1. Introduction to CMMI Huawei Türkiye ArGe Merkezi
Yasemin Yiğit Kuru,
Deniz Gungor,
27/ 11/ 2017

2. Introduction to CMMI
CMMI (Capability Maturity Model Integration) is a proven industry framework to improve product quality and development efficiency for both hardware and software
CMMI is an acronym for Capability Maturity Model Integration.
Sponsored by US Department of Defence in cooperation with Carnegie Mellon University and the Software Engineering Institute (SEI)

3. What is CMMI? Approach used by organizations TO IMPROVE.
CMMI is a collection of BEST PRACTICES.
Over 100 organizations formally assisted in its development, including NASA, Motorola, Ericcson
The CMMI describes WHAT to do, not HOW to do it.
Organizations need to determine How to apply the best practices of the CMMI to how the organization works in order to improve how stuff gets done.
There is a wide range of freedom in how an organization decides to embrace the CMMI. You can –
Go slow or fast
Choose the areas you need to focus on
Choose the appraisal mode you are comfortable with (SCAMPI - A,B,C, High Maturity)
The CMMI cannot be copied as is and serve as an organization’s process

4. CMMI History

5. Value of Mature Capabilities
Objective:
Improve Processes To Develop Better Product

6. Value of Mature Capabilities

7. Advantages and Disadvantages
Advantages of CMMI
Culture for maintaining Quality in projects starts in the mind of the junior programmers to the senior programmers and project managers
Centralized QMS for implementation in projects to ensure uniformity in the documentation which means less learning cycle for new resources, better management of project status and health
Incorporation of Software Engineering Best Practices in the Organizations as described in CMMI Model
Cost saving in terms of lesser effort due to less defects and less rework
This also results in increased Productivity
On-Time Deliveries
Increased Customer Satisfaction
Overall increased Return on Investment
Disadvantages of CMMI
CMMI-DEV is may not be suitable for every organization.
It may add overhead in terms of documentation.
May require additional resources and knowledge required in smaller organizations to initiate CMMI-based process improvement.
May require a considerable amount of time and effort for implementation.
Require a major shift in organizational culture and attitude.

8. How can CMMI help?
CMMI provides a way to focus and manage hardware and software development from product inception through deployment and maintenance.
Behavioral changes are needed at both management and staff levels. Examples:
Increased personal accountability
Tighter links between Product Management, Development, etc.
Initially a lot of investment required – but, if properly managed, we will be more efficient and productive while turning out products with consistently higher quality.

9. Video: CMMI Capabilities

10. Quality Management Levels
Where is CMMi?
Quality Management Levels
Process/ Project Metrics
Projects
Processes
Business
Continuous control
Checks at defined intervals
Quality
Metrics
Balanced Scorecard
EFQM Assessments
CMMI Assessments
ISO9001 Audit
Project/ Risk Audit
…Malcolm Balridge Award, …Deming’s Prize, …World Class Quality

11. CMMI Models within the Framework
CMMI for Development (CMMI-DEV), v1.3 was released in November It addresses product and service development processes.
CMMI for Acquisition (CMMI-ACQ), v1.3 was released in November It addresses supply chain management, acquisition, and outsourcing processes in government and industry.
CMMI for Services (CMMI-SVC), v1.3 was released in November It addresses guidance for delivering services within an organization and to external customers.

12. Value of Processes !
Source: SEI

13. Value of Processes !
Source: SEI

14. Value of Processes !
Source: SEI

15. Value of Processes !
Source: SEI

17. CMMI Staged Representation - 5 Maturity Levels
Process performance continually improved through incremental and innovative technological improvements.
Optimizing
Level 4
Quantitatively
Managed
Processes are controlled using statistical and other quantitative techniques.
Process Maturity
Level 3
Processes are well characterized and understood. Processes, standards, procedures, tools, etc. are defined at the organizational (Organization X ) level. Proactive.
Defined
Level 2
Managed
Processes are planned, documented, performed, monitored, and controlled at the project level. Often reactive.
Level 1
Initial
Processes are unpredictable, poorly controlled, reactive.

18. Key Differences btw Levels
Organizational Continuous Improvement & Performance Management
Statistical Analysis & Advanced Project Management with Prediction
Organizational Project Management & Quality Management System
LEVEL 2
LEVEL 1
Basic Project Management at Project level
No defined process!

