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CMMI Overview – January 2004 CMMI Overview Presented by: Bruce Boyd 28 January 2004.

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Presentation on theme: "CMMI Overview – January 2004 CMMI Overview Presented by: Bruce Boyd 28 January 2004."— Presentation transcript:

1 CMMI Overview – January 2004 CMMI Overview Presented by: Bruce Boyd 28 January 2004

2 CMMI Overview – January Agenda Why use a Process Model? CMMI Structure Comparisons with SW-CMM and EIA/IS 731 A Sampling of CMMI Process Areas Available Training Appraisals CMMI at Boeing St. Louis

3 CMMI Overview – January Early 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.

4 CMMI Overview – January What 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.

5 CMMI Overview – January How 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 processes –as a guide for improvement of organizational processes A model provides: –a place to start –the benefit of a communitys prior experiences –a common language and a shared vision –a framework for prioritizing actions

6 CMMI Overview – January Categories of Process Improvement Benefits Process improvement benefits fall into eight general categories: –improved schedule and budget predictability –improved cycle time –increased productivity –improved quality (as measured by defects) –increased customer satisfaction –improved employee morale –increased return on investment –decreased cost of quality

7 CMMI Overview – January What is a CMM? Capability Maturity Model: A reference model of mature practices in a specified discipline, used to assess a groups capability to perform that discipline CMMs differ by –Discipline (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 models Capability Maturity Model®, CMM®, CMM Integration, and CMMI are service marks and registered trademarks of Carnegie Mellon University

8 CMMI Overview – January So Many Models, So Little Time Software CMM Software CMM Systems Security Engr CMM Systems Security Engr CMM Systems Engr CMM Systems Engr CMM People CMM People CMM YA- CMM YA- CMM FAA iCMM FAA iCMM IPD CMM IPD CMM Software Acq CMM Software Acq CMM EIA 731 Different structures, formats, terms, ways of measuring maturity Causes confusion, especially when using more than one model Hard to integrate them in a combined improvement program Hard to use multiple models in supplier selection

9 CMMI Overview – January Bridging the Divide CMMI: Integrates systems and software disciplines into one process improvement framework. Provides a framework for introducing new disciplines as needs arise.

10 CMMI Overview – January The CMMI Project DoD sponsored collaboration between industry, Government, SEI Over 100 people involved (1997 – 2001) U.S. Army, Navy, Air Force Federal Aviation Administration National Security Agency Software Engineering Institute ADP, Inc. AT&T Labs BAE Boeing Computer Sciences Corporation EER Systems Ericsson Canada Ernst and Young General Dynamics Harris Corporation Honeywell KPMG Lockheed Martin Motorola Northrop Grumman Pacific Bell Q-Labs Raytheon Reuters Rockwell Collins SAIC Software Productivity Consortium Sverdrup Corporation TeraQuest Thomson CSF TRW

11 CMMI Overview – January CMMI 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/SW Staged Representation CMMI-SE/SW Continuous Representation Combined System Engineering / Software Engineering model Can be applied to: –Just the software engineering projects in an organization –Just the system engineering projects in an organization –Both –IPPD/SS can be used in either/both

12 CMMI Overview – January CMMI Product Suite Models –Disciplines »Systems Engineering SE »Software Engineering SW »Integrated Product and Process Development (IPPD) »Supplier Sourcing (SS) –Representations »Staged »Continuous Training –Model »Introduction to CMMI »Intermediate Concepts –Instructor Training –Lead Appraiser Appraisal methods –Appraisal Requirements for CMMI (ARC) –SCAMPI Method Description Document (MDD)

13 CMMI Overview – January Available Models The following CMMI Models exist: –SE/SW Staged –SE/SW Continuous –SE/SW/IPPD Staged –SE/SW/IPPD Continuous –SE/SW/IPPD/SS Staged –SE/SW/IPPD/SS Continuous –SW Staged –SW Continuous The SW-only models are identical to the SE/SW models except that the SE amplifications have been removed (delta = about 7 pages)

14 CMMI Overview – January Staged ML 1 ML2 ML3 ML4 ML5...for an established set of process areas across an organization Continuous...for a single process area or a set of process areas PA Process Area Capability PA Model Representations

15 CMMI Overview – January Why Does CMMI Have Two Representations? Source Model Heritage –Software CMM--Staged –SECM--Continuous –IPD CMM--Hybrid Proponents 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.

16 CMMI Overview – January Advantages of Each Representation Staged Representation: Provides a roadmap for implementing: –groups of process areas –sequencing of implementation Familiar structure for those transitioning from the SW-CMM Continuous 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.

