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Capability Capability MMaturity aturity MModel odel IIntegrationntegration(CMMI)(CMMI)
Universiteit van AmsterdamUniversiteit van Amsterdam
Capability Capability MMaturity aturity MModel odel IIntegrationntegration(CMMI)(CMMI)
Universiteit van AmsterdamUniversiteit van Amsterdam
Jan Jaap Cannegieter
Rini van Solingen
Objectives of this lectureObjectives of this lectureObjectives of this lectureObjectives of this lecture
Basic knowledge of CMMI
Basic insight in Software Process Improvement
Understanding the value of CMMI
Share experiences
Have fun
SYSQA B.V.SYSQA B.V.SYSQA B.V.SYSQA B.V.Operational Tactical Strategic
TestingRequire-
mentsQuality
assurance Auditing SPI
Improvement
Benchmarking
Assessments / quick scans
Tools
Support
Coördination
Execution
Requirements development
Requirements management
Information analysis
COTS selection
Editbusiness case
QA in projects
Controlling outsourcing
Edit quality plan
Inspections / reviews
Evaluations
Products
Projects
Processes
Suppliers
Mediation
Edit quality systems
Assessments / quick scans
Implementing:CMMI, ITIL,
ASL, BISL,RUP, SDM,DSDM, Agile,PRINCE 2,PROQA
Education and training
LogicaCMGLogicaCMG
Founded in 1968
Floated in 1988
30 December 2002
Merger between
Logica and CMG
19 September 2005
Announcement of
offer for Unilog
Founded 1969Floated in 1983
Founded 1964
Floated in 1995
Founded 1969Floated in 1985
21 August 2006
Announcement of offer
for WM-data
A large international company in ICT-services with a leading position in Europe
About 40.000 employees Active in 41 countries Euro 4.5 billion revenue Large porfolio for all application domains Over 40 years of experience in ICT-services
SoftwareSoftwareSoftwareSoftware
Boeing 747• 8.000.000 lines of software• Equals about 250.000 pages• Equals 2.000 CMMI books
Every defect can be fatal!• Ariane-missile: 1 Billion Euro• Radar Guam: 255 Casualties• Altitude meters Boeing 757: 189 Casualties• Deutsche Telecom: 50 million Euro• Postbank - 55.000 Double withdrawals• .....
Software CharacteristicsSoftware CharacteristicsSoftware CharacteristicsSoftware Characteristics
IntangibleNot physical (no weight, volume, .....)Not measurable (difficult to test)No production, only developmentFlexibleSoftware often contains defectsVery young engineering disciplineSoftware ‘rules’ still unknown
Software ProblemsSoftware ProblemsSoftware ProblemsSoftware Problems
Typical visible problems– low productivity– low predictability (budget and planning)– low quality– high maintenance costs (>70%)
Typical underlying problems– little experience with used technology– insufficient understanding of processes– ineffective process monitoring– ad-hoc management
Software Successes – Best in ClassSoftware Successes – Best in ClassSoftware Successes – Best in ClassSoftware Successes – Best in Class
85% of projects within budget and planning1 Defect per 100.000 lines of code50 times reduction failures after release50% reduction of Time to Market with 90%
reuseMany companies develop software according to
CMMI level 5
What is Quality?What is Quality?What is Quality?What is Quality?
“The extend in which something is capable to be used for a dedicated purpose”
(Van Dale Dictionary)
Views on QualityViews on QualityViews on QualityViews on Quality
Quality
Value-view
Process-view
User-view
Transcedent-view
Product-view
Bron: Garvin, D., Sloan Management Review, 1984
Therefore: Improve!Therefore: Improve!Therefore: Improve!Therefore: Improve!
Software everywhere in societySoftware in life critical systemsUsers demand predictable and reliable software
developmentSoftware development without problems is
possibleContinuous improvement and measurement is
a prerequisiteIt’s time for software engineering!
