1. Capability Maturity Model Integration
MethodCMMI
Capability Maturity Model Integration

2. PMO Purpose Method Outcome Provide very brief introduction to CMMI
Present highlights of the CMMI V1.2 model
Outcome
General understanding of the major components & terms of the CMMI V1.2 model

3. CMMI - Capability Maturity Model Integration
The CMM/CMMI project is a sponsored collaboration between industry, Government & SEI
Developed by the SW Eng. Institute of Carnegie Mellon University (SEI-CMU)
CMMI Level 3 is required to supply armament systems to DoD
Recognized by INCOSE & PMI as a benchmark for process improvement and appraisal

4. Integration of What?
The CMM Integration project was formed to sort out the problem of using multiple CMMs:
The Capability Maturity Model for Software (SW-CMM)
The Systems Engineering Capability Model (SECM, also known as Electronic Industries Alliance 731, EIA 731)
The Integrated Product Development Capability Maturity Model (IPD-CMM)

5. CMMI
Many organizations adopt it as a systematic method for process improvement
Since April 2002 until June 2006:
~1580 CMMI appraisals were done
~64% outside of USA
CMMI V1.2:
A lot simplified than V1.1
Contains amplifications for HW and Systems Engineering

6. George Box (Quality and Statistics Engineer)
CMMI: a Process Model
A process model is a structured collection of best practices
CMMI model describes the characteristics of effective processes
CMMI model is not a process
CMMI model is not a standard
“All models are wrong, but some are useful.”
George Box (Quality and Statistics Engineer)

8. Symptoms of Process Failures
Commitments consistently missed
Late delivery
Last minute changes
Costs go higher and higher
No visibility into progress
You’re always being surprised
Quality problems
Too much rework
Functions do not work correctly
Customer complaints after delivery
Poor morale
Employees are frustrated

9. Benefits from CMMI Implementation
Improved schedule and budget predictability
Improved cycle time
Increased productivity
Improved quality
Increased customer satisfaction
Improved employee morale
Increased return on investment
For measured results see

10. Example Benefit: Schedule Variance
The Software Maintenance Group at Warner Robins Air Logistics Center (CMMI level 5 organization), significantly reduced schedule variance

11. The Process is the Glue The glue that ties people and technology
Even the finest people cannot perform at their best when the process is not defined well or not followed

12. Common Misconceptions
I don’t need process, I have
really good people
advanced technology
an experienced manager
Process
interferes with creativity
equals bureaucracy
isn’t needed when building prototypes
hinders agility in fast-moving markets
costs too much

13. 2 CMMI Model RepresentationsPA
Process Area Capability
Continuous
for a single process area
or a set of process areas
Staged
ML 1
ML2
ML3
ML4
ML5
for an established set of process areas across an
organization

14. Maturity Levels ML5 ML4 ML3 ML2 ML 1
An organization continually improves its processes based on a quantitative understanding of the common causes of variation inherent in processes
The organization and projects establish quantitative objectives for quality and process performance and use them as criteria in managing processes.
Quality and process performance is understood in statistical terms and is managed throughout the life of the processes
Processes are well characterized and understood, and are described in standards, procedures, tools, and methods
The organization’s set of standard processes is established and improved over time
The projects have ensured that processes are planned and executed in accordance with policy
The projects employ skilled people who have adequate resources to produce controlled outputs
Existing practices are retained during times of stress
ML5
processes are usually ad hoc and chaotic
Success in these organizations depends on the competence and initiative of the people in the organization and not on the use of proven processes
ML4
ML3
ML2
ML 1

17. Process Area Capability (for one PA)
Performed
Process
Level 2
Generic
Practices
Managed
Level 3
Defined
Level 4
Quantitatively
Level 5
Optimizing
Capability

18. How CMMI is Used?
Helps set process improvement objectives and priorities
Helps ensure stable, capable, and mature processes
A guide for improvement of project and organizational processes
With an appraisal method: to diagnose the state of an organization’s current practices

