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8/14/2019 SQAM-Module 8b-CMMI
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Module 8b: CMMI Overview
11.1 CMMI process modelcomponents
11.2 Maturity Levels
11.3 Process Areas
11.4 Benefits of CMMI and CostModel
11.5 CMMI Myths
11.6 Case Study
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Everyone realizes the importance ofhaving a motivated, quality work forcebut...
...even our finest...even our finestpeople cantpeople cantperform at theirperform at their
best when thebest when theprocess is notprocess is notunderstood orunderstood oroperatingoperating
at its best.at its best.
PEOPLE
PROCESS
TECHNOLOGY
Quality Leverage Points
Major determinants of product
cost, schedule, and quality
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Why Focus on Process?Why Focus on Process?
Process provides a constructive, high-leverage focus...Process provides a constructive, high-leverage focus...
as opposed to a focus on peopleas opposed to a focus on people
Your work force, on the average, is as good as it isYour work force, on the average, is as good as it is
trained to be.trained to be.
Working harder is not the answer.Working harder is not the answer. Working smarter, through process, is the answer.Working smarter, through process, is the answer.
as opposed to a focus on technologyas opposed to a focus on technology
Technology applied without a suitable roadmap willTechnology applied without a suitable roadmap will
not result in significant payoff.not result in significant payoff.
Technology provides the most benefit in the contextTechnology provides the most benefit in the context
of an appropriate process roadmap.of an appropriate process roadmap.
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Underlying Premise ofUnderlying Premise of
Process ImprovementProcess Improvement
The quality of a product is
largely determined by the
quality of the process that isused to develop and
maintain it.
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Categories of ProcessCategories of Process
Improvement BenefitsImprovement Benefits Process improvement benefits fall into eight generalProcess improvement benefits fall into eight general
categories:categories:
improved schedule and budget predictabilityimproved schedule and budget predictability
improved cycle timeimproved cycle time
increased productivityincreased productivity improved quality (as measured by defects)improved quality (as measured by defects)
increased customer satisfactionincreased customer satisfaction
improved employee moraleimproved employee morale
increased return on investmentincreased return on investment
decreased cost of qualitydecreased cost of quality
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What is a CMM?What is a CMM? Capability Maturity ModelCapability Maturity Model::
A reference model of mature practices in a specifiedA reference model of mature practices in a specified
discipline, used to assess a groups capability to performdiscipline, used to assess a groups capability to perform
that disciplinethat discipline
CMMs differ byCMMs differ by
Discipline (software, systems, acquisition, etc.)Discipline (software, systems, acquisition, etc.) Structure (staged versus continuous)Structure (staged versus continuous)
How Maturity is Defined (process improvement path)How Maturity is Defined (process improvement path)
How Capability is Defined (institutionalization)How Capability is Defined (institutionalization)
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So Many Models, SoSo Many Models, So
Little TimeLittle Time
SoftwareCMM
SystemsSecurity
Engr CMM
SystemsEngrCMM
PeopleCMM
IPD
CMM
Software
AcqCMM
EIA 731
Different structures,formats, terms, waysof measuringmaturity
Causes confusion,especially whenusing more than onemodel
Hard to integratethem in a combined
improvementprogram
Hard to use multiplemodels in supplierselection
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Bridging the DivideBridging the Divide
CMMI:
Integrates systemsand software
disciplines into oneprocess improvementframework.
Provides a frameworkfor introducing new
disciplines as needsarise.
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The Next Step Is CMMThe Next Step Is CMM
IntegrationIntegration
The CMM Integration Project was formed toThe CMM Integration Project was formed to
build an initial set of integrated modelsbuild an initial set of integrated models
improve best practices from source models based onimprove best practices from source models based on
lessons learnedlessons learned
establish a framework to enable integration of futureestablish a framework to enable integration of futuremodelsmodels
create an associated set of appraisal and trainingcreate an associated set of appraisal and training
productsproducts
Collaborative endeavor (over 100 people involved)Collaborative endeavor (over 100 people involved)
IndustryIndustry
GovernmentGovernment
Software Engineering Institute (SEI)Software Engineering Institute (SEI)
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Enterprise-WideEnterprise-Wide
ImprovementImprovement
CMMI enables organizations that want to pursue processCMMI enables organizations that want to pursue process
improvement in multiple functional areas to do so with lessimprovement in multiple functional areas to do so with less
additional investment for each additional function.additional investment for each additional function.
CMMI supports process integration and productCMMI supports process integration and productimprovement.improvement.
