Presentation is loading. Please wait.

Presentation is loading. Please wait.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 1 G S T Manufactures’

Similar presentations


Presentation on theme: "Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 1 G S T Manufactures’"— Presentation transcript:

1 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 1 G S T Manufactures’ Association for Information Technology (MAIT)

2 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 2 G S T Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Capability Maturity Model (CMM) “Improving what you build means improving how you build” The SEI is a Federally Funded Research and Development Center Located at Carnegie Mellon University in Pittsburgh, Pennsylvania Global Systems Technology, Inc.

3 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 3 G S T Course Overview Introduction: An Executive Overview of the CMM (6 Hrs) Introduction: An Executive Overview of the CMM (6 Hrs) Level 2: Understanding the Repeatable Level KPAs (5 Hrs) Level 2: Understanding the Repeatable Level KPAs (5 Hrs) Level 3: Understanding the Defined Level KPAs (6 Hrs) Level 3: Understanding the Defined Level KPAs (6 Hrs) Level 4: Understanding the Managed Level KPAs (2 Hrs) Level 4: Understanding the Managed Level KPAs (2 Hrs) Level 5: Understanding the Optimizing Level KPAs (3 Hrs) Level 5: Understanding the Optimizing Level KPAs (3 Hrs) CMM Summary and Test (2 Hrs) CMM Summary and Test (2 Hrs) Global Systems Technology, Inc.

4 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 4 G S T Course Guidelines The Class schedule will be followed. The Class schedule will be followed. The Class will start at 9:30 and end at 5:30 promptly. The Class will start at 9:30 and end at 5:30 promptly. One break in the morning, one in the afternoon. One break in the morning, one in the afternoon. Course is fast paced, but questions are welcome. Course is fast paced, but questions are welcome. Exercises and test will be given, and results provided to SEI CMM site training coordinator. Exercises and test will be given, and results provided to SEI CMM site training coordinator. Global Systems Technology, Inc.

5 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 5 G S T Course Schedule Executive Overview Executive Overview MorningAfternoon Day 1 Day 2 Day 3 Executive Overview APA Level 3 Level 2Level 3 Level 4/5Level 5Level 4 Summary And Test Global Systems Technology, Inc.

6 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 6 G S T Day One: Executive Overview Understand the origins of the CMM and the underlying need Understand the origins of the CMM and the underlying need Understand the difference between the CMM and ISO 9000 Understand the difference between the CMM and ISO 9000 Recognize the Benefits of CMM based software process improvements Recognize the Benefits of CMM based software process improvements Be able to describe the CMM and how it is organized Be able to describe the CMM and how it is organized Understand management’s commitments in CMM based software process Improvement Understand management’s commitments in CMM based software process Improvement Be able to describe the CMM and how it is organized Be able to describe the CMM and how it is organized Understand the elements necessary for successful software process improvement Understand the elements necessary for successful software process improvement Results of the Abbreviated Process Assessment Results of the Abbreviated Process Assessment Global Systems Technology, Inc.

7 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 7 G S T Evolution of the CMM For Software Global Systems Technology, Inc.

8 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 8 G S T Cobb’s Paradox “We know why projects fail, we know how to prevent their failure....so why do they still fail?” Martin Cobb Treasury Board of Canada Secretariat Ottawa, Canada Global Systems Technology, Inc.

9 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 9 G S T The Need for Better Planning and Managing For every 100 IT projects started, 94 are “restarted” For every 100 IT projects started, 94 are “restarted” Average IT project cost overrun is 178% in large companies Average IT project cost overrun is 178% in large companies Average IT project time overrun is 230% in large companies Average IT project time overrun is 230% in large companies 42% of original features proposed of IT projects in large companies actually get ported in the final product 42% of original features proposed of IT projects in large companies actually get ported in the final product This information and the following statistics are the result of an extensive national (United States) survey conducted by the Standish Group. Respondents were IT Executives. Global Systems Technology, Inc.

10 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 10 G S T Project Success Profiles The reasons projects succeed: The reasons projects succeed: User InvolvementUser Involvement Executive Management Support (Active interest)Executive Management Support (Active interest) Clear Statement of RequirementsClear Statement of Requirements Proper PlanningProper Planning Realistic ExpectationsRealistic Expectations Smaller Project Milestones (Visibility)Smaller Project Milestones (Visibility) Competent StaffCompetent Staff OwnershipOwnership Clear Vision and ObjectivesClear Vision and Objectives Risk Planning, Identification and MitigationRisk Planning, Identification and Mitigation Global Systems Technology, Inc.

11 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 11 G S T Project Obstacles Profiles The reasons projects are challenged: The reasons projects are challenged: Lack of User InputLack of User Input Incomplete Requirements and SpecificationsIncomplete Requirements and Specifications Changing Requirements and SpecificationsChanging Requirements and Specifications Lack of Executive SupportLack of Executive Support Technical IncompetenceTechnical Incompetence Lack of ResourcesLack of Resources Unrealistic ExpectationsUnrealistic Expectations Unclear ObjectivesUnclear Objectives New TechnologyNew Technology Team CommitmentTeam Commitment Global Systems Technology, Inc.

12 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 12 G S T Incomplete Requirements Incomplete Requirements Lack of User Involvement Lack of User Involvement Lack of Resources Lack of Resources Unrealistic Expectations Unrealistic Expectations Lack of Executive Support Lack of Executive Support Changing Requirements Changing Requirements Lack of Planning Lack of Planning Obsolete before it is complete Obsolete before it is complete Lack of IT Management Oversight Lack of IT Management Oversight Technology Illiteracy Technology Illiteracy Does not solve business problem Does not solve business problem Unrealistic schedule requirements Unrealistic schedule requirements Lack of Program Management training Lack of Program Management training Poor Estimating Poor Estimating Project Failure Profiles The reasons projects are impaired and canceled: Global Systems Technology, Inc.