19. CMMI Constellations Constellation is a new term in CMMI ver. 1.2
Existing:
CMMI for development (CMMI-Dev)
Under development:
CMMI for services (CMMI-SVC)
CMMI for acquisition (CMMI-ACQ)

20. (Integrated Product and Process Development) Development components
CMMI Model Structure
IPPD additions
(Integrated Product and Process Development)
Development components
CMMI-Dev with IPPD
CMMI-Dev
Core model components

21. CMMI Training and Appraisal
Implementing CMMI requires formal training and appraisal
CMMI model is accompanied by formal training services and material provided by SEI partners
Formal appraisal process is called SCAMPI: Standard CMMI Appraisal Method for Process Improvement

22. SCAMPI Family: 3 Classes of Appraisal Methods
Requirement
SCAMPI A
SCAMPI B
SCAMPI C
Types of Objective
Evidence Gathered
Documents
and interviews
or interviews
Ratings Generated
Goal ratings
required
No ratings allowed
Organizational Unit
Coverage
Required
Not required
Minimum Team Size 4 2 1
Appraisal Team
Leader Requirements
lead appraiser
and C team
leader

23. Example Path for CMMI Rating
SCAMPI C – to evaluate procedures and templates
Update & implement improved procedures
Several SCAMPI B – to evaluate practices
Implement corrective actions
Several SCAMPI B – to verify readiness
SCAMPI A – rating appraisal
It takes about 2 years to reach level 2 and 3 years to reach level 3

24. The Golden Triangle Management sponsorship and visible commitment
Effective process improvement
Internal employees with quality consultants responsible for the implementation of the process improvement
Certified CMMI appraiser

25. CMMI Model - Continuous Representation
Category
Process areas
Project
Management
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Integrated Project Management + IPPD
Risk Management
Quantitative Project Management
Engineering
Requirements Management
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Process Management
Organizational Process Focus
Organizational Process Definition + IPPD
Organizational Training
Organizational Process Performance
Organizational Innovation and Deployment
Support
Configuration Management
Process and Product Quality Assurance
Measurement and Analysis
Causal Analysis and Resolution
Decision Analysis and Resolution

26. CMMI Model - Staged Representation
Maturity level
Process areas 5
Organizational Innovation and Deployment
Causal Analysis and Resolution 4
Organizational Process Performance
Quantitative Project Management 3
Requirements Development
Product Integration
Technical Solution
Risk Management
Decision Analysis and Resolution
Verification
Validation
Organizational Process Definition + IPPD
Organizational Process Focus
Organizational Training
Integrated Project Management + IPPD 2
Project Planning
Project Monitoring and Control
Requirements Management
Supplier Agreement Management
Configuration Management
Process and Product Quality Assurance
Measurement and Analysis 1
None
Risk
Rework
Quality
Productivity

27. Process Areas (PAs) Goals
Specific Goals (SG)
Generic Goals (GG)
Specific Practices (SP)
Generic Practices (GP)
Legend:
Expected
Required

28. Example: Requirements Management (RM) Process Area
SG 1 Manage Requirements
Requirements are managed and inconsistencies with project plans and work products are identified
SP 1.1 Obtain an Understanding of Requirements
SP 1.2 Obtain Commitment to Requirements
SP 1.3 Manage Requirements Changes
SP 1.4 Maintain Bidirectional Traceability of Requirements
SP 1.5 Identify Inconsistencies Between Project Work and Requirements

29. RM PA – Specific Practices
SP Title
SP Description (expected)
SP 1.1 Obtain an Understanding of Requirements
Develop an understanding with the requirements providers on the meaning of the requirements.
SP 1.2 Obtain Commitment to Requirements
Obtain commitment to the requirements from the project participants.
SP 1.3 Manage Requirements Changes
Manage changes to the requirements as they evolve during the project.
SP 1.4 Maintain Bidirectional Traceability of Requirements
Maintain bidirectional traceability among the requirements and work products.
SP 1.5 Identify Inconsistencies Between Project Work and Requirements
Identify inconsistencies between the project plans and work products and the requirements.

