Page 1 Pittsburgh, PA 15213-3890 CMMI ® Version 1.2 and Beyond June 28, 2006 Mike Phillips Software Engineering Institute Carnegie Mellon University ®

page 1

Pittsburgh, PA 15213-3890

CMMI® Version 1.2 and Beyond

June 28, 2006

Mike PhillipsSoftware Engineering InstituteCarnegie Mellon University

® CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.Thanks to Gary Wolf and D’Ann Hunt from Raytheon, Denise Cattan of SPIRULA

page 2


CMMI Today

© 2006 by Carnegie Mellon University page 3

CMMI Adoption Trends: Website Visits1CMMI web pages hits

12K/day

443 organizations visited the CMMI Website more than 200 times during September 2005:

29 Defense contractor organizations

12 DoD organizations

49 Universities

328 Commercial companies

25 Non-DoD government agencies


CMMI Adoption Trends: Website Visits2

The following were the top viewed pages on the CMMI Website in September 2005:

• CMMI Main Page

• What is CMMI?

• CMMI Models and Modules

• Getting Started with CMMI Adoption

• CMMI Training, Events, & Forums

Average daily page views per quarter

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

2002

2003

2004

2005


TrainingIntroduction to CMMI – 50,936 trained Intermediate CMMI – 2,098 trained Introduction to CMMI Instructors – 431 SCAMPI Lead Appraisers – 630 trainedSCAMPI B&C-Only Team Lead -- 27

AuthorizedIntroduction to CMMI V1.1 Instructors – 374 SCAMPI V1.1 Lead Appraisers – 422SCAMPI B&C Team Leads -- 413

CMMI Transition Status – 5/31/06


0

5000

10000

15000

20000

25000

30000

35000

40000

45000

50000

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 YTD2006

Intro to the CMM and CMMI Attendees (Cumulative)

CMM Intro (discon'td.12/31/05)

CMMI Intro

CMMI Intermediate

4-30-06


Number of Appraisals Conducted by YearReported as of 30 April 2006

0

100

200

300

400

500

600

700

800

900

1000

1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

SPA CBAIPI(Discontinued after 12/31/2005) SCAMPI vX ClassA


-50

50

150

250

350

450

550

1999 2000 2001 2002 2003 2004 2005 2006

Number of SCAMPI vX Class A Appraisals Conducted by Year by Model Representation*

Reported as of 30 April 2006*Where Representation is reported

Staged

Continuous


Number of SCAMPI v1.1 Class A Appraisals Conducted by QuarterReported as of 28 February 2006

0

25

50

75

100

125

150

175

200

225

250

Q2/02 Q3/02 Q4/02 Q1/03 Q2/03 Q3/03 Q4/03 Q1/04 Q2/04 Q3/04 Q4/04 Q1/05 Q2/05 Q3/05 Q4/05


0 100 200 300 400 500 600 700 800

Military/GovernmentAgency

Contractor forMilitary/Government

Commercial/In-house

Number of Organizations

Based on 878 organizations

Reporting Organizational Types

9/30/05

64.0%

31.3%

4.7%


Based on organizations reporting size data

25 or fewer9.9%

101 to 20018.9%201 to 300

11.0%

76 to 1008.7%

51 to 7510.3%

26 to 5012.7%

301 to 5009.8%

501 to 10009.1%

1001 to 20006.3% 2000+

3.3%

Organization SizeBased on the total number of employees within the area of the organization that was appraised

1,083

1 to 10041.6%

201 to 2000+39.5%


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Not Given Initial Managed Defined QuantitativelyManaged

Optimizing

USA: 100 % = 420

Non-USA: 100 % = 686

Based on USA organizations and Non-USA organizations

% o

f O

rga

niz

ati

on

s

Maturity Profile by All Reporting USA and Non-USA Organizations

686420

125

8

63

3912

213 239

42

141

151

12

61


Countries where Appraisals have been Performed and Reported to the SEI

Red country name: New additions since October 2005

Argentina Australia Austria Belarus Belgium Brazil CanadaChile China Colombia Czech Republic Denmark Egypt FinlandFrance Germany Hong Kong India Ireland Israel ItalyJapan Korea, Republic of Latvia Malaysia Mauritius Mexico NetherlandsNew Zealand Philippines Portugal Russia Singapore Slovakia South AfricaSpain Sweden Switzerland Taiwan Thailand Turkey UkraineUnited Kingdom United States Vietnam


