1. SE 470 Software Development Processes James Nowotarski 12 May 2003

2. Course Map Overview. Introduction. History Content. Rational Unified Process. Extreme Programming Implementation. Tools, Training, Roles. CMM, Metrics. Selection & Evaluation Briefings (Term Papers) 1234678910115 Assignments Quizzes Week Memorial Day

3. Understand the basics of the Capability Maturity Model (CMM) Discuss term papers Today’s Objectives

4. Topic Duration Housekeeping15 minutes CMM Overview45 minutes *** Break10 minutes CMM Activity45 minutes CMM Wrapup45 minutes Assignment 6 Reports15 minutes Term Paper Discussions20 minutes Today’s agenda

5. Topic Duration Housekeeping15 minutes CMM Overview45 minutes *** Break10 minutes CMM Activity45 minutes CMM Wrapup45 minutes Assignment 6 Reports15 minutes Term Paper Discussions20 minutes Today’s agenda

6. Topic Duration Housekeeping15 minutes CMM Overview45 minutes *** Break10 minutes CMM Activity45 minutes CMM Wrapup45 minutes Assignment 6 Reports15 minutes Term Paper Discussions20 minutes Today’s agenda

7. 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

8. What is CMM Practical Structured Proven Reputation Quantitative –productivity:9-67% –time to market:15-23% –post-release defects:10-94% –business value ratio:4.0-8.8:1 Benefits

9. What is CMM Different capability maturity models –Software CMM –People CMM –Systems Engineering CMM –Software Acquisition CMM –Integrated Product Development CMM –Team Software Process –Personal Software Process Overview

10. 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

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

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

13. 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

14. 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

15. CMM Appraisal Method Team Selection Response Analysis On-site visit Interviews & document reviews Findings based on the CMM 1 Maturity Questionnaire 2 3 4 5 KPA Profile 6

16. 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

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

18. Level 2: Repeatable Track project results, which form basis for future project plans Basic processes in place for: –requirements management –supplier management –standards Key process areas –requirements management –software project planning –software project tracking and oversight –software subcontract management –software quality assurance –software configuration management

19. Level 3: Defined Software engineering and management processes are defined Software engineering process group (SEPG) exists Organization-wide training Key process areas: –organizational process focus –organizational process definition –training program –integrated software management (i.e., tailoring) –software product engineering –intergroup coordination –peer reviews

20. Level 4: Managed Stable and measured processes Measurements are captured across the organization –productivity –quality Processes are predictable Key process areas: –quantitative process management –software quality management

21. Level 5: Optimizing Continuous process improvement Defect prevention –productivity –quality Processes are predictable Key process areas: –process change management –technology change management –defect prevention

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

23. Topic Duration Housekeeping15 minutes CMM Overview45 minutes *** Break10 minutes CMM Activity45 minutes CMM Wrapup45 minutes Assignment 6 Reports15 minutes Term Paper Discussions20 minutes Today’s agenda

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

25. Topic Duration Housekeeping15 minutes CMM Overview45 minutes *** Break10 minutes CMM Activity45 minutes CMM Wrapup45 minutes Assignment 6 Reports15 minutes Term Paper Discussions20 minutes Today’s agenda

26. CMM and ISO 9001 Both share a common concern with quality and process management Some issues in ISO 9001 are not covered in the CMM and vice-versa While the CMM focuses on continuous improvement, ISO 9001 addresses the minimum criteria for an acceptable quality system Roughly speaking, an organization at CMM Level 2 should satisfy ISO 9001

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 August 2002 Based on assessments from 1998-2002 of 1124 organizations

29. USA and Offshore Profiles 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% Initial 23.3% RepeatableDefinedManagedOptimized % of Organizations 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

30. Time to Move Up 100% 0% 75% 50% 25% 1 to 2 23 22 2 to 3 28 3 to 4 17 4 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)

31. References For CMM articles and publications, see http://www.sei.cmu.edu/cmm/cmm.articles.html

32. Continuous Process Improvement Approach to Quality and Measurement Plan Do Check Act 1. Identify quality standards and goals 2. Measure project performance 3. Compare metrics against goals 4. Conduct quality reviews, e.g., peer reviews 5. Test for defects 6. Eliminate causes of deficient performance - fix defects - fix root causes

33. Metrics “You can’t control what you can’t measure” (Tom Demarco) “Anything that can’t be measured doesn’t exist” -- Locke, Berkeley, Hume (Beck, p.45) Metrics - “Lines of code is a useless measurement in the face of code that shrinks when we learn better ways of programming” (Beck, p.42) First Principles

34. CMM Quiz for May 19

35. Extra Slides