Starting point CMMIStarting point CMMIStarting point CMMIStarting point CMMI
“All models are wrong, but some of
them are useful”
History of CMMIHistory of CMMIHistory of CMMIHistory of CMMI
Department of DefenseSoftware Engineering Institute1987 – 1991: Capability Maturity Model for
Software 90’s: much more CMM’s2000 – 2002: CMMI: integrated model for SW,
SE, IPPD en SS 2006: CMMI framework and CMMI DEV2007: CMMI ACQ and CMMI SVC
Component 1: Process Area’sComponent 1: Process Area’sComponent 1: Process Area’sComponent 1: Process Area’s
Grouped activities– Requirements management– Project planning– Risk Management– Validation
Contains specific goals and practices
Example 1: Requirements ManagementExample 1: Requirements ManagementExample 1: Requirements ManagementExample 1: Requirements Management
SG 1 Manage RequirementsSP 1.1 Obtain an Understanding of Requirements
SP 1.2 Obtain Commitment to Requirements
SP 1.3 Manage Requirements Changes
SP 1.4 Maintain Bidirectional Traceability of Requirements
SP 1.5 Identify Inconsistencies between Project Work and
Requirements
Example 2: Risk ManagementExample 2: Risk ManagementExample 2: Risk ManagementExample 2: Risk Management
SG 1 Prepare for Risk Management SP 1.1 Determine Risk Sources and Categories
SP 1.2 Define Risk Parameters
SP 1.3 Establish a Risk Management Strategy
SG 2 Identify and Analyze RisksSP 2.1 Identify Risks
SP 2.2 Evaluate, Categorize, and Prioritize Risks
SG 3 Mitigate Risks SP 3.1 Develop Risk Mitigation Plans
SP 3.2 Implement Risk Mitigation Plans
Process AreasProcess AreasProcess AreasProcess AreasProcess Management
Organizational process focus
Organizational process definition
Organizational training
Organizational process performance
Organizational innovation and development
Project Management
Project planning
Project monitoring and control
Supplier agreement management
Risk management
Integrated teaming
Quantitative project management
Engineering
Requirements management
Requirements development
Technical solution
Product integration
Verification
Validation
Support
Configuration management
Process and product quality assurance
Measurement and analysis
Decision analysis and resolution
Causal analysis and resolution
Organizational environment for integr.
Component 2: generic componentsComponent 2: generic componentsComponent 2: generic componentsComponent 2: generic components
Level 2 Institutionalize a Managed Process - Establish an Organizational Policy
- Plan the Process
- Provide Resources
- Assign responsibility
- Train People
- Management Configurations
- Monitor and Control the Process
- Objectively Evaluate Adherence
- Review Status with Higher Level Management
Level 3 – Institutionalize a defined process– Establish a Defined Process– Collect Improvement Information
Level 4 – Institutionalize a quantitavely managed process– Establish Quatitative Objectives for the Process– Stabilize Subprocess Performance
Level 5 – Institutionalize a Optimizing Process– Ensure Continuous Process Improvement– Correct Root Causes for Problems
Component 2: generic componentsComponent 2: generic componentsComponent 2: generic componentsComponent 2: generic components
CMMI – Staged Maturity levelsCMMI – Staged Maturity levelsCMMI – Staged Maturity levelsCMMI – Staged Maturity levels
Disciplinedprocess
Standard process
Predictable process
Continuousimprovement
Quantitatively managed
Optimizing
Defined
Managed
Initial
Requirements developmentTechnical SolutionProduct IntegrationVerificationValidationOrg. Process FocusOrg. Process Definition
Organizational TrainingIntegrated Project ManagementRisk ManagementIntegrated TeamingIntegrated Supplier ManagementDecision Analysis and ResolutionOrg. Environment for IntegrationRequirements management
Project PlanningProject Monitoring and ControlSupplier Agreement Management
Measurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
Organizational Process PerformanceQuantitative Project Management
Organizational Innovation and DeploymentCausal Analysis and Resolution
CMMI: ContinuousCMMI: ContinuousCMMI: ContinuousCMMI: Continuous
5
4
3
2
1
0RM PP PM&C SAM M&A QA CM …
CMMI ContinuousCMMI ContinuousCMMI ContinuousCMMI Continuous
GD/GPN5
GD/GPN4
GD/GPN3
GD/GPN2
SD/SP
Procesgebied x
GD/GPN5
GD/GPN4
GD/GPN3
GD/GPN2
SD/SP
Procesgebied y
GD/GPN5
GD/GPN4
GD/GPN3
GD/GPN2
SD/SP
Procesgebied z
Staged versus continuousStaged versus continuousStaged versus continuousStaged versus continuous
Process area 1 Process area 2 Process area n
Specific goals
Genericgoals
Genericpractices
Specific practices
Continuous:capability levels
Staged: maturity levels
The difference shown in an other wayThe difference shown in an other wayThe difference shown in an other wayThe difference shown in an other way
Process area
Measurement and analysisMeasurement and analysisMeasurement and analysisMeasurement and analysis
You can’t control what you can’t measure
Common questions:Common questions:Common questions:Common questions:
