Presentation on theme: "Presented by: Bruce Boyd 28 January 2004"— Presentation transcript:
1Presented by: Bruce Boyd 28 January 2004 CMMI OverviewPresented by:Bruce Boyd 28 January 2004
2Agenda Why use a Process Model? CMMI Structure Comparisons with SW-CMM and EIA/IS 731A Sampling of CMMI Process AreasAvailable TrainingAppraisalsCMMI at Boeing St. Louis
3Early 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.
4What 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.
5How 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 processesas a guide for improvement of organizational processesA model provides:a place to startthe benefit of a community’s prior experiencesa common language and a shared visiona framework for prioritizing actions
6Categories of Process Improvement Benefits Process improvement benefits fall into eight general categories:improved schedule and budget predictabilityimproved cycle timeincreased productivityimproved quality (as measured by defects)increased customer satisfactionimproved employee moraleincreased return on investmentdecreased cost of qualitySee notes on page 11
7What 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 disciplineCMMs differ byDiscipline (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 modelsCapability Maturity Model®, CMM®, CMM Integration, and CMMI are service marks and registered trademarks of Carnegie Mellon University
8So Many Models, So Little Time YA-CMMDifferent structures, formats, terms, ways of measuring maturityCauses confusion, especially when using more than one modelHard to integrate them in a combined improvement programHard to use multiple models in supplier selectionEIA 731SoftwareCMMSystems EngrCMMPeopleCMMIPDCMMSoftware AcqCMMFAAiCMMSystemsSecurity Engr CMM
9Bridging the Divide CMMI: Integrates systems and software disciplines into one process improvement framework.Provides a framework for introducing new disciplines as needs arise.
10The CMMI ProjectDoD sponsored collaboration between industry, Government, SEIOver 100 people involved (1997 – 2001)U.S. Army, Navy, Air ForceFederal Aviation AdministrationNational Security AgencySoftware Engineering InstituteADP, Inc.AT&T LabsBAEBoeingComputer Sciences CorporationEER SystemsEricsson CanadaErnst and YoungGeneral DynamicsHarris CorporationHoneywellKPMGLockheed MartinMotorolaNorthrop GrummanPacific BellQ-LabsRaytheonReutersRockwell CollinsSAICSoftware Productivity ConsortiumSverdrup CorporationTeraQuestThomson CSFTRWSo, 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>
11CMMI 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/SWStagedRepresentationCMMI-SE/SWContinuousRepresentationCombined System Engineering / Software Engineering modelCan be applied to:Just the software engineering projects in an organizationJust the system engineering projects in an organizationBothIPPD/SS can be used in either/both
12CMMI Product Suite Models Training Disciplines Model Systems Engineering SESoftware Engineering SWIntegrated Product and Process Development (IPPD)Supplier Sourcing (SS)RepresentationsStagedContinuousTrainingModelIntroduction to CMMIIntermediate ConceptsInstructor TrainingLead AppraiserAppraisal methodsAppraisal Requirements for CMMI (ARC)SCAMPI Method Description Document (MDD)
13Available Models The following CMMI Models exist: SE/SW Staged SE/SW ContinuousSE/SW/IPPD StagedSE/SW/IPPD ContinuousSE/SW/IPPD/SS StagedSE/SW/IPPD/SS ContinuousSW StagedSW ContinuousThe SW-only models are identical to the SE/SW models except that the SE amplifications have been removed (delta = about 7 pages)
14Model Representations StagedML 1ML2ML3ML4ML5. . .for an establishedset of process areas across anorganizationContinuousPAProcess Area CapabilityLucasCP00062 PCS 2Added this slide as a way of further illustrating the idea of comparing representations.. . .for a single process areaor a set of process areas
15Why Does CMMI Have Two Representations? Source Model HeritageSoftware CMM--StagedSECM--ContinuousIPD CMM--HybridProponents 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.
16Advantages of Each Representation Staged Representation:Provides a roadmap for implementing:groups of process areassequencing of implementationFamiliar structure for those transitioning from the SW-CMMContinuous 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.
