E S I P - psmsc.com in the CMMI.pdf · ESIP Director Ogden Air Logistics ... Measurement in CMMIMeasurement in CMMI ... TickIT SSE-CMM ISO 15288* EQA * Not yet released CMMI* PSP

E S I PMISSIO NCRITICAL

SOFTWARE

Collaborative Support for Process Improvement:Measurement in Capability Maturity Model Integration

Joe Jarzombek, Lt Col, USAFESIP DirectorOgden Air Logistics Center/TI-3Hill AFB, UT 84056-5609

Voice: (801)-777-2435, DSN 777-2435Fax: (801) 777-9034Email: [email protected] Site: http://esip.hill.af.mil

Embedded Computer Resources (ECR) Support Improvement Program

Pg. 2

Measurement in CMMIMeasurement in CMMIMeasurement in CMMI

Why Have a PSM Users’ Group Conference?

Facilitates Communications• Sharing Solutions• Sharing Lessons Learned• Networking with Professionals• Exploring New Technologies

Directly Serves Multi-discipline Needs of the DoD support community (govn & industry)

Facilities ofbelonging

facilities ofexplorationfacilities ofexploration

facilities ofengagementfacilities ofengagement

facilities ofalignment

facilities ofalignment

When we do something together over time,we create shared practices:

we learn to do what needs doing;we learn about each other, andwe developed shared ways ofdoing things

We form communities of practice.

Measurement Mafia

Pg. 3


National Security System Challenges

InformationTechnology isvital to missioneffectiveness foroperationsinvolvingnational securitysystems

Softwareprovidesincreasedsystemcapability &flexibility

Mission Critical Software in National Security Systems

Pg. 4

Measurement in CMMIMeasurement in CMMIMeasurement in CMMINational Security Systems Challenges

l The quantity of software innational security systems isincreasing dramatically

l Increases in programschedules & cost (both inacquisition & sustainment)prompt need for softwaresolutions in InformationTechnology (IT) in NationalSecurity Systems (NSS =MCCR)

DoD Computer Hardware & Software Costs

2.9 3.4 3.9 4.5 5.1 5.6 5.9 6.1 6.3 6.5 6.8

11.413.6

16.5

23.125.6

27.329.1

3133

35.7

20.4

0

510

15202530

354045

84 85 86 87 89 90 91 92 93 94 95Year

Bill

ion

s o

f D

olla

rsSoftware

Hardware

Pg. 5


The Software Challenge & Potential

Sources: The Healthy Software Project,Mark Norris, Wiley: 1995

Guidelines for Successful Acquisition and Management ofSoftware-Intensive Systems, Version 2.0, STSC,1996

Poor Success Rate• 1% projects on time, on budget, and meet expectations• 33% never finish

Unacceptable Schedule Variance• Average is one year behind schedule• Average schedule missed by 50%

75% are “Operational Failures”

1% improvement saves $300M+ CMM-based improvement shows a 4- 19% potential gain *

The Challenge

The Potential

* Depends on amount of reuse

* CMM Level 5 findings as reportedin May 99 CrossTalk

Pg. 6

Measurement in CMMIMeasurement in CMMIMeasurement in CMMIUS Government Acquisition Role: Evolving from Oversight to Insight

Where we’ve been: Where we’re going:Observe

ManageTrack

Reduction ofGovernmentResources

Observe

Manage

Risk Avoidance

i System Specificationi Mil Spec/Standardsi Government in designi Government Baselinei Design-to-Cost/Life Cycle Costi Program Controli CDRLs (Contract Deliverables)i SOW (Statement of Work)

Risk Management

i Performance Based Contractingi Best Practices not Mil-Specsi Bilateral Technical System Baselinei Cost as an Independent Variable (CAIV) and Cost-Riski IPTs and IMP/IMS/EVMS Controli Metrics and TPMsi Data availability - minimize CDRLsi SOO (Statement of Obj) -- CSOW

Pg. 7

Measurement in CMMIMeasurement in CMMIMeasurement in CMMICoping with Business Challenges & Need forPerformance Improvement

Which technologiesshould I adopt now or track for future investment?

How do I remain cognizant of changes to

laws, directives & policies?What’s the impact of

complying with them?

How effective ismy organization in meeting

business & mission objectives?

How do I prioritize and fund competing

projects andimprovements?

How do I recruit andretain technical expertise

on my staff?

How do I measure, monitor and

manage program risks?

