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Protection notice / Copyright notice
CMMI Introduction
Induction – Sep 2007
CMMI V1.2
May 2007
Version 2.1
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For Internal Use OnlyP&Q
Contents
History
Structure of CMMISM
Staged Representation
Continuous Representation
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History of CMMI
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Looking Back….
US Department of Defense set up the Software Engineering
Institute (SEI) in the 1984
An R & D organization only; custodian on behalf of the
software community for the Capability Maturity Models
Charter is to be the leader in advancing the state of the
practice of software engineering to improve the quality of
systems that depend on software
Is not a “Certification” body
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History of CMMs
CMM for SoftwareV1.1 (1993)
Integrated ProductDevelopment CMM(1997)
Systems EngineeringCMM V1.1 (1995)
CMMI for AcquisitionV1.2 (2007)
Software CMMV2, draft C (1997)
V1.02 (2001)
EIA 731 SECM(1998)
INCOS SECAM(1996)
V1.1 (2002)
CMMI for DevelopmentV1.2 (2006) CMMI for Services
V1.2 (2007)
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CMMI
•Process Improvement Maturity Model for development of products and services•Best Practices that address development and maintenance activities•Integrates bodies of knowledge essential for development and maintenance like software, systems & design, and acquisition•CMMI can be considered as a collection of “practices” that are necessary to achieve high maturity and capability•These have been structured and organized into Process Areas•CMMI Dev V1.2: Continuation and update of CMMI V1.1
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Structure of CMMI Development
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The CMMI Dev Document
Composed of Three Parts
Part 1 (About CMMI for development) Introduction Process Area components Tying it all together Relationship among Process Areas Using CMMI Models
Part 2 (Generic Goals, Generic Practices and Process Areas) 23 sections 1 section for generic practices 22 sections each representing one of the PAs of CMMI Dev
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The CMMI Dev Document
Part 3 (Appendices and Glossary) Appendix A - References Appendix B - Acronyms Appendix C – CMMI for Dev Project participants Glossary
There are two representations of the Model: Staged Continuous
The CMMI Development document is 573 pagesSource: CMU/SEI-2006-TR-008Can be downloaded in .pdf or .doc format from SEI website
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Staged Representation
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Maturity Levels
Initial (1)
Managed(2)
Defined (3)
QuantitativelyManaged
(4)
Optimizing (5)
Disciplined process
Standard, consistent process
Predictable process
Continuously improving process
Improvementinstitutionalized
© Software Engineering Institute
Process in informal and adhoc
Project Management practicesare institutionalized
Technical practices areintegrated with managementpractices and institutionalized
Quantitativecontrol
“.. is a well-defined evolutionary plateau on the path to becoming a mature organization”A higher maturity level includes all lower maturity levels
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Process Capability and the Prediction of Performance
Three results of increasing maturity - Difference between targeted results and actual results decreases across projects Variability of actual results around targeted results decreasesTargeted results improve
Pro
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4
Pro
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Time/$/...
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5
Pro
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Schedule and cost targets are typically overrun by Level 1 organizations.
Plans based on past performance are more realistic in Level 2 organizations
With well-defined processes, performance improves in Level 3 organizations
Based on quantitative understanding of process and product, performance continues to improve in Level 4 organizations
Performance continuously improves in Level 5 organizations
© Software Engineering Institute
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Staged Approach
Proven sequence of typical areas to focus on for improvement
Permits comparison across organizations - assessment results can be summarized into a single rating
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Model Structure – Staged V1.2
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Process Area - Concept
A Process Area (PA) is a cluster of related practices
A set of practices need to be performed to satisfy goals of
a process area
In the staged representation, a process area resides at a
specific maturity level
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The Process Areas
Organizational TrainingOrganizational Process Definition
+ IPPDOrganizational Process Focus
Organizational Process Performance
Supplier Agreement ManagementProject Monitoring and Control
Project Planning
Risk ManagementIntegrated Project Management
+ IPPD
Quantitative Project Management
Requirements Management
ValidationVerification
Product IntegrationTechnical Solution
Requirements Development
Organizational Innovation & Deployment
Configuration ManagementProcess & Product QA
Measurement & Analysis
Decision Analysis & Resolution
Causal Analysis & Resolution
Engineering Project Management Process Management Support
2
3
4
5
2
3
4
5
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Goal - Concept
A Goal is a high-level outcome to be achieved by effective implementation of
practices
There are two kinds of goals in each PASpecific goals Generic goals
The concept of Goals is: all “institutionalization” related practices have been combined into “Generic
Goals”If “institutionalization” has taken place, “Generic Goals” are satisfied
There are one to three “Specific Goals” per Process Area
There is one “Generic Goal” (related to institutionalization) per Process Area
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Practice - Concept
A Practice is an action to be performed in order to achieve the goals of
a Process Area
CMMISM contains 2 types of practices:
Specific practices
these differ across Process Areas
Generic practices
these are common across all Process Areas
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Generic Practices
Generic Practices support the Generic Goal of each PA
For a Generic Goal, the Generic Practices are the same
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Continuous Representation
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Continuous View of PAs
Engineering Project Management Process Management Support
Supp
lier A
gree
men
t Man
agem
ent
Proj
ect M
onito
ring
and
Con
trol
Proj
ect P
lann
ing
Ris
k M
anag
emen
tIn
tegr
ated
Pro
ject
Man
agem
ent +
IPPD
Qua
ntita
tive
Proj
ect M
anag
emen
t
Req
uire
men
ts M
anag
emen
tVa
lidat
ion
Verif
icat
ion
Prod
uct I
nteg
ratio
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cal S
olut
ion
Req
uire
men
ts D
evel
opm
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Con
figur
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n M
anag
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tPr
oces
s &
Pro
duct
QA
Mea
sure
men
t & A
naly
sis
Dec
isio
n A
naly
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& R
esol
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s &
Res
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ion
Org
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rain
ing
Org
aniz
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efin
ition
+ IP
PDO
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izat
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cess
Foc
usO
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izat
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cess
Per
form
ance
Org
aniz
atio
nal I
nnov
atio
n &
Dep
loym
ent
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Capability Levels
A capability level is a well-defined evolutionary plateau describing the organization’s capability relative to a process area.
There are six capability levels.
For capability levels 1-5, there is an associated generic goal.
Each level is a layer in the foundation for continuous process improvement.
Thus, capability levels are cumulative, i.e., a higher capability level includes the attributes of the lower levels.
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The Capability Levels
5 Optimizing
4 Quantitatively Managed
3 Defined
2 Managed
1 Performed
0 Incomplete
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Capability Levels
0-Incomplete
5-Optimizing
4-QuantitativelyManaged
3-Defined
2-Managed
1-Performed
RM RD PI VALVERTSCL/ PA
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Continuous Approach
Allows selection of process areas to focus on for process improvement - based on those areas that impact organization’s business objectives and risks
Does not allow easy comparison across organizations - however capability levels of individual PAs can be compared
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Quiz
Q1 Level 5 Process Area focuses on:a) Process Improvementb) Measurement and analysisc) Planning and Tracking
Q2 CMMI requires that the processes are:a) Defined in the QMSb) Defined and practiced in a projectc) Defined and practiced in most of the projects
Q3 Organizational Innovation and deployment fulfils one of the requirements of which Maturity Level:
a) Level 2b) Level 5c) Level 4
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Recap…
History
Structure of CMMISM
Staged Representation
Continuous Representation
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Any Questions?
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Thank You