View
212
Download
0
Tags:
Embed Size (px)
Citation preview
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
CMMI v1.1 Overview
Bob Rassa, Raytheon
CMMI Steering Group Co-Chair
Los Angeles SPIN
Dec 7, 2001
SM CMMI and CMM Integration are service marks of Carnegie Mellon University ® Capability Maturity Model and CMM are registered with the U.S. Patent and Trademark Office
Page 2
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Agenda Topics
•CMMI V1.0 – Discussions• Purpose, Benefits, Early feedback, ROI planning,
Schedule
•SW-CMM Sunset•CMMI V1.1 –changes•CMMI Acquisition•CMMI Workshops & Technology Conference•CMMI –next steps•Q&A•SCAMPI Discussion by Jane Moon
Page 3
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Quick Data Points….. CMMI Steering Group will always have overall oversight & control of CMMI
CMMI SG designated the SEI as Steward for CMMI with OSD agreement
Created Service Mark for CMMI Licenses Transition Partners
Currently there are: 44 Training Transition Partners 39 SCAMPI Transition Partners
SEI is doing FANTASTIC job embracing Systems Engineering!
Page 4
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
CMMI Design Goals and BenefitsDesign Goals
• Integrate the source models, eliminate inconsistencies, reduce duplication
• Reduce the cost of implementing model-based process improvement
• Be sensitive to impact on legacy efforts
Benefits• Efficient, effective assessment and improvement across
multiple process disciplines • Reduced training and assessment costs• A common, integrated vision of improvement for all
elements of an organization• Integration of systems engineering and software
environments for additional productivity & quality gains
Page 5
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
DiscoveriesAssessment time shows an excellent learning curve
• 40% reduction in assessment time over five Australian assessments
“Shadow assessments” show ease of transition• High maturity CBA IPI at Litton PRC
• Multiple EIA/IS 731 Systems Engineering assessments
Mappings and gap analyses confirm evolutionary expansion from predecessor models
• Government and contractors agree on CMMI’s improved engineering coverage in contract monitoring
Page 6
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
CMMI Pilot ResultsSix SCAMPIs accomplished against V1.02
• 6-12 assessment team members• All explored continuous representation• 2 government, 4 industry• 2-4 Projects• 15-21 Interviews
Total on-site hours ranged from 85-137 hours• All went beyond SE/SW• “Equivalent” hours: 77-120; median 92
Most recent SCAMPIs took approximately 85 hours, on-site
Page 7
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Pilot Results: What worked well
Breadth first assessment of Generic Practices
Incremental/continuous consolidation
Effective strategy for initial and follow-up interviews
Prior preparation of interview questions
Page 8
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
High Maturity CMMI Workshop Results
• Level of impact and effort in a high maturity organization should be minimal due to natural extension from SW CMM to CMMI.
• CMMI can be especially beneficial to organization with less mature SE groups.
• CMMI provides commonality in process improvement across Software and Systems engineering disciplines. [Approval may be at Engineering VP.]
• Basically CMMI has broadened the base. Implementation has to do with size of the organization.
Page 9
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Value of CMMI
Better incorporates engineering principles that are critical to software intensive systems – and “systems of systems”
Integrated Appraisal Method (Ver. 1.1) will provide a single, consistent method for both internal assessments and external evaluations
Reduces cost of a SW and SE appraisal
Page 10
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Current ROI Value to Programs
-A Business Case for SPI Revised - Measuring ROI from Software Engineering and Management DACS, September 1999see http://www.dacs.dtic.mil/techs/roispi2/
A report by Dod Data & Analysis Center for Software (DACS)found:
Application of SPI to “Example organization with example projects”:
Development costs Reduced 73%Rework costs Reduced 96%Average schedule length Reduced 37%Post-release defects Reduced 80%Weighted risk likelihood Reduced 92%Return on investment 21:1
Page 11
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Improvements from AdoptingSW-CMM
Productivity(increase)
Time to market(reduction)
Post-releasedefect reports(reduction)
Savings vs. cost of software process
improvement (median) 5:1
Per
cen
tag
e Im
pro
vem
ent
Annual Medians
35%
19%
39%
0
5
1015
20
25
30
35
40
Page 12
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Benefits of Continuing Process Improvement
SEI SW-CMM Level 5: For the Right Reasons*
Defects are now nearly all found and fixed before testing begins.
