1. Training on “CMMI for Development – ver 1.2”
Effective: November 01, 2007

2. Training Overview Title of the training program
Training on CMMI for Development – ver 1.2
Training material
Available in Web Qualify
Duration
04:00 Hours
Type of training
Instructor led class room training
Question & answer session at the end of the session Feedback by participants at the end of the session

3. Course Content What is CMMI? CMMI process area components
Integrated Product and Process Development (IPPD) Addition
Maturity levels – staged representation
Process areas – staged representation
Process area categories
Process areas – category wise
Engineering PAs
Project management PAs
Support PAs
Process PAs
CMMI assessment roadmap
Role of project teams
Process implementation indicator document

4. C M Capability Maturity Model Integration M I What is CMMI?
CMMI for Development is a reference model that covers the development and maintenance activities applied to both products and services. The CMMI for Development constellation consists of two models: CMMI for Development +IPPD and CMMI for Development (without IPPD).

5. CMMI Process Area Components

6. Integrated Product and Process Development (IPPD) Addition
Model provides option for implementing CMMI for development with or without IPPD addition.
IPPD is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to better satisfy customer needs, expectations, and requirements.
Stakeholders represent not just the technical expertise for product and process development, but also the business implications of product and process development.
Mahindra Satyam is implementing CMMI with IPPD addition

7. Maturity Levels Levels Optimizing Quantitatively Managed
Focus on continuous
improvement 5
Optimizing
Process measured and
controlled 4
Quantitatively
Managed
Process characterized for the
Organization and is proactive 3
Defined
Process Characterized for projects and is often reactive 2
Managed
Process unpredictable,
poorly controlled and reactive
Initial 1

8. Process Areas - Maturity Level Wise
Requirements Management
Project Planning
Project Monitoring and Control
Measurement and Analysis
Configuration Management
Process and Product Quality Assurance
Supplier Agreement Management
Requirements Development
Technical Solution
Product Integration
Validation
Verification
Risk Management
Integrated Project Management +IPPD
Decision Analysis and Resolution
Organizational Process Definition +IPPD
Organizational Process Focus
Organizational Training
Quantitative Project Management
Organizational Process Performance
Organizational Innovation and Deployment
Causal Analysis and Resolution

9. Process Area Categories
Engineering
Project Management
Support
Process

10. Process Areas – Category Wise
Engineering
Project Management
Requirements Management
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Project Planning
Risk Management
Integrated Project Management +IPPD
Project Monitoring and Control
Quantitative Project Management
Supplier Agreement Management
Support
Process
Configuration Management
Measurement and Analysis
Process and Product Quality Assurance
Decision Analysis and Resolution
Causal Analysis and Resolution
Organizational Process Definition +IPPD
Organizational Process Focus
Organizational Training
Organizational Process Performance
Organizational Innovation and Deployment

11. Engineering PAs Requirements Management Requirements Development
Technical Solution
Product Integration
Verification
Validation

12. Requirements Management
Requirements Management, a Level 2 Process Area, addresses the process needs for obtaining the project requirements and executing the project based on them. The requirements form the basis for project planning and project monitoring activities and Acceptance criteria as well.

13. Requirements Development
Requirements Development, a Level 3 Process Area, addresses the process needs for deriving functional and non-functional requirements and forms the basis for the Design.

14. Technical Solution
Technical Solution is a Level 3 Process Area is to design, develop, and implement solutions to requirements. Solutions, designs, and implementations encompass products, product components, and product-related lifecycle processes.

15. Product Integration
Product Integration, a level 3 process areas, is to assemble the product from the product components, ensure that the product, as integrated, functions properly, and deliver the product.

16. Verification
Verification, a level 3 process area, is to ensure that selected work products meet their specified requirements.
Verification encompasses the reviews of artifacts at various phases of the project lifecycle, involves the following:
verification preparation,
verification performance, and
identification of corrective action

17. Validation
Validation, level 3 process area, is to demonstrate that a product or product component fulfills its intended use when placed in its intended environment. Validation confirms the implementation of the requirements as stated in Functional / Technical Specification Document

18. Understanding Verification & Validation
Verification addresses whether the work product properly reflects the specified requirements
Validation demonstrates that the product, as provided, will fulfill its intended use
Verification ensures that “you built it right”
Validation ensures that “you built the right thing”
Often, the end users and other relevant stakeholders are involved in the validation activities.
Both verification and validation activities use similar approaches (e.g., test, analysis, inspection, demonstration, or simulation). Both validation and verification activities often run concurrently and may use portions of the same environment.