17 CMMI Overview – January CMMI Structure One Model, Two Representations Maturity Level 5 OID, CAR Maturity Level 4 OPP, QPM Maturity Level 3 REQD, TS, PI, VER, VAL, OPF, OPD, OT, IPM, RSKM, DAR Overview Introduction Structure of the Model Model Terminology Maturity Levels, Common Features, and Generic Practices Understanding the Model Using the Model Maturity Level 2 REQM, PP, PMC, SAM, MA, PPQA, CM Appendixes Engineering REQM, REQD, TS, PI, VER, VAL Project Management PP, PMC, SAM IPM, RSKM, QPM Process Management OPF, OPD, OT, OPP, OID Process Management PAs - Goals - Practices Support CM, PPQA, MA, CAR, DAR Appendixes CMMI-SE/SW Staged Overview Introduction Structure of the Model Model Terminology Capability Levels and Generic Model Components Understanding the Model Using the Model CMMI-SE/SW Continuous

18 CMMI Overview – January Model Components Process Areas (PA) –Specific Goals(SG)Required »Specific Practices (SP)Expected –Typical Work ProductsInformative –Sub-practicesInformative –Notes Informative –Discipline AmplificationsInformative –ReferencesInformative –Generic Goals(GG)Required »Generic Practices (GP)Expected –Generic Practice ElaborationsInformative

19 CMMI Overview – January Staged Representation: The Maturity Levels Process unpredictable, poorly controlled and reactive Process characterized for projects and is often reactive Process characterized for the organization and is proactive Process measured and controlled Focus on process improvement Optimizing Quantitatively Managed Defined Initial Managed Optimizing Defined

20 CMMI Overview – January Staged Representation: Process Areas by Maturity Level Organizational Innovation and Deployment Causal Analysis and Resolution 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed Continuous process improvement Quantitative management Process standardization Basic project management Organizational Process Performance Quantitative Project Management Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Integrated Supplier Management Risk Management Decision Analysis and Resolution Organizational Environment for Integration Integrated Teaming Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management 1 Initial Process AreasLevel Focus (IPPD) (SS)

21 CMMI Overview – January Requirements Management Requirements Development Technical Solution Product Integration Verification Validation Engineering Project Management Project Planning Project Monitoring and Control Supplier Agreement Management Integrated Project Management(IPPD) Integrated Supplier Management (SS) Integrated Teaming (IPPD) Risk Management Quantitative Project Management Organizational Process Focus Organizational Process Definition Organizational Training Organizational Process Performance Organizational Innovation and Deployment Process Management Configuration Management Process and Product Quality Assurance Measurement and Analysis Causal Analysis and Resolution Decision Analysis and Resolution Organizational Environment for Integration (IPPD) Support Continuous Representation: Organization of Process Areas Category Process Area

22 CMMI Overview – January Continuous Representation: The Capability Levels 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed 1 Performed 0 Incomplete

23 CMMI Overview – January Process Area Capability Profile A process area capability profile may be represented by a set of points in two dimensions. –the process dimension »What you do –the capability dimension »How well you do it Capability (How well) Process Area (What you do)

24 CMMI Overview – January P r o c e s s A r e a RM PP PMC etc C a p a b i l i t y An Example Process Area Capability Profile

25 CMMI Overview – January Model Components and the Capability Profile Generic Goals & Generic Practices Generic Goals & Generic Practices Specific Goals & Practices Specific Goals & Practices

26 CMMI Overview – January Distinctions Between Levels performed vs.managed –the extent to which the process is planned; performance is managed against the plan; corrective actions are taken when needed managedvs.defined –the scope of application of the process descriptions, standards, and procedures (i.e., project vs. organization) defined vs.quantitatively managed –the predictability of process performance is ensured by addressing special causes of process variation quantitatively managedvs.optimizing –the process is continuously improved by addressing common causes of process variation

27 CMMI Overview – January Summary There is one CMMI Model with two representations, Staged and Continuous The material in both representations is the same just organized differently Each representation provides different ways of implementing processes Equivalent Staging provides a mechanism for relating Maturity Levels to Capability Levels The CMMI model should be applied using intelligence, common sense, and professional judgment

