Big+3+ +Raftus+ +CMMI

8/4/2019 Big+3+ +Raftus+ +CMMI

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Capability Maturity ModelCapability Maturity Model

Integration (CMMIIntegration (CMMISM))

FundamentalsFundamentals

2008, GRafP Technologies inc.

Capability Maturity Model Integration and CMMI are are service marks of Carnegie Mellon University


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What is the CMMI

A Model

22 process areas Guides process improvement work in

organizations that dev systems, s/w only, or h/wonly product and services

In existence since 1987! Bringing the field of software development/

engineering under statistical process control

Todays defacto model upon which comparisonsare drawn has initiated a proliferation of family of models in other

niche markets


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CMMI Product Suite

Reference Models

- CMMI-Dev

- CMMI-Dev + IPPD addition

- CMMI-ACQ (acquisition, to come)

- CMMI-SVC (services, to come)

Training Products

Assessment methods

- SCAMPI A, B, C


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Maturity Levels

Organizational Innovation and Deployment

Causal Analysis and Resolution

5 Optimizing

4 QuantitativelyManaged

3 Defined

2 Managed

ContinuousProcess

Improvement

QuantitativeManagement

ProcessStandardization

BasicProjectManagement

Organizational Process PerformanceQuantitative Project Management

Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process Definition +IPPDOrganizational TrainingIntegrated Project Management +IPPDRisk ManagementDecision Analysis and Resolution

Requirements Management

Project PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management Risk

Rework1 Initial

Process AreasLevel Focus

Organizational Innovation and Deployment

Causal Analysis and Resolution

5 Optimizing

4 QuantitativelyManaged

3 Defined

2 Managed2 Managed

ContinuousProcess

Improvement

ContinuousProcess

Improvement

QuantitativeManagement

ProcessStandardization

BasicProjectManagement

Organizational Process PerformanceQuantitative Project Management

Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process Definition +IPPDOrganizational TrainingIntegrated Project Management +IPPDRisk ManagementDecision Analysis and Resolution


Project PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management Risk

Rework1 Initial

Process AreasLevel Focus

Carnegie Mellon University


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Maturity Levels

Degree to which predefined setsof process

areas are implemented A maturity level is reached when all goals in the

set have been achieved

There are five levels (1-5)Each level represents a layer of processimprovement

Maturity Level 3 builds upon basic projectmanagement processes addressed in MaturityLevel 2


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CMMI Components

Related

Process Areas

Introductory

Notes

Typical WorkProducts

Subpractices

Expected Informative

Specific Goals (SG)

Generic Goals (GG)

Required

Purpose

Statement

Specific

Practices(SP)

GenericPractices

(GP)

Generic Practice

Elaborations

Legend

Process Area (PA)

Subpractices

Related

Process Areas

Introductory

Notes


Subpractices


Specific Goals (SG)

Generic Goals (GG)

Required

Purpose

Statement

Specific

Practices(SP)

GenericPractices

(GP)

Generic Practice

Elaborations

Legend

Process Area (PA)

Subpractices

Required in an appraisal

Related

Process Areas

Introductory

Notes


Subpractices


Specific Goals (SG)

Generic Goals (GG)

Required

Purpose

Statement

Specific

Practices(SP)

GenericPractices

(GP)

Generic Practice

Elaborations

Legend

Process Area (PA)

Subpractices

Related

Process Areas

Introductory

Notes


Subpractices


Specific Goals (SG)

Generic Goals (GG)

Required

Purpose

Statement

Specific

Practices(SP)

GenericPractices

(GP)

Generic Practice

Elaborations

Legend

Process Area (PA)

