James Nowotarski 11 May 2004 IS 553 Advanced Systems Development Practices

2 Course Map Underpinnings. Introduction. Essentials Content. Rational Unified Process. Agile Implementation. Metrics. CMM. Distributed development. Tools & training Briefings (Term Papers) Assignments Quizzes Week (RUP)(Agile)(CMM) (Distr. Dev.)

3 Understand Capability Maturity Model Objectives Components Relationship to Other Frameworks Results to Date Latest Thinking Today’s Objectives

4 Topic Duration CMM Overview30 minutes CMM Activity30 minutes *** Break15 minutes Current Event Reports20 minutes CMM Overview (cont.)20 minutes CMM Jeopardy40 minutes CMMI10 minutes Term Paper - Open30 minutes Today’s Agenda

5 Topic Duration CMM Overview30 minutes CMM Activity30 minutes *** Break15 minutes Current Event Reports20 minutes CMM Overview (cont.)20 minutes CMM Jeopardy40 minutes CMMI10 minutes Term Paper - Open30 minutes Today’s Agenda

6 What is CMM CMM = Capability Maturity Model Developed in1991 by Software Engineering Institute (SEI) to assess the software engineering capability of government contractors A framework for software process improvement (SPI) that has gained wide acceptance in the industry A roadmap of effective practices that build on one another in a logical progression coherent ordered set of incremental improvements Overview

7 What is CMM Practical Structured Proven Reputation Quantitative benefits: productivity:9-67% time to market:15-23% post-release defects:10-94% business value ratio: :1 Benefits

8 What is CMM Different capability maturity models Software CMM (SW-CMM) People CMM Systems Engineering CMM Software Acquisition CMM Integrated Product Development CMM Team Software Process Personal Software Process Overview

9 What is SEI SEI = Software Engineering Institute Federally funded research & development center Sponsored by Department of Defense Affiliated with Carnegie Mellon University in Pittsburgh Established in 1984 Research and publications oriented Mission is to improve the state of the practice of software engineering Overview

10 CMM Levels Repeatable (2) Repeatable (2) Defined (3) Defined (3) Managed (4) Managed (4) Optimized (5) Optimized (5) Initial (1) Initial (1)

11 Key process areas (KPAs) Maturity levels Process capability Indicate Key process areas Contain Key practices Contain Goals Achieve

12 Key process areas (KPAs) Key Process Areas Identify the issues that must be addressed to achieve a maturity level Key Practice Activities and infrastructure that contribute the most to the effective implementation of the KPA

13 Key process areas (KPAs) Level 2: Repeatable Disciplined process Process capability Software project planning Key Process Area Estimates for the size of software products are derived according to a documented procedure Key Practice A plan is developed that appropriately and realistically covers the software activities and commitments Goal Maturity level

14 CMM Appraisal Method Team Selection Response Analysis On-site visit Interviews & document reviews Findings based on the CMM 1 Maturity Questionnaire KPA Profile 6

15 Appraisal Methods Software Process Assessments (SPA) Performed in open, collaborative environment Focuses on improving the organization’s software process Now called CMM-Based Appraisal for Internal Process Improvement (CBA-IPI) Software Capability Evaluations (SCE) Performed in a more audit-oriented environment Focuses on identifying risks associated with a contractor Team’s recommendation will help select contractors or set fees

16 Level 1: Initial Instability Dependence on “heroes” Inability to meet targets Key process areas: none

17 Topic Duration CMM Overview30 minutes CMM Activity30 minutes *** Break15 minutes Current Event Reports20 minutes CMM Overview (cont.)20 minutes CMM Jeopardy40 minutes CMMI10 minutes Term Paper - Open30 minutes Today’s Agenda

18 Class Activity Summarize and explain to the rest of the class: Maturity levels 2-5 The 18 key process areas

19 Level 2: Repeatable

20 Level 3: Defined

21 Level 4: Managed

22 Level 5: Optimizing

23 As maturity increases Less prone to miss targets Less variation around the target goals Better, faster, cheaper development