Appraisals and Maturity Levels by Country

CountryNumber of Appraisals

Maturity Level 1

Reported

Maturity Level 2

Reported

Maturity Level 3

Reported

Maturity Level 4

Reported

Maturity Level 5

Reported CountryNumber of Appraisals

Maturity Level 1

Reported

Maturity Level 2

Reported

Maturity Level 3

Reported

Maturity Level 4

Reported

Maturity Level 5

Reported

Argentina 12 No Yes Yes Yes No Latvia 10 or fewerAustralia 21 Yes Yes Yes Yes Yes Malaysia 10 or fewerAustria 10 or fewer Mauritius 10 or fewerBelarus 10 or fewer Mexico 10 or fewerBelgium 10 or fewer Netherlands 10 or fewerBrazil 22 No Yes Yes No Yes New Zealand 10 or fewerCanada 15 No Yes Yes No Yes Philippines 10Chile 10 or fewer Portugal 10 or fewerChina 117 Yes Yes Yes Yes Yes Russia 10 or fewerColombia 10 or fewer Singapore 10 or fewerCzech Republic 10 or fewer Slovakia 10 or fewerDenmark 10 or fewer South Africa 10 or fewerEgypt 10 or fewer Spain 18 No Yes Yes No YesFinland 10 or fewer Sweden 10 or fewerFrance 42 Yes Yes Yes Yes Yes Switzerland 10 or fewerGermany 22 Yes Yes Yes No Yes Taiwan 26 No Yes Yes No NoHong Kong 10 or fewer Thailand 10 or fewerIndia 140 No Yes Yes Yes Yes Turkey 10 or fewerIreland 10 or fewer Ukraine 10 or fewerIsrael 10 or fewer United Kingdom 35 Yes Yes Yes Yes NoItaly 10 or fewer United States 500 Yes Yes Yes Yes YesJapan 131 Yes Yes Yes Yes Yes Vietnam 10 or fewerKorea, Republic of 50 Yes Yes Yes Yes Yes


Disciplines Selected for Appraisals

0

50

100

150

200

250

300

350

400

450

500

550

600

650

700

SE

/SW

SW

SE

/SW

/SS

SE

/SW

/IPP

D/S

S

SE

SE

/SW

/IPP

D

SW

/IPP

D

SW

/SS

SE

/SS

SE

/IPP

D/S

S

SW

/IPP

D/S

S

49.8%

Based on 977 appraisals reporting coverage

Nu

mb

er

of

Ap

pra

isa

ls

34.5%

3.0% 1.8% 1.2% 0.5% 0.2%

4.6% 4.1%

0.1% 0.1%

9/30/05


0

50

100

150

200

250

300

350

400

Not Given Initial Managed Defined QuantitativelyManaged

Optimizing

Based on most recent appraisal of 878 organizations

Maturity Profileby All Reporting Organizations

Nu

mb

er

Of

Ap

pra

isa

ls

11.7%

4.7%

31.7%

25.2%

4.7%

22.1%

9/30/05


Combined Appraisal Opportunities

Current ISO 9001

ISO 9001ISO 9001IAIA

Current CMMI

SCAMPISCAMPI‘‘A’A’

SCAMPI ‘A’&

ISO 9001

SCAMPI ‘A’

VisitReport

Rating letter indicating level

achieved

… continues todemonstrate

compliance withISO 9001:2000

…no behavioursinconsistent with

operating at level X

(Combined ISO Surveillance using Cat ‘C’ appraisal)

(Cat ‘C’ appraisal)

Rating letter & or certificatewith scope indicating

“… in accordance with Level X”

The possible options for assessment and surveillance


Adoption: What Else Is Happening?The Addison-Wesley SEI Series Book and:• A Guide to the CMMI• CMMI: A Framework…• CMMI Assessments• CMMI Distilled: Second Edition• CMMI SCAMPI Distilled• CMMI: Un Itinéraire Fléché• De kleine CMMI• Interpreting the CMMI• Making Process Improvement Work• Practical Insight into CMMI• Real Process Improvement Using the CMMI• Systematic Process Improvement Using ISO

9001:2000 and CMMI• Balancing Agility and Discipline


How about SEI Publications?

Technical notes and special reports:• Interpretive Guidance Project (Two Reports)• CMMI and Product Line Practices• CMMI and Earned Value Management• Interpreting CMMI for Operational Organizations• Interpreting CMMI for COTS Based Systems• Interpreting CMMI for Service Organizations • CMMI Acquisition Module (CMMI-AM) (V1.1)• CMMI and Six Sigma • Interpreting CMMI for Marketing (in progress)• Demonstrating the Impact and Benefits of CMMI (and

web pages – www.sei.cmu.edu/cmmi/results)


Performance Results Summary

ImprovementsMedia

n

# of data

points Low High

Cost 20% 21 3% 87%

Schedule 37% 19 2% 90%

Productivity 67% 16 11% 255%

Quality 50% 18 29% 132%

Customer Satisfaction

14% 6 -4% 55%

Return on Investment

4.8 : 1 14 2 : 127.7 : 1

• N = 24, as of 9 November 2005• Organizations with results expressed as change over time


CMMI Today

Version 1.1 CMMI Product Suite was released January 2002.

