1. CMMI Arnon Rotem-Gal-Oz

2. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes done on the fly, often under market/customer pressure Changes done on the fly, often under market/customer pressure Testing ignored Testing ignored Didnt know how to tell the clients No Didnt know how to tell the clients No The system last longer than was ever imagined The system last longer than was ever imagined Maintenance costs far exceed ordinary development Maintenance costs far exceed ordinary development

3. PEOPLE PROCESS TECHNOLOGY

4. Underlying Premise of Process Improvement The quality of a product is largely determined by the quality of the process that is used to develop and maintain it. Based on TQM principles as taught by Shewhart, Juran, Deming and Humphrey.

5. The Software Development Paradox High-Quality but Slow to Market Not a Leader Speed Quality Fast to Market but Low Quality Low Customer Satisfaction Fast to Market but Low Quality Low Customer Satisfaction[1]Booch

6. What is CMMI? C onsultant M oney M aking I nitiative

7. What is CMMI? Model Model Practices Practices Process Improvement Process Improvement

8. Model Say what you do Say what you do Do what you say Do what you say Prove It Prove It

9. CMMI Maturity Levels [4]Buchholtz & Cordes

10. CMMI Process Areas Project Management : Quantitative Project Management QPM IPM : Integrated Project Management RSKM : Risk Management IT* : Integrated Teaming ISM** : Integrated Supplier Management PP : Project Planning PMC : Project Monitoring and Control SAM : Supplier Agreement Management Engineering RD : Requirements Development TS : Technical Solution PI : Product Integration VER : Verification VAL : Validation REQM : Requirements Management Support CAR : Causal Analysis and Resolution DAR : Decision Analysis and Resolution OEI* : Organizational Environment for Integration MA : Measurement and Analysis PPQA : Process & Product Quality Assurance CM : Configuration Management Process Management OID : Organizational Innovation &Deployment OPP : Organizational Process Performance OPF : Organizational Process Focus OPD : Organizational Process Definition OT : Organizational Training Level 5 Optimizing 4 Quantitati- vely Managed 3 Defined 2 Managed 1 Initial CMMI Options: * with Integrated Product & Process Development (IPPD) ** with Supplier Sourcing (SS) [6]Rudge

11. Software CMMsoftware development System Engineering CMMsystem engineering Software Acquisition CMMsoftware acquisition System Security Engineering CMMsecurity engineering FAA-iCMMsoftware engineering, systems engineering, and acquisition IPD-CMMintegrated product development People CMMworkforce SPICE Modelsoftware development CMMI Replaces [4]Buchholtz & Cordes

12. History of the CMMI 198719911995199720002002 First CMM Published Model Refined and Published as SW-CMM v1.0 SW-CMM v1.1 Published 1993 Software Acquisition (SA-CMM), Systems Engineering (SE-CMM), Integrated Product Development (IPD-CMM), Organizational Workforce Capability Development (People CMM) Developed CMMI Initiative Launched CMMI-SE/SW Version 1.0 Published CMMI-SE/SW/IPPD/A Version 1.1 Published [4]Buchholtz & Cordes

13. Critique of CMMI The projects most worth doing are the ones that will move you DOWN one full level on your process scale (Peopleware) [3] [3]Demarco & Lister

14. CMMI vs. Agile PEOPLE TECHNOLOGY Process

15. The Agile Software Manifesto Individuals and interactions over processes and toolsIndividuals and interactions over processes and tools Working software over comprehensive documentationWorking software over comprehensive documentation Customer collaboration over contract negotiationCustomer collaboration over contract negotiation Responding to change over following a planResponding to change over following a plan [7]Agile

16. CMMI Practices vis-à-vis Agility LEVEL 1 LEVEL 1 Identify scope of work Identify scope of work Perform the work Perform the work LEVEL 2 LEVEL 2 Organizational policy for plan, perform Organizational policy for plan, perform Requirements, objectives and plans Requirements, objectives and plans Adequate resources Adequate resources Train the people Train the people Assign responsibility and authority Assign responsibility and authority CM for designated work products CM for designated work products Identify and involve stakeholders Identify and involve stakeholders Monitor and control to plan and take action if needed Monitor and control to plan and take action if needed Objectively monitor adherence to process and QA products/services Objectively monitor adherence to process and QA products/services Review with upper management and resolve issues Review with upper management and resolve issues KEY {GREEN : Supportive, White: Neutral, RED: Rough Edges} [5]Jain

17. CMMI Practices vis-à-vis Agility LEVEL 3 LEVEL 3 Maintain as a defined process Maintain as a defined process Measure the process performance to support environment Measure the process performance to support environment LEVEL 4 LEVEL 4 Establish and maintain quantitative objectives for the process Establish and maintain quantitative objectives for the process Stabilize the performance of one or more sub-processes to determine its ability to achieve Stabilize the performance of one or more sub-processes to determine its ability to achieve LEVEL 5 LEVEL 5 Ensure continuous improvement to support business goals Ensure continuous improvement to support business goals Identify and correct root causes of defects Identify and correct root causes of defects KEY {GREEN : Supportive, White: Neutral, RED: Rough Edges} [5]Jain

18. Agile vs. Plan Driven [2]Bohem, Turner

19. Why Bother with both? Introduce Agility to a CMMI organization Introduce Agility to a CMMI organization Best of Breed Best of Breed

20. References 1. Software Architecture - A Rational Perspective – G. Booch (ppt) 2. 2. People Factors in Software Management: Lessons From Comparing Agile and Plan-Driven Methods – B. Bohem, R. Turner Crosstalk, Dec 2003 3. 3. Peopleware 2 nd edition, T. Demarco, T. Lister Dorset House 1999, ISBN 0-932633-43-9 4. 4. Introduction to CMMI, E. Buchholtz, A. Cordes, RTP SPIN Meeting, 2003 (ppt) 5. 5. CSE Annual Review and Excutive Workshop 2002, Apurva Jain (ppt) 6. CMMI® : St George or the Dragon?, T. Rudge, Thales (ppt) 7. 7. www.agilemanifesto.org