CMMI integrates multiple disciplines into one process-CMMI integrates multiple disciplines into one process-
improvement framework.improvement framework.
CMMI provides a framework for introducing newCMMI provides a framework for introducing new
disciplines as needs arise.disciplines as needs arise.
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Bodies of KnowledgeBodies of Knowledge
Captured in CMMI ModelsCaptured in CMMI ModelsAn organization selects the bodies of knowledge mostAn organization selects the bodies of knowledge most
relevant to achieving its business objectives. Bodies ofrelevant to achieving its business objectives. Bodies of
knowledge available in CMMI models includeknowledge available in CMMI models include
software engineering(sw)software engineering(sw)
systems engineering(se)systems engineering(se)
integrated product and process development (IPPD)integrated product and process development (IPPD)
supplier sourcing (SS)supplier sourcing (SS)
Each body of knowledge related to product or processEach body of knowledge related to product or process
development in CMMI is considered a discipline.development in CMMI is considered a discipline.
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Software EngineeringSoftware Engineering
(SW)(SW)
SW covers the development ofSW covers the development of
software systemssoftware systems
SW focus on applying systematic,SW focus on applying systematic,
disciplined, and quantifiabledisciplined, and quantifiable
approaches to theapproaches to the development,development,
operationoperation
maintenancemaintenance
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System EngineeringSystem Engineering
(SE)(SE)
Systems engineering covers theSystems engineering covers the
development of total systems, whichdevelopment of total systems, which
may or may not include softwaremay or may not include software
Systems engineers focus onSystems engineers focus on
transforming customer needs,transforming customer needs,
expectations, and constraints intoexpectations, and constraints into
product solutions and supportingproduct solutions and supportingthese product solutions throughoutthese product solutions throughout
the life of the productthe life of the product
I t t P t
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Integrate Pro uctn egra e ro ucprocess developmentprocess development
(IPPD)(IPPD) IPPD is a systematic approach thatIPPD is a systematic approach thatachieves a timely collaboration ofachieves a timely collaboration of
relevant stakeholders throughout therelevant stakeholders throughout the
life of the product to better satisfylife of the product to better satisfycustomer needs, expectations, andcustomer needs, expectations, and
requirementsrequirements
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Supplier sourcingSupplier sourcing
(SS)(SS) As work efforts become moreAs work efforts become more
complex, projects may use supplierscomplex, projects may use suppliers
to perform functions or addto perform functions or add
modifications to products that aremodifications to products that arespecifically needed by the project.specifically needed by the project.
When those activities are critical, theWhen those activities are critical, the
project benefits from enhancedproject benefits from enhancedsource analysis and from monitoringsource analysis and from monitoring
supplier activities before productsupplier activities before product
deliverydelivery
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CMMI ModelsCMMI ModelsSource Models
Capability MaturityModel for Software V2,draft C (SW-CMM V2C)
EIA Interim Standard
731, System EngineeringCapability Model (SECM)
Integrated ProductDevelopment CapabilityMaturity Model, draft
V0.98 (IPD-CMM)
CMMI-SE/SW
Staged
Representatio
n
CMMI-SE/SW
Continuous
Representation
Combined System Engineering /Software Engineering model
Can be applied to:Just the software engineering
projects in an organization
Just the system engineering projectsin an organization
Both
IPPD/SS can be used in either/both
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Understanding CMMIUnderstanding CMMI
RepresentationsRepresentations There are two types of representations in the CMMIThere are two types of representations in the CMMI
models:models:
stagedstaged
continuouscontinuous
AA representationrepresentation allows an organization to pursueallows an organization to pursue
different improvement objectivesdifferent improvement objectives
The organization and presentation of the data areThe organization and presentation of the data are
different in each representation. However, thedifferent in each representation. However, thecontent is the same.content is the same.
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Staged RepresentationStaged Representation
Provides a proven sequence of improvements, eachProvides a proven sequence of improvements, each
serving as a foundation for the nextserving as a foundation for the next
Permits comparisons across and among organizations byPermits comparisons across and among organizations by
the use of maturity levelsthe use of maturity levels
Provides an easy migration from the SW-CMM to CMMIProvides an easy migration from the SW-CMM to CMMI Provides a single rating that summarizes appraisal resultsProvides a single rating that summarizes appraisal results
and allows comparisons among organizationsand allows comparisons among organizations
Indicates maturity of an organizations
standard process -- to answer, What is a
good order for approaching improvement
across the organization?