• CMMI Web site visits average 12,000/day

• Over 50,000 people have been trained

• Over 1500 “class A” appraisals have been reported to the SEI

Now we want to continuously improve…

page 22


CMMI V1.2…and Beyond


Major Themes

Reduce complexity & size

Increase coverage

Increase confidence in appraisal results


Reduced Model Complexity & Size

Eliminated the concepts of advanced practices and common features

Incorporated ISM into SAM; eliminated Supplier Sourcing (SS) addition

Consolidated and simplified the IPPD material

All definitions consolidated in the glossary

Adopted a single book approach (i.e., will no longer provide separate development models)

Report size reduced 15% from either predecessor; PAs reduced 12%


Increased Model Coverage

Added hardware amplifications

Added two work environment practices (i.e., one in OPD and one in IPM)

Added goal and two practices in OPF to emphasize importance of project startup

Updated notes (including examples) where appropriate so that they also address service development and acquisition of critical elements

Updated name to CMMI for Development (CMMI-DEV) to reflect the expanded coverage


Model Changes - Other

Improved the Overview section (Part One)

Improved clarity of how GPs are used

• Moved generic goals and practices to Part Two

• Added explanation of how process areas support the implementation of GPs

• Added GP elaborations for GP 3.2

Improved the glossary (e.g., higher level management, bidirectional traceability, subprocess)

Limited the process areas that can be considered “not applicable” to SAM.

Clarified material throughout the model based on over 1000 change requests


Version 1.2 Changes1• Eliminate concept of advanced practices and common

features from text

• Combine ISM with SAM; eliminate supplier sourcing (SS) designation

• Add hardware amplifications

• Recognize, given hardware additions, that providing separate development models no longer useful

- “single book” approach (CMMI-DEV+IPPD)

• “Not applicable” process areas (PAs) for maturity levels will be significantly constrained (SAM, IPPD)


Version 1.2 Changes2• Clarify material based on 1000+ Change Requests

(e.g., improve high maturity verbiage, appraisal terminology)

• Two work environment specific practices added:

- one to OPD for organizational look

- One to IPM for project specifics

• Glossary improved (e.g., higher level management, bidirectional traceability, subprocess)

• Overview text improved

• IPPD coverage consolidated and simplified


Integrated Product and Process Development (IPPD) ChangesIPPD material is being revised significantly.

• Organization Environment for Integration PA removed and material moved to Organizational Process Definition (OPD) PA.

• Integrated Teaming PA removed and material moved to Integrated Project Management (IPM) PA.

• IPPD goals have been consolidated.

- “Enable IPPD Management” in OPD

- “Apply IPPD Principles” in IPM

• Overall material condensed and revised to be more consistent with other PAs.


CMMI Model Combinations

CMMI Core

SERelated

Examples

Integrated Product and Process Development

SupplierSourcing

SWRelated

Examples

V 1.1

CMMI Core (now includes SS)

SERelated

Examples

IPPD

SWRelated

Examples

HWRelated

Examples

V 1.2

Organizational Goal (OPD)

Project Goal (IPM)


Su

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PA

sP

roc

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PA

s

Pro

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As

IPM

IPPD Changes

SG1

SG2

SG3

SG4

IPM

SG1

SG2

SG3

IT

SG1

SG2

SG3 = Apply IPPD principles

OE

I SG1

SG2

OP

DSG1

SG2 SG2 = Enable IPPD principles

V1.1 V1.2


Supplier Agreement Management Specific Goal

Establish Supplier Agreements

Specific Practice

1.1 – Determine Acquisition Type1.2 – Select Suppliers1.3 – Establish Supplier Agreements

Satisfy Supplier Agreements

2.1 – Execute the Supplier Agreement2.2 – Monitor Selected Supplier

Processes2.3 – Evaluate Selected Supplier Work

Products2.4 – Accept the Acquired Product2.5 – Transition Products

v1.1 SP2.1 “Review COTS Products,” was eliminated. “Identify candidate COTS products that satisfy requirements” is a new subpractice under the Technical Solutions Process Area SP1.1, “Develop Alternative Solutions and Selection Criteria.”


Organizational Process Focus

V1.1

SG1 – Determine Process Improvement Opportunities1.1 – Establish Organizational Process Needs1.2 – Appraise the Organization’s Processes1.3 – Identify the Organization’s Process ImprovementsSG2 – Plan and Implement Process Improvement Activities2.1 – Establish Process Action Plans2.2 – Implement Process Action Plans2.3 – Deploy Organizational Process Assets2.4 – Incorporate Process-Related Experiences into the Organizational Process Assets

SG1 – Determine Process Improvement Opportunities

1.1 – Establish Organizational Process Needs1.2 – Appraise the Organization’s Processes1.3 – Identify the Organization’s Process