Where we’re going:Observe

ManageTrack

Reduction ofGovernmentResources

Observe

Manage

Risk Avoidance Risk Management

Where we’ve been:

Pg. 8


Steps to Enterprise-wide Organizational Maturity:

MetricsCapture

MetricsCapture

ActivityBased

Costing

ActivityBased

Costing

ProcessLevel

Evolution

ProcessLevel

EvolutionProject

Management

ProjectManagement SimulationSimulation

Section name Section name Section name Section name

Org name

1. Vision, Goals, Buy-in

NODE: TITLE: NUMBER:APPROVE VCN2.3

2.3.1

GET DRAFT VCNAPPROVAL

2.3.2

REVIEWCCB PACKAGE

2.3.3

DRY-RUNCCB

2.3.4

MODIFY CCB

SLIDES

2.3.5

REVIEWCCB

PACKAGE

2.3.6

REVIEW VCNBY CCB

CCBpackage

CCB VCNapproval

Draft of VCNstaff summarysheet

Final CCB package

SSM

ProposedCCB agenda

Conditionallyapproved CCBpackage

Delayed CCBpackage

DisapprovedCCBpackage

Draft VCN approval

PMCustomer

CCBminutes

Final CCBagenda

Personnel

ConfigurationManagement

Configuration Management

Delayed CCB package

ApprovedCCBpackage

4. Process Transformation From Process,

all good things flow!

NODE: TITLE: NUMBER:MAINTAIN AIR FORCE SPACE COMMANDSENSOR SOFTWARE0

1

PROCESS RCPPHASE 1

2

PLAN, COORDINATEAND APPROVE AMAINTENANCE

SOFTWARE PROJECTPACKAGEPHASE 2

3

PUT THE MAINTENANCE

SOFTWARE PROJECTON CONTRACT

PHASE 3

4

MANAGE THE EXECUTION OF

THE MAINTENANCE SOFTWARE PROJECT

PHASE 4

5

CLOSEOUT THE MAINTENANCE

SOFTWARE PROJECTPHASE 5

RCPValidatedRCP

Personnel

Operational acceptance message

CCB VCNapproval

CAT2 Deficiencies

AwardedContract

ContractorReports

Rejectedcontractor costproposal

MWSSS OI 21-7

Distributedsignedprojectcloseoutreport

Final CCB package2. Process Capture

OrganizationProcesses

NODE: TITLE: NUMBER:PLAN PROJECT2.1

2.1.1

PERFORM VCNANALYSIS

2.1.2

CONSULT WITHSOFTWARE IPT

2.1.3

PREPARECCB

PACKAGE

2.1.4

PREPARE ACQUISITIONSTRATEGY BRIEFING

2.1.5

CONDUCT ACQUISITIONSTRATEGY

2.1.6

PREPARE AND COORDINATE

DRAFT VCN

OASB minutes

Sensor IPT

21ST SW21-10401

OARB minutes

Release Factors

CCB package templateValidatedRCP

Draft VCN

DelayedCCBpackage

Mystic Algorithms

CCB package

Acquisitionstrategy briefing

Informal assessmentof Release Factors

Approvedacquisitionstrategy

Validated RCP

Rejectedcontractorcostproposal

3. Gap Analysis BestPractices

Pg. 9


Process Improvement Business Case

Software Process Improvement (SPI)Demonstrated Return on Investment (ROI)

SPI efforts quantifiably justify funding (based on several projects)• Demonstrated Return on Investment of 4:1 - 19:1• Earlier detection of software defects from 22% - 90%• Reduction in post-release defects from 39% - 84%• Reduction in schedule time from 19% - 23%• Reduction in projected schedule variance down to 2%• Increased productivity (less rework) of 35% - 75%• Reduced sustainment costs by 30% - 55%

Several programs have improved their capabilities based on theSoftware Capability Maturity Model (CMM)• Enabled effective communication between separate business units;• Reporting improved customer satisfaction

Pg. 10


The Current Situation

Explosion of CMMsand CMM-like models

Multiple models withinan organization

Multiple assessments Multiple training Duplicated expenses

Pg. 11


S W -CM M

A lso see w w w .software.org/quagm ire

The Frameworks Quagm ireThe Frameworks Quagm ireM IL-Q -9858

Trillium B a ldrige

IEEE Stds. 730,828829, 830,1012,1016

1028,1058,1063ISO 15504*(SPICE)