13 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 13 G S T Industry IT Project Facts: 1995 31.1 % of all projects were canceled before they are completed. 31.1 % of all projects were canceled before they are completed. 52.7% of projects cost 189% of their original estimates 52.7% of projects cost 189% of their original estimates The cost for IT projects in American Companies and in the government that were canceled before implementation in 1995 is estimated at $81 billion dollars. The cost for IT projects in American Companies and in the government that were canceled before implementation in 1995 is estimated at $81 billion dollars. The cost of overruns for the same period (in addition to canceled projects) is estimated at $59 billion. The cost of overruns for the same period (in addition to canceled projects) is estimated at $59 billion. Global Systems Technology, Inc.

14 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 14 G S T More Industry Project Facts Lost opportunities cost is not measurable, but could be in the trillions of dollars. Remember Denver; the cost of not having the baggage system working was costing the City of Denver $1.1 million dollars a day. Lost opportunities cost is not measurable, but could be in the trillions of dollars. Remember Denver; the cost of not having the baggage system working was costing the City of Denver $1.1 million dollars a day. Only 9% of projects in large companies come in on budget and on schedule. Only 9% of projects in large companies come in on budget and on schedule. Global Systems Technology, Inc.

15 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 15 G S T Industry Project Success Criteria SUCCESS CRITERIAPOINTS User Involvement 19User Involvement 19 Executive Management Support 16Executive Management Support 16 Clear Statement of Requirements 15Clear Statement of Requirements 15 Proper Planning 11Proper Planning 11 Realistic Expectations 10Realistic Expectations 10 Smaller Project Involvement 09Smaller Project Involvement 09 Competent Staff 08Competent Staff 08 Ownership 06Ownership 06 Clear Vision and Objectives 03Clear Vision and Objectives 03 Hard-Working and Focused Staff 03Hard-Working and Focused Staff 03 100 100 Global Systems Technology, Inc.

16 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 16 G S T Evolution of the CMM Conditions described were worse in the 1960s and 1970s. Conditions described were worse in the 1960s and 1970s. GAO (US Government Accounting Office) study in 1983 showed that only 3% of the software being delivered to the Government was usable on delivery; that 49% was never usable; and that 48% needed modification prior to use. GAO (US Government Accounting Office) study in 1983 showed that only 3% of the software being delivered to the Government was usable on delivery; that 49% was never usable; and that 48% needed modification prior to use. In the early 1980s, the Government created a Federally Funded Research and Development Center at Carnegie Mellon University, The Software Engineering Institute. In the early 1980s, the Government created a Federally Funded Research and Development Center at Carnegie Mellon University, The Software Engineering Institute. Objective was to reduce the Government’s exposure to software development and maintenance risk. Objective was to reduce the Government’s exposure to software development and maintenance risk. TQM was in full swing in the manufacturing environment. TQM was in full swing in the manufacturing environment. Global Systems Technology, Inc.

17 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 17 G S T Evolution of the CMM TQM PRINCIPLES SHEWART (1920s) DEMMING (1950s) ISHIKAWA (1940s) JURAN (1960s) CROSBY(1970s) QUALITY MANAGEMENT MATURITY GRID ADAPTATION OF QUALITY MANAGEMENT MATURITY GRID TO SOFTWARE DOMAIN W. HUMPHREY IBM/1985 P. CROSBY/1979 DEFINITION OF THE FIVE LEVELS OF SOFTWARE PROCESS MATURITY IN THE CMM FRAMEWORK SEI/1987-1993 DOD Standards (Mil Q 9858A) ASQC Tech-notes ISO 9000 Series (Commercial) DOD Standards Development: Mil-S-482, 483, 1679, 2167, 498 (Also: 52779, 2168) Commercial Standards: IEEE 498, 12207 ISO Standards: 12207 Commercial Practices of S/W Organizations Global Systems Technology, Inc. CMM For Software (Model) S/W Engineering Sciences Maturing 1940s-1980s

18 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 18 G S T Evolution of the CMM SEI, formed in 1984, began an examination of organizations that were recognized for producing high quality software products that were delivered on-time and within budget. SEI, formed in 1984, began an examination of organizations that were recognized for producing high quality software products that were delivered on-time and within budget. Approximately 87 organizations were identified and examined, some of which were excluded from the study. Approximately 87 organizations were identified and examined, some of which were excluded from the study. The processes used by the remaining organizations were examined and the most common practices were then cataloged as the Key Practices and grouped into Key Process Areas (KPAs). The processes used by the remaining organizations were examined and the most common practices were then cataloged as the Key Practices and grouped into Key Process Areas (KPAs). The KPAs were grouped into levels of capability. The maturity levels were derived from TQM literature and applied to software. The KPAs were grouped into levels of capability. The maturity levels were derived from TQM literature and applied to software. Global Systems Technology, Inc.

19 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 19 G S T Evolution of the CMM The organizations had applied their good business practices to the development of software. The organizations had applied their good business practices to the development of software. The KPAs, in aggregate, represent “good business” practices that have been defined in the context of a software development environment. The KPAs, in aggregate, represent “good business” practices that have been defined in the context of a software development environment. Global Systems Technology, Inc.

20 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 20 G S T Definition of Software Process Procedures and methods defining the relationship of tasks People with skills, training and motivation Tools and equipment Process Global Systems Technology, Inc.

21 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 21 G S T TQM TQM Assumes processes are mature Expects processes to be institutionalized CMM CMM Expects processes to be immature Recognizes the benefit of quantitative measures in process management and change Builds foundation so TQM can be applied Global Systems Technology, Inc.

22 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 22 G S T Applying TQM to Software TQM fits in an overall business context - the Capability Maturity Model (CMM) applies specifically to software. TQM CMM Organization Project B Project D Project C System Hardware Software Project A The CMM is a model for software process that embodies the principles of TQM Global Systems Technology, Inc.