19. Project Management PAs
Project Planning
Risk Management
Integrated Project Management +IPPD
Project Monitoring and Control
Quantitative Project Management
Supplier Agreement Management

20. Project Planning
Project Planning, level 2 process area, is to establish and maintain plans that define project activities. Involves the following:
Developing the project plan
Interacting with stakeholders appropriately
Getting commitment to the plan
Maintaining the plan
Planning involves scoping, estimation, defining project lifecycle, budgeting, scheduling, identifying risks, resources required, knowledge & skills needed, identifying & involving stakeholders

21. Project Planning …contd.
At the commencement of the project, a detailed project plan encompassing other related plans viz., Quality Plan, Configuration Plan, Metrics Plan, Training Plan etc. is prepared, reviewed and base-lined with commitments from relevant stakeholders. This forms the basis for the project monitoring and control activities.

22. Risk Management
Risk Management, a level 3 process area, is to identify potential problems before they occur so that risk-handling activities can be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives Risks are potential problems that may occur during the project execution. Their occurrence may have adverse effect on the project. Risk management process area addresses identification, monitoring, mitigation and handling of the risk-prone areas in the project.

23. Risk Management …contd.
Based on probability and severity of impact and of the identified risks, risk criticality is calculated for each risk.
Overall project risk rating (on a 1-5 scale) is calculated for each project.
Risk responses are planned and implemented
Risks are monitored throughout the execution of the project.

24. Integrated Project Management + IPPD
Integrated Project Management, a level 3 process area, 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. Tailoring the standard web qualify process to meet project specific requirements Implementing the project as per the defined processes Contributing lessons learnt, best practices, sample documents, risks, etc to the project knowledge base Proactively managing stakeholder (customers, customer facing units, collaborating units, HR, CS, N&S, etc) needs, commitments, concerns and resolving coordination issues

25. Integrated Project Management + IPPD
…contd.
The Project Knowledge Base (PKB) comprises of Best Practices, Lessons Learnt, Risks and Sample Artifacts obtained from previous projects. This PKB is managed by the Process Management Group (PMG) and is available in eSupport. Project teams upload the artifacts in PKB and PMG reviews them. The specific process for each project is derived from the QMS, with inputs from the tailoring guidelines and the Project Knowledge Base. The project specific process is documented in the Project Plan and the Project Tailoring Record. This forms the basis for the execution of the project by the project team.

26. Project Monitoring & Control
Project Monitoring and Control, a level 2 process area, is to provide an understanding of the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan.
Project Plan forms the basis for the project monitoring and controlling activities.
The project’s progress is monitored against the plan.
The analysis of planned vs actual facilitates early detection of slippages and implementation of corrective actions.
Periodic reviews and metrics analysis provide inputs for taking appropriate actions in a timely manner.

27. Quantitative Project Management
Quantitative Project Management, a level 4 process area, is to manage the project with metrics to achieve the project’s established quality and process-performance objectives.
Identifying goal metrics (refer to contract, MSA, SLA, PMI for identifying applicable metrics) and target, lower limit and upper limit values
Identifying control metrics for each goal metric to monitor & control during the execution of the project
Determine target, lower limit and upper limit values for control metrics from the BU / Organization level baselines
Statistically analyzing the control metrics data to identify and understand process variation
Predict the performance of goal metrics based on control metric performance
Implementing corrective actions in case control metrics are operating outside the established limits
Six sigma projects executed at project level can be demonstrated

28. Supplier Agreement Management
Supplier Agreement Management, a level 2 process area, is to manage the acquisition of products from suppliers. Implementation of SAM will be demonstrated at the organization level Selecting suppliers, Establishing and maintaining agreements with suppliers, Executing the supplier agreement, Accepting delivery of acquired products, and Transitioning acquired products to the project teams will be covered

29. Support PAs Configuration Management Measurement and Analysis
Process and Product Quality Assurance
Decision Analysis and Resolution
Causal Analysis and Resolution

30. Configuration Management
Configuration Management, a Level 2 Process Area, addresses configuration identification, configuration control, configuration status accounting, and configuration audits. The SCIs are identified at the project planning stage. These are documented along with their naming convention in the Software Configuration Management Plan (SCMP) section of the Project Plan. The typical SCIs are requirements document, Software Requirements Specifications, Design, test cases, source code, etc. Microsoft Visual Source Safe (VSS) is the default Configuration Management tool that is being used n Mahindra Satyam. However, based on customer or project requirement, a different tool may be used. This shall be documented in the project plan. Changes are controlled as per the defined process. The Traceability Matrix plays a major role during this. The frequency and timelines for configuration status reporting and configuration audits are planned at the project planning stage and documented in the SCMP section of the project plan.

31. Measurement & Analysis
Measurement and Analysis, a level 2 process area, is to develop and sustain a measurement capability that is used to support management information needs. Involves the following:
Specifying the measures,
Analysis techniques
Mechanism for data collection, data storage, reporting, and feedback
Providing objective results that can be used in making informed decisions, and taking appropriate corrective actions
Metrics section in project plan, DCF, MAR, data is various tools are the artifacts related to this process area

32. Process & Product Quality Assurance
PPQA, a level 2 process area, ensures that defined processes are implemented in projects, while the practices in the Verification process area ensure that the products meet the specified requirements. These two process areas may on occasion address the same artifact, but from different perspectives.

