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Opening Briefing Presentation
CAppraisal Id: xxxxx
January/6, 2008
Standard CMMI Appraisal Method for Process Improvement (SCAMPISM )
Crest Consulting
SM SCAMPI is a service mark of Carnegie Mellon University
Page 2
Preliminary Findings Presentation
CAppraisal Id: xxxxx
January/6, 2008
Standard CMMI Appraisal Method for Process Improvement (SCAMPISM )
Crest Consulting
SM SCAMPI is a service mark of Carnegie Mellon University
Page 3
Final Findings Presentation
CAppraisal Id: xxxxx
January/6, 2008
Standard CMMI Appraisal Method for Process Improvement (SCAMPISM )
Crest Consulting
SM SCAMPI is a service mark of Carnegie Mellon University
Page 4
Presentation Topics
Objectives of Appraisal
Overview of Appraisal
Appraisal Activities
Scope of Appraisal
Capability Maturity Model® Integration
Findings
Ratings
® Capability Maturity Model, Capability Maturity Modeling, and CMM are registered in the U.S. Patent & Trademark Office.
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Objectives of Appraisal
• Process Improvements Business Objectives
- a;
- a;
- a
• SCAMPI Objectives
- Appraise the organization’s processes against the CMMI v1.2, Maturity Level 2 Process Areas using Staged Representation, and provide detailed findings of the results;
- Report on the findings of the Appraisal including Strengths and Weaknesses;
- Supply recommendations for process improvement.
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Overview of AppraisalOrganization Undergoing Appraisal
CSponsor of the Appraisal:
R
Point-of-Contact of the Appraisal:
C
Three (3) Projects will be appraised
1 -
2 -
3 -
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Appraisal Team PA Assignment
Page 8
Appraisal Participants
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Scope of Appraisal (Model)
Maturity Level: 2 - Investigating 6 Process Areas
–Requirements Management
–Project Planning
–Project Monitoring and Control
–Measurement and Analysis
–Process and Product Quality Assurance
–Configuration Management
PA will not be evaluated
- Supplier Agreement Management
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CMMI Overview - Staged
Organizational Innovation and DeploymentCausal Analysis and Resolution5 Optimizing
4 Quantitatively Managed
3 Defined
2 Managed
ContinuousProcess Improvement
QuantitativeManagement
ProcessStandardization
BasicProjectManagement
Organizational Process PerformanceQuantitative Project Management
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process Definition +IPPDOrganizational Training Integrated Project Management +IPPDRisk ManagementDecision Analysis and Resolution
Requirements Management Project PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
RiskRework
1 Initial
Process Areas Level Focus
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Pre-appraisal activities•Identify appraisal team leader•Determine appraisal objectives•Determine appraisal constraints•Determine appraisal scope •Determine outputs•Identify needed resources•Determine cost and schedule•Plan and manage logistics•Document and manage risks•Select team members•Prepare team•Obtain initial objective evidence•Perform readiness review•Prepare data collection plan
Pre-appraisal activities
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Source of Information
Draft Findings Briefing
Interviews
Appraisal Team
Document Review
Compliance Matrix
Presentations
Page 13
Types of FindingsStrength – exemplary or noteworthy implementation of a CMMI
model practice.
Compliant – indicates in the team judgment an effective implementation of a component of the reference model.
Weakness – indicates in the team judgment an ineffective implementation of a component of the reference model or one that is not institutionalized.
Recommendation – suggestion for improvement.
Page 14
Rating DecisionRating decisions reflect judgment on findings:Findings are based on factsAll findings are validated by the teamRating decisions reflect team consensusA model component can be rated satisfied even though it has validated
weaknesses
Types of ratings: – Practices: Fully Implemented, Largely Implemented, Partially
Implemented, Not Implemented– Goals: satisfied or unsatisfied– PAs: – Maturity Level:
Ratings will be provided for each:Practice Characterization,Goal, Maturity Level
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Rating of CMMI Goals
The goal is rated Satisfied if– there are no findings that document the weaknesses associated with a goal,
OR– (a) all associated practices are characterized at the organizational unit level as either Largely Implemented or Fully Implemented, and
– (b) the aggregate of weaknesses associated with the goal does not have a significant negative impact on goal achievement.
Otherwise the goal is rated Unsatisfied.
