1. National Cheng-Kung University
Why ? Capability Maturity Model Integration (CMMI) Not ? Capability Maturity Model (CMM)
Dr. Chaw-Kwei Hung
National Cheng-Kung University
March – April 2003

2. 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

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

4. 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 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)

5. 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 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

6. 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

7. 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

8. 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

9. 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)

10. 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

11. 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

12. 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

13. 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)

14. 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

15. 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

16. For More Information About CMMI
Go to CMMI Web site
Contact SEI Customer Relations
Customer Relations Software Engineering Institute Carnegie Mellon University Pittsburgh, PA FAX: (412)

17. 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

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

19. Comparing Model Representations
Continuous
Staged
ML5
ML4
Capability
ML3
ML2
ML 1 PA PA PA
Organization
Process

20. 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

21. 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)

22. 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

23. 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)

24. 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)

25. 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 comfomance
Partial
Team size
Large
Small

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

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

28. 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 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

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

30. 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

31. 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

32. Solutions? CMMI

33. Q & A