SEI 1997 –AS new Quality Standards continue to emerge, such as EIA/IS 731, Capability Maturity Model Integration (CMMI) Project by the USA DOD 12/2000 –CMMI V Published (III Translation of Chinese Version) 12/2001 –CMMI V. 1.1Pulblished 2003 –The SEI has announced - SEI will discontinue any support of CMM after December 2003

6 CMMI 6 HUNG 3/03 Basic Understanding of the CMM (Capability Maturity Model) Sponsored by the US Department of Defense (DOD) and National Defense Industrial Association (NDIA) Collaborative Endeavor * Software Engineering Institute (SEI) * Government * Industry

7 CMMI 7 HUNG 3/03 CMM Structure What is the CMM? –A model for process maturity –A framework for reliable and consistent assessments –A software –industry, community owned guide –A mechanism for identifying and adopting best practices –Used to evaluate an organization’s process maturity against global standard

8 CMMI 8 HUNG 3/03 CMM Structure Maturity Levels –There are five maturity levels –Well-defined evolutionary plateaus on a path to becoming a mature software Organization –Each level is a layer in the foundation for continuous process improvement –Achieving each level establishes a different component of the software process

9 CMMI 9 HUNG 3/03 Initial(1) Repeatable (2) Defined(3) Managed (4) Optimizing(5) Disciplined process Standard, consistent process Predictable process Continuously improving process (performed) (planed and tracked) (standard) (measured) CMM Maturity Levels

10 CMMI 10 HUNG 3/03 Defeat Prevention Technology Change Management Process Change Management 5 Optimizing Continuous Process Improvement 4 Managed Predictable Process Quantitative Process Management Software Quality Management (QPM)(QPM) 3 Defined Software Process Defined & Institutionalized Software Product Engineering Organizational Process Focus Organizational Process Definition Training Program Integrated Software Management Intergroup Coordination Peer Reviews 2 Repeatable Disciplined Process Requirements Management Software Project Planning Software Project Tracking and Oversight Software Subc ontract Management Software Quality Assurance Software Configuration Management 1 Initial Level Focus CMM Maturity Levels Key Process Area (KPA) Total 18 KPAs Just do it

11 CMMI 11 HUNG 3/03 CMM Appraisal Process The evaluators conduct interviews and review documents and other intermediate work products to obtain verifiable evidence of: Commitment, Ability, Activity, Measures, Verifying information This is done for each KPA Six Steps: 1.Team Selection 2.Maturity Questionnaires (Sample the CMM) 3.Response Analysis 4.On-Site Visit – Interview and Document Reviews 5.Finding – Based on the CMM 6.KPA Profile

12 CMMI 12 HUNG 3/03 Basic Understanding of the CMMI (Capability Maturity Model Integration) Sponsored by the US Department of Defense (DOD) and National Defense Industrial Association (NDIA) Collaborative Endeavor (Over 100 People Involved) * Software Engineering Institute (SEI) * Government * Industry

13 CMMI 13 HUNG 3/03 CMMI Source Models Capability Maturity Model (CMM) for Software V2, draft C (SW-CMM) EIA Interim Standard 731, System Engineering Capability Model (SECM) Integrated Product Development Capability Maturity Model, draft V0.98 (IPD-CMM) Supplier Sourcing (SS)

14 CMMI 14 HUNG 3/03 Courtesy Sarah Sheard, SPC

15 CMMI 15 HUNG 3/03 CMMI Future Release and Updates After CMMI V1.1 has been published by December 2001, the SEI will not produce any updates to the SW-CMM model for training

16 CMMI 16 HUNG 3/03 For More Information About CMMI Go to CMMI Web site Contact SEI Customer Relations Customer Relations Software Engineering Institute Carnegie Mellon University Pittsburgh, PA FAX: (412)

17 CMMI 17 HUNG 3/03 CMMI Terminology CMMI Models contain institutionalization (Generic) and implementation (Specific) parts: Front matter Process Areas that contain: –Generic and Specific Goals –Generic and Specific Practices (in Common Features in staged representation) –Subpractices –Notes –Discipline-specific amplifications Glossary and tailoring guidelines Informative Expected Required

18 CMMI 18 HUNG 3/03 CMMI Model Representations The CMMI provides Two approaches to process improvement.: –process capability approach - continuous representation –organizational maturity approach - staged representation

19 CMMI 19 HUNG 3/03 Comparing Model Representations PA Continuous Staged ML 1 ML2 ML3 ML4 ML5 Capability Organization Process PA

20 CMMI 20 HUNG 3/03 Specific Practices Structure of the CMMI Staged Representation Generic Goals Specific Goals Process Area 2Process Area 1Process Area n Commitment to Perform Generic Practices Common Features Ability to Perform Directing Implementation Verifying Implementation Maturity Levels

21 CMMI 21 HUNG 3/03 Initial(1) Managed (2) Defined(3) Quantitatively Managed (4) Optimizing(5) Disciplined process Standard, consistent process Predictable process Continuously improving process Not performed (0) (performed) (planned and tracked) (standard) (measured) Staged Improvement Levels

