CMMI Course Summary

CMMI course - 2006

Module 9.

Module 01: Summary

• Simple answers to the serious questions.

• History of the CMM/CMMI Development.

• Process Maturity Profile

• Overview of Other Process Improvement Models

•Why is the process improvement important?•What are the?•What The CMMI is and is not?•What is it’s purpose? motivation factors influencing the CMM/CMMI development•To whom is it addressed?•What are the potential benefits of CMMI introduction?•Are there some costs?•Are there External or Internal pressures ? •Are there alternatives to the CMMI?

•What is SEI ? •What are CMM&CMMI? ? •History of the CMM&CMMI•Why Use CMMI?•CMMI Philosophy and Categories of Benefits•CMMI Product Suite and Available Models•The CMMI Environment

•1,264 appraisals have been reported to the SEI in 46 months

•appraisals are increasing at a stable and consistent rate

•The highest percentage of Commercial/In-House organizations reporting appraisals is from outside the USA.•Comparing early reports of the SW-CMM maturity profile with early CMMI data reflects a more mature CMMI® profile.

•ISO 9001 series of standards• IEEE series of standards• Comparison with CMMI

Module 02: Summary

• Overview of CMMI

• General Structure of CMMI

• CMMI Model Representations

• Generic Goals and Practices

• CMMI by PAs and Groups

•Process Model•CMMI•CMMI Disciplines•Classification of Components•Process Area•CMMI Process Areas•General Structure of Process Areas•Supporting Informative Components•Classification of Generic Practices (CO, AB, DI, VE)

•Continuous Representation•CL1-CL5•Staged Representation•ML1-ML5

•Process Institutionalization•Generic Goals•Generic Practices•Project and Organizational Support•Managing The Project•Product Development 1, Product Development 2•Managing Quantitatively•Improvement Infrastructure•Supporting Complex Environments

Module 03: Summary

• Process Improvement

• Process Management•The process is a set of practices performed to achieve a given purpose•Software process model is a simplified representation of a software process•Process improvement means change (for the better)•There are two main approaches to process improvement: top-down and bottom-up•CMMI helps organization:

•Improve delivery of promised performance, cost, and schedule•Fasten cycle time, produce high quality products, lower maintenance and higher customer satisfaction•Enable staff members to move between projects and still use the same processes•Use common, integrated, and improving processes for systems and software

•The process is a set of practices performed to achieve a given purpose•Software process model is a simplified representation of a software process•Process improvement means change (for the better)•There are two main approaches to process improvement: top-down and bottom-up•CMMI helps organization:

•Improve delivery of promised performance, cost, and schedule•Fasten cycle time, produce high quality products, lower maintenance and higher customer satisfaction•Enable staff members to move between projects and still use the same processes•Use common, integrated, and improving processes for systems and software

•The process must be actively, continually, and consistently managed to achieve consistently improving quality and increasing productivity•The organization's processes operate in a business context that must be understood•Appraise the processes of the organization periodically and as needed to maintain an understanding of their strengths and weaknesses•Decompose each standard process into constituent process elements to the detail needed to understand and describe the process•CMMI helps organization to:

•Build and Maintain the Service•Organization and its Culture•Implement processes to Support the Service Staff•Train staff members to perform their service functions•Measure the effectiveness and performance of management and service processes

•The process must be actively, continually, and consistently managed to achieve consistently improving quality and increasing productivity•The organization's processes operate in a business context that must be understood•Appraise the processes of the organization periodically and as needed to maintain an understanding of their strengths and weaknesses•Decompose each standard process into constituent process elements to the detail needed to understand and describe the process•CMMI helps organization to:

•Build and Maintain the Service•Organization and its Culture•Implement processes to Support the Service Staff•Train staff members to perform their service functions•Measure the effectiveness and performance of management and service processes

Module 04: Summary

• General Aspects of Project Management• CMMI Aspects of Project Management• Project Planning (PP)• Project Monitoring and Control (PMC)• Supplier Agreement Management (SAM)• Progressive Project Management (PPM)• Risk Management• Integrated Supplier Management (ISM)• Integrated Project Management for IPPD

What we have accomplished?What we have accomplished?The definitions and terms concerning general project management knowledge areas and i the main concerns of CMMI project management issues.