Subpractices

Required in an appraisal



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Rating of CMMI Goals

A goal is rated Satisfied if

There are no findings that document the weaknessesassociated with a goal

or (a) All associated practices are characterized at the

organizational unit level as either Largely Implemented or

Fully Implementedand (b) The aggregate of weaknesses associated with the goal

does not have a significant negative impact on goalachievement

Otherwise the goal is rated Unsatisfied


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*SG1: Manage Requirements


SP1.5: Identify InconsistenciesBetween Project Work andRequirements

SP1.4: Maintain BidirectionalTraceability of Requirements

SP1.3: Manage RequirementsChanges

SP1.2: Obtain Commitment toRequirements

SP1.1: Obtain an Understanding ofRequirements

*SG3: Obtain Commitment to Plan

SP2.7: Establish the Project Plan

SP2.6: Plan StakeholderInvolvement

SP2.5: Plan for Needed Knowledgeand Skills

SP2.4: Plan for Project Resources

SP2.3: Plan for Data Management

SP2.2: Identify Project Risks

SP2.1: Establish the Budget andSchedule

*SG1: Establish Estimates

Project Planning

*SG2: Develop a Project Plan

SP1.4: Determine Estimates ofEffort and Cost

SP1.3: Define Project Lifecycle

SP1.2: Establish Estimates of

Work Product and Task Attributes

SP1.1: Estimate the Scope of theProject

SP1.6: Conduct Progress Reviews

SP1.5: Monitor StakeholderInvolvement

SP1.4: Monitor Data Management

SP2.3: Manage Corrective Action

SP2.2: Take Corrective Action

SP2.1: Analyze Issues

*SG1: Monitor Project Against Plan

Project Monitoring & Control

*SG2: Manage Corrective Action toClosure

SP1.7: Conduct Milestone Reviews

SP1.3: Monitor Project Risks

SP1.2: Monitor Commitments

SP1.1: Monitor Project PlanningParameters

SP2.5 Transition Products

SP2.4 Accept the Acquired Product

SP2.3: Evaluate Selected SupplierWork Products

SP2.2: Monitor Selected SupplierProcesses

SP2.1: Execute the SupplierAgreement

*SG1: Establish SupplierAgreements

Supplier AgreementManagement

*SG2: Satisfy Supplier Agreements

SP1.3: Establish SupplierAgreements

SP1.2: Select Suppliers

SP1.1: Determine Acquisition Type

GP2.5: Train People

GP2.4: Assign Responsibility

*GG1: Achieve Specific Goals

Generic Goals (Capability Level 1 & 2)

GP2.3: Provide Resources

GP2.2: Plan the Process

GP2.1: Establish an Organizational Policy

*GG2: Institutionalize a Managed Process

GP1.1: Perform Specific Practices

GP2.6: Manage Configurations

GP2.7: Identify and Involve Relevant Stakeholders

GP2.8: Monitor and Control the Process

GP 2.9: Objectively Evaluate Adherence

GP2.10: Review Status with Higher Level Management


GP3.2: Collect Improvement Information

GP3.1: Establish a Defined Process


ML2 & ML3 Goals & Practices

SP3.3: Obtain Plan Commitment

SP3.2: Reconcile Work andResource Levels

SP3.1: Review Plans that affect theProject


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SP2.4 Communicate Results

SP1.4: Specify AnalysisProcedures

SP2.3: Store Data Results

SP2.2: Analyze Measurement Data

SP2.1: Collect Measurement Data

*SG1: Align Measurement andAnalysis Activities

Measurement & Analysis

*SG2: Provide MeasurementResults

SP1.3: Specify Data Collection andStorage Procedures

SP1.2: Specify Measures

SP1.1: Establish MeasurementObjectives

SP2.2: Establish Records

SP2.1: Communicate & EnsureResolution of NoncomplianceIssues

*SG1: Objectively EvaluateProcesses and Work Products

Process & Product QualityAssurance

*SG2: Provide Objective Insight

SP1.2: Objectively Evaluate WorkProducts and Services

SP1.1: Objectively EvaluateProcesses

GP2.5: Train People


*GG1: Achieve Specific GoalsGeneric Goals (Capability Level 1 & 2)















SP3.2: Perform ConfigurationAudits

SP3.1: Establish ConfigurationManagement Records

*SG3: Establish Integrity

SP2.2: Control Configuration Items

SP2.1: Track Change Requests

*SG1: Establish Baselines

Configuration Management

*SG2: Track and Control Changes

SP1.3: Create or Release Baselines

SP1.2: Establish ConfigurationManagement System

SP1.1: Identify Configuration Items

ML2 & ML3 Goals & Practices(contd)


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SP2.2: Analyze Validation Results

*SG1: Prepare for Validation

Validation

SP2.1: Perform Validation

*SG2: Validate Product or ProductComponents

SP1.3: Establish ValidationProcedures and Criteria

SP1.2: Establish the Validation

Environment

SP1.1: Select Products forValidation

SP3.4: Incorporate Process-RelatedExperiences into the OrganizationalProcess Assets

SP3.3: Monitor Implementation

SP3.2: Deploy Standard Processes

SP3.1: Deploy Organizational ProcessAssets

*SG3: Deploy Organizational ProcessAssets and Incorporate LessonsLearned

SP2.2: Implement Process ActionPlans

SP2.1: Establish Process ActionPlans

*SG1: Determine ProcessImprovement Opportunities

Organizational Process Focus

*SG2: Plan and Implement ProcessImprovements

SP1.3: Identify the Organization'sProcess Improvements

SP1.2: Appraise the OrganizationsProcesses

SP1.1: Establish OrganizationalProcess Needs

SP1.6: Establish Work

Environment Standards

SP1.5: Establish theOrganizations Process AssetLibrary

SP1.4: Establish theOrganizations MeasurementRepository

*SG1: Establish OrganizationalProcess Assets

Organizational ProcessDefinition

SP1.3: Establish Tailoring Criteriaand Guidelines

SP1.2: Establish Lifecycle ModelDescriptions

SP1.1: Establish StandardProcesses

SP1.4: Establish TrainingCapability

SP2.3: Assess TrainingEffectiveness

SP2.2: Establish Training Records

SP2.1: Deliver Training

*SG1: Establish an OrganizationalTraining Capability

Organizational Training

*SG2: Provide Necessary Training

SP1.3: Establish an OrganizationalTraining Tactical Plan

SP1.2: Determine Which TrainingNeeds Are the Responsibility ofthe Organization

SP1.1: Establish the StrategicTraining Needs

GP2.5: Train People




















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SP2.3: Resolve CoordinationIssues