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CMMI ModelCMMI Model
RepresentationsRepresentations
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Maturity LevelsMaturity Levels
AA maturity levelmaturity level is a well-definedis a well-defined
evolutionary plateau of processevolutionary plateau of process
improvement.improvement.
There are five maturity levels.There are five maturity levels.
Each level is a layer in the foundationEach level is a layer in the foundation
for continuous process improvementfor continuous process improvement
using a proven sequence ofusing a proven sequence of
improvements, beginning with basicimprovements, beginning with basic
management practices andmanagement practices and
progressing through a predefinedprogressing through a predefined
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The Maturity LevelsThe Maturity Levels
1
2
3
4
5
Process unpredictable,poorly controlled, andreactive
Process characterized forprojects and is oftenreactive
Process characterizedfor the organizationand is proactive
Process measured
and controlled
Focus on continuousprocess improvement
Optimizing
QuantitativelyManaged
Defined
Initial
Managed
Optimizing
Defined
a ur y eve s ouu y v u
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a ur y eve s ouu y v uNotNot
Be SkippedBe Skipped Each maturity level provides a necessary foundation forEach maturity level provides a necessary foundation for
effective implementation of processes at the next level.effective implementation of processes at the next level.
Higher level processes have less chance of successHigher level processes have less chance of success
without the discipline provided by lower levels.without the discipline provided by lower levels. The effect of innovation can be obscured in aThe effect of innovation can be obscured in a
noisy process.noisy process.
Higher maturity level processes may be performed byHigher maturity level processes may be performed by
organizations at lower maturity levels, with the risk of notorganizations at lower maturity levels, with the risk of notbeing consistently applied in a crisis.being consistently applied in a crisis.
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ContinuousContinuous
RepresentationRepresentation Allows you to select the order of improvement that bestAllows you to select the order of improvement that best
meets your organizations business objectives andmeets your organizations business objectives and
mitigates your organizations areas of riskmitigates your organizations areas of risk
Enables comparisons across and among organizations on aEnables comparisons across and among organizations on a
process-area-by-process-area basisprocess-area-by-process-area basis
Indicates improvement within a singleprocess area -- to answer, What is a
good order for approaching
improvement of this process area?
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Capability LevelsCapability Levels
AA capability levelcapability level is a well-defined evolutionary plateauis a well-defined evolutionary plateau
describing the organizations capability relative to a processdescribing the organizations capability relative to a process
area.area.
There are six capability levels.There are six capability levels.
For capability levels 1-5, there is an associated genericFor capability levels 1-5, there is an associated genericgoal.goal.
Each level is a layer in the foundation for continuousEach level is a layer in the foundation for continuous
process improvement.process improvement.
Thus, capability levels are cumulative, i.e., a higherThus, capability levels are cumulative, i.e., a higher
capability level includes the attributes of the lower levels.capability level includes the attributes of the lower levels.
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Levels for a SingleLevels for a Single
Process AreaProcess AreaThe process area capability of anThe process area capability of animplemented process can beimplemented process can be
represented by a bar.represented by a bar.
Process
Ca
pabilityLevel
This pointrepresentsa higher levelof maturitythan this pointin a specificprocess area
3
2
1
0
Process Area n
e a ng rocess rea
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e a ng rocess reaCapability andCapability and
Organizational MaturityOrganizational Maturity Organizational maturity is the focus of the stagedOrganizational maturity is the focus of the stagedrepresentation, whereas process area capability is the focusrepresentation, whereas process area capability is the focus
of the continuous representation.of the continuous representation.
Organizational maturity and process area capability areOrganizational maturity and process area capability aresimilar concepts.similar concepts.
The difference between them is thatThe difference between them is that organizationalorganizational
maturitymaturity pertains to a set of process areas across anpertains to a set of process areas across an
organization, whileorganization, while process area capabilityprocess area capability deals with a setdeals with a setof processes relating to a single process area or specificof processes relating to a single process area or specific
practice.practice.
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Comparison ofComparison of
RepresentationsRepresentations
StagedStaged ContinuousContinuous Process improvement isProcess improvement is
measured usingmeasured using maturitymaturitylevels.levels.
Maturity levelMaturity level is theis thedegree of processdegree of processimprovement across aimprovement across apredefined set of processpredefined set of process
areas.areas.
Organizational maturityOrganizational maturitypertains to the maturitypertains to the maturityof a set of processesof a set of processesacross an organizationacross an organization
Process improvement is
measured using capabilitylevels.
