1. Copyright 2003 CMMI: Executive Briefing Presented by Kieran Doyle Kieran.doyle@lamri.com 07971 222160

2. Copyright 2003 Agenda Why should I be interested in CMMI? What is the CMMI? How is it structured? How can we use it?

3. Copyright 2003 Benefits - Lockheed Martin (MD&S Unit 2.3B) 20% reduction in unit software costs 30% increase in software productivity Increased award fees by 55% compared to an earlier SW-CMM baseline at maturity level 2 Demonstrating the Impact and Benefits of CMMI ® An Update and Preliminary Results Dennis R. Goldenson Diane L. Gibson October 2003 15% decrease in defect find and fix costs 4.5% decline in overhead rate

4. Copyright 2003 Benefits - Sanchez Computer Associates (Banking Software - 93M USD) Demonstrating the Impact and Benefits of CMMI ® An Update and Preliminary Results Dennis R. Goldenson Diane L. Gibson October 2003 Improved quality of code Saved $2 million in first 6 months after reaching CMM ML3 Improvements from CMM extended beyond software engineering

5. Copyright 2003 Agenda Why should I be interested in CMMI? What is the CMMI? How is it structured? How can we use it?

6. Copyright 2003 The CMMI is this… Requirements Management Project Planning Project Monitoring & Control Supplier Agreement Management Measurement & Analysis Process & Product Quality Assurance Configuration Management Technical Solution Requirements Development Product Integration ValidationRisk Management VerificationIntegrated Project Management Organisational Process Focus Organisation Process Definition Organisational Training Organisational Environment For Integration Decision Analysis & Resolution Integrated Teaming Integrated Supplier Management Organisational Process Performance Organisational Innovation & Deployment Quantitative Project Management Casual Analysis & Resolution 2- MANAGED 3- DEFINED 4- QUANTITATIVELY MANAGED 5- OPTIMISING MATURITY LEVEL PROCESS AREAS

7. Copyright 2003 Or this… Requirements Management Measurement & Analysis Process & Product Quality Assurance Configuration Management Technical Solution Requirements Development Product Integration ValidationVerification Organisational Process Focus Organisation Process Definition Organisational Training Organisational Environment for Integration Decision Analysis & Resolution Integrated Supplier Management Organisational Process Performance Organisational Innovation & Deployment Casual Analysis & Resolution PROJECT MANAGEMENT PROCESS MANAGEMENT CATEGORY PROCESS AREAS ENGINEERING SUPPORT 0- INCOMPLETE 1- PERFORMED 2- MANAGED 3- DEFINED 4- QUANTITATIVELY MANAGED 5- OPTIMISING CAPABILITY LEVELS Project Planning Project Monitoring & Control Supplier Agreement Management Risk Management Integrated Project Management Integrated Teaming Quantitative Project Management

8. Copyright 2003 CMMI is… A set of good practices that address Product Development and Maintenance. An Integrated Framework for Multiple Disciplines An Extendable Framework (i.e. more disciplines could be added) A guidance for Process Improvement The culmination of good practice –CMMI Product Team –Led by the Software Engineering Institute (SEI) Includes an Appraisal Method

9. Copyright 2003 What is the CMMI? Assessment Method Capability Framework Maturity Levels Capability Levels Originally commissioned by the US DOD to assess potential suppliers Over 11,000 projects have been officially assessed in over 2000 organisations 9.1% of organisations assessed were Finance or Insurance

10. Copyright 2003 Where Does it Come From?

11. Copyright 2003 The CMMI Addresses Process Improvement in Four Disciplines Systems Engineering Software Engineering Supplier Sourcing Integrated Product & Process Development

12. Copyright 2003 What are Process Areas? “A cluster of 25 related practices in an area that, when performed collectively, satisfy a set of goals considered important for making significant improvement in that area.” CMMI Guidelines for Integration and Product Improvement –A set of practices –All geared to achieving something –The practices tell you the sort of thing that needs to be done –They don’t mandate how you do it Requirements Management Project Planning Project Monitoring & Control Supplier Agreement Management Measurement & Analysis Configuration Management Technical Solution Requirements Development Product Integration Validation Risk Management VerificationIntegrated Project Management Organisational Process Focus Organisation Process Definition Organisational Training Organisational Environment For Integration Decision Analysis & Resolution Integrated Teaming Integrated Supplier Management Organisational Process Performance Organisational Innovation & Deployment Casual Analysis & Resolution Process & Product Quality Assurance Quantitative Project Management