30. Two Important Terms in CMMI
Establish and maintain
Includes documentation and usage
Procedure/policy is documented and it must be used throughout the organization
Institutionalization
The ingrained (deeply rooted) way of doing business that an organization follows routinely as part of its corporate culture

31. Institutionalization – Generic Goals for Capability Level 2
GG 2 Institutionalize a Managed Process
GP 2.1 Establish an Organizational 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

32. GP – Generic Practices for Capability Level 2
GP Title
GP Description (expected)
GP 2.1 Establish an Organizational Policy
Establish and maintain an organizational policy for planning and performing the process.
GP 2.2 Plan the Process
Establish and maintain the plan for performing the process.
GP 2.3 Provide Resources
Provide adequate resources for performing the process, developing the work products, and providing the services of the process.
GP 2.4 Assign Responsibility
Assign responsibility and authority for performing the process, developing the work products, and providing the services of the process.
GP 2.5 Train People
Train the people performing or supporting the process as needed.
GP 2.6 Manage Configurations
Place designated work products of the process under appropriate levels of control.
GP 2.7 Identify and Involve Relevant Stakeholders
Identify and involve the relevant stakeholders of the process as planned.
GP 2.8 Monitor and Control the Process
Monitor and control the process against the plan for performing the process and take appropriate corrective action.
GP 2.9 Objectively Evaluate Adherence
Objectively evaluate adherence of the process against its process description, standards, and procedures, and address noncompliance.
GP 2.10 Review Status with Higher Level Management
Review the activities, status, and results of the process with higher level management and resolve issues.

33. Capability Level 3 Generic Goals
GG 3 Institutionalize a Defined Process
GP 3.1 Establish a Defined Process
GP 3.2 Collect Improvement Information

34. GP – Generic Practices for Capability Level 3
GP Title
GP Description (expected)
GP 3.1 Establish a Defined Process
Establish and maintain the description of a defined process.
GP 3.2 Collect Improvement Information
Collect work products, measures, measurement results, and improvement information derived from planning and performing the process to support the future use and improvement of the organization’s processes and process assets.

35. Capability Level 4 Generic Goals
GG 4 Institutionalize a Quantitatively Managed Process
The process is institutionalized as a quantitatively managed process
GP 4.1 Establish Quantitative Objectives for the Process
GP 4.2 Stabilize Sub-process Performance

36. GP – Generic Practices for Capability Level 4
GP Title
GP Description (expected)
GP 4.1 Establish Quantitative Objectives for the Process
Establish and maintain quantitative objectives for the process, which address quality and process performance, based on customer needs and business objectives
GP 4.2 Stabilize Sub-process Performance
Stabilize the performance of one or more sub-processes to determine the ability of the process to achieve the established quantitative quality and process-performance objectives

37. Capability Level 5 Generic Goals
GG 5 Institutionalize an Optimizing Process
The process is institutionalized as an Optimizing process
GP 5.1 Ensure Continuous Process Improvement
GP 5.2 Identify and correct the root causes of defects and other problems in the process.

38. GP – Generic Practices for Capability Level 5
GP Title
GP Description (expected)
GP 5.1 Ensure Continuous Process Improvement
Ensure continuous improvement of the process in fulfilling the relevant business objectives of the organization.
GP 5.2 Identify and correct the root causes of defects and other problems in the process
Identify and correct the root causes of defects and other problems in the process.

39. Equivalent Staging – Levels 2 & 3
To achieve maturity level 2, all process areas assigned to maturity level 2 must achieve capability level 2 or higher
To achieve maturity level 3, all process areas assigned to maturity levels 2 and 3 must achieve capability level 3 or higher

40. Equivalent Staging – Levels 4 & 5
To achieve maturity level 4, all process areas assigned to maturity levels 2, 3, and 4 must achieve capability level 3 or higher. In addition, some processes* must achieve capability level 4.
To achieve maturity level 5, all process areas must achieve capability level 3 or higher. In addition, some processes* (the same as in level 4) must achieve capability level 5.
* the processes are selected based, in part, on the quality and process-performance objectives of the organization and projects. Details are specified in maturity level 4 process areas.

41.
Thank you