CMMI Details

7/30/2019 CMMI Details

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The Capability Maturity Modelin Software Development

Paul X. Harder, JD

Government Micro Resources, Inc.September 14, 2004


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The Capability Maturity Model

What is the Capability Maturity Model

(CMM)?

The application of process management and

quality improvement concepts to software

development and maintenance.

A guide for evolving toward a culture of

engineering excellence. A model for organizational improvement.


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The Capability Maturity Model

Working with DoD, Carnegie-Mellon University (CMU)

created the Software Engineering Institute

In September 1987, the SEI released a brief description

of the process maturity framework Two methods,

software process assessment and software capability

evaluation and a maturity questionnaire were developed

to appraise software process maturity.

In 1991, SEI released the Capability Maturity Model for

Software version 1.0.

In 2001, SEI released the Capability Maturity Model

Integrated, superseding the CMM for software.


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Focuses on practices that are under control of

the software group

Presents a minimum set of recommended

practices that have been shown to enhance asoftware development and maintenance

capability

It defines the expectation (the what)

Without overly constraining the implementation (the

how)

Capability Maturity Model


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Process Maturity Increases

Project Success

Probability

Proba

bility

Probability

Probabi

lity

Probability

Time/$/ . . .

Time/$/ . . .

Time/$/ . . .

Time/$/ . . .

Time/$/ . . .

TargetN

TargetN

+a

TargetN-x

TargetN-y

TargetN-z

1

2

3

4

5

MaturityLevels

Plans based on past performanceare more realistic in Level 2organizations

With well-defined processes,performance improves in Level 3organizations

Schedule and cost targets aretypically overrun by Level 1organizations

Based on quantitativeunderstanding of process andproduct, performance continues to

improve in Level 4 organizations

Performance continuouslyimproves in Level 5 organizations


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CMM-I

Based on the CMM-SW model created in 1991to assess the maturity of software development,

with integration into other models.

Multiple models, based on disciplinesaddressedCMMI - SW: Software Engineering

CMMI - SE / SW: above plus Systems Engineering

CMMI - SE / SW / IPPD: above plus Integrated Product &Process Development

CMMI - SE / SW / IPPD / SS: above plus Supplier

Sourcing

C M M I


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Why We Chose CMM

CMM today serves as a seal of approval in softwaredevelopment

CMM helped guide us towards standard, repeatableprocesses reduced learning time on how to get thingsdone

Standard practices mean time savings to our team -everyone knows what to expect and what to deliver

Our quality activities became more aligned within theproject rather than thought of as a separate event

We rely on our processes and our people together, notjust one or the other

Ideas in CMM creates an environment of improvementif you dont like things one way, make it better!


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Level Focus Process Areas

5 OptimizingCont inuous

Process

Improvement

Organizational Innovation and DeploymentCausal Analysis and Resolution

4 QuantitativelyManaged

Quantitat ive

Management

Organizational Process PerformanceQuantitative Project Management

3 Defined ProcessStandardizat ion

Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidation

Organizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project Mgmt (with IPPD extras)Risk ManagementDecision Analysis and ResolutionIntegrated Teaming (IPPD only)Org. Environment for Integration (IPPD only)Integrated Supplier Management (SS only)

Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management

2 ManagedBasic

Project

Management

1 Initial

QualityProductivity

RiskRework

Stages of Process Maturity


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Level 1: the Initial Level

Success depends on heroesGood performance is possible - but

Requirements often misunderstood, uncontrolled

Schedules and budgets frequently missed

Progress not measured

Product content not tracked or controlled

Engineering activities nonstandard, inconsistent

Teams not coordinated, not trained

Defects proliferate


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CMMI Level 2: Managed

Baseline the product requirements

Estimate project parameters,Develop plans and processes

Measure actual progress to enabletimely corrective actionMeasure for mgmt. info needsVerify adherence of processesand products to requirements

Identify and control products,changes, problem reportsSelect qualified suppliers / vendors;manage their activities

CLARIFY REQUIREMENTS

DOCUMENT PLANS

TRACK PROGRESS

CONTROL PRODUCTS

7 Process Areas

Requirements Management (REQM)

Project Planning (PP)

Project Monitoringand Control (PMC)

Measurement & Analysis (M&A) Process & Product

Quality Assurance (PPQA)

ConfigurationManagement (CM) Supplier Agreement

Management (SAM)