ImprovementsSG2 – Plan and Implement Process

Improvement2.1 – Establish Process Action Plans2.2 – Implement Process Action PlansSG3 – Deploy Organizational Process Assets

and Incorporate Lessons Learned3.1 – Deploy Organizational Process Assets3.2 -- Deploy Standard Processes3.3 -- Monitor Implementation3.4 -- Incorporate Process Related Experiences

into the Organizational Process Assets

V1.2

New


SCAMPI A Changes Being Considered for V1.2

Method implementation clarifications• interviews in “virtual” organizations • practice characterization rules • organizational unit sampling options

Appraisal Disclosure Statement (ADS) improvements• reduce redundancy with other appraisal documents• improve usability for sponsor and government• require sponsor’s signature on the ADS• require all team members to show agreement on findings

Appraisal team will have responsibility for determination of “applicability” for SAM

Maturity level and capability level shelf life – 3 years, given 1 year of V1.2 availability


Published Appraisal Results


CMMI Training v1.2

Introduction to CMMI (Staged and Continuous) • editorial update released 9/05• will be updated for v1.2

Intermediate Concepts of CMMI • will be updated for v1.2 • will better prepare students for SCAMPI training

CMMI Instructor Training • updated earlier this year to reflect “combined”

Introduction to CMMI course• will be updated to reflect v1.2 changes

“Delta” training from V1.1 to V1.2• under development


Beyond V1.21

Improved architecture will allow post-V1.2 expansion.

• Extensions of the life cycle (Services, Outsourcing/Acquisition) could expand use of a common organizational framework:

- allows coverage of more of the enterprise or potential partnering organizations

- adapts model features to fit non-developmental efforts (e.g., CMMI Services, CMMI Acquisition)


CMMI Framework

Shared CMMI MaterialSpecific Practices, Additions, Amplifications

Development Specific Materials

Acquisition Specific Materials

Services Specific Materials

•Development Amplifications•Development Additions

•PA XX•PA ZZ•PA DEV

•Services Amplifications•Services Additions

•PA ZZ•PA YY•PA SRV

•Acquisition Amplifications•Acquisition Addition

•PA YY•PA XX•PA ACQ

Architecture & Constellations

Core Foundation ModelCommon PAs, Specific Practices, Generic Practices


Beyond V1.22

First two new “constellations,” CMMI for Services and CMMI for Acquisition, have been “commissioned” by CMMI Steering Group. Development will be in parallel with V1.2 effort; publication sequenced after V1.2 rollout.

Northrop-Grumman is leading industry group for CMMI Services.

• Initial focus will be for organizations providing “DoD services” as well as internal IT:

- System maintenance

- Network Management, IT Services

- IV&V


Beyond V1.23

SEI is coordinating development of CMMI-ACQ.

• Will build upon General Motors IT Sourcing expansion

• Will add government perspectives from both DoD and civil agencies


Planned Sequence of Models

SA-CMMSA-CMM

GM IT Sourcing

GM IT Sourcing

CMMI-DEV V1.2CMMI-DEV V1.2

CMMI-ACQCMMI-ACQ

CMMI-SVCCMMI-SVC

CMMI V1.1CMMI V1.1

CMMI-AMCMMI-AM

page 42


CMMI V1.2…and Beyond…the details



CMMI Core

SERelated

Examples


SupplierSourcing

SWRelated

Examples

V 1.1


SERelated

Examples

IPPD

SWRelated

Examples

HardwareRelated

Examples

V 1.2


Project Goal (IPM)


Example Hardware Amplification

Technical Solution SP 2.1 Design the Product or Product ComponentDevelop a design for the product or product component.

For Hardware EngineeringDetailed design is focused on product development of electronic, mechanical, electro-optical, and other hardware products and their components. Electrical schematics and interconnection diagrams are developed, mechanical and optical assembly models are generated, and fabrication and assembly processes are developed.


Version 1.2 Changes

Amplifications improved


Amplifications Improved

From Technical Solution V1.1

For Systems Engineering Examples of criteria include the following:

- Maintainability- Reliability- Safety

Amplification removed from Technical Solution V1.2 since it is not unique to Systems Engineering

Information becomes a note rather than amplification


Version 1.2 Changes

Common features and advanced practices eliminated


CMMI Model Structure (V1.1)

Process Area 1

Commitmentto Perform

Abilityto Perform

DirectingImplementation

VerifyingImplementation

GenericPractices

Common Features

Staged

Maturity Levels

SpecificPractices

GenericGoals

SpecificGoals

Process Area 2 Process Area n

Continuous

SpecificGoals

Capability Levels

GenericPractices

SpecificPractices

GenericGoals

Process Area 1 Process Area 2 Process Area n


CMMI Model Structure (V1.2)

Process Area 1

GenericPractices

Staged

Maturity Levels

SpecificPractices

GenericGoals

SpecificGoals

Process Area 2 Process Area n

Continuous

SpecificGoals

Capability Levels

GenericPractices

SpecificPractices

GenericGoals

Process Area 1 Process Area 2 Process Area n


Requirements Management

Specific Goal

Manage Requirements

Specific Practice

1.1 – Obtain an Understanding of Requirements

1.2 – Obtain Commitment to Requirements 1.3 – Manage Requirements Changes1.4 – Maintain Bidirectional Traceability of

Requirements1.5 – Identify Inconsistencies Between

Project Work and Requirements

V1.2 SP 1.4 practice statement now reads, “Maintain bidirectional traceability among the requirements and work products.” Project plans are no longer mentioned in this SP statement.