Capability level is theachievement of processimprovement within anindividual process area.
Process area capabilitypertains to the maturity of aparticular process across anorganization.
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Advantages of EachAdvantages of Each
RepresentationRepresentation StagedStaged
Provides a roadmap for implementingProvides a roadmap for implementing
groups of process areasgroups of process areas
sequencing of implementationsequencing of implementation
Familiar structure for those transitioning from theFamiliar structure for those transitioning from theSoftware CMMSoftware CMM
ContinuousContinuous
Provides maximum flexibility for focusing on specificProvides maximum flexibility for focusing on specific
process areas according to business goals and objectivesprocess areas according to business goals and objectives
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CMMI in a NutshellCMMI in a Nutshell
A CMMI model provides a structuredA CMMI model provides a structured
view of process improvement acrossview of process improvement across
an organizationan organization
CMMI can helpCMMI can help set process improvement goals andset process improvement goals and
prioritiespriorities
provide guidance for quality processesprovide guidance for quality processes
provide a yardstick for appraisingprovide a yardstick for appraising
current practicescurrent practices
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Improvements from AdoptingSoftware CMM
Productivity(increase)
Time to market
(reduction)
Post-releasedefect reports(reduction)
Savings vs. cost of
software process
improvement
(median) 5:1
PercentageImprovement
Annual Medians
35%
19%
39%
0
510
15
20
25
30
35
40
ene s o on nu ngu
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ene s o on nu nguProcessProcess
ImprovementImprovementSEI Software CMM Level 5: For the Right Reasons*SEI Software CMM Level 5: For the Right Reasons*
Defects are now nearly all found and fixed beforeDefects are now nearly all found and fixed beforetesting begins.testing begins.
Defects escaping into the field have been reducedDefects escaping into the field have been reducedfrom 11% to practically 0%.from 11% to practically 0%.
Programs consistently reach customer satisfactionPrograms consistently reach customer satisfactionand performance targets.and performance targets.
Peer reviews increase total project costs by 4%,Peer reviews increase total project costs by 4%,but reduced rework during testing by 31%.but reduced rework during testing by 31%.R.O.I. is 7.75:1.R.O.I. is 7.75:1.
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CMMI CMMI
ImprovementImprovement The CMMI Product Suite provides a foundation forThe CMMI Product Suite provides a foundation for
enterprise-wideenterprise-wide improvementimprovementand addsand adds
new emphasis on products and services as wellnew emphasis on products and services as well
as processas process
emphasis on both process capability andemphasis on both process capability andorganizational maturityorganizational maturity
early emphasis on measurement and analysisearly emphasis on measurement and analysis
The CMMI model improves upon Software CMM V1.1 andThe CMMI model improves upon Software CMM V1.1 and
Software CMM V2.0 Draft C.Software CMM V2.0 Draft C.
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CMMI IntegrationCMMI Integration
Provides expanded model scope forProvides expanded model scope for
integrationintegration
Integrated Product ManagementIntegrated Product Management
Integrated Supplier ManagementIntegrated Supplier Management
Decision Analysis and ResolutionDecision Analysis and Resolution
Relevant Stakeholder planning andRelevant Stakeholder planning and
executionexecution
Inclusion of the Integrated Product andInclusion of the Integrated Product and
Process Development body ofProcess Development body of
knowledgeknowledge
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Improving on theImproving on the
Software CMMSoftware CMM CMMI Models improve on the best practices in SoftwareCMMI Models improve on the best practices in Software
CMM Version 2.0 Draft C:CMM Version 2.0 Draft C: Incorporates 4+ additional years of learningIncorporates 4+ additional years of learning More explicitly links management and engineeringMore explicitly links management and engineering
activities to business objectivesactivities to business objectives Expands the scope of and visibility into the productExpands the scope of and visibility into the product
life cycle and engineering activities to ensure thelife cycle and engineering activities to ensure theproduct or service meets customer expectationsproduct or service meets customer expectations
Incorporates additional areas of best practice (e.g.,Incorporates additional areas of best practice (e.g.,measurement, risk management, bi-directionalmeasurement, risk management, bi-directionaltraceability in requirements management, decisiontraceability in requirements management, decision
analysis and resolution, and supplier management)analysis and resolution, and supplier management) Captures more robust high-maturity practicesCaptures more robust high-maturity practices Addresses additional generic practices needed forAddresses additional generic practices needed for