1. What is the size of your system?
2. How long do you need to properly develop a feature of a certain size?
3. How long will a change request take to be implemented?
4. What is the chance that your product fails?
5. Where do you need to improve most?
6. Will your end-user be happy?
7. How many defects do you (probably) release to your customer?
Measurement & Analysis – PA - SGMeasurement & Analysis – PA - SGMeasurement & Analysis – PA - SGMeasurement & Analysis – PA - SG
– SG 1 Align Measurement and Analysis Activities• SP 1.1 Establish Measurement Objectives• SP 1.2 Specify Measures• SP 1.3 Specify Data Collection and Storage Procedures• SP 1.4 Specify Analysis Procedures
– SG 2 Provide Measurement Results• SP 2.1 Collect Measurement Data• SP 2.2 Analyze Measurement Data• SP 2.3 Store Data and Results• SP 2.4 Communicate Results
Measurement & Analysis – PA - GG Measurement & Analysis – PA - GG Measurement & Analysis – PA - GG Measurement & Analysis – PA - GG
– GG 2 Institutionalise a Managed Process• GP 2.1 Establish an Organizational Policy• GP 2.2 Plan the Process• GP 2.3 Provide Resources• GP 2.4 Assign Responsibility• GP 2.5 Train People• GP 2.6 Manage Configurations• GP 2.7 Identify & Involve Relevant Stakeholders• GP 2.8 Monitor and Control the Process• GP 2.9 Objectively Evaluate Adherence • GP 2.10 Review Status with Higher-Level Management
Quality: Example from PracticeQuality: Example from PracticeQuality: Example from PracticeQuality: Example from Practice
0
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60
80
100
120
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Number of Defects detected per Month
Minimum data per project Minimum data per project Minimum data per project Minimum data per project
Planned and spend time
Planned and spend throughput time
Planned and actual size
Defects, administered in moments of injection and detection
Software Process ImprovementSoftware Process ImprovementSoftware Process ImprovementSoftware Process Improvement
Make preparationsMake preparations
ImplementImplement
Assure and measureAssure and measure
Perform assessmentPerform assessment
Perform evaluationPerform evaluation
Changing attitude towards quality
Set objectivesSet objectives
Develop planDevelop plan
Need for changeNeed for change
Critical success factorsCritical success factors SPI / CMM SPI / CMMIICritical success factorsCritical success factors SPI / CMM SPI / CMMII Management commitment Involvement of all stakeholders Need for improvement Prioritization of actions Planning and control of the CMMI-implementation Clear goals Use change management Assurance of the new processes Communication with all stakeholders Sensitivity for organizational context Availability of resources
What is the value of CMMI for companies?What is the value of CMMI for companies?What is the value of CMMI for companies?What is the value of CMMI for companies?
Source of best practiceStandard in the IT-businessProven technologySaving moneySaving time extentionHigher qualitySatisfied customers
What is the value of CMMI for you?What is the value of CMMI for you?What is the value of CMMI for you?What is the value of CMMI for you?
Source of best practicesSecret guidelineMature professionalStructuring your projectsBeing ahead of technical oriented professionalManaging a business is improving it
CMMI: the factsCMMI: the factsCMMI: the factsCMMI: the facts
Best-practice maturity model for process improvement
Category Average Low High
Costs 20% 3% 87%
Time 37% 2% 90%
Productivity 62% 9% 255%
Quality 50% 7% 132%
Customer satisfaction 14% -4% 55%
ROI 4.7 : 1 2:01 27.7 : 1
Investment: 2.500 per employee per year
Change of failure: 58%
More informationMore informationMore informationMore information
http://www.sei.cmu.edu (official cmmi pages) http://cmmi.pagina.nl/ http://www.kleinecmmi.nl De kleine CMMI voor ontwikkeling - 978012117739 Software Process Improvement – 90 440 0698 3 Kwaliteitszorg in ICT-projecten – 90 440 0369 0 CMMI Guidelines of process integration and product
improvement - 0321154967 CMMI® Distilled - 0201735008 Practical Insight into the CMMI - 1580536255 Software Process Improvement – 020117782x