Defects escaping into the field have been reduced from 11% to practically 0%.
Programs consistently reach customer satisfaction and performance targets.
Peer reviews increase total project costs by 4%, but reduced rework during testing by 31%. R.O.I. is 7.75:1.
* Reference: Yamamura and Wigle, Boeing Space and Transportation Systems, Crosstalk, Aug, 1997.
Page 13
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
CMMI ScheduleDecember 2000
• CMMI-SE/SW v1.02, CMMI-SE/SW/IPPD v1.02 (initial use versions)
• CMMI-SE/SW/IPPD/A v1.02d (draft for initial piloting)
January 2002
• CMMI-SE/SW v1.1, CMMI-SE/SW/IPPD v1.1 (full use versions)
Spring 2002
• CMMI-SE/SW/IPPD/SS v1.1 (full use version)
• V1.1 model and method training
December 2003 Complete sunset period for SW-CMM, EIA/IS 731
December 2005 CMM Transition Partner Licenses end
Page 14
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
SW-CMM Sunset Definition EstablishedAfter publication of CMMI Dec 2001:
• No more updates to SW-CMM model or training
• SW-CMM Introduction Training provided until Dec 2003
• Transition partners may train SW-CMM after Dec 2003
• Book Capability Maturity Model-Guidelines… will be published if there is continuing market
Assessment implications after Dec 2001:
• No more updates to CBA IPI and SCE methods
• CBA IPI Lead Assessors (LA) and SCE Lead Evaluators (LE) will continue to be trained through December 2003
• Authorized LAs and LEs will need to transition to SCAMPI within two years of termination of training
NOTE: LA and LE authorizations expire 2 years after certification.This means that by December 2005, there will be no more authorized Lead Assessors or Lead Evaluators, nor will any be authorized.
Page 15
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
DoD Policy, SW-CMM Level 3Current DoD Policy per “Gansler Memo” of Oct 99 now requires all Defense contractors for ACAT-I programs (Acquisition Category I) to be SW-CMM Level 3 or equivalent
DoD intent to move from “software only” to “software and systems engineering” declared, via CMMI
Policy update by January is planned; presently being coordinated internal to OSD for feedback.
Initial step might be statement that CMMI is “equivalent” under existing policy.
NDIA SEC is doing the Industry input coordination
Page 16
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
V1.1 –changesModel changes focused on consistency in terminology
Training changes match model changes, improve training clarity
Assessment Method changed-• Method embraces external evaluations as well as
internal assessments• SCAMPI now stands for “Standard CMMI
Appraisal Method for Process Improvement”• MDD is now Method Description Document vs
Method Definition Document
Page 17
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
V1.1 –changes - 2
Method Description Document:• Covers both External “evaluations” as well as
internal “assessments”• SCE v3.0 incorporated into new SCAMPI• Emphasis moves from “discovery” to
“validation”• Emphasis added on pre-assessment activities to
reduce on-site team time
Jane Moon will cover SCAMPI in far more detail in the following presentation…
All CMMI V1.1 changes were process through the CMMI Configuration Control Board
Page 18
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Model changes – 1Changes driven by:
• Change Requests submitted from multiple sources– Public Review– Training course participants– CMMI Pilots
• Peer and CCB reviews
Changes focused on terminology, informative material, clarifications, consistency
Architecture issues (representations, PA additions/deletions, advanced practices) were excluded from change:
• Would NOT allow PT to “re-engineer” the model so soon