Bidirectional Traceability description is improved in the notes and Glossary.


Requirements Development1

Specific Goal

Develop CustomerRequirements

Specific Practice

1.1 – Elicit Needs 1.2 – Develop the Customer Requirements

2.1 – Establish Product and Product- Component Requirements

2.2 – Allocate Product-Component Requirements

2.3 – Identify Interface Requirements

Develop ProductRequirements

Base practice “Collect Stakeholder Needs” is eliminated. Informative text is added to SP1.1 to address standards and policies.


Requirements Development2

Specific Goal

Analyze and Validate Requirements

Specific Practice

3.1 – Establish Operational Concepts and Scenarios

3.2 – Establish a Definition of Required Functionality

3.3 – Analyze Requirements3.4 – Analyze Requirements to Achieve

Balance3.5 – Validate Requirements

“Evolve Operational Concepts and Scenarios” (from TS SP1.2 in v1.1) is now part of SP 3.1.

The two requirements validation-related practices in V1.1 (RD SP 3.5-1 and RD SP 3.5-2) were consolidated into a single practice.


Technical Solution1

Specific Goal

Select Product- Component Solutions

Specific Practice

1.1 – Develop Alternative Solutions and Selection Criteria

1.2 – Select Product-Component Solutions

V1.1 SP 1.2 “Evolve Operational Concepts and Scenarios” is now partof RD SP 3.1.

The two alternative solution-related practices in v1.1 (TS SP 1.1-1 and TS SP 1.1-2) were consolidated into a single practice.

“Identify candidate COTS products that satisfy requirements” is a newsubpractice under SP1.1.


Technical Solution2

Specific Goal

Develop the Design

Specific Practice

2.1 – Design the Product or Product Component2.2 – Establish a Technical Data Package2.3 – Design Interfaces Using Criteria2.4 – Perform Make, Buy, or Reuse Analyses

Implement the Product Design

3.1 – Implement the Design3.2 – Develop Product Support Documentation

Base practice “Establish Interface Descriptions” is eliminated.


Product Integration -1 (No normative change )Specific Goal

Prepare for Product Integration

Specific Practice

1.1 – Determine Integration Sequence

1.2 – Establish the Product Integration Environment

1.3 – Establish Product Integration Procedures and Criteria

2.1 – Review Interface Descriptions for Completeness

2.2 – Manage Interfaces

Ensure Interface Compatibility


Product Integration -2 (No normative change)Specific Goal

Assemble Product Components and Deliver the Product

Specific Practice

3.1 – Confirm Readiness of Product Components for Integration

3.2 – Assemble Product Components

3.3 – Evaluate Assembled Product Components

3.4 – Package and Deliver the Product or Product Component


Verification1

Specific Goal

Prepare for Verification

Specific Practice

1.1 – Select Work Products for Verification

1.2 – Establish the Verification Environment

1.3 – Establish Verification Proceduresand Criteria

Perform Peer Reviews 2.1 – Prepare for Peer Reviews2.2 – Conduct Peer Reviews2.3 – Analyze Peer Review Data


Verification2

Specific Goal

Verify Selected Work Products

Specific Practice

3.1 – Perform Verification3.2 – Analyze Verification Results

The phrase “and identify corrective action” was deleted from both the title and statement of SP 3.2 (corrective action is handled in PMC SG2).


Validation

Specific Goal

Prepare for Validation

Specific Practice

1.1 – Select Products for Validation

1.2 – Establish the Validation Environment

1.3 – Establish Validation Procedures and Criteria

Validate Product or Product Components

2.1 – Perform Validation2.2 – Analyze Validation Results

The phrase “and identify issues” was deleted from the statement of SP 2.2 (to maintain parallelism with VER SP 3.2).