Page 16
Goal Rating Profile
GG5 GG5GG4 GG4GG3 NA NA NA NA GG3GG2 NA NA NA NA GG2GG1 NA NA NA NA GG1
SG3 SG3SG2 NA NA NA NA SG2SG1 NA NA NA NA SG1
PAs=> OPF OPD OT OPP OID PP PMC SAM IPM RSKM QPM
PA - Process Area Goal SatisfiedSG - Specific Goal Goal UnsatisfiedGG - Generic Goal
NA/NR PA's are not shown
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Rating of Process Areas
Satisfied - all of the goals of the process area are rated as satisfied
Unsatisfied - one or more of the goals of the process area are rated unsatisfied
Not Applicable - the process area is outside the organizational unit’s scope of work
Not Rated– Insufficient data is available to determine satisfaction– Process area is outside appraisal scope (model)
Page 18
Process Area Profile
satisfied
not satisfied
not applicable
not rated
Defined
Decision analysis & resolutionRisk managementIntegrated project managementOrganizational trainingOrganizational process definitionOrganizational process focusValidationVerificationProduct IntegrationTechnical solutionRequirements Development
Quantitatively Managed
Quantitative project managementOrganizational process performance
Optimizing
Causal analysis & resolutionOrganizational innovation and deployment
Managed
Configuration managementProcess & product quality assuranceMeasurement & analysisSupplier agreement managementProject monitoring & controlProject planningRequirements management
NA
NR
Page 19
Ground Rules
Findings will adhere to non-attribution principles. Participants must also adhere to this for non-attribution to work.
The results are confidential to the extent deemed appropriate by the sponsor.
The interview notes contain attribution. All notes will be disposed of when the final report is completed.
Page 20
Participant Role – Conduct Appraisal
Please be prompt to all interviews and briefings for which you are scheduled.
Please be open and candid:
the team needs to understand how business is done;
greater collaboration results in improved accuracy in the findings;
this makes the data more useful for process improvement efforts.
Page 21
Appraisal Results
A Preliminary findings will be presented to the organization upon completion of the on-site period:
Thursday, January/8 @ 3:30pm
A Final findings will be presented:
Friday, January/9 @ 2:00pm
Action planning will be done based on the results of the appraisal.
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Reporting Appraisal Results
A Final findings will be presented:
Friday, January/9 @ 2:00pm
Action planning will be done based on the results of the appraisal.
Page 23
Deliverables
The results of the appraisal will provide:– A set of findings for all PAs;
– Ratings against each component of the model (Scampi A);
– A final briefing indicating findings.
Deliverables include:– Appraisal Plan
– Final Findings Briefing
– Appraisal Disclosure Statement (Scampi A)
– Appraisal Data (non-attributable)
Page 24
Detailed Schedule
Page 25
Tuesday, Jan/6
From/To Activity Participants Location
7:30am/8:00am Team Arrives Appraisal Team Sala 3 - Diretoria
8:00am/8:30am Setup Opening Briefing Appraisal Team Sala 3 - Diretoria
8:30am/9:30am Opening Briefings Presentation
All Participants Auditório
9:30am/10:15am Org. presentation All Participants Auditório
10:15am/10:30am Break Auditório
10:30am/11:00am Org. Processes presentation Appraisal Team Auditório
11:00am/11:45am Org. Tool Demonstration Appraisal Team Auditório
11:45am/12:30pm Lunch Appraisal Team Restaurant
12:30am/4:00pm Document Review Appraisal Team Sala 3 - Diretoria
4:00pm/4:15pm Break Appraisal Team Sala 3 - Diretoria
4:15pm/6:30pm Document Review Appraisal Team Sala 3 - Diretoria
6:30pm/07:00pm Process Notes Appraisal Team Sala 3 - Diretoria
Page 26
Wednesday, Jan/7
From/To Activity Participants Location
7:30am/8:00am Team Arrives Appraisal Team Sala 3 - Diretoria
8:00am/9:00am Prepare for Interviews Appraisal Team Sala 3 - Diretoria
9:00am/10:15am Project Manager Interview C.Ossandon Sala 3 - Diretoria
10:15am/10:30am Break and Tag Notes Appraisal Team Sala 3 - Diretoria
10:30am/11:30am Configuration Management Interview
F.Silva Sala 3 - Diretoria
11:30am/11:45am Break and Tag Notes Appraisal Team Sala 3 - Diretoria
11:45am/12:30pm Lunch Appraisal Team Restaurant
12:30pm/1:00pm Prepare for Interviews Appraisal Team Sala 3 - Diretoria
1:00pm/2:15pm Metrics Interview R.Lopes Sala 3 - Diretoria
2:15pm/2:45pm Break and Tag Notes Appraisal Team Sala 3 - Diretoria
2:45pm/4:00pm Requirements Interview Carlos Bernardo Sala 3 - Diretoria
4:00pm/4:30pm Break and Tag Notes Appraisal Team Sala 3 - Diretoria
4:30pm/5:30pm QA Interview N.Fernandes Sala 3 - Diretoria
5:30pm/6:00pm Break and Tag Notes Appraisal Team Sala 3 - Diretoria
6:00pm/6:30pm Process Review Appraisal Team Sala 3 - Diretoria
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Thursday, Jan/8
From/To Activity Participants Location
7:30am/8:00am Team Arrives Appraisal Team Sala 3 - Diretoria
8:00am/10:00am Document review and Craft Observations
Appraisal Team Sala 3 - Diretoria
10:00am/11:45am Full Team Consensus Appraisal Team Sala 3 - Diretoria
