Capability Maturity Model. Reflection Have you ever been a part of, or observed, a “difficult”...
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Capability Maturity Model
Capability Maturity Model. Reflection Have you ever been a part of, or observed, a “difficult” software development effort? How did the difficulty surface?
Reflection Have you ever been a part of, or observed, a
difficult software development effort? How did the difficulty
surface? What made it difficult? How was the difficulty addressed?
Was the difficulty addressed?
Slide 3
The Typical Development Problem The system is Late Over cost
Lacking full functionality Doesnt meet specifications
Slide 4
Characteristics of Immature Development No general
understanding of the process or how a specific activity fits Not
documented Not disseminated No faith in the process I have to take
care of everything No measurement of efficiency or effectiveness No
way to judge success No way to address problems No way to clearly
identify needs e.g., infrastructure for development
Slide 5
Characteristics of Immature Development Grab the FIRE HOSE
Reactionary A lack of control
Slide 6
Control Required Elements: A well-defined goal state A correct
picture of the current state An ability to compare the two states
An ability to draw a valid conclusion based upon the comparison An
ability to design appropriate change An ability to implement the
change Absence of any one element restricts control
Slide 7
Characteristics of Mature Development Processes are known
Responsibilities are clear Players have confidence in the process
framework They are disciplined
Slide 8
From Whence CMM Came? Carnegie Mellon University chosen by US
government to head effort to improve software and systems
development Note: CMM seeks to improve the development PROCESS not
the product of the process
Slide 9
Software Engineering Institute Established by the US government
(DoD) Housed at Carnegie Mellon University See
http://www.sei.cmu.edu/http://www.sei.cmu.edu/ Its core purpose is
to help organizations improve their software engineering
capabilities and develop or acquire the right software, defect
free, within budget and on time, every time.
Slide 10
CMMI Institute Oversight of CMMI transferred to the CMMI
Institute Still housed at CMU For more information, see
http://cmmiinstitute.com/http://cmmiinstitute.com/
Slide 11
From Whence It Came? Watts Humphrey, formerly of IBM, at the
forefront Demings Total Quality Management
Slide 12
TQM The application of quantitative methods and human resources
to improve the materials and services provided as inputs to an
organization and to improve all of the processes within the
organization
Slide 13
Where Does the Customer Fit? CMM sees the client in a
contractual relationship, a part of the process User satisfaction
is not THE direct, stated goal of CMM IS that expectation
reasonable?
Slide 14
Pillars of the CMM Model Based on actual practices Reflects the
best state of the practices Reflects needs of individuals
performing software process improvement and software process
appraisals Documented Publicly available
Slide 15
Some Definitions Process Sequence of steps to accomplish a
given purpose Software process Set of activities, methods,
practices and transformations used to develop and maintain
software
Slide 16
Some Definitions Software process capability Range of
anticipated results from the process Software process performance
Actual results achieved through applying the process Software
process maturity Degree to which the process is Defined Managed
Measured Controlled Effective
Slide 17
CMM Addresses... Processes How they exist and are changed
People Attitudes toward and involvement in the process and its
structure Technology Why and how technology is introduced to
support the process Measurement How data about the process and
product are obtained and used
Slide 18
CMM Models Continuous Model Focuses on individual process areas
Reflected in capability levels Useful for internal improvement
Staged Model Focuses on the entire model Reflected in maturity
levels Applicable with external appraisals
Slide 19
Maturity Levels A specified stage in moving toward a mature
software process An indicator of maturity, an organizations
capability to produce software in an organized and predictable
manner allowing for improvements to the development process A
status symbol?