17CMMI Structure One Model, Two Representations Maturity Level 5OID, CARMaturity Level 4OPP, QPMMaturity Level 3REQD, TS, PI, VER,VAL, OPF, OPD, OT,IPM, RSKM, DAROverviewIntroductionStructure of the ModelModel TerminologyMaturity Levels, Common Features, and Generic PracticesUnderstanding the ModelUsing the ModelMaturity Level 2REQM, PP, PMC,SAM, MA, PPQA, CMAppendixesEngineeringREQM, REQD, TS,PI, VER, VALProject ManagementPP, PMC, SAMIPM, RSKM, QPMProcess ManagementOPF, OPD, OT,OPP, OIDPAs- Goals- PracticesSupportCM, PPQA, MA,CAR, DARCMMI-SE/SWStagedCapability Levels and Generic Model ComponentsContinuous
18Model Components Process Areas (PA) Specific Goals (SG) Required Specific Practices (SP) ExpectedTypical Work Products InformativeSub-practices InformativeNotes InformativeDiscipline Amplifications InformativeReferences InformativeGeneric Goals (GG) RequiredGeneric Practices (GP) ExpectedGeneric Practice Elaborations Informative
19Staged Representation: The Maturity Levels OptimizingOptimizing12345Focus on process improvementQuantitativelyManagedProcess measured and controlledDefinedDefinedProcess characterized for the organization and is proactiveManagedProcess characterized for projects and is often reactiveInitialProcess unpredictable, poorly controlled andreactive
20Staged Representation: Process Areas by Maturity Level FocusProcess AreasContinuousprocessimprovementOrganizational Innovation and DeploymentCausal Analysis and Resolution5 Optimizing4 QuantitativelyManagedQuantitativemanagementOrganizational Process PerformanceQuantitative Project ManagementRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational Training Integrated Project ManagementIntegrated Supplier ManagementRisk ManagementDecision Analysis and ResolutionOrganizational Environment for IntegrationIntegrated TeamingProcessstandardization3 Defined(SS)(IPPD)2 ManagedBasicprojectmanagementRequirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management1 Initial
21Continuous Representation: Organization of Process Areas CategoryProcess AreaProject PlanningProject Monitoring and ControlSupplier Agreement ManagementIntegrated Project Management(IPPD)Integrated Supplier Management (SS)Integrated Teaming (IPPD)Risk Management Quantitative Project ManagementProjectManagementConfiguration ManagementProcess and Product Quality AssuranceMeasurement and Analysis Causal Analysis and ResolutionDecision Analysis and ResolutionOrganizational Environment for Integration (IPPD)SupportRequirements ManagementRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationEngineeringOrganizational Process FocusOrganizational Process DefinitionOrganizational TrainingOrganizational Process PerformanceOrganizational Innovation and DeploymentProcessManagement
23Process Area Capability Profile A process area capability profile may be represented by a set of points in two dimensions.the process dimension“What” you dothe capability dimension“How well” you do itCapability (How well)Process Area (What you do)
24An Example Process Area Capability Profile RMPPPMCetc54321C a p a b i l i t y
25Model Components and the Capability Profile Generic Goals& Generic PracticesGeneric Goals& Generic PracticesSpecific Goals& PracticesSpecific Goals& Practices
26Distinctions Between Levels performed vs. managedthe extent to which the process is planned; performance is managed against the plan; corrective actions are taken when neededmanaged vs. definedthe scope of application of the process descriptions, standards, and procedures (i.e., project vs. organization)defined vs. quantitatively managedthe predictability of process performance is ensured by addressing special causes of process variationquantitatively managed vs. optimizingthe process is continuously improved by addressing common causes of process variation