11:45pm/12:15pm Lunch Appraisal Team Restaurant
12:15pm/1:30pm Full Team Consensus (Contd) Appraisal Team Sala 3 - Diretoria
1:30pm/2:30PM Create Draft Findings Presentation
Appraisal Leader Auditorio
2:30pm/3:30pm Review Draft Findings Presentation
Appraisal Team Auditorio
3:30pm/5:00pm Preliminary Findings Presentation
All Participants Auditorio
5:00pm/6:30pm Document Review and Update findings
Appraisal Team Sala 3 - Diretoria
6:30pm/7:00pm Process Notes Appraisal Team Sala 3 - Diretoria
Page 28
Friday, Jan/9
From/To Activity Participants Location
7:30am/8:00am Team Arrives Appraisal Team Sala 3 - Diretoria
8:00am/10:00am Full Team Consensus on Modified Observations
Appraisal Team Sala 3 - Diretoria
10:00am/11:45am Prepare Final Findings Presentation
Appraisal Leader Auditório
11:45pm/12:30pm Lunch Appraisal Team Restaurant
12:30pm/2:00pm Review Final Findings Presentation
Appraisal Team Auditório
2:00pm/3:15pm Present Final Findings All Participants Auditório
3:15pm/4:00pm Executive Session Sponsor and Invitees Auditório
4:00pm/5:00pm Appraisal Close Out Appraisal Team Auditório
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Findings Summary
Maturity Level 2 Process Areas
Process Areas
Generic Practices
Page 30
Generic Practices
GP 2.1 Establish an Organizational PolicyCOMPLIANCE:The
Page 31
Generic Practices
GP 2.1 Establish an Organizational PolicyRECOMMENDATION:1-
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Generic Practices
GP 2.1 Establish an Organizational PolicyWEAKNESS:None.
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Generic Practices
GP 2.2 Plan the ProcessCOMPLIANCE:The
Page 34
Generic Practices
GP 2.2 Plan the ProcessRECOMMENDATION:1-
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Generic Practices
GP 2.2 Plan the ProcessWEAKNESS:None.
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Generic Practices
GP 2.3 Provide ResourcesCOMPLIANCE:The
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Generic Practices
GP 2.3 Provide ResourcesRECOMMENDATION:1-
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Generic Practices
None.
GP 2.3 Provide ResourcesWEAKNESS:
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Generic Practices
GP 2.4 Assign ResponsibilityCOMPLIANCE:The
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Generic Practices
GP 2.4 Assign ResponsibilityRECOMMENDATION:None.
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Generic Practices
GP 2.4 Assign ResponsibilityWEAKNESS:None.
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Generic Practices
GP 2.5 Train PeopleCOMPLIANCE:The
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Generic Practices
GP 2.5 Train PeopleRECOMMENDATION :1-
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Generic Practices
GP 2.5 Train PeopleWEAKNESS:None.
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Generic Practices
GP 2.6 Manage ConfigurationsCOMPLIANCE:The
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Generic Practices
GP 2.6 Manage ConfigurationsRECOMMENDATION:1-
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Generic Practices
GP 2.6 Manage ConfigurationsWEAKNESS:1-
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Generic Practices
GP 2.7 Identify and Involve Relevant StakeholdersCOMPLIANCE:1-
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Generic Practices
GP 2.7 Identify and Involve Relevant StakeholdersRECOMMENDATION:None.
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Generic Practices
GP 2.7 Identify and Involve Relevant StakeholdersWEAKNESS:1-
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Generic Practices
GP 2.8 Monitor and Control the Process COMPLIANCE:The
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Generic Practices
GP 2.8 Monitor and Control the ProcessRECOMMENDATION:None.
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Generic Practices
GP 2.8 Monitor and Control the ProcessWEAKNESS:None.
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Generic Practices
GP 2.9 Objectively Evaluate AdherenceCOMPLIANCE :The
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Generic Practices
GP 2.9 Objectively Evaluate AdherenceRECOMMENDATION :1-
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Generic Practices
GP 2.9 Objectively Evaluate AdherenceWEAKNESS :None.
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Generic Practices
GP 2.10 Review Status with Higher Level Management COMPLIANCE:1-
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Generic Practices
GP 2.10 Review Status with Higher Level ManagementRECOMMENDATION:None.
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Generic Practices
GP 2.10 Review Status with Higher Level ManagementWEAKNESS :None.
Page 60
Findings Summary
Maturity Level 2 Process Areas
Process Areas
Specific Practices
Crest Consulting - YYYY - Appraisal A Page 61
Requirements Management
Description:
The purpose of Requirements Management is to manage the requirements of the project's products and product components and to identify inconsistencies between those requirements and the project's plans and work products.
