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Introduction to CMMI
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QCON Solution
Introduction to CMMI
QCON Solution
Software Problems – The Reality
• Only 26% On Time!!! 74% Software work is Late or Cancelled
On Time26%21- 50% late
8%
Cancelled29%
> 200% late6%
51- 100% late9%
< 20% Late6%
101- 200% late16%
Source: Software Engineering Institute, Carnegie Melon University
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Managing the Software Problems
• Formulating Quality Standards and Process Frameworks such as ISO 9000, CMM, CMMI and Six Sigma
• Developing Software Engineering techniques implemented as practices within the process framework
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Everyone realizes the importance of having a motivated, quality work force but...
• ...even our finest people can’t perform at their best when the process is not understood or operating “at its best.”
PEOPLE
PROCESSTECHNOLOGY
Quality Leverage Points
QCON Solution
Processes are ad hoc and improvised by practitioners and their managementProcess describes are not rigorously followed or enforced
Performance is highly dependent on current practitioners
Understanding of the current status of a project is limited
Immature processes result in fighting fires:• There is no time to improve – instead, practitioners are constantly reacting• Firefighters get burned• Embers might rekindle later
Ad Hoc Processes
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Process descriptions are consistent with the way work actually is done
They are defined, documented and continuously improved
Processes are supported visibly by management and others
They are well controlled – process fidelity is evaluated and enforced
There is constructive use of product and process enforced
There is constructive use of product and process measurement
Technology is introduced in a disciplined manner
Improved Processes
QCON Solution
Processes enable you to understand what is going on
People develop their potential more fully and are more effective within the organization
By defining, measuring, and controlling the process, improvements are more successful and sustained
The likelihood that appropriate technology, techniques and tools are introduced successfully increases
Benefits of Improving Processes
QCON Solution
“The quality of a product is largely determined by the quality of the process that is used to develop and maintain it.”
As per TQM principles by Shewhart, Juran, Deming and Humphrey.
Process Improvement
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• A model is a structured collection of practices that describe characteristics of effective processes.
• Practices included are those proven by experience to be effective.
What is a Process Model?
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How is a Model Used?A Process model is used• to help set process improvement objectives and priorities• to improve processes, and provide guidance for ensuring stable,
capable, and mature processes• as a guide for improvement of organizational processes
– a place to start – shares the benefit of a community’s prior experiences– a common language and a shared vision– simplified approximations of reality that provide insight
“
QCON Solution
CMMI for Process ImprovementUse CMMI in process improvement activities as a • collection of best practices• framework for organizing and prioritizing activities• support for the coordination of multi-disciplined activities that might be
required to successfully build a product• means to emphasize the alignment of the process improvement
objectives with organizational business objectives
CMMI incorporates lessons learned from use of the SW-CMM®, EIA-731 and other standards and models
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CMMI Result- Effort Estimation Accuracy
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CMMI-Quality Improvement
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CMMI Improvement-Adherence to schedule
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The CMMI FrameworkThe CMMI Framework is the structure that organizes the components used in generation models, training materials and appraisal methods
The CMMI Product Suite is the full collection of models, training materials and appraisal methods generated from the CMMI Framework
A constellation is the subset of the CMMI Product Suite relevant to improvement in a particular area of interest
Currently, there are several constellations:•Development•Acquisition•Services
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CMMI Model RepresentationsThere are two representations in CMMI models• Staged• Continuous
• The two representations will be presented in the later slides
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CMMI Models
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5 Optimizing
4 Quantitatively Managed
3 Defined
2 Managed
1 Performed
0 Incomplete
The Capability Levels
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The Maturity Levels
Process unpredictable, poorly controlled and reactive
Process characterized for projects and is often reactive
Process characterized for the organization and is proactive
Process measuredand controlled
Focus on processimprovement
Optimizing
QuantitativelyManaged
Defined
Performed
Managed
Optimizing
Defined
1
2
3
4
5
The Maturity Levels
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Organizational Innovation and DeploymentCausal Analysis and Resolution5 Optimizing
4 Quantitatively Managed
3 Defined
2 Managed
Continuous process improvement
Quantitativemanagement
Processstandardization
Basicprojectmanagement
Organizational Process PerformanceQuantitative Project Management
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process Definition + IPPDOrganizational Training Integrated Project Management+ IPPDRisk ManagementDecision Analysis and Resolution
Requirements Management Project PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
1 Performed
Process AreasLevel Focus
Staged Representation – PAs by Maturity Level
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Requirements ManagementRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidation
Engineering
ProjectManagement
Project PlanningProject Monitoring and ControlSupplier Agreement ManagementIntegrated Project Management + IPPDRisk ManagementQuantitative Project Management
Organizational Process FocusOrganizational Process Definition + IPPDOrganizational TrainingOrganizational Process PerformanceOrganizational Innovation and Deployment
ProcessManagement
Configuration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisCausal Analysis and ResolutionDecision Analysis and Resolution
Support
Process Areas – Continuous Representation
Category Process Area
List of Process Areas by Category, Capability level
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What is Capability & MaturityCapability levels provide a scale for measuring organization processesagainst each process area in a CMMi Model
The Maturity level of an organization provides a way to predict the futureperformance of an organization within a given discipline or set ofdisciplines.