23 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 23 G S T Points in Common with the Quality Movement Improvement focuses on fixing the process, not on blaming the people. Improvement focuses on fixing the process, not on blaming the people. Improvement must be measured and periodically reinforced Improvement must be measured and periodically reinforced Improvement requires consistency of investment, training and effort to search for new opportunities to improve Improvement requires consistency of investment, training and effort to search for new opportunities to improve Improvement is a continuous process. Improvement is a continuous process. If level of discomfort is not high enough (i.e., market share, time-to-market, competitive posture, number of fielded defects, etc., are acceptable to the organization) things will not change. If level of discomfort is not high enough (i.e., market share, time-to-market, competitive posture, number of fielded defects, etc., are acceptable to the organization) things will not change. Global Systems Technology, Inc.

24 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 24 G S T How Does Your Customer Benefit? Confidence in you, the product/service provider Confidence in you, the product/service provider On-time delivery of your products and services On-time delivery of your products and services Reduced costs of your software development activities Reduced costs of your software development activities Acceleration of your work accomplishments Acceleration of your work accomplishments Improvement in your product service quality Improvement in your product service quality Ability to better plan their business activities due to the overall reduced risk in doing business with Ability to better plan their business activities due to the overall reduced risk in doing business with Global Systems Technology, Inc.

25 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 25 G S T What’s in it for the Employee ? Less overtime required to get the job done Less overtime required to get the job done Improved customer relations and customer satisfaction Improved customer relations and customer satisfaction Enhanced “team” working environment within the organization, where you can depend on everyone Enhanced “team” working environment within the organization, where you can depend on everyone Improved personal performance as you have a shorter learning curve, can benefit from others’ experiences Improved personal performance as you have a shorter learning curve, can benefit from others’ experiences Enhanced professional skills, defined methods and processes, and availability of training Enhanced professional skills, defined methods and processes, and availability of training Global Systems Technology, Inc.

26 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 26 G S T How Does the Organization Benefit? Improved customer relations results in additional work, and better communications Improved customer relations results in additional work, and better communications Recognition of products from customers Recognition of products from customers Satisfied employees resulting in best efforts and retention Satisfied employees resulting in best efforts and retention Better response and less business risk in meeting client needs Better response and less business risk in meeting client needs Improved quality and productivity of services and products provided resulting in improved competitiveness, market share increase Improved quality and productivity of services and products provided resulting in improved competitiveness, market share increase Global Systems Technology, Inc. Increased Market Share! Increased Efficiency! Improved Profitability!

27 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 27 G S T Benefits of Using CMM Model Risk Significant Reduction in Development Risk CMM Level......1..........2..........3..........4..........5..... Productivity 34% Decrease in Cost to Develop CMM Level......1..........2..........3..........4..........5..... Quality 52% Decrease in Product Errors CMM Level......1..........2..........3..........4..........5..... Time to Market 15% Decrease in Time to Deliver CMM Level......1..........2..........3..........4..........5..... Global Systems Technology, Inc.

28 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 28 G S T Global Systems Technology, Inc. Improvements Using the CMM

29 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 29 G S T Maturity Levels in Review (Predictability) 5 4 3 2 1 LevelCharacteristics Managed Defined Repeatable Initial Process Improvement is institutionalized Optimizing Product and process are quantitatively controlled Software engineering and management processes defined and integrated Project management system in place; performance is repeatable Process is informal and ad hoc; performance is unpredictable Predicted Performance Global Systems Technology, Inc. Quality/Schedule/Cost Probability Target

30 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 30 G S T Maturity Levels In Review (Visibility) 4 3 2 1 Global Systems Technology, Inc.

31 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 31 G S T Maturity Levels In Review (Visibility) 5 Global Systems Technology, Inc.

32 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 32 G S T What Are the Risks of Model-Based Improvements? Models are simplifications of the real world Models are simplifications of the real world Models are not comprehensive Models are not comprehensive Interpretation and tailoring must be aligned to business objectives Interpretation and tailoring must be aligned to business objectives Judgment is necessary to use models correctly and with insight Judgment is necessary to use models correctly and with insight Global Systems Technology, Inc.

33 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 33 G S T The CMM does not address all software process and quality improvement issues. The CMM does not address all software process and quality improvement issues. What the CMM Does Not Cover Software Requirements Software Design Code and Unit Test Integration Test Software Test The CMM focuses on Software Engineering through: Not included: User Needs Analysis Requirements Definition System Requirements System Design Risk Management Not included: Systems Testing Implementation Support Customer Support User Training Global Systems Technology, Inc.

34 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 34 G S T The CMM Focuses on Software Development Issues Issues addressed only indirectly, or by implication, include: Issues addressed only indirectly, or by implication, include: specific tools, methods, and technologiesspecific tools, methods, and technologies concurrent engineering, Joint Application Development and teamworkconcurrent engineering, Joint Application Development and teamwork system engineering, marketing, testing, deliverysystem engineering, marketing, testing, delivery human resourceshuman resources organizational behaviororganizational behavior Global Systems Technology, Inc.

35 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 35 G S T Process capability - the range of expected results that can be achieved by following a process, initially established at the organization level. A predictor of future project outcomes. Process capability - the range of expected results that can be achieved by following a process, initially established at the organization level. A predictor of future project outcomes. Process performance - a measure of the actual results achieved from following a process. Refers to a particular project in the organization Process performance - a measure of the actual results achieved from following a process. Refers to a particular project in the organization Capability Versus Performance

36 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 36 G S T But I have ISO, so why do I need the CMM? “In today’s competitive marketplace, ISO 9000 registration is becoming a requirement for doing business in many industries. To remain competitive, companies need to go beyond that.” Quality Digest “In today’s competitive marketplace, ISO 9000 registration is becoming a requirement for doing business in many industries. To remain competitive, companies need to go beyond that.” Quality Digest The CMM practices focuses on competitiveness and emphasize the business objectives, bottom line performance, employee satisfaction and development, and supplier and partner performance. The CMM practices focuses on competitiveness and emphasize the business objectives, bottom line performance, employee satisfaction and development, and supplier and partner performance. Global Systems Technology, Inc.