• Wanted to maintain stability for early adopters
Page 19
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Model changes - 2
Terminology rigorously reviewed and updated• “Plan” versus “strategy”
• “Process” versus “process area”
• “Assessment” versus “appraisal”
Consistent use of “mischievous” terms• “process capability”
• “life cycle”
• “senior management”
Equivalence between representations clarified
Attention to “architecture” and “design” practices increased
Page 20
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Model Changes - SpecificsGoals (69)
• 1 Deleted (OPD)
• 1 Changed (OT)
• 2 Clarified (TS,PI)
Specific Practices (218)
• 1 Added (OPD)
• 1 Deleted (VER)
• 27 Clarified
Generic Practices (17)
• 1 Deleted (GP 1.1)
• 4 Clarified (GPs 2.8, 2.9, 4.1, 5.2)
Page 21
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Model Metrics
Release PAs/ Goals/ Activities/
FAs Themes* Practices**
SW-CMM V1.1 18 52 316
SW-CMM V2C 19 62 318
EIA/IS 731 19 77 383
IPD-CMM V0.98 23 60 865
CMMI V1.0 SE/SW 22 70 417
CMMI V1.02 SE/SW/IPPD 24 76 460
CMMI V1.1 24 75 459
* Ratable components
** Key to implementation effort
61 1566199
Page 22
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
“Acquisition” Discipline
CMMI-SE/SW/IPPD/a v1.02d released in 2000
“a” is acquisition discipline related to a contract-related acquisition of vendors & suppliers for a specific effort
“a” is now renamed SS (Supplier Sourcing)
CMMI-SE/SWE/IPPD/SS will be released in Spring 2002
• Will retain V1.1 designation since we are merely adding a discipline and clarifications specific for the discipline
Page 23
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Leave V1.1 SAM specific goals or practices unchangedAdd amplifying informational material to discuss how they are applied in a more formal acquisition processAdd amplification related to SP2.1-1 that clearly says if COTS won’t do, consider building or outsourcing new development
Rename ISM – Integrated Sourcing ManagementMove Determine Sourcing Options to ISM SG1, make it SP1.1-1 and renumber the other threeAdd new SG3 – Monitor and Analyze Supplier’s Performance, move SSM SP3.2-1 thru SP3.4-1, and renumber SP3.1-1 thru SP3.3-1Renumber SSM SG3 as SG4Include amplifying informational material
to emphasize that the sourcing issues are important when you have to choose custom-made products or integrated COTS products
Eliminate Quantitative Supplier Management (QSM) Clearly state that ISM is covered as part of QPM
SS Incorporation Plans
Page 24
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
CMMI – What is next?
CMMI v1.1 is the stable version of CMMI
No updates are planned for the immediate future
• Feedback will be collected by the CMMI Steward (SEI) and used to plan any future update
• Process in place to collect Change Requests and take action when appropriate
• We are probably looking at five years for CMMI v1.1
May add System Acquisition discipline for government acquisition of major programs
Page 25
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Systems AcquisitionDoD exploring advisability of creating a separate discipline to help acquisition process within government/military organizations
• Would need flexibility to be applicable to small acquisition organizations as well as large
• Some acquisition organizations do a good bit of systems engineering, others do not
If started, would begin in early-to-mid 2002
Needs good early buy-in from the Acquisition community
Page 26
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
CMMI – What is next - 2
Emphasis through 2003 is on adoption/transition from legacy models
• Quarterly transition workshops will augment and compliment annual User Workshop