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What Happens During Level 2

Processes become easier to digest andunderstand

Managers and team members spend less timeexplaining how things are done and more time

doingProjects are better estimated, better planned,and more flexible

Quality is integrated into the project

Costs may go up initially, but do go down overtime

And yes, there may be more documentation andpaper


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Clarify customer requirementsSolve design requirements; develop

implementation processes

Assemble product components, deliver

Ensure products meet requirements

Ensure products fulfill intended use

Analyze decisions systematically

Follow integrated, defined processes

Identify and control potential problems

Establish org. responsibility for PIDefine the orgs best practices

Develop skills and knowledge

ENGINEER THE PRODUCT

MANAGE THE PROCESSES

PROVIDE ORG. INFRASTRUCTURE

CMMI Level 3: Defined11 Process Areas*

Requirements Definition (RD) Technical Solution (TS)

Product Integration (PI) Verification (Ver) Validation (Val) Decision Analysis

& Resolution (DAR)

Integrated Project Mgmt (IPM) Risk Management (RSKM)

Org. Process Focus (OPF) Org. Process Definition (OPD) Org. Training (OT)


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What Happens During Level 3

Process Improvement becomes the standardCross-Functional teams look for ways to short-cut the system

Solutions go from being coded to beingengineered

Quality gates appear throughout the projecteffort with the entire team involved in the

process, reducing reworkRisks are managed and dont take the team bysurprise


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MANAGE PROJECTS QUANTITATIVELY

MANAGE THE ORGANIZATIONQUANTITATIVELY

CMMI Level 4: Quantitatively

ManagedStatistically manage the projectsprocesses and sub-processes

Understand process performance;quantitatively managethe organizations projects

2 Process Areas

Quantitative ProjectManagement (QPM)

OrganizationalProcess Performance (OPP)


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CMMI Level 5: Optimizing

Identify and eliminatethe cause of defects early

Identify and deploy new tools andprocess improvements to meet needsand business objectives

OPTIMIZE PERFORMANCE

ADOPT IMPROVEMENTS

2 Process Areas

Causal Analysisand Resolution (CAR)

Organizational Innovationand Deployment (OID)


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The CMM Maturity Levels

Maturity Level 1

~

Maturity Level 2

~ ~~

Maturity Level 3

~~~~ ~ ~

Maturity Level 4

~~~~~ ~ ~

Maturity Level 5


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Proving Maturity Levels

Five characteristics must be demonstrated in eachpractice to be assessed in that maturity level practiceareas: Commitment to Perform Policies, procedures, and resources to

perform the work

Ability to Perform Personnel, tools, and templates in place Activities Performed Documentation and interviews

demonstrating that policies are implemented

Measurement and Analysis Metrics and other tools used toevaluate effectiveness of processes

Verifying Implementation Independent review and evaluation of

the processesMaturity levels are proven through documentation(policies, procedures, templates) and interviews of staff(to prove institutionalization).


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Source: http://www.sei.cmu.edu/sema/profile.html

CMM Process Maturity Profile

of Software OrganizationsMaturity Level 1987-91 1997 1999 2001 December

20021- Initial 80% 61% 48% 38% 32%

2- Repeatable 12% 23% 30% 34% 37%

3- Defined 7% 14% 16% 20% 21%

4- Managed 0% 2% 4% 5% 5%

5- Optimizing 1% 1% 2% 4% 5%

Organizationsreporting to SEI

130 795 1179 1641 1998
http://www.sei.cmu.edu/sema/profile.htmlhttp://www.sei.cmu.edu/sema/profile.html


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Pitfalls of

Implementation


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How Long Does it Take?

Implementing CMM does not occurovernight.

Implementing CMM is not merely a paper

drill.Typical times for implementation:

3-6 months of preparation

6-12 months of implementation 3 months of assessment preparation

12 months for each new level


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Is it Perfect?

No! Some implementations do more

harm than good.

Complete re-vamp of processes to get

certified instead of smartly adaptingprocesses.

Process focus used more as a stick

than as a carrot. Focusing on compliance instead of

improvement.


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Overall Benefits

Defect rates have dropped

Defect detection occurs earlier

User requirements are documented, controlled,

and managed Especially important when users change their minds!

Estimating improves and becomes more precise

Risk management is a practiceDevelopment processes remain agile!


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Implementation Best Practices

Be Realistic Some processes will be

more ready than others.

Be Flexible Allowing tailoring is key to

adoption.

Be Open The key is to learn how to do

things better, not how to comply.

Be Patient It does not happen overnight.

Documents

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