37 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 37 G S T ISO Prescriptive Prescriptive Standard - Organizations must comply Standard - Organizations must comply Identifies what “must” be done and by whom Identifies what “must” be done and by whom Looks at process existence, execution not at “goodness” Looks at process existence, execution not at “goodness” Requires process improvement activities Requires process improvement activities Focused on Quality Management System Focused on Quality Management SystemCMM Descriptive Descriptive Model - Must be tailored to organization’s business environment Model - Must be tailored to organization’s business environment Describes successful software development practices Describes successful software development practices Expects processes to “make sense” to organization Expects processes to “make sense” to organization Focused process improvement of business practices Focused process improvement of business practices Requires tailoring of process to project needs Requires tailoring of process to project needs How ISO and the CMM Differ Global Systems Technology, Inc.

38 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 38 G S T How ISO and the CMM Differ Global Systems Technology, Inc.

39 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 39 G S T Global Systems Technology, Inc. Enterprise (Before ISO) ISO 9000 (9000-3) Coverage and Applicability CMM for Software Coverage and Applicability ISO and the CMM share the same Organizational constraints, Both must be adapted to those constraints. ISO, as a standard, requires the Organization to conform. The Organization may need to expand activities to cover the ISO requirements. CMM, as a model, is used to understand and evolve within the Organization constraints. Blind compliance without a reasonable interpretation and use of professional judgement may mislead the Organization. (After ISO) (After CMM)

40 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 40 G S T Procedures, templates, models, tool usage, and forms, are below the level of detail within the CMM The capability maturity model for software Models are simplified views of the real world THE REAL WORLD Integrated Product Teams Organization Culture Technology Marketing People Issues System Engineering Global Systems Technology, Inc.

41 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 41 G S T So, What is the CMM? The CMM is a model that describes software development practices that are recognized as critical to success for software development efforts within state of the practice organizations. The CMM is a model that describes software development practices that are recognized as critical to success for software development efforts within state of the practice organizations. The CMM describes “what” activities are necessary for success. (It is Descriptive) The CMM describes “what” activities are necessary for success. (It is Descriptive) The CMM does not describe “how” the activities are to be performed. (It is Not Prescriptive) The CMM does not describe “how” the activities are to be performed. (It is Not Prescriptive)  Your organization procedures (QMS) describes how activities are to be performed. Global Systems Technology, Inc.

42 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 42 G S T Common Sense Issues The CMM is a model. A reasonable interpretation of the CMM practices and professional judgment in application is necessary. The CMM is a model. A reasonable interpretation of the CMM practices and professional judgment in application is necessary. The CMM was written to address the process for large, complex software efforts. The CMM was written to address the process for large, complex software efforts. Early efforts in tailoring the CMM indicate that in excess of 90% of key practices are applicable as written when interpreted in the context of the specific applications for both large and small organizations. Early efforts in tailoring the CMM indicate that in excess of 90% of key practices are applicable as written when interpreted in the context of the specific applications for both large and small organizations. Global Systems Technology, Inc.

43 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 43 G S T The Model: SEI’s CMM Understanding the model structure Global Systems Technology, Inc.

44 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 44 G S T Maturity Levels Provide an Orderly Path for SPI Process capability is built in stages Process capability is built in stages This does not imply a ladder - some processes are ineffective when others are not stableThis does not imply a ladder - some processes are ineffective when others are not stable Each level provides a foundation for improvements at the next level Each level provides a foundation for improvements at the next level engineering process is easily sacrificed without management disciplineengineering process is easily sacrificed without management discipline detailed measures are inconsistent without a defined processdetailed measures are inconsistent without a defined process effect of process innovation is obscure in a noisy processeffect of process innovation is obscure in a noisy process Global Systems Technology, Inc.

45 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 45 G S T The KPAs in each level enhance the effectiveness of the previous maturity level KPAs while strengthening the foundation for further process maturity growth. The Capability Maturity Model is defined in levels of process maturity. The levels do not imply a “ladder”. Each level consists of a grouping of homogeneous key process areas (KPAs). The relationship is such that the most benefit from a KPA can only be achieved when KPAs from lower levels are in place. Global Systems Technology, Inc.

46 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 46 G S T 1 Ad hoc or chaotic (repeatable processes not documented and not used) 2 Repeatable (repeatable processes documented and used) 3 Defined (same processes used across the organization) 4 Managed (quantitative process and software quality management in place) 5 Optimizing (process/product data used for strategic business improvement) Summary Characteristics of Organizations at Different Levels of Process Maturity Global Systems Technology, Inc.

47 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 47 G S T Requirements ManagementRequirements Management Project PlanningProject Planning Project Tracking & OversightProject Tracking & Oversight Subcontract Management Software Quality Assurance Configuration Management Quality Productivity Time to Market Risk Organization Process Focus Organization Process Definition Training program Integrated Software Management Software Product Engineering Intergroup Coordination Peer Reviews Quantitative Process Management Software Quality Management Defect Prevention Technology Change Management Process Change Management 1 2 3 4 5 No Key Process Areas Global Systems Technology, Inc.

48 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 48 G S T CMM Structure A Total of 316 Key Practices in CMM V1.1 CMM V1.1 Level 2Level 3Level 4Level 5 A Total of 18 Key Process Areas (KPAs) each with established goals Commitment to Perform Ability to Perform Activities Performed Measurement and Analysis Verifying Implementation Each of the KPAs are organized by common features that contain key practices Key Process Areas are organized by Common Features Global Systems Technology, Inc.