13. Copyright 2003 The Process Improvement Route There are a couple of options We can pick our own route OR We can use a predefined stages in the route

14. Copyright 2003 Staged Model Predefined Route ML 1 ML2 ML3 ML4 ML5 Continuous Model Own Route PA Process Area Capability CL0 CL1 CL2 CL3 CL4 CL5 PA CMMI Route Options

15. Copyright 2003 The Staged Representation Requirements Management Project Planning Project Monitoring & Control Supplier Agreement Management Measurement & Analysis Process & Product Quality Assurance Configuration Management Technical Solution Requirements Development Product Integration ValidationRisk Management VerificationIntegrated Project Management Organisational Process Focus Organisation Process Definition Organisational Training Organisational Environment For Integration Decision Analysis & Resolution Integrated Teaming Integrated Supplier Management Organisational Process Performance Organisational Innovation & Deployment Quantitative Project Management Casual Analysis & Resolution 2- MANAGED 3- DEFINED 4- QUANTITATIVELY MANAGED 5- OPTIMISING MATURITY LEVEL PROCESS AREAS

16. Copyright 2003 Staged Representation - Maturity Levels A maturity level is a defined evolutionary plateau for organisational process improvement Each maturity level stabilizes a specific set of process areas Each maturity level helps to stabilize the organisation’s processes in preparation for developing to the next maturity level It goes from achieving “solid basics” to “forward looking” It is a suggested route for the process improvement journey There are five maturity levels

17. Copyright 2003 The Maturity Levels 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed 1 Initial

18. Copyright 2003 The Continuous Representation Requirements Management Measurement & Analysis Process & Product Quality Assurance Configuration Management Technical Solution Requirements Development Product Integration ValidationVerification Organisational Process Focus Organisation Process Definition Organisational Training Organisational Environment for Integration Decision Analysis & Resolution Integrated Supplier Management Organisational Process Performance Organisational Innovation & Deployment Casual Analysis & Resolution PROJECT MANAGEMENT PROCESS MANAGEMENT CATEGORY PROCESS AREAS ENGINEERING SUPPORT 0- INCOMPLETE 1- PERFORMED 2- MANAGED 3- DEFINED 4- QUANTITATIVELY MANAGED 5- OPTIMISING CAPABILITY LEVELS Project Planning Project Monitoring & Control Supplier Agreement Management Risk Management Integrated Project Management Integrated Teaming Quantitative Project Management

19. Copyright 2003 Continuous Representation - Capability Levels A capability level represents achievement of process improvement within an individual process area. Each level is a layer in the foundation for continuous process improvement in one area You pick your own route for process improvement BUT – to fully attain a capability level in a process area you might need to look at some of the other “basic” process areas There are six capability levels.

20. Copyright 2003 The Capability Levels 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed 1 Performed 0 Incomplete

21. Copyright 2003 Comparing the Different Representations Both representations provide –ways of implementing process improvement to achieve business goals. –essentially the same content but are organized in different ways.

22. Copyright 2003 Which Route should I take? Picking your own Which processes do I need to fix now? Which part of the organisation do I need to fix? Capability in a very limited set of processes is important Via a predetermined set of stages Do I need to improve the capability of my organisation? What are the basic/root things that I need to fix, before I do anything else? The overall capability or maturity of the organisation is important

23. Copyright 2003 Which route should I take? Which processes do I need to fix now? Which part of the organisation do I need to fix? Do I need to improve the capability of my organisation? What are the basic/root things that I need to fix, before I do anything else? The overall maturity of the organisation is important PA Process Area Capability CL0 CL1 CL2 CL3 CL4 CL5 PA ML 1 ML2 ML3 ML4 ML5 Capability in a very limited set of processes is important

24. Copyright 2003 Agenda Why should I be interested in CMMI? What is the CMMI? How is it structured? How can we use it?

25. Copyright 2003 Process Areas, Goals and Practices Specific Goal Generic Goal Process Area Specific Goal Generic Goal Generic Practice Generic Practice Generic Practice Specific Practice Specific Practice

26. Copyright 2003 Different Views of the Same Model Process Area Specific Goal Generic Goal Process Area Specific Goal Generic Goal Generic Practice Generic Practice Generic Practice Specific Practice Specific Practice Capability Levels Process Area Specific Goal Generic Goal Process Area Specific Goal Generic Goal Generic Practice Generic Practice Generic Practice Specific Practice Specific Practice Maturity Level