institutionalizationinstitutionalization More fully complies with relevant ISO standardsMore fully complies with relevant ISO standards
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CMMI Can BenefitCMMI Can Benefit
YouYou CMMI providesCMMI provides
Efficient, effective assessment and improvement acrossEfficient, effective assessment and improvement across
multiple process disciplines in an organizationmultiple process disciplines in an organization
Improvements to best practices incorporated from theImprovements to best practices incorporated from the
Software CMMSoftware CMM
A common, integrated vision of improvement for allA common, integrated vision of improvement for all
elements of an organizationelements of an organization
A means of representing new discipline-specificA means of representing new discipline-specific
information in a standard, proven process-improvementinformation in a standard, proven process-improvementcontextcontext
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CMMI Product SuiteCMMI Product Suite
ModelsModels
DisciplinesDisciplines
Systems Engineering SESystems Engineering SE
Software Engineering SWSoftware Engineering SW
Integrated Product and ProcessIntegrated Product and ProcessDevelopment (IPPD)Development (IPPD)
Supplier Sourcing (SS)Supplier Sourcing (SS)
RepresentationsRepresentations
StagedStaged ContinuousContinuous
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Available ModelsAvailable Models The following CMMI Models exist:The following CMMI Models exist:
SE/SW StagedSE/SW Staged
SE/SW ContinuousSE/SW Continuous
SE/SW/IPPD StagedSE/SW/IPPD Staged
SE/SW/IPPD ContinuousSE/SW/IPPD Continuous SE/SW/IPPD/SS StagedSE/SW/IPPD/SS Staged
SE/SW/IPPD/SS ContinuousSE/SW/IPPD/SS Continuous
SW StagedSW Staged
SW ContinuousSW Continuous
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Selecting a DisciplineSelecting a Discipline
to Useto Use Different model versions existDifferent model versions exist
CMMI-SWCMMI-SW ---- CMMI-SE/SW/IPPDCMMI-SE/SW/IPPD
CMMI-SE/SWCMMI-SE/SW ---- CMMI-SE/SW/IPPD/SSCMMI-SE/SW/IPPD/SS
You select which disciplines you wish to use, based on whereYou select which disciplines you wish to use, based on where
you are trying to improveyou are trying to improve ExampleExample A company which engineers and builds computer A company which engineers and builds computer
systems, by acquisition of COTS hardware and developmentsystems, by acquisition of COTS hardware and development
of custom software, using integrated teamsof custom software, using integrated teams
Use CMMI-SW applied only to the software developmentUse CMMI-SW applied only to the software development
Use CMMI-SE/SW applied to the computer system and theUse CMMI-SE/SW applied to the computer system and thesoftwaresoftware
Use CMMI-SE/SW/IPPD applied to the system, software,Use CMMI-SE/SW/IPPD applied to the system, software,
and use of teamsand use of teams
Use CMMI-SE/SW/IPPD applied to the system, software,Use CMMI-SE/SW/IPPD applied to the system, software,
teams, and COTS acquisitionteams, and COTS acquisition
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one Model, Twoone Model, Two
RepresentationsRepresentations
Maturity Level 5OID, CAR
Maturity Level 4OPP, QPM
Maturity Level 3REQD, TS, PI, VER,VAL, OPF, OPD, OT,IPM, RSKM, DAR
Overview
Introduction
Structure of the Model
Model Terminology
Maturity Levels, Common Features, and Generic Practices
Understanding the Model
Using the Model
Maturity Level 2REQM, PP, PMC,SAM, MA, PPQA, CM
Appendixes
EngineeringREQM, REQD, TS,PI, VER, VAL
Project ManagementPP, PMC, SAM
IPM, RSKM, QPM
Process ManagementOPF, OPD, OT,OPP, OID
Process ManagementPAs- Goals
- Practices
SupportCM, PPQA, MA,CAR, DAR
Appendixes
CMMI-SE/SW
Staged
Overview
Introduction
Structure of the Model
Model Terminology
Capability Levels and Generic Model ComponentsUnderstanding the Model
Using the Model
CMMI-SE/SW
Continuous
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Model ComponentsModel Components
Process Areas (PA)Process Areas (PA)
Specific GoalsSpecific Goals (SG)(SG) RequiredRequired
Specific Practices (SP)Specific Practices (SP) ExpectedExpected
Typical Work ProductsTypical Work Products InformativeInformative
Sub-practicesSub-practices InformativeInformativeNotesNotes InformativeInformative
Discipline AmplificationsDiscipline Amplifications InformativeInformative
ReferencesReferences InformativeInformative
Generic GoalsGeneric Goals (GG)(GG) RequiredRequired
Generic Practices (GP)Generic Practices (GP) ExpectedExpected
Generic Practice Elaborations InformativeGeneric Practice Elaborations Informative
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PracticesPractices Practices are the building blocks of the process areasPractices are the building blocks of the process areas Example - Project Planning Process AreaExample - Project Planning Process Area
Specific Practice 1.1 - Establish a top-level workSpecific Practice 1.1 - Establish a top-level workbreakdown structure (WBS) to estimate the scope ofbreakdown structure (WBS) to estimate the scope ofthe project.the project.