49 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 49 G S T Conceptual Organization CMM 316 Key Practices making up the 18 KPAs Global Systems Technology, Inc. CommitmentCommitmentand AbilityAbility ActivitiesActivities MeasurementsMeasurementsand VerificationVerification Organizational Infrastructure and Management Support Work Accomplished Management Visibility and Oversight Common Features Level 2 Level 3 Level 4 Level 5

50 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 50 G S T Defect Prevention Defect Prevention Global Systems Technology, Inc. Policy Organization Management Reviews Process Definitions Procedures Std. Practices Group Management Reviews Directives Customer Requirements, Regulatory Environment, Constraints, Customer Direction, Competition, etc. Client Management Adapt/Tailor Procedures to Specific Project Needs; Project Specific Training Project Work Instructions Project Management Reviews Organization Management Functional Management Project Management Strategic Business Plan Evaluate, Redefine Goals Allocation of Resources Training Defect Prevention Issue Resolution Issue Resolution

51 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 51 G S T Understanding Commitment Commitment to Perform: describes the actions the organization must take to ensure that the process is established and will endure. RM SPP SPTOSSMSQA SCM OPF OPD TP ISM SPE IC PR QPMSQM DP TCMPCM Commitment  Written Organization Policy Designated Responsibility Sr. Mgmt Sponsors Activities Sr. Mgmt Oversees Activities        Why are there two “written policy Statements” for two KPAs? Global Systems Technology, Inc.

52 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 52 G S T Understanding Ability to Perform Ability to Perform: describes the preconditions that must exist in the project or organization to implement the software process competently. Global Systems Technology, Inc.

53 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 53 G S T Understanding Measurement and Analysis Measurement and Analysis: describes the basic measurement practices necessary to determine status related to process being performed. What is Different with the Quality Measurement ? Why do two KPAs have a Separate Measurement for Quality? What is different about the Training KPA? Global Systems Technology, Inc. Measurement    Measurements Used to Determine Status  Measurements Used to Determine Quality Measurements Used to Determine Effectiveness  RM SPP SPTOSSMSQA SCM OPF OPD TPISM SPE IC PR QPMSQM DP TCMPCM

54 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 54 G S T Understanding Verifying Implementation Verifying Implementation: describes the steps to ensure that the activities are performed in compliance with the processes that have been established. Why does Training not have a Quality Review or Audit called out? Global Systems Technology, Inc. Verifying Implementation Senior Management Reviews Project Manager Reviews Quality Assurance Reviews And/or Audits Independent (Expert) Review            Activities are Reviewed and/or Audited  SCM Audits Software Baselines RM SPP SPTOSSMSQA SCM OPF OPD TP ISM SPE IC PR QPMSQM DP TCMPCM

55 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 55 G S T Relationships of CMM Elements IndicateContain AchieveOrganized By AddressContain Describe Maturity Levels Key Process Areas Common Features Key Practices Process Capability Goals Institutionalization Activities Global Systems Technology, Inc.

56 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 56 G S T Relationships of CMM Elements Relationships of CMM Elements IndicateContain AchieveOrganized By AddressContain Describe Process Capability Institutionalization Activities Quiz Fill in Blanks Global Systems Technology, Inc.

57 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 57 G S T Characteristics of Organizations at Different Levels of Process Maturity Global Systems Technology, Inc.

58 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 58 G S T Key Process Areas of each Level Repeatable (2)Defined (3)Managed (4)Optimizing (5) Requirements Management Project Planning Project Tracking and Oversight Subcontract Management Software Quality Assurance Configuration Management Organization Process Focus Organizational Process Definition Training program Integrated Software Management Software Product Engineering Intergroup Coordination Peer Reviews Quantitative Process Management Software Quality Management Defect Prevention Process Change Management Technology Change Management Global Systems Technology, Inc.

59 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 59 G S T Process Characteristics of CMM Levels Repeatable (2)Defined (3)Managed (4)Optimizing (5) Project level Documented and stable Estimating, planning, and commitment Problems recognized and corrected Organizational Integrated management and engineering processesIntegrated management and engineering processes Problems are anticipated and prevented, or Impact of problem is minimized Processes are quantitatively understood and stabilized Sources of individual problems are understood and eliminated Processes are continuously and systematically improved Common sources of problems are understood and eliminated Global Systems Technology, Inc.

60 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 60 G S T People Characteristics of CMM Levels Success depends on individuals Management systems supports Commitments are understood People are trained Project groups work together Work as integrated team Training is planned and provided according to roles Strong sense of teamwork exists within each project Strong sense of teamwork across the organization Everyone is involved in process improvement Repeatable (2)Defined (3)Managed (4)Optimizing (5) Global Systems Technology, Inc.

61 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 61 G S T Technology Characteristics of CMM Levels Technology supports established, stable activities New technologies are evaluated on a qualitative basis New technologies are evaluated on a quantitative basis New technologies are pro-actively pursued and deployed Repeatable (2)Defined (3)Managed (4)Optimizing (5) Global Systems Technology, Inc.

62 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 62 G S T Measurement Characteristics of CMM Levels Planning and management data used by individual projects Data are collected and used in all defined processes Data are systematically shared across projects Data definition and collection are standardized across the organization Data are used to understand the process quantitatively Data are used to evaluate and select process improvements Repeatable (2)Defined (3)Managed (4)Optimizing (5) Global Systems Technology, Inc.

63 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 63 G S T P & P Projects Level 2 Level 3 Best Practice Organization Policy and Procedures P & P SEPG Analysis Organization- wide Implementation Global Systems Technology, Inc.

64 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 64 G S T Policy and Procedures Organization Implementation 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr PlannedActualEstimate Task A Task B Task C Today Overrun Organization Strategic Business Goals Change As Required Quantitative Understanding of Product and Process Capability Level 3 Level 4 Level 5 0 5 10 15 20 25 30 35 40 A B C D Products PlannedActual Errors/10K Loc. Change by Prevention, Technology, and Improvement Global Systems Technology, Inc.

65 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 65 G S T WHAT THREE WAYS CAN THE CMM CAN BE USED? Global Systems Technology, Inc.