27SummaryThere is one CMMI Model with two representations, Staged and ContinuousThe material in both representations is the same just organized differentlyEach representation provides different ways of implementing processesEquivalent Staging provides a mechanism for relating Maturity Levels to Capability LevelsThe CMMI model should be applied using intelligence, common sense, and professional judgment
28SW-CMM V1.1 vs. CMMI V1.1Key Process Areas (KPAs)Process Areas (PAs)Defect Prevention Causal Analysis and ResolutionTechnology Change Mgmt Organizational Innovation & DeploymentProcess Change ManagementQuantitative Process Mgmt Organizational Process PerformanceSoftware Quality Mgmt Quantitative Project ManagementOrganization Process Focus Organization Process FocusOrganization Process Definition Organization Process DefinitionTraining Program Organizational TrainingIntegrated Software Mgmt Integrated Project ManagementRisk ManagementSoftware Product Engr Requirements DevelopmentTechnical SolutionProduct IntegrationIntergroup Coordination VerificationPeer Reviews ValidationDecision Analysis and ResolutionRequirements Management Requirements ManagementSoftware Project Planning Project PlanningSoftware Project Tracking & Oversight Project Monitoring and ControlSoftware Subcontract Mgmt Supplier Agreement ManagementSoftware Quality Assurance Product & Process Quality AssuranceSoftware Configuration Mgmt Configuration ManagementMeasurement and AnalysisLEVEL 5OPTIMIZINGLEVEL 4MANAGEDLEVEL 3DEFINEDLEVEL 2REPEATABLE28
29SECM Focus Areas Environment Monitor & Plan & Control Organize IntegrateDisciplinesManagementDefine &Improve SEProcessTechnicalDefineSolutionDefineStkhldr &Sys LevelRqmntsIntegrateSystemManage SESupportEnvironmentManageRiskAssess &SelectVerifySystemDefineTechnicalProblemManageCompetencyManageConfigurationsValidateSystemManageTechnologyManageDataCoordinatewithSuppliersEnsureQuality
31Project Management Process Areas There are eight Project Management Process Areas.Project PlanningProject Monitoring and ControlIntegrated Project Management (IPPD)Risk ManagementSupplier Agreement ManagementQuantitative Project ManagementIntegrated Supplier Management (SS)Integrated Teaming (IPPD)
32PP - Capability Level 1 Project Planning Specific Practices (CL1 - “Base Practices”)SP1.1-1: Estimate the Scope of the ProjectSP1.2-1: Establish Estimates of Work Product and Task AttributesSP1.3-1: Define Project Life CycleSP1.4-1: Determine Estimates of Effort and CostSP2.1-1: Establish Budget and ScheduleSP2.2-1: Identify Project RisksSP2.3-1: Plan for Data ManagementSP2.4-1: Plan for Project ResourcesSP2.5-1: Plan for Needed Knowledge and SkillsSP2.6-1: Plan Stakeholder InvolvementSP2.7-1: Establish the Project PlanSP3.1-1: Review Plans that Affect the ProjectSP3.2-1: Reconcile Work and Resource LevelsSP3.3-1: Obtain Plan CommitmentGeneric Practices (CL1))GP1.1: Perform Base PracticesIf 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.
34PP - Capability Level 5 Project Planning Specific Practices (CL1 + CL2 + CL3)All CL1 Base PracticesAll CL2 Advanced Practices (if any)All CL3 Advanced Practices (if any)Generic Practices (CL1 + CL2 + CL3 + CL4 + CL5)GP1.1: Perform Base PracticesGP2.1: Establish an Organizational PolicyGP2.2: Plan the ProcessGP2.3: Provide ResourcesGP2.4: Assign ResponsibilityGP2.5: Train PeopleGP2.6: Manage ConfigurationsGP2.7: Identify and Involve Relevant StakeholdersGP2.8: Monitor and Control the ProcessGP2.9: Objectively Evaluate AdherenceGP2.10: Review Status with Higher Level ManagementGP3.1 Establish a Defined ProcessGP3.2 Collect Improvement InformationGP4.1 Establish Quality ObjectivesGP4.2 Stabilize Subprocess PerformanceGP5.1 Ensure Continuous Process ImprovementGP5.2 Correct Common Cause of ProblemsIf 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.
35Support Process Areas There are six Support Process Areas: Configuration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisCausal Analysis and ResolutionDecision Analysis and ResolutionOrganizational Environment for Integration (IPPD)
36Understanding 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.