People C M M

IPD-C M M *

D O DIPPD

S E C A MA F IPD G u ide

S D C C R

S C E

N A T O A Q A P 1 ,4,9

B S5750

M IL-STD-498

D O D -STD -2167A

D O D -STD -7935A

M IL-STD-499B*

ISO/IEC12207

IEEE1220

ISO 10011

S D C E

S E - C M MS E C M *(EIA/IS 731)

E IA/IS632

ISO 9000Series

E IA/IEEEJ-STD-016

IEEE/EIA12207

E IA 632*

M IL-STD-1679

IEEE 1074

TickITSSE-C M M

ISO 15288*

E Q A

* Not yet released

C M M I*

P S P

S A - C M M

Q9000

D O D -STD-2168

quag14d: 5 June 1998

F A A -iCM M

D O -178B

S W -CM M

Courtesy Sarah Sheard, SPCDocumented in CrossTalk, the Journal of Defense Software Engineering

Pg. 12


Why is this a problem?

Similar process improvement concepts, but... Different model representations (e.g. staged,continuous, questionnaire, hybrid)

Different terminology Different content Different appraisal methods Different conclusions

Pg. 13


Common Basis for Model-based Process Improvement

Improvement in any discipline is a function of performing: implementing practices that reflect the fundamentals of aparticular topic (e.g. configuration management)

institutionalizing practices that lead to sustainment andimprovement of an implementation

Pg. 14


Thus all CMMI source models contain:

Implementing practices grouped by affinity

Institutionalizing practices that vary from model tomodel, however all models specify levels thatdescribe increasing capability to perform

Pg. 15


ImprovementLevels

Initial (1)

Managed (2)

Defined (3)

QuantitativelyManaged

(4)

Optimizing (5)

Disciplined

process

Standard,

consistent

process

Predictable

process

Continuously

improving

process

Not performed (0)

(performed)

(planned and tracked)

(standard)

(measured)

...

Pg. 16


Eliminate inconsistencies

Reduce duplication

Reduce the cost of implementing model-basedprocess improvement

Increase clarity and understanding• Common terminology• Consistent style• Uniform construction rules• Common components

Minimal impact on legacy efforts

CMMI Design Goals

Pg. 17


Benefits

Efficient, effective assessment and improvement acrossmultiple process disciplines in an organization

Reduced training and assessment costs

A common, integrated vision of improvement for all elementsof an organization

A means of representing new discipline-specific informationin a standard, proven process improvement context

Pg. 18


The Challenge

Given the input models, extract thecommon and/or best features

Provide users the ability to producesingle or multiple discipline models,both continuous and staged, tailoredto their organizations needs.

Provide users the ability to assessand train based on these outputmodels.

Pg. 19


CMMI Source Models

Capability Maturity Model for Software V2, draftC (SW-CMM V2C)

EIA Interim Standard 731, System EngineeringCapability Model (SECM)

Integrated Product Development CapabilityMaturity Model, draft V0.98 (IPD-CMM)

Pg. 20


Source Models

SW-CMMV2C

EIA IS 731SECM

IPD-CMMV0.98

Staged Continuous HybridMaturity Levels Capability Levels

CategoriesMaturity andCapability Levels

Key Process Areas Focus Areas Process AreasKey Process AreaGoals

Themes Capability andProcess Area Goals

Activities CommonFeature

Specific Practices Base Practices

Common Features Generic Practices Generic PracticesGeneric Attributes

Pg. 21


Example Map of Input Process Areas To Source Models

CMMI PA SW-CMMV2C

EIA SECMV1.0

IPD-CMMV0.98

RequirementsManagement

X X

SupplierAgreementManagement

X X X

ConfigurationManagement

X X X

DataManagement

X

Training X X X

Pg. 22


Staged Representations

Key Process Areas are grouped in the stages (levels)from 2 to 5

A Key Process Area contains specific practices(activities) to achieve the purpose of the process area.

For a Key Process Area at a given stage,institutionalization practices are integral to the processarea.