28 SW-CMM V1.1 vs. CMMI V1.1 Defect PreventionCausal Analysis and Resolution Technology Change MgmtOrganizational Innovation & Deployment Process Change Management Quantitative Process MgmtOrganizational Process Performance Software Quality MgmtQuantitative Project ManagementOrganization Process Focus Organization Process Definition Training ProgramOrganizational Training Integrated Software MgmtIntegrated Project Management Risk Management Software Product EngrRequirements Development Technical Solution Product Integration Intergroup Coordination Verification Peer Reviews Validation Decision Analysis and ResolutionRequirements Management Software Project PlanningProject Planning Software Project Tracking & OversightProject Monitoring and Control Software Subcontract MgmtSupplier Agreement Management Software Quality AssuranceProduct & Process Quality Assurance Software Configuration MgmtConfiguration Management Measurement and Analysis LEVEL 5 OPTIMIZING LEVEL 4 MANAGED LEVEL 3 DEFINED LEVEL 2 REPEATABLE 28 Key Process Areas (KPAs)Process Areas (PAs)

29 CMMI Overview – January Define & Improve SE Process Manage Risk Manage Risk Manage Technology Define Stkhldr & Sys Level Rqmnts Monitor & Control Monitor & Control Integrate Disciplines Integrate Disciplines Manage Configurations Manage Configurations Manage Competency Environment Management Technical Manage SE Support Environment Coordinate with Suppliers Coordinate with Suppliers Manage Data Manage Data Define Technical Problem Define Solution Assess & Select Integrate System Verify System Validate System Plan & Organize Plan & Organize Ensure Quality SECM Focus Areas

30 CMMI Overview – January A Sampling of CMMI ® Process Areas

31 CMMI Overview – January Project Management Process Areas There are eight Project Management Process Areas. –Project Planning –Project Monitoring and Control –Integrated Project Management (IPPD) –Risk Management –Supplier Agreement Management –Quantitative Project Management –Integrated Supplier Management (SS) –Integrated Teaming (IPPD)

32 CMMI Overview – January Specific Practices (CL1 - Base Practices) SP1.1-1:Estimate the Scope of the Project SP1.2-1:Establish Estimates of Work Product and Task Attributes SP1.3-1:Define Project Life Cycle SP1.4-1:Determine Estimates of Effort and Cost SP2.1-1:Establish Budget and Schedule SP2.2-1:Identify Project Risks SP2.3-1:Plan for Data Management SP2.4-1:Plan for Project Resources SP2.5-1:Plan for Needed Knowledge and Skills SP2.6-1:Plan Stakeholder Involvement SP2.7-1:Establish the Project Plan SP3.1-1:Review Plans that Affect the Project SP3.2-1:Reconcile Work and Resource Levels SP3.3-1:Obtain Plan Commitment PP - Capability Level 1 Project Planning Generic Practices (CL1)) GP1.1:Perform Base Practices If 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. If 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.

33 CMMI Overview – January Building Process Capability Performed Process Performed Process Level 2 Generic Practices Managed Process Managed Process Level 3 Generic Practices Defined Process Defined Process Level 4 Generic Practices Quantitatively Managed Process Quantitatively Managed Process Level 5 Generic Practices Optimizing Process Optimizing Process Capability See: CMMI Distilled, Page 99

34 CMMI Overview – January Specific Practices (CL1 + CL2 + CL3) All CL1 Base Practices All CL2 Advanced Practices (if any) All CL3 Advanced Practices (if any) PP - Capability Level 5 Project Planning Generic Practices (CL1 + CL2 + CL3 + CL4 + CL5) GP1.1:Perform Base Practices GP2.1:Establish an Organizational Policy GP2.2:Plan the Process GP2.3:Provide Resources GP2.4:Assign Responsibility GP2.5:Train People GP2.6:Manage Configurations GP2.7:Identify and Involve Relevant Stakeholders GP2.8:Monitor and Control the Process GP2.9:Objectively Evaluate Adherence GP2.10:Review Status with Higher Level Management GP3.1Establish a Defined Process GP3.2Collect Improvement Information GP4.1Establish Quality Objectives GP4.2Stabilize Subprocess Performance GP5.1Ensure Continuous Process Improvement GP5.2Correct Common Cause of Problems If 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. If 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.

35 CMMI Overview – January Support Process Areas There are six Support Process Areas: – Configuration Management – Process and Product Quality Assurance – Measurement and Analysis – Causal Analysis and Resolution – Decision Analysis and Resolution – Organizational Environment for Integration (IPPD)

36 CMMI Overview – January Understanding 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.

37 CMMI Overview – January Engineering Process Areas There are six Engineering Process Areas. – Requirements Management – Requirements Development – Technical Solution – Product Integration – Verification – Validation

38 CMMI Overview – January Engineering Process Areas RD PI Val Customer TS Ver REQM Requirements Customer needs Product & product component requirements Product components, work products, verification and validation reports Product components Alternative solutions Require- ments Product