• “Communities of Practice” will be encouraged– Course instructors– CMMI Appraisers– Transition Implementation Teams
“Technical Notes” and “Special Reports” will compliment V1.1 Product Suite:
• Managing COTS integration• Making attribute tradeoffs in design• Mapping CMMI with other standards and models• Adding prototypical coverage for specific interests (e.g.,
safety, security)
Page 27
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
CMMI Conferences/WorkshopsCMMI Technology Conference & User Group
• Nov 13-15, 2001, Denver CO• Over 300 attendees, 50 presentations
CMMI Tech Conf & User Group, 2nd annual• Nov 11-14, 2002, Denver CO• Call for Participation is posted
CMMI Transition Workshops, 1-1/2 day• Jan 14-18 2002, Orlando FL• Also April, July, October• Conducted in conjunction with 3-day CMMI Intro
Page 28
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Early Adopters
Page 29
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
For More Information About CMMI• Go to CMMI Website
– http://www.sei.cmu.edu/cmmi
– http://www.sei.cmu.edu/cmmi/products/ public- release.html
• Contact SEI Customer RelationsCustomer RelationsSoftware Engineering InstituteCarnegie Mellon UniversityPittsburgh, PA 15213-3890FAX: (412) [email protected]
Page 30
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Internet Sources
http://www.sei.cmu.edu/cmmi/
http://seir.sei.cmu.edu/seir/
http://jo.sei.cmu.edu/pub/english.cgi/0/323123
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Additional Information
Charts of potential use in CMMI process improvement efforts
Page 32
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
SW-CMM
Also see www.software.org/quagmire
MIL-Q -9858
Trillium Baldrige
IEEE Stds . 730,828829, 830,1012,1016
1028,1058,1063ISO 15504*(SPICE)
People CMM
IPD-CMM*
DODIPPD
SECAMAF IPD Guide
SDCCR
SCE
NATO AQAP1,4,9
BS5750
MIL-STD-498
DOD-STD -2167A
DOD-STD -7935A
MIL-STD-499B*
ISO/IEC12207
IEEE1220 ISO 10011
SDCE
SE-CMMSECM(EIA/IS 731)
EIA/IS632
ISO 9000Series
EIA/IEEEJ-STD-016
IEEE/EIA12207
EIA 632*
MIL-STD-1679
IEEE 1074
TickITSSE-CMM
ISO 15288*
EQA
* Not yet released
CMMI
PSP
SA-CMM
Q9000
DOD-STD-2168
quag14d: 5 June 1998
FAA-iCMM
DO-178B
SW-CMM
Courtesy Sarah Sheard, SPC
The Frameworks Quagmire (before)
Page 33
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
CMMI
Also see www.software.org/quagmire
MIL-Q -9858
Trillium Baldrige
IEEE Stds . 730,828829, 830,1012,1016
1028,1058,1063ISO 15504*(SPICE)
People CMM
DODIPPD
AF IPD Guide
NATO AQAP1,4,9
BS5750
MIL-STD-498
DOD-STD -2167A
DOD-STD -7935A
MIL-STD-499B*
ISO/IEC12207
IEEE1220 ISO 10011EIA/IS
632
ISO 9000Series
EIA/IEEEJ-STD-016
IEEE/EIA12207
EIA 632*
MIL-STD-1679
IEEE 1074
TickITSSE-CMM
ISO 15288*
EQA
* Not yet released
PSP
SA-CMM
Q9000
DOD-STD-2168
quag14d: 5 June 1998
FAA-iCMM
DO-178B
The Frameworks Quagmire (now)
Page 34
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
CMMI PolicyThe OSD CMMI Sponsors, at Steering Group recommendation and with Industry sponsor concurrence, have established the sunset schedule for the SW-CMM legacy model (SW-CMM v1.1) to be three years after formal release of CMMI-SE/SW/IPPD, which occurred in December 2000. The Electronic Industries Association G47, owners of EIA/IS-731, have also agreed to this sunset policy and schedule for that source document. The CMMI source model sunset will therefore occur in December, 2003.
In order to provide additional refinement and update based on the continuing CMMI pilot program while maintaining the overall stability of the Product Suite, CMMI v1.1 is planned for release later this year. The minor product suite update will include the provision for external evaluations using the CMMI models as well as assessments for internal process improvement.