Pg. 23


Staged Model

RiskRework

1 Initial

Competent people and heroics

Org Improvement DeploymentOrg Process and Tech InnovationDefect Prevention

5 Optimizing

4 Quantitatively

Managed

3 Defined

2 Repeatable

Continuous process improvement

Quantitativemanagement

ProcessStandardization

Organization Process PerformanceStatistical Process ManagementOrg Software Asset Commonality

Peer ReviewsProject Interface CoordinationSoftware Product EngineeringOrganization Training ProgramOrganization Process DefinitionOrganization Process Focus

Level Focus Key Process Areas

BasicProjectManagement

Software Configuration ManagementSoftware Quality AssuranceSoftware Acquisition ManagementSoftware Project ControlSoftware Project PlanningRequirements Management

Pg. 24


Continuous Representations

A process area contains specific practices to achievethe purpose of the process area.

Generic practices are grouped in Capability Levels

Generic practices are added to the specific practices ofeach process area to attain a capability level for theprocess area.

The order in which Process Areas are addressed canfollow a recommended staging.

Pg. 25


Continuous ModelCL5 GP

GPGP

CL4 GPGPGP

CL3 GPGPGPGPGP

CL2 GPGPGPGPGP

Implemented NI NA NRProcess Area NE RQ OS TR PM KM QA VS … SR FD IN

PA - Process AreaCLn - Capability Level n institutionalized (Level n GPs satisfied for PA)

GP - Generic PracticeImp - Implemented Base PracticesNI - Not ImplementedNA - Not ApplicableNR - Not Rated

Pg. 26


The CMMI Product Line

The CMMI product line is a product suite sharing acommon, managed set of features that satisfyspecific needs of a selected domain.

Domain

Architecture

Components

pertain to

share an

are built from

is satisfied by

guides development of

Products

Pg. 27


CMMI Product Suite

Input• Common content• Discipline content• Criteria for content

Transform• Rules for generating products-Model-Assessment-Training

Framework

Repository

Output

• Integrated model(s)• Assessment method(s)• Training materials

Pg. 28


Decision Analysis and Resolution (Eng)Integrated Project Management (PM)Organizational Process Definition (PM)Organizational Process Focus (PM)Organizational Training (PM)Product Verification (Eng)Risk Management (PM)Validation (Eng)Customer Requirements (SE)System Integration (SE)Technical Problem (SE)Technical Solution (Eng)

Decision Analysis and Resolution (Eng)Integrated Project Management (PM)Organizational Process Definition (PM)Organizational Process Focus (PM)Organizational Training (PM)Product Verification (Eng)Risk Management (PM)Validation (Eng)Customer Requirements (SE)System Integration (SE)Technical Problem (SE)Technical Solution (Eng)

Causal Analysis and Resolution (PM)Org Process Technology Innovation (PM)Process Innovation Deployment (PM)

Causal Analysis and Resolution (PM)Org Process Technology Innovation (PM)Process Innovation Deployment (PM)

Quantitative Process and Quality Mgmt (PM)Organizational Process Capability (PM)

Quantitative Process and Quality Mgmt (PM)Organizational Process Capability (PM)

Managed (2)

Defined (3)

Quantitative (4)

Optimizing (5)

Initial (1)

Basic project management

Processstandardization

Quantitativemanagement

Continuous processimprovement

Configuration Management (PM)Data Management (Eng)Project Planning (PM)Measurement and Analysis (PM)Project Monitoring and Control (PM)Product and Process Quality Assurance (PM)Requirements Management (Eng)Supplier Agreement Management (Eng)

Draft CMMI-SW/SEProcess Areas Listed by Levels

Pg. 29


Harmonization with ISO Standards

15504 is reviewed prior to each draft release byauthors and an ISO IPT within CMMI PDT

For CMMI Measurement & Analysis Process Area,15939 & 15504 were used as the primary sourceinputs in addition to the Measurement & AnalysisCommon Feature of the Software CMM

Pg. 30


ISO 15504 / CMMI-SW/SE V0.1 Alignment

Pg. 31


SpecificPractices

SpecificGoals

Outcomes(end-states

or workproducts)

Purpose

is successfully implementedthrough

CMMIProcess Areas

TR 15504Processes

assists indeveloping one or

more

one or more ofwhich produce

demonstrate

achievement of

are successfully achievedby one or more

AssuringCompatibilitybetweenCMMI andISO/IECTR15504

Pg. 32

Measurement in CMMIMeasurement in CMMIMeasurement in CMMIProcess Capability Relationships

GenericPractices

orCommonFeatures

GenericGoals

Achieve-ments

(ratings ofpractices inevidence)