66 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 66 G S T The Three Uses of the CMM Process Development: Used as a model for determining desired practices for reducing project risk. Process Development: Used as a model for determining desired practices for reducing project risk. Process Improvement: Used as a model to assess current project practices for improvement. Process Improvement: Used as a model to assess current project practices for improvement. Vendor Selection: Used as a basis for determining risk of potential software contractors. Vendor Selection: Used as a basis for determining risk of potential software contractors. Caution! The CMM is only a model. A tool. It is not the solution. It is not a silver bullet. Global Systems Technology, Inc.

67 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 67 G S T Process Development List all processes that are thought to be appropriate for the enterprise activities. List all processes that are thought to be appropriate for the enterprise activities. Examine the CMM to understand the processes described and to compare to “list” of enterprise processes. Determine the applicability of CMM processes to organization. Adjust list as necessary. Examine the CMM to understand the processes described and to compare to “list” of enterprise processes. Determine the applicability of CMM processes to organization. Adjust list as necessary. Using the list as a foundation, define processes in the context of how to perform them. Pick a project for implementation. Using the list as a foundation, define processes in the context of how to perform them. Pick a project for implementation. Review process definitions and tailor to project needs, implement the tailored processes on the project. Measure and analyze results. Review process definitions and tailor to project needs, implement the tailored processes on the project. Measure and analyze results. Caution! The CMM is not all inclusive, includes only “Key Practices”. You are the judge as to “Key” for your organization. Caution! The CMM is not all inclusive, includes only “Key Practices”. You are the judge as to “Key” for your organization. Global Systems Technology, Inc.

68 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 68 G S T Process Improvement (CBAIPI) Use the CMM as a basis for evaluation of the organizations processes by comparing the organization’s processes to the CMM key practices. Use the CMM as a basis for evaluation of the organizations processes by comparing the organization’s processes to the CMM key practices. During the organization evaluation, identify what is done well and what is not done well. Identify the strengths and weaknesses of the practices using the CMM comparison, and taking into account the alternative practices. During the organization evaluation, identify what is done well and what is not done well. Identify the strengths and weaknesses of the practices using the CMM comparison, and taking into account the alternative practices. Using the comparison, and evaluating alternative methods, determine the satisfaction of the different KPA goals. Using the comparison, and evaluating alternative methods, determine the satisfaction of the different KPA goals. This provides you with a clear understanding of process strengths and weaknesses and the consequences as determined by goal satisfaction. This provides you with a clear understanding of process strengths and weaknesses and the consequences as determined by goal satisfaction. Caution! The satisfaction of goals is the objective Caution! The satisfaction of goals is the objective Global Systems Technology, Inc.

69 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 69 G S T Vendor Selection (SCE) Use the CMM as a basis for evaluating a subcontractor, or a potential development partner using your team of experts. Use the CMM as a basis for evaluating a subcontractor, or a potential development partner using your team of experts. Follow the same process that would be used for an internal assessment. Follow the same process that would be used for an internal assessment. Using a goals satisfaction matrix, and process strengths and weaknesses, establish risk of software development by the organization being evaluated. Risk should be measured Using a goals satisfaction matrix, and process strengths and weaknesses, establish risk of software development by the organization being evaluated. Risk should be measured relative to the scope of the organization evaluated. relative to the scope of the organization evaluated. Caution! The SCE can establish a maturity rating for the scope of the evaluation. The major difference is that the SCE provides no “lasting knowledge” of the problems. Global Systems Technology, Inc.

70 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 70 G S T Building the Culture for Improvement Continuous Software Process Improvement (SPI) requires the consistent oversight of management. Conduct regular review meetings to assess the activities. Continuous Software Process Improvement (SPI) requires the consistent oversight of management. Conduct regular review meetings to assess the activities. When the improvement plan is finalized and approved by management and the team chosen to accomplish the planned objectives. Management should follow through with the necessary resources. Ensure that adequate hours are allocated and budgeted for the improvement activity. When the improvement plan is finalized and approved by management and the team chosen to accomplish the planned objectives. Management should follow through with the necessary resources. Ensure that adequate hours are allocated and budgeted for the improvement activity. Participate (randomly) in the Software Engineering Process Groups meetings. This not only indicates that management is interested, but any problems can be detected early in the improvement cycle. Visible management support for the improvement activity encourages the organization to support the activities. Participate (randomly) in the Software Engineering Process Groups meetings. This not only indicates that management is interested, but any problems can be detected early in the improvement cycle. Visible management support for the improvement activity encourages the organization to support the activities. Global Systems Technology, Inc.

71 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 71 G S T Establishing a Software Process Engineering Group (SEPG) An organization is most successful in achieving software process improvement when there is a “focus” group that has the responsibility, accountability, and authority to cause software process improvement. An organization is most successful in achieving software process improvement when there is a “focus” group that has the responsibility, accountability, and authority to cause software process improvement. The group that is selected should be comprised of individuals that are perceived very well by their peers.The group that is selected should be comprised of individuals that are perceived very well by their peers. These individuals should be recognized as knowledgeable in their field.These individuals should be recognized as knowledgeable in their field. The group should be comprised of both technicians and project management personnel.The group should be comprised of both technicians and project management personnel. The group should have representation of the key disciplines that are used in the organization.The group should have representation of the key disciplines that are used in the organization. The group should be chartered by senior management.The group should be chartered by senior management. Global Systems Technology, Inc.

72 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 72 G S T Establishing a Software Process Engineering Group (SEPG) (Cont.) Before the group is selected, a charter for the group should be written that clearly defines the groups authority, responsibility, and accountability. Before the group is selected, a charter for the group should be written that clearly defines the groups authority, responsibility, and accountability. The charter should define the group members by workgroup representation.The charter should define the group members by workgroup representation. The charter should spell out what is expected of the group. This should specifically address their authority to request other members of the organization for support.The charter should spell out what is expected of the group. This should specifically address their authority to request other members of the organization for support. The charter should identify, in broad terms, the schedule and the resources that management has made available.The charter should identify, in broad terms, the schedule and the resources that management has made available. Only when the charter is complete should management select their improvement group.Only when the charter is complete should management select their improvement group. Global Systems Technology, Inc.