Page 35
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
One Model, Two Representations
Maturity Level 5 OID, CAR
Maturity Level 4 OPP, QPM
Maturity Level 3 REQD, TS, PI, VER, VAL, OPF, OPD, OT, IPM, RSKM, DAR
Overview Introduction Structure of the Model Model Terminology Maturity Levels, Common Features, and Generic Practices Understanding the Model Using the Model
Maturity Level 2 REQM, PP, PMC, SAM, MA, PPQA, CM
Appendixes
Engineering REQM, REQD, TS, PI, VER, VAL
Project Management PP, PMC, SAM IPM, RSKM, QPM
Process Management OPF, OPD, OT, OPP, OID
Process Management PAs - Goals - Practices
Support CM, PPQA, MA, CAR, DAR
Appendixes
CMMI-SE/SWStaged
Overview Introduction Structure of the Model Model Terminology Capability Levels and Generic Model Components Understanding the Model Using the Model
CMMI-SE/SWContinuous
Page 36
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
EIA/IS 731Systems Engineering
Capability
SW-CMM Software Capability
Maturity Model
Supports
CapabilityMaturityModel
Integration(CMMI)
IPPD CMM SA CMM
IEEE/EIA12207Software Life CycleProcesses
EIA 632Processes forEngineering a System
Systems Engineering Guidelines and CMMI
DOD 5000
Page 37
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
CMMI Support to DoD Acquisition
RFPPreparation
SolicitationSource
SelectionContract Management
AcquisitionPlanning
CMMI Training, Mentoring
Independent Advisor to PM Throughout Lifecycle
CMMI Evaluation Training and RFP
Advice
Contractor Performance
(and Development, etc)
Workshops, Training, Assessments
B&P etc.
CMMI-SE/SW/IPPD
Evaluation Coaching
Page 38
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
CMMI-SE/SW/IPPD/SS - Continuous
CMMI
Engineering SupportProcess
ManagementProject
Management
• Organizational Process Focus• Organizational Process Definition• Organizational Training• Organizational Process Performance• Organizational Innovation and Deployment
• Project Planning• Project Monitoring and Control• Supplier Agreement Mgmt.• Integrated Project Mgmt.• Risk Management• Quantitative Project Mgmt.
• Requirements Management• Requirements Development• Technical Solution• Product Integration• Verification• Validation
• Configuration Mgmt.• Process and Product Quality Assurance• Measurement & Analysis• Decision Analysis and Resolution• Causal Analysis and Resolution
IPPD
• Organizational Environment for Integration • Integrated Team
Acquisition
• Supplier Selection and Monitoring• Integrated Supplier Management• Quantitative Supplier Management
Page 39
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
CMMI-SE/SW/IPPD/SS - Staged
Initial(1)
Defined(3)
Managed(2)
Ad hoc, chaotic processes
QuantitativelyManaged
(4)
Optimizing(5)
ProcessStandardization
(11 PAs)
ContinuousProcess
Improvement(2 PAs)
•Organization Environment for Integration (OEI)•Integrated Team (IT)
• Supplier Selection and Monitoring (SSM)
* Additional PA goals and activities added for IPPD
•Quantitative Supplier Management (QSM)
•Requirements Management (REQM)•Project Planning (PP)•Project Monitoring and Control (PMC)•Supplier Agreement Management (SAM)•Measurement and Analysis (M&A)•Process and Product Quality Assurance (PPQA)•Configuration Management (CM)
•Requirements Development (RD)•Technical Solution (TS)•Product Integration (PI)•Verification (VER)•Validation (VAL)•Organizational Process Focus (OPF)•Organizational Process Definition (OPD)•Organization Training (OT)•Integrated Project Management (IPM) *•Risk Management(RSKM)•Decision Analysis and Resolution (DAR)
•Organizational Process Performance (OPP)•Quantitative Project Management (QPM)
•Organizational Innovation and Deployment (OID) •Causal Analysis and Resolution (CAR)
•Integrated Supplier Management (ISM)
Basic Project Management
(7 PAs)
QuantitativeManagement
(2 PAs)
Focus
Page 40
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
CMMI aids organizations to …Improve delivery of promised performance, cost, and schedule
Collaborate with external stakeholders and manage their expectations
Provide competitive world-class products and services
Implement an integrated enterprise business and engineering perspective
Master system-of-systems evolutionary development complexity
Use common, integrated, and improving processes for systems and software
Page 41
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
CMMI also aids organizations to …Implement proactive program management techniques
Develop project leaders who look ahead and not over their shoulder
Develop a staff who use best practices to cope with changing development, technology, and customer environments
Enable staff to move between projects and still use the same processes
Create and improve processes that adapt to a changing business environment
Page 42
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
CMMI is….
a process improvement method that provides a set of best practices that address productivity, performance, costs, and stakeholder satisfaction.