24 Topic Duration CMM Overview30 minutes CMM Activity30 minutes *** Break15 minutes Current Event Reports20 minutes CMM Overview (cont.)20 minutes CMM Jeopardy40 minutes CMMI10 minutes Term Paper - Open30 minutes Today’s Agenda

25 Topic Duration CMM Overview30 minutes CMM Activity30 minutes *** Break15 minutes Current Event Reports20 minutes CMM Overview (cont.)20 minutes CMM Jeopardy40 minutes CMMI10 minutes Term Paper - Open30 minutes Today’s Agenda

26 Topic Duration CMM Overview30 minutes CMM Activity30 minutes *** Break15 minutes Current Event Reports20 minutes CMM Overview (cont.)20 minutes CMM Jeopardy40 minutes CMMI10 minutes Term Paper - Open30 minutes Today’s Agenda

27 CMM Issues in the Real-World “Level envy” Areas not addressed Business strategy and linkage to IT Operations, help desk, support Management of the IT human resource Application portfolio Tools Many question whether it is worth the effort to pursue levels 4 and 5

28 CMM Maturity Profile 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% Initial 19.3% Repeatable 43.2% Defined 23.4% Managed 7.3% Optimized 6.8% % of Organizations 1998 thru August 2002 Based on assessments from of 1124 organizations

29 CMM Maturity Profile 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% Initial 11.5% Repeatable 23.0% Defined 33.3% Managed 5.7% Optimized 26.4% % of Organizations April 2002 – October 2003 Based on assessments from of 87 organizations

30 USA and Offshore Profiles 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% Initial 23.3% RepeatableDefinedManagedOptimized % of Organizations 1998 thru August 2002 Based on 645 U.S. organizations and 479 offshore organizations 14.0% 47.4% 37.6% 22.0% 25.3% 5.3% 10.0% 2.0% 13.2% USA Offshore

31 USA and Offshore Profiles 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% Initial 6.1% RepeatableDefinedManagedOptimized % of Organizations April 2002 – October 2003 Based on 33 U.S. organizations and 54 offshore organizations 14.8% 15.2% 27.8% 54.5% 20.4% 3.0% 7.4% 21.2% 29.6% USA Offshore

32 Time to Move Up # of months to move to next level to to to to 5 Largest observed value that is not an outlier 75th percentile Median (50th percentile) 25th percentile Smallest observed value that is not an outlier Recommended time between appraisals (18-30 mos)

33 CMM Market Pressure Marketing tool to win clients, who are based predominantly in US and Europe Clients using Indian service providers should have certain key processes in place: service level agreements identifying business requirements scoping requirements managing changes As of late 2002, approximately 50 of the 70 or so publicly-acknowledged Level 5 CMM-certified organizations were in India

34 CMM-based Software Process Improvement (SPI) Time and cost often exceed expectations months to advance 1 level Can cost $2K per software engineer per year 1-2% full-time resources (e.g., 5-10 in a 500-person organization) 2-4% of rest of organization’s time Difficult KPAs Planning and tracking Key success factors Senior management is engaged Participation and buy-in at all levels, including middle management and technical staff Clearly stated, well understood SPI goals Clear assignment of responsibility SEPG staffed by highly respected people

35 Software Process Improvement Models ISO ISO TickIT IT specific models A number of models enable software development organizations to compare their practices to a set of “best practices” Total Quality Management (TQM) Six Sigma General models

36 Software Process Improvement Models International collaborative effort (including SEI) Sparked by an investigative study sponsored by the U.K. Ministry of Defense (MOD) Objective: To develop a standard in the area of software process assessment establish a common framework for expressing the process capability ratings resulting from a conformant assessment provide a migration path for existing assessment models and methods wishing to become conformant ISO 15504