73 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 73 G S T Establishing a Software Process Engineering Group (SEPG) (Cont.) When the charter is written and has management consensus, the team is formed. The charter should be consistent with the organizations overall business goals and objectives. When the charter is written and has management consensus, the team is formed. The charter should be consistent with the organizations overall business goals and objectives. The first order of business for the team is to organize into an effective group and develop a plan to accomplish the objectives of the charter.The first order of business for the team is to organize into an effective group and develop a plan to accomplish the objectives of the charter. The plan that is produced should support the boundaries established by the charter. If there is differences, this must be resolved with management prior to initiating the plan.The plan that is produced should support the boundaries established by the charter. If there is differences, this must be resolved with management prior to initiating the plan. The team should treat the program like any other project. They have requirements established by the charter. The team’s function is to build the process infrastructure, or improve the structure that is in place in accordance with their requirements.The team should treat the program like any other project. They have requirements established by the charter. The team’s function is to build the process infrastructure, or improve the structure that is in place in accordance with their requirements. The team should report progress to management on a periodic basis, and should report cost, schedule, and progress for management review.The team should report progress to management on a periodic basis, and should report cost, schedule, and progress for management review. Global Systems Technology, Inc.

74 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 74 G S T Global Systems Technology, Inc. Planning Management Briefing Schedule Coordination CMM Training Team Training Preliminary Findings Participants Brief Document Review Administer Questionnaire Final Findings Presentation PL, Mid-Mgmt., FAR Interviews Pre-Assessment On-Site Assessment Exit Briefing Final Report Milestone Tracking Post-Assessment Executive Overview Action Plan GST Assessment and Evaluation Process Implement Improvement SPI Workshop APA

75 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 75 G S T Global Systems Technology, Inc. GST Assessment Document Flow GST Proposal GST/ Client Contract Team Training CMM Training Documents APA Report CBAIPI Plan CBAIPI Schedule MQ Analysis Doc Analysis Project Analysis Interview Draft Finding Final Findings CBAIPI Forms Completed GST Exclusive CBAIPI Workbook MQ Quest GST Exclusive GST Exclusive SUPPORTSUPPORT FORMSFORMS Assessment Evaluation Forms PAIS Document Final Report SEI Package

76 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 76 G S T Global Systems Technology, Inc. AN ORGANIZATIONAL VIEW OF THE CMM PROJECT MANAGEMENT 1. REQUIREMENTS MANAGEMENT 2. PROJECT PLANNING 3. PROJECT TRACKING AND OVERSIGHT 4. SUBCONTRACT MANAGEMENT 5.QUANTITATIVE PROCESS MANAGEMENT ENGINEERING/DEVELOPMENT 1. SOFTWARE PRODUCT ENGINEERING 2. PEER REVIEWS 3. INTERGROUP COORDINATION 4. INTEGRATED SOFTWARE MANAGEMENT PRODUCT ASSURANCE 1. SOFTWARE QUALITY ASSURANCE 2. SOFTWARE CONFIGURATION MANAGEMENT 3.SOFTWARE QUALITY MANAGEMENT EMPOWER ANALYZE EVALUATE EMPLOY ORGANIZATION MANAGEMENT 1. DEFECT PREVENTION 2. TECHNOLOGY CHANGE MANAGEMENT 3. PROCESS CHANGE MANAGEMENT 4. ORGANIZATION PROCESS FOCUS 5. ORGANIZATION PROCESS DEFINITION 6. TRAINING PROGRAM IMPROVE

77 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 77 G S T Global Systems Technology, Inc. PROCESS IMPROVEMENT, EVEN WITH THE CMM, IS NOT A SIMPLE TASK

78 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 78 G S T Global Systems Technology, Inc. A Model for the Process of Improvement SOFTWARE PROCESS IMPROVEMENT CYCLE ESTABLISH GOALS OF ORGANIZATION (CHARTER) MAKE CHANGES TO EXISTING PROCESS (IMPROVE) MEASURE PROCESS DETERMINE MATURITY (ASSESS/CBA-IPI) TRAIN EMPLOYEES IN NEW PROCESS (INSTITUTIONALIZE) EVALUATE AND MEASURE CHANGES (ANALYZE) COMPARE RESULTS TO GOALS; REFINE (OPTIMIZE) MANAGEMENT MATURITY GROWTH CYCLE MATURITY GROWTH MODEL ESTABLISH PLAN FOR IMPROVEMENTS (SEPG PLAN) IMPROVEMENT OVERSIGHT (REVIEW/APA) SEPG Responsibility Management Responsibility

79 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 79 G S T Challenges of Change “There is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage than the creation of a new order of things....... “There is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage than the creation of a new order of things....... Whenever his enemies have occasion to attack the innovator, they do so with the passion of partisans, while others defend him sluggishly so that the innovator and his party alike are vulnerable.” Whenever his enemies have occasion to attack the innovator, they do so with the passion of partisans, while others defend him sluggishly so that the innovator and his party alike are vulnerable.” NICCOLO MACHIAVELLI The Prince Global Systems Technology, Inc.

80 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 80 G S T Organizations are Complex Systems Strategic Technical Social/ Cultural Managerial Structural Global Systems Technology, Inc.

81 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 81 G S T Software Organizations Resist Change Strategic Technical Social/ Cultural Managerial Structural Software organizations undergoing process transition activities tend to focus on the technology rather than on the problems they are attempting to resolve. Global Systems Technology, Inc.

82 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 82 G S T Organizational Issues are Overlooked Software organizations tend to overlook systemic organizational issues like planning, training, and the preparation for supporting organizational processes It is this characteristic of software organizations that make higher levels of process maturity so difficult to achieve. Strategic Technical Social/ Cultural Managerial Structural Global Systems Technology, Inc.

83 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 83 G S T The systemic attributes of the organization become dysfunctional when changes are not anticipated, properly planned, and coordinated. Systemic Problems Occur StructuralStrategic Technical Social/ Cultural Managerial Global Systems Technology, Inc.