19. Staged & Continuous Representation of CMMI Process Areas

20. CMMI Infrastructure

21. Example For the Requirements Management Process Area:
An example Goal (required):
“Manage Requirements”
An example Practice to support the Goal (required):
“Maintain bi-directional traceability of requirements”
Examples (suggested, but not required) of typical Work Products might be
Requirements traceability matrix or
Requirements tracking system

22. Generic Goals

23. CMMI Appraisal
SCAMPI : Standard CMMI Appraisal Method for Process Improvement 
SCAMPI appraisals are used to identify strengths and weaknesses of current processes, reveal development/acquisition risks, and determine capability and maturity level ratings. 
SCAMPI A is the most rigorous method and the only one that can result in a rating
SCAMPI B is less formal and requires fewer activities than a SCAMPI A. It helps an organization to understand its progress
SCAMPI C is shorter, more flexible, and costs less than SCAMPI A and B appraisals. It is used to provide a quick gap analysis between the organization’s processes and CMMI practices. 

24. Huawei CMMI L3&L5 Certification PlanSN
Milestones
Standards
Deadline
Owner 1
Training & Exam
SDU Training & Exam
2014/4/15
EPG 2
SDU Adaptation
All SDUs can customize the PHB & Lifecycle based on HTRDC QMS, and the adaptation must be approved by DC Director and HTRDC EPG.
2014/3/31
LM & QA 3
QMS V2 Release
After pilot and updating, QMS will be Officially released in Huawei PDMC 4
Implementation and Review
1st Implementation Reviews (Offline)
1st Implementation Reviews (Onsite)
2st Implementation Reviews (Offline)
2014/5/30
2st Implementation Reviews (Onsite)
2014/6/15
3st Implementation Reviews (Offline)
2014/7/30
3st Implementation Reviews (Onsite)
2014/8/15 5
Pre Appraisal
Pre Appraisal - Scampi B/C
2014/9/15
QAI 6
Final Appraisal
Final Appraisal (SCAMPI-A)
2014/10/15
CMMI L3
CMMI L5

25. Huawei Motivation for CMMI
Benefits of adopting CMMI:
Enable Improved Quality & Efficiency of the deliverables
Better Planning & Quantitatively Managing the Project’s. Enabling understanding the current capabilities and leading to Factual based decisions.
E2E visibility of Software Development Practices among the stakeholders
Ensure Consistency in the Development Practices and Sharing Best Practices and Lesson’s Learnt at Organizational Level
Showcase our practices to customers with proven cases and creating confidence.
Pioneer in adapting CMMi and Agile Practices and demonstrate HTRDC Maturity.
To assure service delivery requirements (schedule, quality & efficiency) of customers
Establish competitiveness in the market place

26. CMMI & Agile
Friends or Foes ?

27. How many of you are familiar with it?
Agile development
How many of you are familiar with it?

28. Agile is Set of Values
Individuals and interactions | Processes and tools
Working software | Comprehensive documentation
Customer collaboration | Contract negotiation
Responding to change | Following a plan
Don't misread as there is “no value” to the things on the right.

29. 12 Agile Principles • our guiding principles that lay the
foundation for building better software.
• a mindset and a way of thinking and acting,
based on 4 core values and 12 principles
• a philosophy

31. CMMI & Agile: Some Myths
CMMI is command and Control (Agile is self organizing)
CMMI is a heavy weight process (Agile is light / No process)
CMMI is a rigid model (Agile is flexible/No model)
CMMI is Process Oriented and Agile is People Oriented
CMMI expects lots of documents (Agile does not require/produce any document)
CMMI is for big projects and Agile is for small projects
CMMI and Agile are at odds with each other
There is little or no planning in Agile
Agile teams have free run – No control
You need very experienced team for Agile

32. Addressing to misconceptions
CMMI
 Heavyweight process/copious documentation not “required”
 Waterfall not required: Flexible, iterative processes can be applied
 Focus is delivery of results through formal, measured process
Agile
 Velocity, Burndown Charts, Parking Lot Charts, Delivery
 Scrum/FDD well defined
 Success relies on people and process
 Measured and focused
 Proven to work across a range of project sizes
CMMI
 Heavyweight Process
 Plan Driven (Not flexible)
 Focus on Process and Specification
Agile
Unstructured and unmeasured
No defined organizational standard
Success relies on people (high risk)
Less control (Less measurement)
Suitable ONLY for SMALL project

33. CMMI and Scrum Productivity Gains
Systematic is able to deliver on schedule, cost and quality using 69% effort compared to a CMMI L1.
CMMI Level 5 is key to obtaining large contracts
It gives high predictability and better-engineered product for scalability, maintainability, adaptability, and reliability.

36. QUIZ
1-Please write the comparison of the CMMI and Agile. (max.3 items) 2-What are the differences between CMMI Maturity and High Maturity? 3- «Agile does not require/produce any document» True / False 4- «There is little or no planning in Agile» True/False