Slide 20
The CMM for Software (SW-CMM) The Five Maturity Levels Initial
Repeatable Defined Managed Optimizing
Slide 21
The CMM for Software (SW-CMM) From The Capability Maturity
Model: Guidelines for Improving the Software Process
Slide 22
Initial Level One Software process is Ad hoc Chaotic Undefined
Tied to individual standards
Slide 23
The CMM for Software (SW-CMM) From The Capability Maturity
Model: Guidelines for Improving the Software Process
Slide 24
Repeatable Level Two Processes track cost, schedule and
functionality Can repeat the process on a like development
project
Slide 25
The CMM for Software (SW-CMM) From The Capability Maturity
Model: Guidelines for Improving the Software Process
Slide 26
Defined Level Three Processes for engineering AND management
are Documented Standardized Integrated ALL processes follow the
standard, that has been tailored to the organization, for
development and maintenance
Slide 27
The CMM for Software (SW-CMM) From The Capability Maturity
Model: Guidelines for Improving the Software Process
Slide 28
Managed Level Four Detailed measures are collected for The
development/maintenance process The quality of the software product
Process and product control is based on quantitative analysis of
measurement results For a survey of software assurance measurement,
see http://resources.sei.cmu.edu/asset_files/TechnicalNote/2
013_004_001_72891.pdf
http://resources.sei.cmu.edu/asset_files/TechnicalNote/2
013_004_001_72891.pdf
Slide 29
The CMM for Software (SW-CMM) From The Capability Maturity
Model: Guidelines for Improving the Software Process
Slide 30
Optimizing Level Five Improvement is continuous through ongoing
feedback and modification of the process New ideas and technologies
are explored and evaluated through measurements
Slide 31
Management View Improves From The Capability Maturity Model:
Guidelines for Improving the Software Process
Slide 32
Progress Through Levels Progress through levels should be
linear Skipping a level is difficult e.g., it is difficult to
measure and compare against a standard (level 4) unless the
standards have been identified (level 3) Specific exploratory use
of a higher level may give insight into the migration path through
the levels, but it will be difficult without a firm underlying
foundation
Slide 33
The Structure of CMM Maturity Levels Indicate process
capability Contain Key Process Areas Achieve Goals Organized by
Common Features Address implementation or institutionalization
Contain Key Practices Describe activities of infrastructure
Slide 34
From Capability Maturity Model for Software, Version 1.1 Fig
3.3 An example of the structure of CMM
Slide 35
Expected Results of CMM Improved predictability Time, cost,
people, Improved control Improved effectiveness (quality)
Slide 36
Expected Results of CMM From The Capability Maturity Model:
Guidelines for Improving the Software Process
Slide 37
CMMI(ntegrated) CMM, as a foundation, is now applied to
different organizational processes: CMMI-Software Engineering (SW)
Developing software systems Systems Engineering (SE) Systems which
may or may not involve software
Slide 38
CMMI(ntegrated) CMM, as a foundation, is now applied to
different organizational processes: Integrated Product and Process
Development (IPPD) An extension of other selected approach(es) with
emphasis on integration with other processes Supplier Sourcing (SS)
When project development incorporates suppliers into the
project
Slide 39
CMMI(ntegrated) These areas are now placed in three categories:
CMMI-DEV engineering and development processes in an organization
that develops products CMMI-SVC management and service delivery
processes CMMI-ACQ supplier management processes
Slide 40
CMMI As different CMM models were developed for these areas,
CMMI integrates the models into one common structure CMMI varies
from CMM
Slide 41
Comparison of Levels CMM Initial Repeatable Defined Managed
Optimizing CMMI Initial Managed Defined Quantitatively managed
Optimizing
Slide 42
CMM / CMMI An extensive mapping of components between the
models is availableextensive mapping
Slide 43
Assessing Your Level SCAMPI Standard CMMI Appraisal Method for
Process Improvement Assessments may be done internally or by an
external SCAMPI Lead Appraiser SEI provides training to become a
Lead Appraiser
Slide 44
Where Do Organizations Stand? See annual profiles of
organizations seeking SCAMPI appraisals at
http://cmmiinstitute.com/resource/process- maturity-profiles/
http://cmmiinstitute.com/resource/process- maturity-profiles/
Slide 45
Criticisms of CMM/CMMI CMM is not comprehensive enough Does not
address reuse Does not completely describe the real development
world High cost to progress through CMM There is a risk of failure
(no ROI) May lead to bureaucratic rigidity Capable and Mature? By
Gary H. Anthes, ComputerWorld, Dec 15, 1997
Slide 46
Support for CMM Establishes a common framework for addressing
the software development process Provides an object assessment
method of an organizations development process Is based upon
substantial experiences by a variety of organizations
Slide 47
The Complete Picture For the complete description of CMMI- DEV,
see http://cmmiinstitute.com/assets/reports /10tr033.pdf
http://cmmiinstitute.com/assets/reports /10tr033.pdf