84 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 84 G S T Organizations are Complex Systems Strategic Technical Social/ Cultural Managerial Structural Global Systems Technology, Inc.

85 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 85 G S T Managing the SPI Transition The Ideal: Directed Change PRODUCTIVITY PRESENT STATE DESIRED STATE TIME INFRASTRUCTURE Rapid Change Global Systems Technology, Inc.

86 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 86 G S T Managing the SPI Transition The Alternative: Evolving Change PRODUCTIVITY PRESENT STATE TIME INFRASTRUCTURE Evolution: a State of Transition DESIRED STATE Reviewing and Undoing Goal Setting and Defining Training and Institutionalizing Implementation Adapting Global Systems Technology, Inc.

87 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 87 G S T Adopters of Change  Early Majority  Pragmatists  Relate to Technology  Driven by Practical Sense  Proof of Adaptability  Laggards  Skeptics  Cannot Stand Change  Avoids New Technology  Quick to Find Fault  Early Adopters  Visionaries  Not Technologists  Insight to Match Technology to Opportunity  Recognizes Need to Change  Innovators  Technology Enthusiasts  First to Adopt New Technology  Understand Problems Global Systems Technology, Inc.  Late Majority  Conservatives  Not Comfortable with Change  Uses Established Technology  Adapts Slowly to New Technology  Needs Support for Use

88 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 88 G S T Innovators Can Tailor a New Technology CORE TECHNOLOGY AND NEW METHODOLOGY Individuals least in need of support are the technology enthusiasts. These people (innovators and early adopters) are used to joining together the bits and pieces of systems and figuring their own way to the objectives intended by the core technology. Global Systems Technology, Inc.

89 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 89 G S T Sponsorship: Facilitating Change The SPONSOR is the person in management that has the authority to commit all resources required to implement the desired change; decides the change will be implemented; and commits the resources. The SPONSOR is the person in management that has the authority to commit all resources required to implement the desired change; decides the change will be implemented; and commits the resources. The SPONSOR is has the authority, accountability, and responsibility for making the change take place. The SPONSOR is has the authority, accountability, and responsibility for making the change take place.  “Owns” the change.  Communicates ownership to everyone who needs change.  Selects and empowers qualified change agents.  Commits the resources required for success.  Keeps the change goals in the consciousness of the organization.  Modifies reward system to encourage organizational change.  Enforces the modified reward system and makes enforcement public.  Models changes in behavior for change adoption.  Communicates change objectives and benefits effectively and often. Global Systems Technology, Inc.

90 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 90 G S T Agents of Change The CHANGE AGENTS are the individuals that are selected by the sponsor to be the implementers of new methods and technologies. Frequently, these are the the individuals first to identify a new or merging technology. The CHANGE AGENTS are the individuals that are selected by the sponsor to be the implementers of new methods and technologies. Frequently, these are the the individuals first to identify a new or merging technology. The CHANGE AGENTS are responsible to the sponsor for change implementation. The CHANGE AGENTS are responsible to the sponsor for change implementation.  Manages the implementation  Identifies the resources that will be needed  Helps sponsor build support.  Assists Users in implementation  Collects and consolidates data. Reports progress to sponsor  Identifies sources of resistance and helps sponsor use resistance effectively  Pinpoints systemic problems and productivity wasters Global Systems Technology, Inc.

91 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 91 G S T Five Elements of Change A clear vision of the desired state and an understanding of the current state. The skill to apply the methodologies and technologies of the desired state. Clear understanding of the benefits (incentives) that would be achieved with the desired state. Availability of adequate resources and the willingness to commit the resources. A well-thought plan of action to implement change. Global Systems Technology, Inc.

92 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 92 G S T Effects of Missing Change Elements VISIONSKILLS INCENTIVESRESOURCES ACTION PLAN CHANGE SKILLS INCENTIVESRESOURCES ACTION PLAN CONFUSION VISION INCENTIVESRESOURCES ACTION PLAN ANXIETY VISIONSKILLS RESOURCES ACTION PLAN SLOW CHANGE VISIONSKILLS INCENTIVES ACTION PLAN FRUSTRATION VISIONSKILLS INCENTIVESRESOURCES FALSE STARTS Source: Ambrose, 1987 Global Systems Technology, Inc.

93 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 93 G S T Identifying the Change Makers SPONSORSCHANGE AGENTSPROCESS OWNERS VISION RESOURCES BENEFITS SKILLS ACTION PLAN BENEFITS IMPLEMENTATION USE ESTABLISH VISION DEFINE GOALS MANAGEMENT SOFTWARE ENGINEERING PROCESS GROUP PRIMARY USERS EVALUATE GOALS REALITY CHECK ACTION PLANNING CHANGES TRAINING EVALUATE PLAN REALITY CHECK IMPLEMENT CHANGES MEASURE CHANGES EVALUATE CHANGES REALITY CHECK MATURITY GROWTH CYCLE PROCESS IMPROVEMENT CYCLE IMPLEMENTATION AND USE CYCLE INNOVATORS EARLY ADOPTERS EARLY MAJORITY Global Systems Technology, Inc.

94 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 94 G S T Resistance To Change T I M E ENERGYENERGY STATUS QUO STUNNED PARALYSIS DENIAL ANGER, RAGE BARGAINING DEPRESSION TESTING ACCEPTANCE Global Systems Technology, Inc.

95 Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 95 G S T SEI’s Ideal Model Global Systems Technology, Inc. Set Context Build Sponsor- ship Charter & Infra- structure Characterize Current & Desired States Develop Recommend- ations Set Priorities Develop Approach Plan Actions Create Solution Pilot/Test Solution Refine Solution Implement Solution Analyze and Validate Propose Future Actions Initiating Diagnosing Establishing Acting Leveraging Stimulus for Change SM IDEAL is a service mark of Carnegie Mellon University.


Download ppt "Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, 1998 1 G S T Manufactures’"

Similar presentations


Ads by Google