27. Copyright 2003 Specific Goal Generic Goal Process Area Specific Goal Generic Goal Generic Practice Generic Practice Generic Practice Specific Practice Specific Practice Specific Goals and Practices Addresses the unique characteristics that describe what must be implemented to satisfy the process area An activity that is considered important in achieving the associated specific goal

28. Copyright 2003 Specific Goals and Specific Practices – an example Specific Goal (e.g. Requirements Management process area): –SG 1: Requirements are managed and inconsistencies with project plans and work products are identified. Specific Practice (e.g. Requirements Management process area) –SP 1.3-1: Manage Requirements Changes Manage changes to the requirements as they evolve during the project.

29. Copyright 2003 Specific Goal Generic Goal Process Area Specific Goal Generic Goal Generic Practice Generic Practice Generic Practice Specific Practice Specific Practice Generic Goals and Practices Generic Goals runs across multiple process areas, providing better control of planning and implementing the given process area Activities that ensure that the way in which a process area is implemented is effective, repeatable, and lasting. Generic practices are crucial in “institutionalising” the processes

30. Copyright 2003 The Generic Practices GG2: Institutionalize a Managed Process Generic Practices Generic Goals GP 1.1: Perform Base Practices GG1: Achieve Specific Goals GG3: Institutionalize a Defined Process GP 3.1: Establish a Defined Process GP 3.2: Collect Improvement Information GG4: Institutionalize a Quantitatively Managed Process GP 4.1: Establish Quantitative Objectives for the Process GP 4.2: Stabilize Subprocess Performance GG5: Institutionalize an Optimizing Process GP 5.1: Ensure Continuous Process Improvement GP 5.2: Correct Root Causes of Problems GP 2.1: Establish an Organisational Policy GP 2.2: Plan the Process GP 2.3: Provide Resources GP 2.4: Assign Responsibility GP 2.5: Train People GP 2.6: Manage Configurations GP 2.7: Identify and Involve Relevant Stakeholders GP 2.8: Monitor and Control the Process GP 2.9: Objectively Evaluate Adherence GP 2.10: Review Status with Higher Level Management

31. Copyright 2003 Different Views of the Same Model Process Area Specific Goal Generic Goal Process Area Specific Goal Generic Goal Generic Practice Generic Practice Generic Practice Specific Practice Specific Practice Capability Levels Process Area Specific Goal Generic Goal Process Area Specific Goal Generic Goal Generic Practice Generic Practice Generic Practice Specific Practice Specific Practice Maturity Level

32. Copyright 2003 Agenda Why should I be interested in CMMI? What is the CMMI? How is it structured? How can we use it?

33. Copyright 2003 How can I use the CMMI for Process Improvement?

34. Copyright 2003 Ask Yourself… Why do we want to do process improvement? –What is the reason for implementing some change? –What is the “pain” in the organisation? What do we want to achieve? –What are the specific objectives? How much improvement do I want? –Quantify the goal What is the current state? –I need a baseline from which to measure improvement But don’t get bogged down in answering these questions!

35. Copyright 2003 The IDEAL SM Model SM IDEAL is a service mark of Carnegie Mellon University.

36. Copyright 2003 Practical Process Improvement Process Improvement is a long term programme It needs planning like any other programme –Approval and commitment –Objectives –Scope –Resources/Budget –Stakeholders –Measurements –Configuration Management –Quality Assurance –Etc. But don’t get bogged down in planning – it’s all about changing things That means doing something – Don’t over analyse It can be more open ended than some other programmes Continuously evaluate where you are, and where you are going Be prepared to have to reset expectations

37. Copyright 2003 What happens before an Appraisal Identify Assessment Scope Develop Assessment Plan Prepare and Train Team PIID Pre-Review Refine Plan PIID Review with Team Appraisal class defined Classes are:- Class A - Full Appraisal - Rated Class B - Partial Appraisal - No Rating Class C - “Quick Look”

38. Copyright 2003 What happens during an Appraisal 1. Conduct Opening Meeting 7. Present Draft Findings 9. Present Final Findings 10. Conduct Executive Session 6. Prepare Draft Findings 8. Consolidate, Rate and Prepare Final Findings 11. Wrap-up assessment 2. Interview Project Leaders 3. Interview Middle Managers 4. Interview Functional Area Representatives 5. Consolidate Information 5. Consolidate Information 5. Consolidate Information

39. Copyright 2003 Questions?