To satisfy the required goals, you areTo satisfy the required goals, you are expectedexpected to performto performthe practicesthe practices Most commercial and defense projects/organizationsMost commercial and defense projects/organizations
will implement as writtenwill implement as written You may perform equivalent practices if they have anYou may perform equivalent practices if they have an
equivalent effect toward satisfying the generic or specificequivalent effect toward satisfying the generic or specific
goalgoal These are termed alternative practicesThese are termed alternative practices Less prevalent in CMMI than in SW-CMM, because theLess prevalent in CMMI than in SW-CMM, because the
CMMI practices are at a slightly higher level ofCMMI practices are at a slightly higher level ofabstractionabstraction
Equivalent is a judgment call discuss with yourEquivalent is a judgment call discuss with your
appraiserappraiser
Specific Practices vsSpecific Practices vs
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Specific Practices vs.Specific Practices vs.
Generic PracticesGeneric Practices Apply to a single processApply to a single process
areaarea Describe activities thatDescribe activities that
implement the process areaimplement the process area Example RequirementsExample Requirements
Mgmt.Mgmt.
SG 1 Manage RequirementsSG 1 Manage RequirementsSP 1.1SP 1.1 Obtain an UnderstandingObtain an Understanding
of Requirementsof RequirementsSP 1.2SP 1.2 Obtain Commitment toObtain Commitment to
RequirementsRequirementsSP 1.3SP 1.3 Manage RequirementsManage Requirements
ChangesChangesSP 1.4SP 1.4 Maintain BidirectionalMaintain Bidirectional
Traceability ofTraceability ofRequirementsRequirements
SP 1.5SP 1.5 Identify InconsistenciesIdentify Inconsistenciesbetween Project Workbetween Project Work
and Requirementsand Requirements
Apply to all process areasApply to all process areas Describe activities thatDescribe activities thatinstitutionalize the process areasinstitutionalize the process areas
GG 2 Institutionalize a ManagedGG 2 Institutionalize a ManagedProcessProcess
GP 2.1 Establish anGP 2.1 Establish anOrganizational PolicyOrganizational Policy
GP 2.2 Plan the ProcessGP 2.2 Plan the ProcessGP 2.3 Provide ResourcesGP 2.3 Provide Resources
GP 2.4 Assign ResponsibilityGP 2.4 Assign Responsibility
GP 2.5 Train PeopleGP 2.5 Train People
GP 2.6 Manage ConfigurationsGP 2.6 Manage Configurations
GP 2.7 Identify and InvolveGP 2.7 Identify and Involve
Relevant StakeholdersRelevant StakeholdersGP 2.8 Monitor and Control theGP 2.8 Monitor and Control the
ProcessProcess
GP 2.9 Objectively EvaluateGP 2.9 Objectively EvaluateAdherenceAdherence
GP 2.10 Review Status withGP 2.10 Review Status withHigher Level ManagementHigher Level Management
GG 3 Institutionalize a DefinedGG 3 Institutionalize a DefinedProcess
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CMMI Model StructureCMMI Model Structure
age epresen a on::
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age epresen a on::Process Areas byProcess Areas by
Maturity LevelMaturity LevelOrganizational Innovation and DeploymentCausal Analysis and Resolution5 Optimizing
4 QuantitativelyManaged
3 Defined
2 Managed
Continuousprocessimprovement
Quantitativemanagement
Processstandardization
Basicprojectmanagement
Organizational Process PerformanceQuantitative Project Management
Requirements DevelopmentTechnical Solution
Product IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project ManagementIntegrated Supplier ManagementRisk ManagementDecision Analysis and Resolution
Organizational Environment for IntegrationIntegrated Teaming
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
1 Initial
Process AreasLevel Focus
(IPPD)(IPPD)
(SS)
C tiC ti
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Requirements Management
Requirements Development
Technical SolutionProduct Integration
Verification
Validation
Engineering
ProjectManagement
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Integrated Project Management(IPPD)
Integrated Supplier Management (SS)
Integrated Teaming (IPPD)
Risk Management
Quantitative Project Management
Organizational Process Focus
Organizational Process Definition
Organizational Training
Organizational Process Performance
Organizational Innovation and Deployment
ProcessManagement
Configuration Management
Process and Product Quality Assurance
Measurement and Analysis
Causal Analysis and Resolution
Decision Analysis and Resolution
Organizational Environment for Integration (IPPD)
Support
ContinuousContinuousRepresentation:Representation:
Organization of ProcessOrganization of ProcessAreasAreas
Category Process Area
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Process Area CapabilityProcess Area Capability
ProfileProfileA process area capability profileA process area capability profilemay be represented by a set ofmay be represented by a set of
points in two dimensions.points in two dimensions.
