- 1. CMMI: Version 1.2 BasicsA presentation by QAI INDIA | USA |
UK QAI India Limited. All rights|reserved.| CHINA | MALAYSIA
SINGAPORE
2. CMMI Version 1.2 Basics 3. History of CMMs CMM v1.0
(Software) was the first to be developed Others were developed
subsequently: SE CMM (Systems Engineering) CMM Integrated Product
Development CMM SA (Software Acquisition) CMM People CMM 3 4. Why
Integrate? Adaptability to enterprise needs designed for evolution
to meet current and future enterprise-wide process improvement
needs can add new process areas, generic improvement approach still
applies 4 5. CMMI - SE/ SW Systems Engineering Covers the
development of total systems, which may or may not include software
Focus on transforming customer needs, expectations, and constraints
into product solutions and supporting those product solutions
throughout the product life cycle Software Engineering Covers the
development of software systems Focus on applying systematic,
disciplined, and quantifiable approaches to the development,
operation and maintenance of software CMMI - SE/SW covers both 5 6.
Why Use CMMI SE/SW? Increased dependency between systems
engineering and software engineering Low maturity of the interfaces
between systems engineering and software engineering 6 7. Whats New
in CMMI Ver 1.2 7 8. CMMI Framework Constellation: Collection of
CMMI components that includes the model, its training materials and
appraisal-related documents for an area of interest. CMMI models
for development, services and acquisition Model for development
provides amplifications for the systems engineering, software
engineering, and hardware engineering disciplines Additions used to
expand constellations for specific additional content - CMMI Dev
has one such addition (CMMI - Dev + IPPD) (In V1.1, IPPD was a
discipline.) Based on the initial efforts to maximize commonality
among CMMI models, 16 of the 22 process areas of CMMI-DEV comprise
the process improvement core for the three areas of interest
currently being pursued: development, acquisition, and services. 8
9. Concept of Constellations Latest version of CMMI i.e. CMMI ver
1.2 for Development was launched in Aug06 Constellation: Collection
of CMMI components that includes the model, its training materials
and appraisal-related documents for an area of interest Other
constellations in making Acquisition Services 9 10. Concept of
MaturitySoftware Process Maturity Extent to which a specific
process is explicitly defined, managed, measured, controlled and
effective Implies a potential growth in capability and indicates
both the richness of an organizations software process and the
consistency with which it is applied in projects throughout the
organization Maturity Level A well defined evolutionary plateau
toward achieving a mature software process Each level provides a
layer in the foundation for continuous process improvement 10 11.
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 Easy migration from
SW-CMMSM 11 12. The Five Levels of ProcessMaturity
ContinuousImprovementOptimizing InstitutionalizeProcess
Improvement(5)dQuantitatively Process
measuredQuantitativeManagedand controlledManagement(4)Process
characterized Process Defined for the
organizationStandardization(3) and is proactive ManagedProcess
characterized forBasic Project projects and is often Management (2)
reactive Process unpredictable,Initial poorly controlled and
(1)reactive Software Engineering Institute 12 13. Level 1 Process
AreasThere are no Process Areas at Level 1 13 14. The Initial Level
(1) Environment not stable for developing andmaintaining systems
Inadequate management and engineeringpractices Ineffective planning
Reaction-driven commitment systems Emphasis on development and
testing during crisis Success depends on having exceptional people
Unpredictable process capability Unpredictable schedules, budgets,
functionality,and quality Few stable processes 14 15. Level 2
Process Areas Focus is on enabling institutionalizing Project
ManagementPracticesInstilling basic discipline into project
management Requirements Management practices.Project Planning Each
project may follow Project Monitoring and Control their own
Supplier Agreement Management set of processes.Measurement and
AnalysisProcess and Product Quality AssuranceConfiguration
Management 15 16. The Managed Level (2) Policies for managing
projects Planning and managing based on experience Allows
repeatability of successful practices Specific processes
implemented by the projectsmay differ Realistic project commitments
Costs, schedules and functionality tracked Requirements and work
products are baselined Standards defined and conformed to Strong
customer-supplier relationship withsubcontractors A measurement
process is in place 16 17. Level 3 Process Area Focus is on
developing technical/ engineering practicesintegrating it with
management practices and institutionalizingit.Developing
Requirements Developmentengineeringpractices, integratingTechnical
Solutionthem with management Product Integrationpractices
andVerificationstandardizing Validationprocesses
acrossOrganizational Process Focusthe organizationOrganizational
Process Definition + IPPD Organizational Training Integrated
Project Management + IPPDRisk Management Decision Analysis and
Resolution 17 18. The Defined Level (3)Organization-wide standard
processes Effective engineering practices Integration of
engineering and management processes Reuse of organizational
learning Process Engineering Group (PEG) Organization-wide training
program Projects Defined Process Good management insight into the
technical progress on allprojects 18 19. Level 4 Process Area Focus
is on quantitatively managing project and organizationwide
performance Quantitatively manage organizational
processesOrganizational Process PerformanceQuantitative Project
Management 19 20. The Quantitatively ManagedLevel (4) Quantitative
goals for projects and processes Variation in process performance
narrowed Meaningful variations can be distinguished from random
variation Products are of high quality Projects are controlled
quantitatively 20 21. Level 5 Process Area Focus is on continuously
improving project and organizationalcapability Continuously improve
project and organizationalOrganizational Innovation and capability
Deployment through innovations & Causal Analysis and Resolution
do root cause analysis for common causes 21 22. The Optimizing
Level (5) Organization focused on process improvement incremental
advances in existingprocesses innovations using new technologies
andmethods Proactive identification of weaknesses to strengthen
processes Goal of preventing occurrence of defects through
error-cause removal Cost-Benefit analyses of introducing new
technologies and proposed process changes 22 23. Skipping Maturity
Levels Counter-productive Each level builds a foundation for
succeeding levels Required leverage for implementing processes
effectively and efficiently However, processes described at a
higher maturity level can be used 23 24. Continuous Model Allows
you to select the order ofimprovement that best meets
yourorganizations business objectives Enables comparisons across
andamong organizations on a process-area-by-process-area basis
Provides an easy migration frommodels with a
continuousrepresentation to CMMI Uses predefined sets of
processareas to define an improvementpath for an organization 24
25. Structure of PANo common features 25 26.
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