1. CMM Overview A Focus on Level 2
James R. Persse
LightTouch Systems, Inc.
11/20/2018

2. The Software Engineering Institute’s Capability Maturity Model
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3. Reduce Risk The Unknown Is Bad
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4. What Introduces Risk? Unrefined Expectations Poor Planning
Poor Oversight
Floating process to build software
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5. Sources of Risk Pressure to get the product out.
Outside agencies force constraints on IT.
Too much work and tight resources.
Staff Turnover.
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6. Can You Remove All Risk? No. But Over Time You Can Remove A Lot
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7. Remove Risk by Improving how you build software
By Examining The Steps You Follow.
Then Working to Make those Steps more Effective.
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8. Software Process Improvement Emerging as a big concern in Fortune 500 IT shops
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9. 1996 Study Average Fortune 500 New Software Project
189% Over Budget
222% Over Schedule
30% Incomplete Functionality
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10. CMM is a Tool to address this situation
There are others:
ISO, Demings, Baldridge, etc.
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11. The CMM Approach
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12. Equation Theory High Risk = Low Predictability
Low Predictability = Low Chance for Quality
Maturity = Low Risk + High Predictability
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13. Risk
Predictability
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14. Software Process Improvement
CMM is a means to an end
CMM
Goal: SPI
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15. Risk
Level 5
Level 4
Predictability
Level 3
Level 2
Level 1
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16. Some Risk will always remain. With CMM you manage Risk proactively.
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17. Level is 2 is Step 1 It’s the beginning of an SPI program.
You don’t have to be extensive.
You don’t have to be perfect.
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18. The Repeatable Level
A Good Way to Analyze how you build software is to repeat what you do from project to project.
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19. The Path to Improvement
1 Define a process.
2 Follow the process.
3 Study the results.
4 Keep what worked.
5 Throw out what didn’t.
6 Start over again.
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20. At Level 2 You begin SPI by focusing on 5 areas
At Level 2 You begin SPI by focusing on 5 areas. Key Process Areas Areas where you develop processes you can repeat and study.
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21. The Central Idea of Level 2
Look at what you do
Throw out what does not work well
Keep what does work well
Refine
Repeat
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22. Level 2 Key Process Areas
Requirements Management
Software Project Planning
Software Project Tracking and Oversight
Software Configuration Management
Software Quality Assurance
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23. What each KPA has in Common
A Policy to show you are committed to doing certain things.
A Structure (resources – people and tools -- and funding) to carry it out.
A Plan to document what you will do.
A Process to follow for doing it.
Training to prepare your people to act according to process.
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24. Basic Level 2 Activity for each KPA
Put the right people in place
Have them develop plans to predict activity
Follow the plan
Measure how well it worked
Refine
Repeat
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25. Requirements Management
Work with Documented Requirements
Have the team Review them and accept them
Track them as they change
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26. Requirements Management
Person/People appointed to analyze
Process to Analyze and Accept and Track
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27. Software Project Planning
Have Requirements and Statement of Work
Get input/estimates from team
Create a Plan
Review the plan with the team before starting
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28. Software Project Planning
Assign a Planner
Use a Template to create the plan
Have a Process to derive estimates
Have a Process to create the plan, review it and approve it.
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29. Software Project Tracking & Oversight
Use the Plan as chief tool
Regularly track actuals against planned - Status Meetings
Adjust as necessary
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30. Software Project Tracking & Oversight
Assign a Project Manager
Use a Process to track progress
Have a Process to make changes to the Plan
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31. Software Configuration Management. Identify products to CM
Software Configuration Management * Identify products to CM * Configuration Manage them * Audit their integrity in the CM library
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32. Software Configuration Management. Establish a Change Control Process
Software Configuration Management * Establish a Change Control Process * Establish a Change Control Board
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33. Software Configuration Management
People to sit on the Change Control Board
A Configuration Manager for the project
A Change Control Process
A Configuration Management Library
A Process to Manage Use of the Library
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34. Software Configuration Management
A Process used to conduct Baseline Audits
A Configuration Management Plan for the project
A Template used to create the CM Plan
A Process used to create, review, and approve the Plan.
Software Configuration Management
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35. Software Quality Assurance. Identify products and activities to audit
Software Quality Assurance * Identify products and activities to audit * Audit them * Report on the Results
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36. Software Quality Assurance
* A person appointed to serve as SQA analyst
* A Template used to create an SQA Plan for the project.
* A Process to follow to create, review, and approve the Plan
* A Process used to conduct SQA audits
* A Process used to handle noncompliance
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37. Basic Elements of CMM People in specific roles Plans
Process to follow the Plans
Measurements
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38. Three Keys: Simplicity Training/Understanding Consistency
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39. Simplicity:. Start small; start easy. Grow into the roles
Simplicity: Start small; start easy Grow into the roles Expand when you’re ready
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40. Training:. Educate your people at the. Start. Give your team a common
Training: Educate your people at the Start Give your team a common understanding Provide on-going assistance Not important to be perfect
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41. Consistency:. Required for improvement. Essential for Team Direction
Consistency: Required for improvement Essential for Team Direction The Key to Software Process Improvement
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42. CMM Flexibility Not a Series of Rules Recommendations you Implement How You See Fit
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43. CMM Relies on Your Professional Judgment
You know best how your teams work
Configure CMM to work in your way
Understand the ‘intention’ of CMM
Do not read CMM as ‘requirements’
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44. CMM is about Process -- Not People
Don’t use CMM to judge performance
Only use CMM to improve process
There is a People-CMM but Cingular is adopting the SW-CMM.
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45. CMM Overview A Focus on Level 2
James R. Persse
LightTouch Systems, Inc.
11/20/2018