What we have accomplished?What we have accomplished?The definitions and terms concerning general project management knowledge areas and i the main concerns of CMMI project management issues.What we have accomplished? What we have accomplished? Introduces CMMI project management (PM) process areas and how they can help in an company process improvement activities.

What we have accomplished? What we have accomplished? Introduces CMMI project management (PM) process areas and how they can help in an company process improvement activities. What we have accomplished? What we have accomplished? The purpose of project planning (PP), CMMI specific goals covering project planning and specific practices for every specific goal statement.

What we have accomplished? What we have accomplished? The purpose of project planning (PP), CMMI specific goals covering project planning and specific practices for every specific goal statement. What we have accomplished? What we have accomplished? The purpose of project monitoring and control (PMC), CMMI specific goals and specific practices for every specific goal statement.

What we have accomplished? What we have accomplished? The purpose of project monitoring and control (PMC), CMMI specific goals and specific practices for every specific goal statement. What we have accomplished? What we have accomplished? The purpose of supplier agreement management (SAM), CMMI specific goals and specific practices for every specific goal.

What we have accomplished? What we have accomplished? The purpose of supplier agreement management (SAM), CMMI specific goals and specific practices for every specific goal.

What we have accomplished?What we have accomplished?The purpose of progressive project management (PPM), CMMI specific goals and specific practices for every specific goal.What we have accomplished?What we have accomplished?The purpose of risk management (RM), CMMI specific goals and specific practices for every specific goal.What we have accomplished?What we have accomplished?The purpose of integrated supplier management (ISM), CMMI specific goals and specific practices for every specific goal.What we have accomplished?What we have accomplished?The purpose of integrated project management for IPPD (ISM for IPPD), CMMI specific goals and specific practices for every specific goal.

Module 05: Summary

• IPPD Concept – overview

• Organizational Environment for Integration

• Integrated Project Management for IPPD

• Integrated Teaming

•Use of multi-functional teams•Leadership commitment to IPPD•Appropriate allocation and delegation of decision making•Organizational structure that rewards team performance•Timely and appropriate collaboration of all relevant stakeholders•IPPD affects all process areas

•Two new process areas (OEI, IT)•IPPD is not a discipline like SE or SW rather, it is a way of doing it is a way of doing businessbusiness

•Use of multi-functional teams•Leadership commitment to IPPD•Appropriate allocation and delegation of decision making•Organizational structure that rewards team performance•Timely and appropriate collaboration of all relevant stakeholders•IPPD affects all process areas

•Two new process areas (OEI, IT)•IPPD is not a discipline like SE or SW rather, it is a way of doing it is a way of doing businessbusiness

•An infrastructure that maximizes the productivity of people• Affects the collaboration necessary for integration• People are managed to nurture the integrative and collaborative behaviors of an IPPD environment (SG2)• Home Team vs. Project Team• Shared Organization VisionShared Organization Vision

•An infrastructure that maximizes the productivity of people• Affects the collaboration necessary for integration• People are managed to nurture the integrative and collaborative behaviors of an IPPD environment (SG2)• Home Team vs. Project Team• Shared Organization VisionShared Organization Vision

•The project is conducted using a defined process that is tailored from the organization's set of standard processes• Coordination and collaboration of the project with relevant stakeholders is conducted• Shared vision for the projectShared vision for the project• integrated team structure that will best meet the project objectives and constraints• Establish and maintain teams in the integrated team structure

•The project is conducted using a defined process that is tailored from the organization's set of standard processes• Coordination and collaboration of the project with relevant stakeholders is conducted• Shared vision for the projectShared vision for the project• integrated team structure that will best meet the project objectives and constraints• Establish and maintain teams in the integrated team structure

•The purpose of Integrated Teaming (IT) is to form and sustain an integrated team for development of work products•Critical Success Factors:

•Stakeholders have to be: •Representative•Empowered•Knowledgeable•Collaborative•Committed