It is NOT
– <a set of “bolt-on processes” that last only as long as the wheel is squeaking. CMMI provides a consistent, enduring framework that accommodates new initiatives.>
– <like the SW-CMM or SE-CMM, in that CMMI focuses on the total software intensive system problem.>
– <like single-discipline models that can result in confusion and higher costs. It also facilitates enterprise-wide process improvement.>
Page 43
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Achieve Specific Goals.
Generic Goals (GG):
Institutionalize a Defined Process.
Institutionalize an Optimizing Process.
Generic Practices (GP):
Establish org. policy.Plan the process. Provide resources.Assign responsibility.Train people.Perform managed process.
Manage configurations.Identify & involve relevant stakeholders.Monitor and control the process.Objectively verify adherence.Review status with mgmt.
Institutionalize a Managed Process.
Establish a defined process.Collect improvement information.
Identify work scope.Perform base practices.
Establish quality objectives.Stabilize subprocess performance.
Ensure continuous process improvement.Correct common cause of problems.
1
CapabilityLevel:
2
3
4
5
Institutionalize a Quantitatively Managed Process.
(None) (None)0 (Incomplete)
(Performed)
(Managed)
(Defined)
(Quantitatively Managed)
(Optimizing)
Page 44
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
CMMI & SA-CMM Mapping
1PA = Process Areas
2KPA = Key Process Areas
3ML = Maturity Level
CMMI PA1
ML3 5: OptimizingOrganizational Innovation and DeploymentCasual Analysis and Resolution
ML 4: Quantitative ManagementQuantitative Project ManagementQuantitative Supplier ManagementOrganizational Process Performance
ML 3: DefinedIntegrated Supplier ManagementIntegrated Project ManagementOrganizational Process DefinitionRisk ManagementOrganizational TrainingOrganizational Process FocusDecision Analysis and ResolutionTechnical SolutionProduct IntegrationVerificationValidationRequirements Development
ML 2: ManagementProcess and Product Quality AssuranceRequirements ManagementProject PlanningProject Monitoring and ControlMeasurement and AnalysisConfiguration ManagementSupplier Selection and Monitoring
SA-CMM KPA2
ML 5: OptimizingAcquisition Innovation ManagementContinuous Process ImprovementML 4: Quantitative ManagementQuantitative Process ManagementQuantitative Acquisition Management
ML 3: DefinedContract Performance ManagementProject Performance ManagementProcess Definition and MaintenanceAcquisition Risk ManagementTraining Program
ML 2: ManagementEvaluationRequirements Dev. and ManagementSoftware Acquisition PlanningProject ManagementContract Tracking and OversightSolicitationTransition to Support
Page 45
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
CMMI Model Representations
PA PA
Continuous
Ca
pab
ility
0
1
2
3
4
5Process
PA
ML 1
Staged
ML2
ML3
ML4
ML5
Organization
Page 46
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
“Process Improvement Improvement” -1
The CMMI model builds upon the legacy:
• Expanded model scope
– Risk Management
– Verification and Validation
– Requirements Development and Traceability
• Better coverage of quantitative engineering management
Page 47
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
“Process Improvement Improvement” -2
The CMMI Product Suite provides a foundation for enterprise wide improvement and adds:
• New emphasis on products and services as well as process
• Emphasis on both process capability and organizational maturity
• Early emphasis on Measurement and Analysis
Page 48
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
CMMI Model Structure
Process Area 1
Commitmentto Perform
Abilityto Perform
DirectingImplementation
VerifyingImplementation
GenericPractices
Common Features
SpecificGoals
Capability Levels
Staged Continuous
RequiredExpected
Maturity Levels
SpecificPractices
GenericPractices
SpecificPractices
GenericGoals
GenericGoals
SpecificGoals
Process Area 2 Process Area n Process Area 1 Process Area 2 Process Area n
Page 49
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
CMMI Process Area Contents
Purpose
Introductory Notes