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Staged
ML 1
ML2ML3
ML4
ML5
. . .for an established set of process areas across anorganization
Continuous
. . .for a single process areaor a set of process areas
PA PA
Proc
ess
Are
a C
apab
ility
0
1 2
3
4
5
PA
Comparing Model Representations
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Generic Goals in Continuous Representation
Capability Level Generic Goal
CL0 No Goal
CL1 GG1: The project supports and enables achievement of the specific goals of the process area by transforming identifiable input work products to produce identifiable output work products
CL 2 GG 2: The process is institutionalised as a managed process
CL 3 GG 3: The process is institutionalised as a defined process
CL 4 GG 4: The process is institutionalised as a quantitatively managed process
CL 5 GG 5: The process is institutionalised as an optimising process
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Staged-Generic Goals
Maturity Level 2 Generic Goal• GG2 : The process is institutionalised as a managed process
Maturity Level 3-5 Generic Goals• GG3 : The process is institutionalised as a defined process GG3 subsumes GG 2 and a defined process is a managed process
that is tailored from the organization’s set of standard processes
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P r o c e s s A r e aREQM PP PMC etc
543210
C a
p a
b i
l i t
y
Example
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•managed vs. performed
The extent to which the process is planned; performance is managed against the plan; corrective actions are taken when needed
•defined vs. managed
The scope of application of the process descriptions, standards, and procedures shifts from projects to organization
• quantitatively managed vs. defined
The predictability of process performance
•optimizing vs. quantitatively managed
The process is continuously improved by addressing common causes of process variation
Critical Distinctions
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• A level provides a necessary foundation for effective implementation of processes at the next level.
– Higher level processes are easily sacrificed without the discipline provided by lower levels.
– The effect of innovation is obscured in a noisy process.
• Higher maturity level processes may be performed by organizations at lower maturity levels, with risk of not being consistently applied in a crisis.
Maturity Levels cannot be skipped
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How CMMI Helps?
CMMI provides guidance for improving an organization’s processes and ability to manage the development, acquisition and maintenance of products or services.
CMMI places proven approaches into a structure that helps an organization:
- appraise its organizational maturity or process area capability - establish priorities for improvement - implement these improvements
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CMMI and Business Objectives• Produce quality products or services:Quality products are a result of quality
processes• Create value for stake holders: Mature organizations are more likely to make
better cost and revenue estimates• Be an employer of choice: CMMI emphasizes on training and engineers are
more comfortable in an organization where there is a sense of cohesion and competence
• Enhance customer satisfaction: Meeting cost and schedule targets with high quality products that are validated against customer needs helps in achieving customer satisfaction
• Increase market share: Market share is a result of many factors, including quality products and services, name identification, pricing and image
• Implement cost savings and best practices: Processes that are documented, measured and continuously improved are perfect candidates for becoming best practices
• Gain an industry-wide recognition for excellence:Having processes that conform to CMMI requirements can enhance that reputation
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• Led by authorized Lead Appraiser• Can be Tailored to organization and model
scope• Source selection appraisals or process
monitoring are tailoring options of SCAMPI
Appraisal Method
Standard CMMI Appraisal Method for Process Improvement (SCAMPI)
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Maturity Level
Process Area Process Area Process Area
Generic Goals Specific Goals
Generic Practices Specific Practices
Structure of CMMI Representation
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• Goals and Practices are the model elements used to realize the values on both the capability and process dimensions.– Goal
• A high level statement of the outcome to be achieved by effective implementation of a group of practices. (These are “required.”)
– Practice• A description of an action that is necessary to enact a key
element of a process area. (These are “expected”, and “alternate practices” are acceptable.)