37Engineering Process Areas There are six Engineering Process Areas.Requirements ManagementRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidation
38Engineering Process Areas REQMRequirementsProduct & product component requirementsAlternative solutionsRDTSProduct componentsPIProductCustomerRequire- mentsProduct components, work products, verification and validation reportsVerValCustomer needs
39Process Management Process Areas There are five Process Management Process Areas:Organizational Process FocusOrganizational Process DefinitionOrganizational TrainingOrganizational Process PerformanceOrganizational Innovation and Deployment
40Understanding 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.
41About 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.
42IPPD - DefinitionIPPD 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.
43Scope of IPPD CMMI SE/SW/IPPD adds to CMMI SE/SW: Two new process areasOrganizational Environment for IntegrationIntegrated TeamingA revised Integrated Project Management (IPPD) process area (adds SG3 and SG4)IPPD amplifications and referencesNew glossary definitions and acronymsOverview material
45Available Training “CMMI Overview” Internal Boeing St. Louis 6-hour class“Understanding the CMMI”Software Productivity Consortium2-day class“Introduction to CMMI”, Staged or ContinuousSoftware Engineering Institute or Transition Partners3-day classRequired for Lead Appraisers and Appraisal Team Members“Intermediate Concepts of CMMI Models”Software Engineering Institute5-day classRequired for Lead Appraisers
46Appraisal Requirements for CMMI (ARC) v1.1 Similar to the current CMM Appraisal Framework (CAF) V1.0A guide to appraisal method developersSpecifies the requirements for classes of appraisal methodsClass A: Full, comprehensive appraisal methodsClass B: Initial, incremental, self-appraisalsClass C: Quick-lookMethod developers can declare which class their method fitsImplications of the desired class of appraisal
47Standard CMMI Appraisal Method for Process Improvement (SCAMPI) Class A method similar to CBA IPILed by authorized Lead AppraiserTailorable to organization and model scopeSource selection appraisals or process monitoring are tailoring options of SCAMPISCAMPI Method Definition Document V1.1SCAMPI Class B & C methods are being piloted
48CMMI Lead Appraiser Program Similar to existing SEI Lead Assessor and Lead Evaluator programsAdministered by SEITransitioned current SW & SE Lead Assessors or Evaluators, as well as new candidatesLead Appraiser requirements:Introduction to CMMI TrainingAppraisal team experienceIntermediate CMMI TrainingSCAMPI Lead Appraiser Training
49Summary 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
50Keys to CMMI Deployment in STL Primary goal is to achieve performance improvement, not get assessed at a certain levelIntegrated, usable process setIntegrated process set for all engineering disciplinesDesigned for engineer’s daily use, not for the convenience of assessorsMaintain compliance with IDS common process modelProject ownership of organizational assetsProcesses/Training/Metrics/ToolsOrganizational infrastructure established for overall direction, oversight, and project collaborationCore support for deployment of processes and metrics on projectsPhased project deployment approachTargeting the majority of projects in STLQueue projects in “pipeline” to move organization forward in maturity
51Engineering Organization Set of Standard Processes (EOSSP) Engineering DevelopmentRequirements DevelopmentDesign and ImplementationSystem Integ. and VerificationValidationRequirements ManagementDecision Analysis and ResolutionProject PlanningEngineering EstimatingProject SchedulingProject OrganizationProject StaffingS/W DevelopmentSoftware DesignSoftware ImplementationSoftware TestingSoftware Qualification TestingProduct ManagementPeer ReviewProblem HandlingConfiguration ManagementProject ManagementProject Quantitative Mgmt.Project ReviewsProject TrainingRisk ManagementQuality AssuranceQuality Process Audit and Product EvaluationS/W Quality Problem TrackingH/W Quality Prob. TrackingProcess ManagementProject Process Set DefinitionProject Process Maintenance
52Process/Training Philosophy Processes are CMMI and ISO compliantWill incorporate most aspects of PMBP in 2004Processes - 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 projectProcess tailoring and waivers are available if necessary
53For More Information About CMMI Go to CMMI Website(annual CMMI Conference)Assistance for government organizations:Software Technology Support CenterHill AFBSW-CMM v1.1 to CMMI v1.1 Mappings