22 CMMI 22 HUNG 3/03 Organizational Innovation and Deployment (OPD) Causal Analysis and Resolution (CAR) 5 Optimizing Continuous Process Improvement 4 Quantitatively Managed Quantitative Management Organizational Process Performance (OPP) Quantitative Project Management (QPM) (QPM)(QPM) 3 Defined Process Standardization 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(IPPD) Risk Management (RSKM) Integrated Teaming (IT) Decision Analysis and Resolution (DAR) Organizational Environment for Integration (OEI) 2 Managed Basic Project Management Requirements Management (REQM) Project Planning (PP) Project Monitoring and Control Supplier Agreement Management (SAM) Measurement and Analysis (M&A) Process and Product Quality Assurance (PPQ) Configuration Managemen (CM)t 1 Initial Staged Organization of PAsLevel Focus CMMI Maturity Levels

23 CMMI 23 HUNG 3/03 Continuous Organization of PAs Category Requirements Management (REQM) (L2) Requirements Development (RD) (L3) Technical Solution (TS) (L3) Product Integration (PI) (L3) Verification (VER) (L3) Validation (VAL) (L3) Engineering (6) Configuration Management (CM) (L2) Process and Product Quality Assurance (PPQ)2 Measurement and Analysis (M&A) (L2) Causal Analysis and Resolution (CAR) (L5) Decision Analysis and Resolution (DAR) (L3) Organizational Environment for Integration (OEI) (L3) Support (6) Project Management (7) Project Planning (PP) (L2) Project Monitoring and Control (PMC) (L2) Supplier Agreement Management (SAM) (L2) Integrated Project Management(IPPD) (L3) Integrated Teaming (IT) (L3) Risk Management (RSKM) (L3) Quantitative Project Management (QMP) (L4) Organizational Process Focus (OPF) (L3) Organizational Process Definition (OPD) (L3) Organizational Training (OT) (L3) Organizational Process Performance (OPP) (L4) Organizational Innovation and Deployment (OID)(L5 Process Management (5)

24 CMMI 24 HUNG 3/03 CMMI Appraisal Method ARC, V1.0 Assessment Requirements for CMMI Version 1.0 SCAMPI Method – S tandard C MMI A ssessment M ethod for P rocess I mprovement (SCAMPI) Method Definition Document (MDD)

25 CMMI 25 HUNG 3/03 CMMI Appraisal Method Classes Summary CharacteristicClass AClass BClass C ARC requirements applicable AllMostSome Amount of objective evidence gathered HighMediumLow Ratings generatedYesNONo Resource neededHighMediumLow ISO comfomanceYesPartialNo Team sizeLargeMediumSmall

26 CMMI 26 HUNG 3/03 CMMI Training Model Introduction to CMMI (Member of SCAMPI assessment team required) Intermediate Training Instructor Training Lead Appraiser

27 CMMI 27 HUNG 3/03 Taiwan’s System Life Cycle Processes Characteristics Planning System Req System Design Implementation System Integration System Deployment TAIWAN USA

28 CMMI 28 HUNG 3/03 Taiwan’s System Life-cycle Processes Characteristics Productivity High – Implementation Phase Big Gap between Education (University Software Engineering) and Industry Opportunity for Improvement Phases – System Requirements and Design, Planning and System Integration Has approximately software companies and a high volume of small companies –No Training –No Continuous Process Improvement – Cost?? Hardware and Software –Not Balance in the world market –Lack of Software Profile (Understanding) –All National Programs such SI-Soft, e-Learning, …etc depend on Core Technology - Software

29 CMMI 29 HUNG 3/03 CMMI Promotion to Information Industry Organization’s Driver Financial Performance (Profit) Customer’s Satisfaction Operational (Organizational ) Performance Learning and Innovation

30 CMMI 30 HUNG 3/03 CMMI Technology Infusion (CTI) Objectives To Promote CMMI Technology Infusion (CTI) for Taiwan’s Information Industry To Understanding the Software/System Process Improvement for Your Organization Support/Supervise Your Organization “Phases Approach” to Achieve Standard CMMI Assessment Method for Process Improvement (SCAMPI)- CMMI Class A Rating With Minimum Cost

31 CMMI 31 HUNG 3/03 CTI Promotion Phases Approach – Road CMMI Training for SEPG (3-4 Formal SEI SCAMPI Class A Appraisals (1 CMMI Class B/Class C Appraisals (3 Organization Gap Analysis CMMI Execution (6-10 Months) Selection Criteria Selection Criteria Selection Criteria Selection Criteria CMMI Level 2 Total 13 – 18 Months ( Org. Process Improvement and to Get CMMI Level 2 SCAMPI

32 CMMI 32 HUNG 3/03 Solutions? CMMI

33 CMMI 33 HUNG 3/03 Q & A


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