ProcessAttributes

are successfullydemonstrated through

CMMICapability Levels

TR 15504Processes

assist in developingone or more

one or more ofwhich produce

demonstrate

achievement of

are successfully achievedby one or more

AssuringCompatibilitybetweenCMMI andISO/IECTR15504

Pg. 33


ISO 15504 / CMMI V0.1 Map-1

15504Process

ID

15504 Process Name CMMI V0.1 Process Area

CUS.1 Acquisition

CUS.2 Supply

CUS.3 RequirementsElicitation

RequirementsDevelopment andManagement

CUS.4 Operation

Pg. 34



15504Process

ID


ENG.1 Development Software ProductEngineering

ENG.2 System and SoftwareMaintenance

Software ProductEngineering

Pg. 35



15504Process

ID


MAN.1 Management Organizational ProcessFocusOrganizational ProcessCapability

MAN.2 Project Management Project Planning

Project Monitoring andControl

MAN.3 Quality Management Quantitative Process andQuality Management

MAN.4 Risk Management Risk Management

Pg. 36

Measurement in CMMIMeasurement in CMMIMeasurement in CMMIISO 15504 / CMMI V0.1 Map-4

15504Process

ID


ORG.1 OrganizationalAlignment

ORG.2 Improvement Organizational Process Focus

Organizational ProcessDefinitionDefined Project Management

ORG.3 Human ResourceManagement

Organizational Training

ORG.4 InfrastructureORG.5 Measurement Measurement and Analysis

ORG.6 Reuse

Pg. 37


ISO 15504 / CMMI V0.1 Map-515504

ProcessID


SUP.1 Documentation Data ManagementSUP.2 Configuration

ManagementConfiguration Management

SUP.3 Quality Assurance Process and Product QualityAssurance

SUP.4 Verification Product VerificationSUP.5 Validation ValidationSUP.6 Joint Review Validation

SUP.7 Audit Product VerificationSUP.8 Problem Resolution Casual analysis and

Resolution

Pg. 38


CMMI Schedule

Release CMMI SW/SE V0.2 for Public Review Aug ‘99Pilot CMMI products Nov ‘99-May ‘00Publish CMMI SW/SE V1.0 Jun ‘00Publish CMMI SW/SE/IPPD V1.0 Aug ‘00

Pg. 39


Need for a Measurement Process Area

Recognition by Congress through law for the needfor measurement across software-intensive systems

Need for performance based management specifiedin the Information Technology Management ReformAct (ITMRA)

Need for more explicit measurement guidancerecognized by lead assessors in organizations usingexisting CMM to guide process improvement

Pg. 40


Measurement and Analysis -Summary

Measurement and Analysis involves :

• Selection and documentation of measures andindicators that meet organizational unit needs.

• Collection, analysis, and management ofmeasurement data is conducted according to ameasurement plan.

• Output of the measurement and analysisprocess is communicated to users in a timelyand usable fashion.

Pg. 41


Measurement & Analysis Process Area–Level 2

PA Purpose The purpose of Measurement and Analysis is to developand sustain a measurement capability in support ofmanagement information needs.

Measurement involves:• identifying the goals and issues regarding the scope of measurement

and analysis such that it is aligned to the business goals of theorganization

• defining the measures to be used, the collection process, the storagemechanism, the analysis process, the reporting process and thefeedback process

• collecting and storing data

• analyzing the data

• presenting the data

Pg. 42


Measurement & Analysis Process Area

Integration of Measurement and Analysis activitiesinto the project’s life cycle processes supports theproject to:

• plan and estimate, at the project and organizational level, in anobjective manner

• track actual project and organizational performance againstestablished plans and objectives, and.identify and resolve process-related issues.

The terms "measure" and “measurement” are used here ina manner consistent with the definitions of these termsfound in ISO 15939 working draft, Software MeasurementProcess Framework.

Pg. 43



Goal 1. Measurement components areestablished in alignment with informationneeds and objectives.

• SP 1.1. Establish and maintain measurementobjectives.

• SP 1.2. Identify and define measures and indicators.

• SP 1.3. Define how primitive and derived measureswill be obtained (produced and collected) and stored.

• SP 1.4. Define how measures will be analyzed andreported.

Pg. 44



Goal 2. Measurement results that fulfillinformation needs are available.• SP 2.1. Obtain measurement data in accordance with

the plan.

• SP 2.2. Manage and store data, indicators, andresults.

• SP 2.3. Analyze measurement data according toplans and refine or derive additional indicators asnecessary.