Goals and Practices
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• Specific Goals and Specific Practices– realize the process dimension– therefore, they apply to a particular Process Area
• Generic Goals and Generic Practices– realize the capability dimension– therefore, they apply across all Process Areas
Goals and Practices
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Example-Requirements Management
SG 1: Manage Requirements SP1.1 : Obtain an understanding of the requirements SP1.2 : Obtain commitment to requirements
SP1.3 :Manage Requirement Changes SP1.4 : Maintain bi- directional trace ability of
Requirements SP1.5 : Identify inconsistencies between project work and requirements
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CMMI V 1.2 Changes from 1.1
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Model ChangesThe model was changed mainly due to the following:• Reduce complexity and size• Expand model coverage
To reduce model complexity and size, the following changes were made: • eliminated advanced practices and common features• eliminated the Supplier Sourcing (SS) addition• incorporated Integrated Supplier Management (ISM) into Supplier Agreement
Management (SAM)• consolidated and simplified the IPPD material• added, modified, and consolidated definitions in the glossary (e.g., bidirectional
traceability, sub process)• adopted a single book approach (i.e., both representations are published in one
document)
To expand model coverage, the following changes were made:• added hardware amplifications • added two work environment specific practices ─one in Organizational Process
Definition (OPD) and one in Integrated Project Management (IPM)• updated notes and examples to address service development and acquisition• updated the model name to CMMI for Development (CMMI-DEV) to reflect the new
CMMI architecture
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No More Supplier Sourcing Addition
• Supplier Sourcing was eliminated as an addition.• ISM has been eliminated.• SAM has been enhanced to contain the unique material from ISM.• Two specific practices were added to Goal 2 in SAM:
– SP 2.2 -Monitor Selected Supplier Processes– SP 2.3 -Evaluate Selected Supplier Work Products
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Changes in Process Areas in CMMI 1.2 The following process areas were improved significantly:
• Integrated Project Management +IPPD (IPM+IPPD)• Organizational Process Definition +IPPD (OPD+IPPD)• Organizational Process Focus (OPF)• Requirements Management (REQM)• Requirements Development (RD)• Supplier Agreement Management (SAM)• Technical Solution (TS)• Validation (VAL)• Verification (VER)
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SummaryMany changes were made to the CMMI models to improve quality. The major changes include• Name changed to “CMMI for Development”• Both representations in one document• Amplifications improved; added hardware amplifications• Common features and advanced practices eliminated• SS addition eliminated; ISM brought into SAM• Guidelines for “not applicable” process areas clarified• Overview and glossary improved• Work environment material added to OPD and IPM• IPPD material simplified and consolidated• Process deployment strengthened in IPM and OPF
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Usage of Telelogic Tools for continuous Improvement
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Telelogic Tools
Telelogic ToolsFor Product development
• Requirements Management
• Enterprise Change Management
• Software Configuration Management
• Enterprise Architecture
• Product Management and Portfolio Management
• System Design and Software Design
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Telelogic tools and Process AreasTelelogic Focal Point
Portfolio and Product Management• Capture ideas and product requirements from internal stakeholders, customers, competitive analysis • Understand customer value when making decisions about products
L3 Requirements DevelopmentL3 Decision Analysis and Resolution
L2 Requirements ManagementCMMI
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Telelogic tools and Process AreasTelelogic DOORS
Requirements definition and management• Centralize requirements capture, refinement, Priority• Track and Trace requirements throughout development• Requirement Coverage
L2 Requirements ManagementCMMI
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Telelogic tools and Process AreasTelelogic Change
Enterprise Change Management• Change lifecycle management or lifecycle change management• Compliance support (Sarbanes Oxley, CMMI, ISO....)• Change request management, issue management, item and defect tracking• Customer information and action items
L2 Requirements Management
CMMI
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Telelogic tools and Process AreasTelelogic Synergy
Software Configuration Management• Ensures the consistency of user deliveries and workspaces through workflow driven by logical changes (such as fixes and enhancements)• Accelerates development through the identification and resolution of integration problems• Provides Project Management with total control and flexibility of release
L2 Configuration ManagementCMMI
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Telelogic tools and Process AreasTelelogic Tau
Model-Driven Development Standard• Automated error-checking, and model verification minimize errors from initial requirements to final documentation and code. • supports the latest industry standards for visual systems and software development, including UML 2.1, SysML, MDA®, DoDAF, SOA, and the UML Testing Profile.
L3 Technical SolutionL3 Verification
CMMI
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Telelogic tools and Process AreasTelelogic Rhapsody
Model-Driven Development for Embedded, Real-time Applications• Software Development with complete design portability • Integrated Requirements modeling, traceability and analysis • supporting SysML, UML 2.0, DoDAF, and Domain Specific Languages • C, C++, Java, Ada language support
L3 Technical SolutionL3 Product Integration
CMMI
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Thank You