Version 1.2 Addition – Work Environment Coverage

Work Environment material added to OPD and IPM

• OPD, SP 1.6: Establish Work Environment Standards

• IPM, SP 1.3: Establish the Project’s Work Environment


Integrated Product and Process Development (IPPD) ChangesIPPD material is being revised significantly• Organization Environment for Integration PA removed

and material moved to Organizational Process Definition (OPD) PA

• Integrated Teaming PA removed and material moved to Integrated Project Management (IPM) PA

• IPPD goals in the IPM PA have been consolidated- Goal 3: Apply IPPD Principles

• Overall material condensed and revised to be more consistent with other PAs


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IPM

IPPD Changes

SG1

SG2

SG3

SG4

IPM

SG1

SG2

SG3

IT

SG1

SG2

SG3 = Apply IPPD principles

OE

I SG1

SG2

OP

DSG1

SG2 SG2 = Enable IPPD principles

V1.1 V1.2


OEI SG1 …CMMI V1.1

• OEI SG1 Provide IPPD Infrastructure

-SP 1.1 Establish the Organization’s Shared Vision

-SP 1.2 Establish an Integrated Work Environment

-SP 13. Identify IPPD-unique Skill Requirements

CMMI V1.2– OPD SG1 and IPM SG1

•IPM SP 3.1 Establish the Project’s Shared visionNone of the OEI material was used in this existing SP. CMMI V1.2 deleted the Org shared vision and the IT shared vision.

OPD SP 1.6 Establish work environment standards IPM SP 1.3 Establish the project’s work environment

•OT SP 1.1 Establish the strategic training needs•OT SP 1.3 Establish an Organizational training tactical planThere may be a relationship between these two SPs but none of the OEI material was moved to OT.


OEI SG2 …

CMMI V1.1• OEI SG2 Manage People for

Integration

-SP 2.1 Establish Leadership Mechanisms

-SP 2.2 Establish Incentives for Integration

-SP 2.3 Establish Mechanism to Balance Team and Home Organization Responsibilities

CMMI V1.2– OPD SG2 Organizational rules

and guidelines that govern the operation of integrated teams are provided

SP 2.1 Establish Empowerment Mechanisms

•SP 2.2 Establish Rules and Guidelines for Integrated TeamsEstablish and maintain organizational rules and guidelines for structuring and forming integrated teams

SP 2.3 Balance Team and Home Organization Responsibilities


The Importance of OEI

OEI is going away, so why should it matter?

What is OEI?• The purpose of Organizational Environment for Integration (OEI) is to

provide an Integrated Product and Process Development (IPPD) infrastructure and manage people for integration

What is IPPD?• Integrated Product and Process Development (IPPD) is a systematic

approach to product development that achieves a timely collaboration of relevant stakeholders throughout the product life cycle to better satisfy customer needs

OEI lives for IPPD, and IPPD elements live in various PAs:REQM489 RD470 PP416 TS543 IT231 IPM187, 194 OEI267, 274 OPD308, 313

OPF324, 326 OT358 PP418, 420, 422, 423 SAM521 VER 578, 580


OEI Dependencies

Keeping focus on what’s coming in V1.2, this ought to be a slam dunk …• OPD SP 1.6 Establish work environment

standards • OPD SP 2.1 Establish Empowerment Mechanisms• OPD SP 2.2 Establish Rules and Guidelines for

Integrated Teams• OPD SP 2.3 Balance Team and Home

Organization Responsibilities• IPM SP 1.3 Establish the project’s work

environment


OEI Context Diagram (CMMI Distilled)

Provide IPPD Infrastructure Manage People for Integration

Establish the Organization’

s shared vision

Establish an integrated

work environment

Identify IPPD-unique skill

requirements

Establish Leadership

mechanisms

Establish incentives for

integration

Establish mechanisms to balance

responsibilities

Integrated project

management

Organizational training

Decision analysis and

resolution

Organization's shared vision

Guidelines for shared vision

building

Integrated work environment

IPPD Tactical and Strategic training

needs

Team andindividual rewards

Guidelines for leadership,

decision-making context

Process for issue resolution

Guidelines for empowerment

Joint performances review process

Organizational guidelines


Critical OEI Key PracticesOEI SP 1.2 Establish an Integrated Work Environment

OPD SP 1.6 Establish work environment standards

OEI SP 2.1 Establish Leadership Mechanisms OPD SP 2.1 Establish Empowerment Mechanisms

OEI SP 2.3 Establish Mechanism to Balance Team and Home Organization Responsibilities OPD SP 2.3 Balance Team and Home Organization Responsibilities

(Still in “Slam Dunk” mode)

1. Why is this practice necessary?

2. What sub practices would you consider significant?

3. Who are the stakeholders?

4. What resistance or implementation issues may occur?

5. What would you look for if appraising this practice?


Organizational Process Definition

V1.1

SG 1 – Establish OrganizationalProcess Assets1.1 – Establish Standard Processes1.2 – Establish Life-Cycle Model Descriptions1.3 – Establish Tailoring Criteria and Guidelines1.4 – Establish the Organization’s Measurement Repository1.5 – Establish the Organization’s Process

SG1 – Establish Organizational Process Assets

1.1 – Establish Standard Processes1.2 – Establish Life-Cycle Model Descriptions1.3 – Establish Tailoring Criteria and Guidelines1.4 – Establish the Organization’s Measurement