• SP 2.4. Report results of measurement and analysisactivities to appropriate users to support decisionmaking and assist in taking corrective action.

Pg. 45


Maturing the M & A Process Area

CMMI Process ManagementCMMI Process Management Capability Level Descriptions,

Generic Goals, And Generic Practices (Draft Version in development for Public

Review Package) (6 July 1999)

Pg. 46



Capability Level 0 Description:- (Level 0 PcM, Incomplete) An incomplete process is a process

that is not performed or only performed partially. One or more ofthe specific goals of the process area are not satisfied.

Capability Level 0 Generic Goal:• (None.)

Capability Level 0 Generic Practices:• (None.)

Capability Level Descriptions,Capability Level Descriptions,Generic Goals and Generic PracticesGeneric Goals and Generic Practices

Pg. 47



Capability Level 1 Description:- (Level 1 PcM, Performed) A performed process is a process that

completes the needed work and transforms the identified input workproducts to produce identified output work products. The definition,planning, monitoring, or controlling of the process may beincomplete, thereby resulting in an unstable and inconsistentlyimplemented process.

Capability Level 1 Generic Goal:- (Level 1 PcM-GG 1.1) (Achieve Specific Goals) The in-use process

achieves the specific goals of the process area.

Capability Level 1 Generic Practices:

- (PcM-GP 1.1) (Perform Basic Activities) Perform the basic activitiesof the process.

Pg. 48



Capability Level 2 Description:

• (Level 2 PcM, Managed) A managed process is a process that isplanned, documented, performed, monitored, and controlled at thelevel of an individual project, group, or standalone process toachieve a given purpose. Management of the process is concernedwith both the achievement of the specific goals of the process areaand the achievement of other specific objectives for the process,such as cost, schedule, and quality objectives.

Capability Level 2 Generic Goal: (Level 2 PcM-GG 2.1) (Institutionalize a Managed Process) The process is institutionalized as a managed process.

Pg. 49




- (PcM-GP 2.1) (Establish Organizational Policy) Establish andmaintain a written organizational policy for planning andperforming the process.

- (PcM-GP 2.2) (Plan the Process) Establish and maintain the planfor performing the process.

- (PcM-GP 2.3) (Provide Resources) Provide adequate resourcesfor performing the planned process.

- (PcM-GP 2.4) (Assign Responsibility) Assign responsibility andauthority for performing the planned process.

- (PcM-GP 2.5) (Train people) Train the people performing orsupporting the planned process as needed.

Pg. 50



Capability Level 2 Generic Practices (cont.):

- (PcM-GP 2.6) (Perform Managed Process) Perform the process asa managed process.

- (PcM-GP 2.7) (Monitor and Control the Process) Monitor andcontrol the performing of the in-use process against the plannedprocess, and take appropriate corrective action.

- (PcM-GP 2.8) (Manage Configurations) Place the designated workproducts of the in-use process under appropriate levels ofconfiguration management.

-

Pg. 51



Capability Level 2 Generic Practices (cont.):

- (PcM-GP 2.9) (Objectively Verify Adherence) Objectively verifyadherence of the planned process, in-use process, and their workproducts to the applicable requirements and standards, andaddress non-compliance.

- (PcM-GP 2.10) (Review Activities and Results with Management)Review the activities, status, and results of the in-use processwith management and resolve issues.

Pg. 52




- (Level 3 PM, Defined) A defined process is a managed processthat is tailored from the organization’s set of standard processes.Tailoring the organization’s set of standard processes yields adefined process that is specifically suited for the circumstances inwhich it will be performed.

Capability Level 3 Generic Goal:

- (Level 3 PcM-GG 3.1) (Institutionalize a Defined Process) The process is institutionalized as a defined process.

Pg. 53




(PcM-GP 3.1) (Establish Defined Process) Establish and maintainthe description of the defined process to meet specific local andorganizational needs.

(PcM-GP 3.2) (Perform Defined Process) Perform the process as adefined process.

(PcM-GP 3.3) (Collect Improvement Information) Collect workproducts, measures, and improvement information derived fromplanning and performing the process to support the future use andimprovement of the organization’s process assets.

Pg. 54




(Level 4 PcM, Quantitatively Managed) A quantitativelymanaged process is a defined process that is controlled usingstatistical and other quantitative techniques. The productquality, service quality, and process performance areunderstood in statistical terms and are controlled throughoutthe life of the process.