thetheprocess dimensionprocess dimensionWhat you doWhat you do
thethe capability dimensioncapability dimension
How well you do itHow well you do it
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P r o c e s s A r e a
RM PP PMC etc
5
4
3
2
1
0
Capabi
lity
An Example ProcessAn Example Process
Area Capability ProfileArea Capability Profile
SW CMM V1 1 CMMI V1 1SW CMM V1 1 vs CMMI V1 1
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SW-CMM V1.1 vs. CMMI V1.1SW-CMM V1.1 vs. CMMI V1.1
Defect Prevention Causal Analysis and ResolutionTechnology Change Mgmt Organizational Innovation & DeploymentProcess Change Management
Quantitative Process Mgmt Organizational Process PerformanceSoftware Quality Mgmt Quantitative Project Management
Organization Process Focus Organization Process FocusOrganization Process Definition Organization Process DefinitionTraining Program Organizational Training
Integrated Software Mgmt Integrated Project ManagementRisk ManagementSoftware Product Engr Requirements Development
Technical SolutionProduct Integration
Intergroup Coordination VerificationPeer Reviews Validation
Decision Analysis and Resolution
Requirements Management Requirements ManagementSoftware Project Planning Project PlanningSoftware Project Tracking & Oversight Project Monitoring and ControlSoftware Subcontract Mgmt Supplier Agreement ManagementSoftware Quality Assurance Product & Process Quality AssuranceSoftware Configuration Mgmt Configuration Management
Measurement and Analysis
LEVEL 5OPTIMIZING
LEVEL 4MANAGED
LEVEL 3DEFINED
LEVEL 2REPEATABLE
49
Key Process Areas (KPAs) Process Areas (PAs)
P j t M tProject Management
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Project ManagementProject Management
Process AreasProcess Areas
There are eight Project Management Process Areas.There are eight Project Management Process Areas. Project PlanningProject Planning
Project Monitoring and ControlProject Monitoring and Control
Integrated Project ManagementIntegrated Project Management (IPPD)(IPPD)
Risk ManagementRisk Management
Supplier Agreement ManagementSupplier Agreement Management
Quantitative Project ManagementQuantitative Project Management
Integrated Supplier Management (SS)Integrated Supplier Management (SS)
Integrated Teaming (IPPD)Integrated Teaming (IPPD)
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Specific Practices (CL1 - Base Practices)
SP1.1-1: Estimate the Scope of the Project
SP1.2-1: Establish Estimates of Work
Product and Task Attributes
SP1.3-1: Define Project Life CycleSP1.4-1: Determine Estimates of Effort and
Cost
SP2.1-1: Establish Budget and Schedule
SP2.2-1: Identify Project Risks
SP2.3-1: Plan for Data Management
SP2.4-1: Plan for Project ResourcesSP2.5-1: Plan for Needed Knowledge and
Skills
SP2.6-1: Plan Stakeholder Involvement
SP2.7-1: Establish the Project Plan
SP3.1-1: Review Plans that Affect the
Project
SP3.2-1: Reconcile Work and Resource
PP - Capability Level 1PP - Capability Level 1
Project PlanningGeneric Practices (CL1))
GP1.1: Perform Base Practices
If all of the base practices are
performed,
Then, the associated SpecificGoals and Generic Goal 1 aresatisfied,
So, the Process Area is rated atCapability Level 1 (CL1) -Performed.