Repository1.5 – Establish the Organization’s Process1.6 – Establish Work Environment StandardsSG2 – Enable IPPD Management2.1 – Establish Empowerment Mechanisms2.2 – Establish Rules and Guidelines for

Integrated Teams2.3 – Establish Guidelines to Balance Team and

Home Organization Responsibilities

V1.2

New

Consolidated from V1.1 OEI PA


Organizational Process Definition

V1.1

SG 1 – Establish OrganizationalProcess Assets1.1 – Establish Standard Processes

1.2 – Establish Life-Cycle Model Descriptions

1.3 – Establish Tailoring Criteria and Guidelines

1.4 – Establish the Organization’s Measurement Repository

1.5 – Establish the Organization’s Process Asset Library

SG1 – Establish Organizational Process Assets

1.1 – Establish Standard Processes1.2 – Establish Life-Cycle Model Descriptions1.3 – Establish Tailoring Criteria and Guidelines1.4 – Establish the Organization’s Measurement

Repository1.5 – Establish the Organization’s Process Asset

Library1.6 – Establish Work Environment StandardsSG2 – Enable IPPD Management2.1 – Establish Empowerment Mechanisms2.2 – Establish Rules and Guidelines for

Integrated Teams2.3 –Balance Team and Home Organization

Responsibilities

V1.2

New

Consolidated from V1.1 OEI PA


Organizational Process Definition1

Specific Goal

Establish OrganizationalProcess Assets

Specific Practice

1.1 – Establish Standard Processes1.2 – Establish Life-Cycle Model

Descriptions1.3 – Establish Tailoring Criteria and

Guidelines1.4 – Establish the Organization’s

Measurement Repository1.5 – Establish the Organization’s Process

Asset Library1.6 – Establish Work Environment

Standards

New


Organizational Process Definition2

IPPD Specific Goal

Enable IPPD Management

Specific Practice

2.1 – Establish Empowerment Mechanisms

2.2 – Establish Rules and Guidelines for Integrated Teams

2.3 –Balance Team and Home Organization Responsibilities

This Specific Goal and its associated specific practices are part of the IPPD Addition.

To emphasize the addition of IPPD, the full name for OPD is “Organizational Process Definition +IPPD.”


Integrated Project Management1

V1.1

SG1 – Use the Project’s Defined Process1.1 – Establish the Project’s Defined Process1.2 – Use Organizational Process Assets for Planning Project Activities1.3 – Integrate Plans1.4 – Manage the Project Using the Integrated Plans1.5 - Contribute to the Organizational Process AssetsSG2 – Coordinate and Collaborate with Relevant Stakeholders2.1 – Manage Stakeholder Involvement2.2 – Manage Dependencies2.3 – Resolve Coordination Issues

SG1 – Use the Project’s Defined Process1.1 – Establish the Project’s Defined Process1.2 – Use Organizational Process Assets for

Planning Project Activities1.3 – Establish the Project’s Work Environment1.4 – Integrate Plans1.5 – Manage the Project Using the Integrated

Plans1.6 - Contribute to the Organizational

Process AssetsSG2 – Coordinate and Collaborate with Relevant

Stakeholders2.1 – Manage Stakeholder Involvement2.2 – Manage Dependencies2.3 – Resolve Coordination Issues

V1.2

New



SG3 – Apply IPPD Principles3.1 – Establish the Project’s Shared Vision3.2 – Establish the Integrated Team Structure3.3 – Allocate Requirements to Integrated Teams3.4 – Establish Integrated Teams3.5 – Establish Collaboration among Interfacing

Teams

V1.1

SG 3 – Use the Project’s Shared Vision for IPPD3.1 – Define the Project’s Shared Vision Context

3.2 – Establish the Project’s Shared Vision

SG 4 – Organize Integrated Teams for IPPD4.1 – Determine Integrated Team Structure for the Project4.2 – Develop a Preliminary Distribution of Requirements to Integrated Teams4.3 – Establish Integrated Teams

V1.2

Consolidated from V1.1 Integrated

Teaming PA

Consolidated from V1.1 IPM PA

SG3 and SG4



Specific Goal

Use the Project’s Defined Process

Specific Practice

1.1 – Establish the Project’s Defined Process1.2 – Use Organizational Process Assets for Planning

Project Activities1.3 – Establish the Project’s Work Environment1.4 – Integrate Plans1.5 – Manage the Project Using the Integrated Plans1.6 - Contribute to the Organizational

Process Assets

.

New



Specific Goal

Coordinate and Collaborate with Relevant Stakeholder

Specific Practice

2.1 – Manage Stakeholder Involvement2.2 – Manage Dependencies2.3 – Resolve Coordination Issues

Apply IPPD Principles 3.1 – Establish the Project’s Shared Vision

3.2 – Establish the Integrated Team Structure

3.3 – Allocate Requirements to Integrated Teams

3.4 – Establish Integrated Teams3.5 Establish Collaboration among

Interfacing TeamsThe Specific Goal, “Apply IPPD Principles,” and its associated specific practices are part of IPPD Addition.To emphasize the addition of IPPD, the full name for IPM is “Integrated Project Management +IPPD.”