(Level 4 PcM-GG 4.1) (Institutionalize a Quantitatively ManagedProcess) The process is institutionalized as a quantitativelymanaged process.

Pg. 55




(PcM-GP 4.1) (Establish Quality Goals) Establish andmaintain quantitative goals for product quality, servicequality, and process performance.

(PcM-GP 4.2) (Quantitatively Manage ProcessPerformance) Quantitatively manage the performanceof the process to satisfy the established quantitativeproduct quality, service quality, and processperformance goals.

Pg. 56




- (Level 5 PcM, Optimizing) An optimizing process is aquantitatively managed process that is improved based on anunderstanding of the common causes of variation inherent inthe process. An optimizing process focuses on continuallyimproving the range of process performance through bothincremental and innovative improvements.


- (Level 5 PcM-GG 5.1) (Institutionalize an Optimizing Process)The process is institutionalized as an optimizing process.

Pg. 57




- (PcM-GP 5.1) (Establish Process Improvement Goals) Establishand maintain quantitative process improvement goals that supportthe organization’s business objectives.

- (PcM-GP 5.2) (Address Common Cause of Problems) Identify andaddress common causes of actual and potential defects and otherproblems in the process.

- (PcM-GP 5.3) (Identify Process and Technology Improvements)Identify process and technology improvements that would result insignificant and measurable improvements to process performance.

- (PcM-GP 5.4) (Deploy Improvements) Manage the deployment ofthe selected process and technology improvements based on thequantified expected benefits and the estimated costs and impacts.

Pg. 58


CMMI Measurement Workshop

PSM Workshop Purpose: Develop a draft Measurement Plan Template that canserve as a basis to guide an organization inimplementing a CMMI-compatible MeasurementProgram

PSM Workshop Process: 1. Review CMMI measurement-related practices inProcess Areas and Generic Practices

2. Recommend structure and content of aMeasurement Plan template

Pg. 59


BACKUP MATERIAL

Pg. 60


Framework

Components

Construction rules

Conceptual architecture

Pg. 61


Discipline Z

Discipline Y

The CMMI FrameworkFramework General•Glossary•Development Standards and Guidelines•Document Templates•Assessment Methodology•Framework Training Materials

Process Management Core (PMC)PMC Generic Practices/TemplatesPMC Process AreasPMC Assessment MaterialPMC Model Training MaterialPMC Assessment Training Material

Integration Core (IC)IPPD EnvironmentIC Generic Practices/TemplatesIC Process AreasIC Assessment MaterialIC Model Training MaterialIC Assessment Training Material

Discipline X (DX)

DX AmplificationsDX Process AreasDX Assessment MaterialDX Model Training MaterialDX Assessment Training Material

+

OutputModelsAssessment MethodsModel Training MaterialsAssessment Training Materials

Pg. 62


CMMI Products

Pg. 63


CMMI Models

Staged and Continuous Representations (withrecommended staging) of:• Software Engineering• Systems Engineering• Software+Systems Engineering• Software+Systems Engineering with IPPD

NODE: TITLE: NUMBER:PLAN PROJECT2.1

2.1.1

PERFORM VCNANALYSIS

2.1.2

CONSULT WITHSOFTWARE IPT

2.1.3

PREPARECCB

PACKAGE

2.1.4

PREPARE ACQUISITIONSTRATEGY BRIEFING

2.1.5

CONDUCT ACQUISITIONSTRATEGY

2.1.6

PREPARE AND COORDINATE

DRAFT VCN

OASB minutes

Sensor IPT

21ST SW21-10401

OARB minutes

Release Factors

CCB package templateValidatedRCP

Draft VCN

DelayedCCBpackage

Mystic Algorithms

CCB package

Acquisitionstrategy briefing

Informal assessmentof Release Factors

Approvedacquisitionstrategy

Validated RCP

Rejectedcontractorcostproposal

BestPractices

Pg. 64


Assessment Material

•Assessment requirements•Assessment methodology•Assessment data collection methods and tools(e.g., questionnaires, interviews)

•Assessment Team qualifications

Pg. 65


Training Material

•Model Training•Assessment Training

Pg. 66


Developer Material

•Glossary•Framework and model content criteria•Framework Training

Documents

E S I P - psmsc.com in the CMMI.pdf · ESIP Director Ogden Air Logistics ... Measurement in CMMIMeasurement in CMMI ... TickIT SSE-CMM ISO 15288* EQA * Not yet released CMMI* PSP