SP2.2: Manage Dependencies

SP2.1: Manage StakeholderInvolvement

*SG2: Coordinate and Collaboratewith Relevant Stakeholders

SP1.6: Contribute to theOrganizational Process Assets

*SG1: Use the Projects DefinedProcess

Integrated ProjectManagement

SP1.5: Manage the Project Usingthe Integrated Plans

SP1.4: Integrate Plans

SP1.3: Establish the Project'sWork Environment

SP1.2: Use Organizational ProcessAssets for Planning ProjectActivities

SP1.1: Establish the Projects

Defined Process

SP3.2: Implement Risk MitigationPlans

SP3.1: Develop Risk MitigationPlans

*SG3: Mitigate Risks

SP2.2: Evaluate, Categorize, andPrioritize Risks

SP2.1: Identify Risks

*SG1: Prepare for RiskManagement

Risk Management

*SG2: Identify and Analyze Risks

SP1.3: Establish a RiskManagement Strategy

SP1.2: Define Risk Parameters

SP1.1: Determine Risk Sourcesand Categories

SP1.6: Select Solutions

SP1.5: Evaluate Alternatives

SP1.4: Select Evaluation Methods

*SG1: Evaluate Alternatives

Decision Analysis andResolution

SP1.3: Identify AlternativeSolutions

SP1.2: Establish EvaluationCriteria

SP1.1: Establish Guidelines forDecision Analysis

GP2.5: Train People




















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Continuous Representation

We have addressed the Staged

representation thus farOne can look at each process areaindependently

- Known as a process areas capability level

Exactly the same processes

Both representations provide

essentially the same content


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Continuous Representation

ProjectManagement

Process AreasCategory

Requirements ManagementRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidation

Engineering

Configuration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisDecision Analysis and ResolutionCausal Analysis and Resolution

Support

Project PlanningProject Monitoring and ControlSupplier Agreement ManagementIntegrated Project Management +IPPD

Risk Management

Quantitative Project Management

Organizational Process FocusOrganizational Process Definition +IPPD

Organizational TrainingOrganizational Process PerformanceOrganizational Innovation and Deployment

Process

Management

ProjectManagement

Process AreasCategory

Requirements ManagementRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidation

Engineering

Configuration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisDecision Analysis and ResolutionCausal Analysis and Resolution

Support

Project PlanningProject Monitoring and ControlSupplier Agreement ManagementIntegrated Project Management +IPPD

Risk Management

Quantitative Project Management

Organizational Process FocusOrganizational Process Definition +IPPD

Organizational TrainingOrganizational Process PerformanceOrganizational Innovation and Deployment

Process

Management



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Capability Levels

5 Optimizing

4 Quantitatively Managed

3 Defined

2 Managed

1 Performed

0 Incomplete

5 Optimizing

4 Quantitatively Managed

3 Defined

2 Managed

1 Performed

0 Incomplete Process Area

Proc

essArea

Capa

bility

This pointrepresentsa higher levelof capabilitythan this point

in a specificprocess area

3

2

1

0

Process Area n

Process Area

Proc

essArea

Capa

bility

This pointrepresentsa higher levelof capabilitythan this point

in a specificprocess area

3

2

1

0

Process Area n



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Process Maturity Profile by all reportingorganizations Nov 1996


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Process Maturity Profile by all reportingorganizations Sept 2007


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SummaryAppraisals verify both Required and

Expected CMMI components Goals and practicesThere are 22 Process Areas Each process area can have a Capability Level

from 0 - 5Predefined setsof process areas make up aMaturity Level (1-5)

Degree of institutionalization is embodied inthe generic goals and expressed throughgeneric practices.


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Further Information

ISBN 0-321-27967-0 (textbook)

informative tips and hints on margins

www.sei.cmu.edu (Software EngineeringInstitute custodian of CMMI)

seir.sei.cmu.edu (Information repository)

[email protected]

(416) 276-9777


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Process improvement benefits

The performance results in the following table are from

30 different organizations that achieved percentagechange in one or more of the six categories ofperformance measures below

4:1Return on Investment

14%Customer Satisfaction

48%Quality

61%Productivity

50%Schedule

34%Cost

Median ImprovementPerformance Category

4:1Return on Investment

14%Customer Satisfaction

48%Quality

61%Productivity

50%Schedule

34%Cost

Median ImprovementPerformance Category


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Big+3+ +Raftus+ +CMMI