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CMMi Overview
Version: 1.2
Author: QAHN
Date of training course (automatically
update
Wednesday, April 08, 2009
Instructor: Hoang Anh DucQA Leader – HN Branch QA Dept
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Contents
• Introduction
• What is CMMI
• Differences between CMMI and CMM
• CMMI
•Representation
•Model
•Level
•Process Areas
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What is CMMI
CMMI (Capability Maturity Model Integration)
is a process improvement maturity model for the development of products and services. It
consists of best practices that address development and maintenance activities that cover theproduct lifecycle from conception through delivery and maintenance.
Since 1991, CMMs have been developed many disciplines
Systems engineering
Software engineering
Software acquisition
Workforce management and development
Integrated Product and Process Development
Multiple models within an organization
Conflicting terminology
Different approaches
Different representation
Contradictions
Different degrees of detail
Poor interfaces between the CMMs
Multiple assessments
Multiple training
Multiple expenses
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Why Integrate ?
Effectiveness
One model across full enterprise lifecycle
Corporate perspective for organization-wide improvement
Integrated processes for integrated product teams
One model, one architecture, consistent terminology, common process assets,
common goals, one assessment
Adaptability to enterprise needs
Designed for evolution to meet current and future enterprise-wide process
improvement needs
Can add new process areas, generic improvement approach still applies
CMM Integration was formed to sort out the problem of using multiple
CMMs. It’s combined 3 source models:
Capability Maturity Model for Software (SW-CMM) v2.0
Electronic Industries Alliance Interim Standard (EIA/IS) 731
Integrated Product Development Capability Maturity Model (IPD-CMM) v0.98
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History of CMMs
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Difference between CMM and CMMI
CMMI models build on and extend the best practices of the CapabilityMaturity Model for Software (SW-CMM®)
Capability Maturity Models® (CMMs®) to assess development and
maintenance processes, implement improvements, and measure
progress
Capability Maturity Model Integration (CMMI®) provides a single
framework for improvement in software engineering, systems
engineering, integrated product and process development, and supplier
sourcing
CMMI version 1.2 was developed using input from nearly 2,000 change
requests submitted by CMMI users. More than 750 of those requestswere directed at CMMI model content. As you can see, not only is CMMIwidely adopted, but it is improved based on the feedback received from
the community.
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Representation
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Level Descriptions
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Capability vs. Maturity Level - Differences
Process area capability and organizational maturity are
similar concepts.
The difference between them is that:
•Process area capability (continuous) deals with a set
of practices relating to a single process area, while
•organizational maturity (staged) pertains to a set of
process areas across an organization.
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CMMI Model Components
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Maturity Level
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Process Area
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Process Area (2)
A PA is cluster of related practices in an area that, when performed
collectively, satisfy a set of goals considered important for making
significant improvement in that area
Practices are actions to be performed to achieve the goals of a PA
All CMMI PAs are common to both continuous and staged
representation.
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The Process Areas
Requirement
Management
Project ManagementEngineering Process Management Support
• Supplier Agreement
Management
• Project Monitoring and
Control
• Project Planning
• Configuration
Management
• Process & Product QA
• Measurement & Analysis
• Validation
• Verification
• Product Integration
• Technical Solution
• Requirement
Development
• Decision Analysis and
Resolution
• Risk Management
• Integrated Project
Management
• Organizational Training
• Organizational Process
Definition
• Organizational Process
Focus
• Quantitative Project
Management
• Organizational
Process
Performance
• Causal Analysis and
Resolution• Organizational
Innovation &
Deployment
2
3
4
5
2
3
4
5
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Specific Goals and Specific Practices
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Specific Goals (SG)
A specific goal describes the unique characteristics that must be
present to satisfy the process area. A specific goal is a required
model component and is used in appraisals to help determine
whether a process area is satisfied.
Example from the Requirements Management PA
SG1: Requirements are managed and inconsistencies with project plansand work products are identified.
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Specific Practices (SP)
A specific practice is the description of an activity that is considered
important in achieving the associated specific goal.
The specific practices describe the activities that are expected to result in
achievement of the specific goals of a process area.
A specific practice is an expected model component.
Example from the Requirements Management
SP 1.3: Manage changes to the requirements as they evolve during the project
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Generic goals and Generic practices
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Generic Goals
Achievement of a generic goal in a process area signifies improved control in
planning and implementing the processes associated with that process area.
Generic goals are called “generic” because the same goal statement appears in
multiple process areas.
A generic goal describes the characteristics that must be present to institutionalize
the processes that implement a process area.
A generic goal is a required model component and is used in appraisals to
determine whether a process area is satisfied.
Each process area has only one generic goal
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Maturity level 2 Generic Goal
The generic goal for all maturity level 2 process areas is
GG2: The process is institutionalized as a managed process
A managed process is a performed process that is planned and executed inaccordance with
policy;
employs skilled people having adequate resources to produce controlledoutputs;
involves relevant stakeholders;
is monitored, controlled and reviewed;
and is evaluated for adherence to its process description
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Generic Practices (GPs)
Generic practices are activities that ensure that the processes
associated with the process area will be effective, repeatable andlasting
Generic practices contribute to the achievement of the generic goalwhen applied to a particular process area
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GG 2 Generic Practices (GPs) (1)
GG 2: Institutionalize a Managed Process
The process is institutionalized as a managed process.
10 GP’s for all maturity level 2 PA’s:
GP 2.1: Establish an Organizational Policy
Establish and maintain an organizational policy for planning and performing the process
GP 2.2: Plan the process
Establish and maintain the plan for performing the process
GP 2.3: Provide Resources
Provide adequate resources for performing the process, developing the work products, and providing
the services of the process
GP 2.4: Assign Responsibility
Assign responsibility and authority for performing the process, developing the work products, and
providing the services of the process
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GG 2 Generic Practices (GPs) (2)
10 GP’s for all maturity level 2 PA’s:
GP 2.5: Train people
Train the people performing or supporting the process as needed
GP 2.6: Manage configurations
Place designated work products of the process under appropriate levels of control
GP 2.7: Identify and Involve Relevant Stakeholders
Identify and involve the relevant stakeholders of the process as planned
GP 2.8: Monitor and control process
Monitor and control the process against the plan for performing the process and take appropriate
corrective action
GP 2.9: Objectively Evaluate Adherence
Objectively evaluate adherence of the process against its process description, standards, and
procedures, and address noncompliance
GP 2.10: Review Status with Higher Level Management
Review the activities, status, and results of the process with higher level management and resolveissues
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Questions and Answers