Supplier Agreement Management Specific Goal

Establish Supplier Agreements

Specific Practice

1.1 – Determine Acquisition Type1.2 – Select Suppliers1.3 – Establish Supplier Agreements

Satisfy Supplier Agreements

2.1 – Execute the Supplier Agreement2.2 – Monitor Selected Supplier

Processes2.3 – Evaluate Selected Supplier Work

Products2.4 – Accept the Acquired Product2.5 – Transition Products

v1.1 SP2.1 “Review COTS Products,” was eliminated. “Identify candidate COTS products that satisfy requirements” is a new subpractice under the Technical Solutions Process Area SP1.1, “Develop Alternative Solutions and Selection Criteria.”



CMMI Core

SERelated

Examples


SupplierSourcing

SWRelated

Examples

V 1.1


SERelated

Examples

IPPD

SWRelated

Examples

HardwareRelated

Examples

V 1.2


Project Goal (IPM)


Organizational Process Focus

V1.1

SG1 – Determine Process Improvement Opportunities1.1 – Establish Organizational Process Needs1.2 – Appraise the Organization’s Processes1.3 – Identify the Organization’s Process ImprovementsSG2 – Plan and Implement Process Improvement Activities2.1 – Establish Process Action Plans2.2 – Implement Process Action Plans2.3 – Deploy Organizational Process Assets2.4 – Incorporate Process-Related Experiences into the Organizational Process Assets

SG1 – Determine Process Improvement Opportunities

1.1 – Establish Organizational Process Needs1.2 – Appraise the Organization’s Processes1.3 – Identify the Organization’s Process

ImprovementsSG2 – Plan and Implement Process

Improvement2.1 – Establish Process Action Plans2.2 – Implement Process Action PlansSG3 – Deploy Organizational Process Assets

and Incorporate Lessons Learned3.1 – Deploy Organizational Process Assets3.2 -- Deploy Standard Processes3.3 -- Monitor Implementation3.4 -- Incorporate Process Related Experiences

into the Organizational Process Assets

V1.2

New


Other Specific Practice Changes1

Revised Practices• OID, SP 1.4: Select process and technology

improvements [not “improvement proposals”] for deployment across the organization

• OPP, SP 1.1: Select the processes or subprocesses [not “process elements”] in the organization’s set of standard processes that are to be included in the organization’s process performance analysis


Other Specific Practice Changes2

Revised Practices

• PP, SP 1.3: Define the project life-cycle phases on [not “upon”] which to scope the planning effort.

- “upon” only appears in the on-line models

• OPF, SP 1.2: Appraise the organization’s processes [not “processes of the organization”] periodically and as needed to maintain an understanding of their strengths and weaknesses.


Generic Practices

GP 1.1: The practice title and statement changed from Perform Base Practices to Perform Specific Practices.

GP 2.2: The informative material was condensed to be more similar in size to other generic practices.

GP 2.4, Subpractice 1: “Authority” was added to stress assigning both responsibility and authority.

GP 2.6: “Levels of configuration management” was changed to “levels of control” in the GP statement.

GP 5.2: Added informative material explaining the focus is on a quantitatively managed process, though root causes may be found outside of that process.


Applying CMMI in Small Settings

Where are we with our work in small settings?• completed technical feasibility pilots in Huntsville, Alabama

with two small companies in the US Army supply chain

• posted the toolkit from this pilot for review:- http://www.sei.cmu.edu/ttp/publications/toolkit

• chartered a project to further research in and evolve guidance for CMMI in Small Settings (CSS)

Where are we going?• International Research Workshop for Process

Improvement in Small Settings held October 19-20, 2005

• call for Interest in CSS project is posted on SEI web:- http://www.sei.cmu.edu/cmmi/acss/participation.html


For More Information…For more information about CMMI• http://www.sei.cmu.edu/cmmi/ (main CMMI site)

Other Web sites of interest include• http://seir.sei.cmu.edu/seir/ (Software Engineering Information

Repository)

• http://dtic.mil/ndia (annual CMMI Technology Conferences)

• http://seir.sei.cmu.edu/pars (publicly released SCAMPI appraisal summaries)

• https://bscw.sei.cmu.edu/pub/bscw.cgi/0/79783

Or, contact SEI Customer RelationsPhone: 412 / 268-5800Email: [email protected]

Documents

Page 1 Pittsburgh, PA 15213-3890 CMMI ® Version 1.2 and Beyond June 28, 2006 Mike Phillips Software Engineering Institute Carnegie Mellon University ®