National Cheng-Kung University Why ? Capability Maturity Model Integration (CMMI) Not ? Capability Maturity Model (CMM) Dr. Chaw-Kwei Hung National Cheng-Kung University hungc@cad.csie.ncku.edu.tw March – April 2003

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

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

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)

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. 1.02 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

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

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

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

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

Key Process Area (KPA) Total 18 KPAs Level Focus CMM Maturity Levels Key Process Area (KPA) Total 18 KPAs Level Focus 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 Just do it

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: Team Selection Maturity Questionnaires (Sample the CMM) Response Analysis On-Site Visit – Interview and Document Reviews Finding – Based on the CMM KPA Profile

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

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)

Courtesy Sarah Sheard, SPC Another view of the situation is shown here in a representation of all the various frameworks and how they relate - or don’t. Courtesy Sarah Sheard, SPC

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

For More Information About CMMI Go to CMMI Web site http://www.sei.cmu.edu/cmmi Contact SEI Customer Relations Customer Relations Software Engineering Institute Carnegie Mellon University Pittsburgh, PA 15213-3890 FAX: (412) 268-5800 customer-relations@sei.cmu.edu

CMMI Terminology Glossary and tailoring guidelines 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 Required Expected Informative

CMMI Model Representations The CMMI provides Two approaches to process improvement.: process capability approach - continuous representation organizational maturity approach - staged representation

Comparing Model Representations Continuous Staged ML5 ML4 Capability 0 1 2 3 4 5 ML3 ML2 ML 1 PA PA PA Organization Process

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

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

CMMI Maturity Levels Level Focus Staged Organization of PAs 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

Continuous Organization of PAs Category Continuous Organization of PAs 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) 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) 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)

CMMI Appraisal Method ARC, V1.0 Assessment Requirements for CMMI Version 1.0 SCAMPI Method – Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

CMMI Appraisal Method Classes Summary Characteristic Class A Class B Class C ARC requirements applicable All Most Some Amount of objective evidence gathered High Medium Low Ratings generated Yes NO No Resource needed ISO 15504 comfomance Partial Team size Large Small

CMMI Training Model Introduction to CMMI (Member of SCAMPI assessment team required) Intermediate Training Instructor Training Lead Appraiser

Taiwan’s System Life Cycle Processes Characteristics Implementation Planning System Req System Design System Integration System Deployment TAIWAN USA

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 1000+ 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

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

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

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

Solutions? CMMI

Q & A