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History 1986 - Effort started by SEI and MITRE
Corporation assess capability of DoD contractors
First version published in 1991
closely related to TQM goal is customer satisfaction
not required that customer be "delighted"
Some Fundamental Ideas
Process improvement is based on small steps, rather than revolutionary innovation.
CMM is not exhaustive or dictatorial.
CMM focuses on processes that are of value across the organization.
Benefits of using the model
helps forge a shared vision of purpose of process improvement within the organization
establishes common language for the software process
defines a set of priorities for attacking problems
supports measurement via reliable appraisals objective supports industry-wide comparisons
Risks of using the model
"All models are wrong; some models are useful."
Not a silver bullet.
Does not address all of the issues that are important for successful projects. For example
how to hire and retain good people expertise in the application domain
Level 1 : The Initial Level
ad hoc, sometimes chaotic
overcommitment leads to a series of crises
during a crisis, projects abandon plans
capability is characteristic of individuals, not the organization
when a good manager leaves, the success leaves with them
Level 2 : The Repeatable Level
Planning is based on experience with similar projects past successes can be repeated
Policies for Managing and Implementation installed basic management controls track costs and schedules notice and deal with problems as they arise
Level 3 : The Defined Level
Standard Processes defined across the organization and used by all projects
standard set of roles, activities, quality tracking, etc each project uses a tailored version of this
standard process
Training Program is in place to ensure everyone has the skills required for their assigned role
Level 4 : The Managed Level
Quantitative Quality Goals for both Products and Processes
Organization-wide Process Database meaningful variations in process performance
can be distinguished from random noise actions are then taken to correct the situation
Products are of predictably high quality
Level 5 : The Optimizing Level
Organization has the means to identify weaknesses and strengthen the process proactively
teams analyze defects to determine their cause, and disseminate lessons learned throughout the organization
major focus on eliminating waste e.g. reduce amount of rework
Defect preventionTechnology change managementProcess change management
Quantitative process managementSoftware Quality Management
Organization process focusOrganization process definitionTraining programIntegrated software managementSoftware product engineeringIntergroup coordinationPeer Reviews
Requirements managementSoftware project planningSoftware project tracking and oversightSoftware subcontract managementSoftware quality assuranceSoftware Configuration management
Key Process AreasKey Process Areasby maturity level
This is a somewhat handy
hierarchy of activities.
Don't skip levels
For example, collecting detailed data (level 4) is
meaningless unless the data is from projects that use a consistent process (level 3)
Criticisms of CMM CMM is well suited for bureaucratic organizations
such as government agencies and large corporations. Its formality is a hindrance to projects where time-to-
market is more important than quality.
Promotes process over substance. For example, emphasizing predictability over service
provided to end users.
en.wikipedia.com
Who uses CMM
75% of organizations are probably Level One. To get to Level Two, you must have control over
the requirements documents. Hence, shrink-wrap companies like Microsoft are Level One.
75% of Level Five organizations are in India.
Level Comparison - Risk
Level 1 Just do it
Level 2 problems are recognized and corrected as they occur
Level 3 problems are anticipated and prevented, or impacts
minimized
Levels 4 and 5 sources of problems are understood and eliminated
Level Comparison - People Level 1
success depends on individual heroics fire fighting is the way of life
Level 2 people are trained and supported by management success depends on individuals
Level 3 people are trained for their role(s) groups work together
Levels 4 strong sense of teamwork in every project
Level 5 strong sense of teamwork across the organization everyone does process improvement
Level Comparison - Measurement
Level 1 ad hoc data collection and analysis
Level 2 individual projects use planning data
Level 3 data collected for all processes data shared across projects
Levels 4 data standardized across the organization
Level 5 data used for process improvement
Quiz 1 Quiz 1 Your Role : SQA specialist Situation :
Initial Unit Testing reports indicate a bug rate of 4.5 / KSLOC.
Further checking finds Average initial bug rate is 3.1 per KSLOC StdDev of 0.5 weighted rate is also higher than average
What CMM level enables this amount of visibility into the process?
Quiz 2 Quiz 2 Your Role : Project Manager Phase : Unit Testing
Problem : You notice that design, implementation, and testing of the database component will probably take 3 weeks instead of the planned 4 weeks. These tasks are not on the critical path.
Possible Actions? and what level CMM characterizes that action?
Quiz 3 Quiz 3 Your Role : Project Manager Phase : Planning Task : Schedule the Testing of the Database
Estimated Duration: 3 days Required Resources:
the database requirements specs the implementation (source code) real data from customer test person that has a DB Test certificate
How do the different capability levels affect your ability to schedule and monitor this task?
Quiz 4 Quiz 4 Your Role : a development team leader Problems :
Well into development, you get an email indicating a change in the interface requirements based on a demo of the prototype done with the customer. The change will require a good amount of code rework.
What would be the reaction of groups with Level One Level Three Level Five