37 Software Process Improvement Models Over time, proliferation of CMMs: Capability Maturity Model for Software (SW-CMM ® ) Systems Engineering Capability Model (SECM) (may or may not include software) Integrated Product Development Capability Maturity Model (IPD-CMM) Software acquisition Many organizations wish to integrate improvement efforts across disciplines Differences among these multiple models made integration difficult SEI developed common framework to support integration of current and future discipline-specific maturity models The common framework is called the Integrated CMM (CMMI) “Each CMMI model is designed to be used in concert with other CMMI models, making it easier for organizations to pursue enterprise-wide process improvement at their own pace” The Integrated CMM (CMMI) has emerged as the latest thinking from SEI

38 Topic Duration CMM Overview30 minutes CMM Activity30 minutes *** Break15 minutes Current Event Reports20 minutes CMM Overview (cont.)20 minutes CMM Jeopardy40 minutes CMMI10 minutes Term Paper - Open30 minutes Today’s Agenda

39 Topic Duration CMM Overview30 minutes CMM Activity30 minutes *** Break15 minutes Current Event Reports20 minutes CMM Overview (cont.)20 minutes CMM Jeopardy40 minutes CMMI10 minutes Term Paper - Open30 minutes Today’s Agenda

40 CMMI Incorporates and extends: Capability Maturity Model for Software (SW- CMM ® ) Systems Engineering Capability Model (SECM) Integrated Product Development Capability Maturity Model (IPD-CMM) Supplier sourcing CMMI-SW model released August 2002 SW-CMM ® now sunsetted CMMI integrates process improvement models for product and service development and maintenance

41 CMMI What’s different about CMMI-SW: New process areas Modern best practices added Generic goal added to each process area Continuous and staged representations Stronger linkage to business objectives and customer needs Greater alignment with relevant ISO standards Standard CMMI Appraisal Method for Process Improvement (SCAMPI SM ) V1.1 as a replacement for CMM-Based Appraisal for Internal Process Improvement (CBA IPI) and Software Capability Evaluation (SCE SM )

42 CMMI What’s different about CMMI-SW (cont.) Still outside scope of CMMI: People CMM (P-CMM) Software Acquisition CMM (SA-CMM) New names for maturity levels

43 CMMI New names for maturity levels: LevelOldNew 1Initial 2RepeatableManaged 3Defined 4ManagedQuantitatively Managed 5Optimizing

44 SW-CMM v1.1 vs. CMMI Process Areas Level 2 Repeatable Level 3 Defined Level 4 Managed Level 5 Optimized Requirements Management Software Project Planning Project Planning Software Project Tracking & Oversight Project Monitoring & Control Software Subcontractor Management Supplier Agreement Management Software Quality Assurance Product & Process Quality Assurance Software Configuration Management Configuration Management Measurement & Analysis Organization Process Focus Organization Process Definition Training Program Organizational Training Integrated Software Management Integrated Project Management Risk Management Software Product Engineering Requirements Development Technical Solution Product Integration Intergroup Coordination Verification Peer ReviewsValidation Decision Analysis & Resolution Quantitative Process Management Organizational Process Performance Software Quality Management Quantitative Project Management Defect Prevention Causal Analysis & Resolution Technology Change Management Organizational Innovation & Deployment Process Change Management

45 For more information ments/02.reports/02tr029.html (600+ page pdf) CMMI html CMM

46 Topic Duration CMM Overview30 minutes CMM Activity30 minutes *** Break15 minutes Current Event Reports20 minutes CMM Overview (cont.)20 minutes CMM Jeopardy40 minutes CMMI10 minutes Term Paper – Open 30 minutes Today’s Agenda

47 Term Paper Topics Scrum (3) Offshore/Outsourcing (2) RFID (2) Security (2) Build vs. Buy vs. Open Source Collaborative tools/Groove Embedded testing/training ERP Model-driven architecture Services-oriented architecture Web services

48 Timing of Presentations June 1June 8