SG 1 Manage Requirements
Compliances:
Recommendations:
Weakness:
Crest Consulting - YYYY - Appraisal A Page 62
Requirements Management
SG 1 Manage Requirements
The
Page 63
Requirements Management RECOMMENDATION :
1-
Page 64
Requirements Management
WEAKNESS:
1-
Page 65
Project PlanningDescription:
The purpose of Project Planning is to establish and maintain plans that define project activities.
SG 1 Establish Estimates
SG 2 Develop a Project Plan
SG 3 Obtain Commitment to the Plan
Compliances:
Recommendations:
Weakness:
Page 66
Project Planning
SG 1 Establish EstimatesThe
Page 67
Project Planning
SG 2 Develop a Project Plan
The
Page 68
Project Planning
SG 3 Obtain Commitment to the PlanP
Page 69
Project Planning
RECOMMENDATION:
None.
Page 70
Project Planning
WEAKNESS:
1-
Page 71
Project Monitoring and Control
Description:The purpose of Project Monitoring and Control is to provide an
understanding of the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan.
SG 1 Monitor Project Against Plan
SG 2 Manage Corrective Action to Closure
Compliances:
Recommendations:
Weakness:
Page 72
Project Monitoring and ControlSG 1 Monitor Project Against Plan
The
Page 73
Project Monitoring and ControlSG 2 Manage Corrective Action to Closure
Data
Page 74
Project Monitoring and Control
RECOMMENDATION:
1-
Page 75
Project Monitoring and Control
WEAKNESS:
1-
Page 76
Measurement and Analysis
Description:The purpose of Measurement and Analysis is to develop and
sustain a measurement capability that is used to support management information needs.
SG 1 Align Measurement and Analysis Activities
SG 2 Provide Measurement Results
Compliances:
Recommendations:
Weakness:
Page 77
Measurement and Analysis
SG 1 Align Measurement and Analysis Activities
The
Page 78
Measurement and Analysis
SG 2 Provide Measurement Results
The
Page 79
Measurement and Analysis
RECOMMENDATION:
None.
Page 80
Measurement and AnalysisWEAKNESS:1-
Page 81
Measurement and AnalysisWEAKNESS:4-
Page 82
Measurement and AnalysisWEAKNESS:7-
Page 83
Process and Product Quality Assurance
Description:The purpose of Process and Product Quality Assurance is to
provide staff and management with objective insight into processes and associated work products.
SG 1 Objectively Evaluate Processes and Work Products
SG 2 Provide Objective Insight
Compliances:
Recommendations:
Weakness:
Page 84
Process and Product Quality AssuranceSG 1 Objectively Evaluate Processes and Work Products
The
Page 85
Process and Product Quality AssuranceSG 2 Provide Objective Insight
The
Page 86
Process and Product Quality Assurance
RECOMMENDATION:
1-
Page 87
Process and Product Quality Assurance
WEAKNESS:
None.
Page 88
Configuration Management
Description:The purpose of Configuration Management is to establish and
maintain the integrity of work products using configuration identification, configuration control, configuration status accounting, and configuration audits.
SG 1 Establish BaselinesSG 2 Track and Control ChangesSG 3 Establish Integrity
Compliances:Weaknesses:Recommendations:
Page 89
Configuration Management
SG 1 Establish Baselines
The
Page 90
Configuration ManagementSG 2 Track and Control Changes
The
Page 91
Configuration Management
SG 3 Establish Integrity
The
Page 92
Configuration Management
RECOMMENDATION:
1-
Page 93
Configuration Management
WEAKNESS:
None.
Page 99
Findings Summary
Compliances:
Recommendations:
Weaknesses:
Strengths:
Page 100
Strengths
Page 102
Generic Practices
Page 103
Specific Practices
Page 104
Page 105
Comments
The organization already executes some practices required by ML 3 PAs like:– Organizational Process Focus– Organizational Process Definition– Verification (peer-review)– Validation– Technical Solution– Product Integration– Requirements Development
Recommendation- Analyze all Weaknesses and Recommendations targeting their adoption.
- Maintain the SCAMPI target date: march/2-6
Page 106
Appraisal Data
• #Hours worked: 175hs• Daily Start time: 8:00am• Max time team stayed on any day: 7:00pm• Appraisal documents:
Page 107
Thanks to
1. Appraisal Participantes
2. Sponsor -
3. POC -
4. ATMs
1. S
2. E
3. R
4. P
Page 108
Appraisal Team Signature Page
I support the findings in this presentation and affirm that to the best of my knowledge it represents an accurate portrayal of the state of the process in the appraised organization.
Team Role Name (printed/typed) Signature Date