Goals: Specific and Generic
Generic Practices
Specific Practices
Notes
Work Products
Subpractices
Amplifications
Elaborations
Required
Expected
Informative
CMMI PAs in PSP and TSP
5 Optimizing
4 Quantitatively Managed
3 Defined
2 Managed
Continuous processimprovement
Product and processquality
Engineering process
Project management
Organizational innovation and deployment Causal analysis and resolution
Organizational process performance Quantitative project management
Requirements management Project planning Project monitoring and control Supplier agreement management Measurement and analysis Process and product quality assurance Configuration management
Level Focus Process Areas (PA)
Requirements development Technical solution Product integration Verification Validation Organizational process focus Organizational process definition Organizational training Integrated project management Risk management Integrated teaming Decision analysis and resolution Organizational environment for integration
CMMI SE/SW Staged Representation Process Area addressed at the project level when using PSP and TSP
Page 51
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Assessment Class Attributes
NoNoYesRating?
LowMediumHigh
Relative:• Cost/Duration• Confidence• Accuracy
• Quick Look• Incremental• Gap analysis
• Initial• Incremental• Self-assessment
• Benchmark• Baseline establishmentUsage Mode
Class CClass BClass AAttributes
Reference: Assessment Requirements for CMMI (ARC)
Page 52
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Standard CMMI Assessment Method for Process Improvement (SCAMPI)
Based on CMM®-Based Appraisal for Internal Process Improvement (CBA IPI) and EIA IS 731 Appraisal Method
Satisfies all of the ARC requirements for a Class A method
Must be led by authorized SCAMPI Lead Assessor
Tailorable to organization and model scope
Artifacts:
• SCAMPI Method Description
• Appraisal questionnaire, work aids, templates
Page 53
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Training Opportunities
Introduction toCMMI
(Staged)
Introduction toCMMI
(Continuous)
IntermediateConceptsin CMMI
SCAMPILead Assessor
Training
InstructorTrainingfor CMMI
Page 54
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
SW-CMM Benefit Data
Boeing
Lockheed Martin
Motorola
Page 55
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Benefits at Boeing -1
… while cycle times improved 36%.
Projects operating at Maturity Level 3 increased productivityby 62%...
Reference: Scott Griffin, Chief Information Officer, The Boeing Company, SEPG Conference, 2000.
Page 56
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Benefits at Boeing -2
Both customer...
… and employee satisfaction increased
with rising maturity levels.
Page 57
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Benefits at Boeing -3
Planning was more accurate.
Defects could be detected
much earlier.
Product quality increased with rising maturity
levels.
Page 58
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Benefits at Lockheed Martin
As errors declined...
...productivity increased by 80%.
Reference: SEPG Conference, 1999.
Page 59
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Benefits at Motorola
Cost, cycle time, and defect density dropped sharply.
Quality, cycle time, and productivity improved
dramatically.
Page 60
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Anticipated Benefits at Northrop Grumman
Reference: Freeman, Hinkey, and Martak, “Integrated Engineering Process,” SEPG Conference, March 1999.
Page 61
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
Anticipated Benefits of CMMI -1
Northrop Grumman:
– Projects need more than just software process improvement
– Integrated processes essential for effective teamwork
– Repeatable SE and SW processes
– Reduction of SW errors; predictable schedules; markedly lower costs
Page 62
C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e
CMMISM
The CMMI Product Line Approach
Industry
SEI
Government
• Team of Teams • Modeling and
Discipline Experts• Collaborative Process
SWSE
IPPD
Assess
Training
...
Acquisition
CMMIProduct Suite
CMMI-SE/SW
CMMI-SE/SW/
IPPD
...CMMI-SE/SW/IPPD/A