33. Decision Analysis and Resolution
Decision Analysis and Resolution, a level 3 process area, is to analyze possible decisions using a formal evaluation process that evaluates identified alternatives against established criteria.
DAR can be invoked for making critical decisions that have an impact on the project effort, schedule, quality and scope.
Typical scenarios where DAR is applicable are:
Evaluating multiple design alternatives
Evaluating decisions for make / buy / reuse of software components
Evaluating technology and process improvement proposals
Taking critical decisions during project planning and execution
Deciding on Risk Management strategies

34. Causal Analysis and Resolution
Causal Analysis and Resolution, a level 5 process area, is to identify causes of defects and other problems and take action to prevent them from occurring in the future.
Defect data is gathered from Reviews, Inspections and Testing. A subset of this data is subjected to causal analysis and resolution to identify the potential causes for the same.
Pareto chart is used for prioritizing
Root cause analysis (using fish-bone diagram) is done for identifying the root causes
Corrective & preventive actions are initiated and tracked to closure

35. Process PAs Organizational Process Definition +IPPD
Organizational Process Focus
Organizational Training
Organizational Process Performance
Organizational Innovation and Deployment

36. Organization Process Definition + IPPD
Organizational Process Definition, a level 3 process area, is to establish and maintain a usable set of organizational process assets and work environment standards. Web Qualify (Mahindra Satyam’s QMS) comprises various lifecycle methodologies, procedures, guidelines, work-products, sample documents, process database (baselines), training materials, etc Web Qualify is maintained by PMG. PKB (in eSupport) is repository for best practices, lessons learnt, risks, etc.

37. Organization Process Focus
Organizational Process Focus, a level 3 process area, is to plan, implement, and deploy organizational process improvements. PMG continuously identifies the potential areas that require process improvements. The inputs for this are the industry standard global quality models, requirements from the customers, process implementation, project process monitoring and internal quality audits. PMG draws and implements plans to define the project / organization level process improvements.

38. Organization Training
Organizational Training, a level 3 process area, is to develop the skills and knowledge of people so they can perform their roles effectively and efficiently. Addresses imparting training to associates at both Project Level and Organization Level The training needs for the associates are identified at project planning stage and also during the performance appraisals. These training needs are collated by SLC in order to arrive at the training calendar. Project specific training can also be arranged and conducted by BU. The training may also cover QMS and software engineering topics as well. SLC release training calendar that cover technical, management, soft skill disciplines

39. Organization Process Performance
OPP, a level 4 process area, is to establish and maintain a quantitative understanding of the performance of the organization’s set of standard processes in support of quality and process-performance objectives, and to provide the process-performance data, baselines, and models to quantitatively manage the organization’s projects. Relationship between goal metrics and control metrics are identified and established Business unit / organization level metrics baselines are established Defect prediction model is used to predict delivered defect density based on defect injection rate, defect detection efficiencies

40. Organization Innovation & Deployment
OID, a level 5 process area, is to select and deploy incremental and innovative improvements that measurably improve the organization’s processes and technologies.
At Mahindra Satyam, improvements are identified via the following means:
Process improvements identified by PMG based on process performance data
QMS Feedback given by associates
Idea junction
Best practices and project innovations from projects
Initiatives identified by Senior Management
Technology improvements identified by IIS
From an external industry practice

41. CMMI Assessment Roadmap#
Milestones 1
CMMI Overview training 2
Process Adequacy Review 3
High Maturity Practice Review 4
Implementation Review - 1 5
Implementation Review - 2 6
Implementation Review - 3 7
Implementation Review - 4 8
Preparation of PIID 9
CMMI Intro Training 10
ATM Team 11
SCAMPI Class B Assessment 12
SCAMPI Class A Assessment

42. Role of Project Teams
Understand the model and the quality management system
Execute the projects as per the defined processes.
Ensure completeness and correctness of all the work-products / quality records / metrics data & reports / etc
Ensure integrity of data between various tools and templates
Prepare the PIID (Process Implementation Indicator Document ) document for your project
Participate in reviews and assessments:
Implementation Reviews
SCAMPI Class B assessment
SCAMPI Class A assessment
SCAMPI Class B / Class A assessment comprising of two activities:
Presentation on the project (1 ½ hour)
Interview by the assessment team (1 ½ hour)

43. Process Implementation Indicator Document (PIID)
PIID template list all the process areas category wise – Engineering, Project Management, Process and Support process areas Site practices, applicable procedures, guidelines and templates for each goal is identified Project teams need to update the PIID template with the relevant project documents for each of the applicable process areas

44. Question & Answer Session
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