•Shared Team VisionShared Team Vision

•The purpose of Integrated Teaming (IT) is to form and sustain an integrated team for development of work products•Critical Success Factors:

•Stakeholders have to be: •Representative•Empowered•Knowledgeable•Collaborative•Committed

•Shared Team VisionShared Team Vision

Module 06: Summary

• Global scope• RD Requirements Development• REQM Requirements Management• TS Technical Solution• PI Product Integration• VER Verification• VAL Validation• SE Process vs. CMMI Engineering

•Product Development 1 (RD, REQM)•Product Development 2 (TS, PI, VER, VAL)•RD SG1 Develop Customer Requirements•RD SG2 Develop Product Requirements•RD SG3 Analyze and Validate Requirements•REQM SG1 Manage Requirements

•TS SG1 Select Product-Component Solutions•TS SG2 Develop The Design•TS SG3 Implement The Product Design•PI SG1 Prepare for Product Integration•PI SG2 Ensure Interface Compatibility•PI SG3 Assemble Product Components and Deliver the Product•VER SG1 Prepare for Verification•VER SG2 Perform Peer Reviews•VER SG3 Verify Selected Work Products•VAL SG1 Prepare for Validation•VAL SG2 Validate Selected Work Products

•The System Engineering Process (Life Cycle)•Requirements Engineering•Conceptual Design and Implementation Design•System Integration•Verification, Validation•The Management Process in System Engineering

Module 07: Summary

• CMMI support environment

• Basic Support Areas– Product and Process Quality Assurance

(PPQA)– Measurement and Analysis (MA)– Configuration Management (CM)

•Process Management PAs•Project Management PAs•Engineering PAs•Support PAs•The Relations to the Relevant Maturity Levels•The Scope of Support

•Process Management PAs•Project Management PAs•Engineering PAs•Support PAs•The Relations to the Relevant Maturity Levels•The Scope of Support

•Address basic support functions that are used by all process areas.•Provide support functions that are covered by generic practices.

•Address basic support functions that are used by all process areas.•Provide support functions that are covered by generic practices.•Provide staff and management with objective insight into processes and associated work products.•Ensures compliance with processes, plans, standard and requirements.•Provides feedback to project and higher management on non-compliances.•Ensures non-compliances are handled appropriately.

•Provide staff and management with objective insight into processes and associated work products.•Ensures compliance with processes, plans, standard and requirements.•Provides feedback to project and higher management on non-compliances.•Ensures non-compliances are handled appropriately.

•Develop and sustain a measurement capability that is used to support management information needs.•Improved project estimation and planning•Improved monitoring and control of projects•More insight into development product quality•Increased understanding of the development process•Improved understanding of the development environment•More quantifiable support for trade-off decisions

•Develop and sustain a measurement capability that is used to support management information needs.•Improved project estimation and planning•Improved monitoring and control of projects•More insight into development product quality•Increased understanding of the development process•Improved understanding of the development environment•More quantifiable support for trade-off decisions

•Establish and maintain the integrity of work products using configuration identification, configuration control, configuration status accounting, and configuration audits.

•Establish and maintain the integrity of work products using configuration identification, configuration control, configuration status accounting, and configuration audits.

Module 08: Summary

• Decision Analysis and Resolution (DAR)

• Causal Analysis and Resolution (CAR) •DAR provides a formal decision making process for selecting between alternatives and guidelines on when to use it•For DAR you need

•Alternatives•Criteria for selecting between the alternatives•A method for evaluating the alternatives

•DAR provides a formal decision making process for selecting between alternatives and guidelines on when to use it•For DAR you need

•Alternatives•Criteria for selecting between the alternatives•A method for evaluating the alternatives

•CAR provides processes for identifying an fixing the underlying causes or problems and defects•It includes

•Selecting data for analysis•Finding root causes and proposing solutions•Implementing and evaluating the solutions

•CAR provides processes for identifying an fixing the underlying causes or problems and defects•It includes

•Selecting data for analysis•Finding root causes and proposing solutions•Implementing and evaluating the solutions

CMMI Course Summary

CMMI course - 2006

Module 9.

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