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Building ProcessBuilding Process
CapabilityCapability
PerformedProcess
Level 2
GenericPractices
ManagedProcess
Level 3Generic
Practices
DefinedProcess
Level 4Generic
Practices
QuantitativelyManagedProcess
Level 5
GenericPractices
OptimizingProcess
Capability
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Support Process AreasSupport Process Areas
There are six Support ProcessThere are six Support ProcessAreas:Areas: Configuration ManagementConfiguration Management
Process and Product QualityProcess and Product Quality
AssuranceAssurance
Measurement and AnalysisMeasurement and Analysis Causal Analysis and ResolutionCausal Analysis and Resolution
Decision Analysis and ResolutionDecision Analysis and Resolution
Organizational Environment forOrganizational Environment for
U d t di S tUnderstanding Support
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Understanding SupportUnderstanding Support
ProcessesProcesses Support process areas coverSupport process areas cover
the practices that supportthe practices that support
product development,product development,
maintenance, and acquisition.maintenance, and acquisition.They provide essentialThey provide essential
processes used by all the CMMIprocesses used by all the CMMI
process areas, and areprocess areas, and are
typically used in the context oftypically used in the context of
performing other processes.performing other processes.
Engineering ProcessEngineering Process
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Engineering ProcessEngineering Process
AreasAreasThere are six EngineeringThere are six Engineering
Process Areas.Process Areas. Requirements ManagementRequirements Management
Requirements DevelopmentRequirements Development
Technical SolutionTechnical Solution
Product IntegrationProduct Integration
VerificationVerification
ValidationValidation
P M tP M t
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Process ManagementProcess Management
Process AreasProcess Areas
There are five ProcessThere are five Process
Management Process Areas:Management Process Areas:
Organizational Process FocusOrganizational Process FocusOrganizational Process DefinitionOrganizational Process Definition
Organizational TrainingOrganizational Training
Organizational ProcessOrganizational ProcessPerformancePerformance
Organizational Innovation andOrganizational Innovation and
DeploymentDeployment
n ers an ng rocess
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n ers an ng rocessManagement ProcessManagement Process
AreasAreasThe process management PAsThe process management PAsapply across theapply across the organizationorganization asas
a whole and provide details thata whole and provide details thatsupport the Capability Level 3support the Capability Level 3Generic Goal.Generic Goal.
For selected PAs, theFor selected PAs, theorganization has standardorganization has standardprocesses, which individualprocesses, which individual
projects tailor to their needs.projects tailor to their needs.
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Process Areas OrganizedProcess Areas Organized
by Categoryby Category
Process Management
Organizational Process Focus
Organizational Process Definition
Organizational Training
Organizational Process Performance
Organizational Innovation and Deployment
Project Management
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Integrated Project Management (for IPPD*)
Risk Management
Integrated Teaming
Integrated Supplier Management**Quantitative Project Management
Engineering
Requirements Development
Requirements Management
Technical Solution
Product Integration
Verification
Validation
Support
Configuration Management
Process and Product Quality Assurance
Measurement and Analysis
Organizational Environment for Integration*
Decision Analysis and Resolution
Causal Analysis and Resolution
analyze
empower analyze
employ measure & assist
standardize
processes
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SummarySummary
There is one CMMI Model with two representations, StagedThere is one CMMI Model with two representations, Stagedand Continuousand Continuous
The material in both representations is the same justThe material in both representations is the same just
organized differentlyorganized differently
Each representation provides different ways of implementingEach representation provides different ways of implementing
processesprocesses Equivalent Staging provides a mechanism for relatingEquivalent Staging provides a mechanism for relating
Maturity Levels to Capability LevelsMaturity Levels to Capability Levels
The CMMI model should be applied using intelligence,The CMMI model should be applied using intelligence,
common sense, and professional judgmentcommon sense, and professional judgment
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ReferencesReferences
http://http://sei.cmu.edu/cmmisei.cmu.edu/cmmi
This entire material is adopted and tailoredThis entire material is adopted and tailored
for our use from Satish Mishrasfor our use from Satish Mishraspresentation available in the internet.presentation available in the internet.
http://sei.cmu.edu/cmmihttp://sei.cmu.edu/cmmihttp://sei.cmu.edu/cmmihttp://sei.cmu.edu/cmmihttp://sei.cmu.edu/cmmihttp://sei.cmu.edu/cmmi8/14/2019 SQAM-Module 8b-CMMI
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Further ReadingFurther Reading
CMMI Myth &CaseCMMI Myth &Case
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CMMI Myth &CaseCMMI Myth &Case
studystudy
Benefits of cmmiCMMI Myths
provement usinCMMI