39 CMMI Overview – January Process Management Process Areas There are five Process Management Process Areas: –Organizational Process Focus –Organizational Process Definition –Organizational Training –Organizational Process Performance –Organizational Innovation and Deployment

40 CMMI Overview – January Understanding 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.

41 CMMI Overview – January About 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.

42 CMMI Overview – January IPPD - Definition IPPD 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.

43 CMMI Overview – January Scope of IPPD CMMI SE/SW/IPPD adds to CMMI SE/SW: –Two new process areas »Organizational Environment for Integration »Integrated Teaming –A revised Integrated Project Management (IPPD) process area (adds SG3 and SG4) –IPPD amplifications and references –New glossary definitions and acronyms –Overview material

44 CMMI Overview – January 2004 Training and Appraisals

45 CMMI Overview – January Available Training CMMI Overview –Internal Boeing St. Louis 6-hour class Understanding the CMMI –Software Productivity Consortium –2-day class Introduction to CMMI, Staged or Continuous –Software Engineering Institute or Transition Partners –3-day class –Required for Lead Appraisers and Appraisal Team Members Intermediate Concepts of CMMI Models –Software Engineering Institute –5-day class –Required for Lead Appraisers

46 CMMI Overview – January Similar to the current CMM Appraisal Framework (CAF) V1.0 –A guide to appraisal method developers Specifies the requirements for classes of appraisal methods –Class A: Full, comprehensive appraisal methods –Class B: Initial, incremental, self-appraisals –Class C: Quick-look Method developers can declare which class their method fits Implications of the desired class of appraisal Appraisal Requirements for CMMI (ARC) v1.1

47 CMMI Overview – January Standard CMMI Appraisal Method for Process Improvement (SCAMPI) Class A method similar to CBA IPI Led by authorized Lead Appraiser Tailorable to organization and model scope Source selection appraisals or process monitoring are tailoring options of SCAMPI SCAMPI Method Definition Document V1.1 SCAMPI Class B & C methods are being piloted

48 CMMI Overview – January Similar to existing SEI Lead Assessor and Lead Evaluator programs –Administered by SEI Transitioned current SW & SE Lead Assessors or Evaluators, as well as new candidates Lead Appraiser requirements: –Introduction to CMMI Training –Appraisal team experience –Intermediate CMMI Training –SCAMPI Lead Appraiser Training CMMI Lead Appraiser Program

49 CMMI Overview – January Summary Organizational Maturity Profile From: Process Maturity Profile CMMI ® v1.1 SCAMPI SM v1.1 Appraisal Results First Look September 2003 Software Engineering Institute Carnegie-Mellon University

50 CMMI Overview – January Keys to CMMI Deployment in STL Primary goal is to achieve performance improvement, not get assessed at a certain level Integrated, usable process set –Integrated process set for all engineering disciplines –Designed for engineers daily use, not for the convenience of assessors –Maintain compliance with IDS common process model Project ownership of organizational assets –Processes/Training/Metrics/Tools –Organizational infrastructure established for overall direction, oversight, and project collaboration Core support for deployment of processes and metrics on projects Phased project deployment approach –Targeting the majority of projects in STL –Queue projects in pipeline to move organization forward in maturity

51 CMMI Overview – January Engineering Organization Set of Standard Processes (EOSSP) Project Planning Engineering Estimating Project Scheduling Project Organization Project Staffing Project Management Project Quantitative Mgmt. Project Reviews Project Training Risk Management Engineering Development Requirements Development Design and Implementation System Integ. and Verification Validation Requirements Management Decision Analysis and Resolution S/W Development Software Design Software Implementation Software Testing Software Qualification Testing Quality Assurance Quality Process Audit and Product Evaluation S/W Quality Problem Tracking H/W Quality Prob. Tracking Product Management Peer Review Problem Handling Configuration Management Process Management Project Process Set Definition Project Process Maintenance

52 CMMI Overview – January Process/Training Philosophy Processes are CMMI and ISO compliant –Will incorporate most aspects of PMBP in 2004 Processes - 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 project Process tailoring and waivers are available if necessary

53 CMMI Overview – January For More Information About CMMI –Go to CMMI Website »http://sei.cmu.edu/cmmihttp://sei.cmu.edu/cmmi »http://seir.sei.cmu.edu/seir/http://seir.sei.cmu.edu/seir/ »http://www.ndia.org/ (annual CMMI Conference)http://www.ndia.org/ –Assistance for government organizations: Software Technology Support Center Hill AFB »SW-CMM v1.1 to CMMI v1.1 Mappings

54 CMMI Overview – January Further Reading

55 CMMI Overview – January Wrap-up Any more questions? Did the presentation meet your expectations?


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