Cmmi

CMMISM

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Terry BahillTerry BahillSystems and Industrial EngineeringSystems and Industrial Engineering

University of ArizonaUniversity of Arizona

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References• M. B. Chrissis, M. Konrad and S. Shrum, CMMI:

Guidelines for Process Integration and Product Improvement, Pearson Education Inc., Boston, 2003.

• D. M. Ahern, A. Clouse and R. Turner, CMMI Distilled: A Practical Guide to Integrated Process Improvement, Addison-Wesley, 2001.

• Some of the slides of this presentation were downloaded from these sites:

• http://www.sei.cmu.edu/sei-home.html• http://www.sei.cmu.edu/cmmi/• They are Copyright 2002 Carnegie Mellon

University, used by permission.

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What is CMMI?• The Capability Maturity Model

Integration (CMMI) is a collection of best practices from leading engineering companies.

• It provides a model that you can base your company processes on.

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A systemcan be implemented with• software• hardware• bioware• algorithms• organizations• processes

• You can call these types of systems.

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What is process?A process is a set of practices performed to achieve a given purpose; it may include tools, methods, materials, and/or people.

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Why focus on process? Process provides a constructive, high-leverage focus...• as opposed to a focus on people

- Your work force is as good as it is trained to be.

- Working harder is not the answer.- Working smarter, through process, is the

answer.• as opposed to a focus on technology

- Technology applied without a suitable roadmap will not result in significant payoff.

- Technology provides the most benefit in the context of an appropriate process roadmap.

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When creating a processthe most important facets are• illustrating tasks that can be done in parallel• suggesting feedback loops• including a process to improve the process• configuration management

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Why use CMMI?CMMI provides guidance for improving your organization’s processes and your ability to manage the development, acquisition, and maintenance of products or services. CMMI places proven approaches into a structure that

- helps your organization examine the effectiveness of your processes

- establishes priorities for improvement- helps you implement these

improvements

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2.1.1.1 LTI Process Capability. A multidisciplinary, structured, and integrated development process with a strong emphasis on systems engineering, software engineering and integrated product and process development (IPPD) will be a cornerstone of the program. Capability Maturity Model Integration, Version 1.1, will be used as a guideline and benchmark when evaluating offeror’s systems engineering, software engineering and IPPD maturity and capabilities. Certification by relevant Capability Maturity Models (e.g., SECAM, SE-CMM, IPDCMM, etc.) is not required, except for Software Engineering, however, if such certifications have been obtained, that certification information will be considered during the Government’s evaluation process. … The LTI shall implement software management processes maintained at no less than level 3 of the Capability Maturity Model for Software (SW-CMM).

Objective Force Warrior Solicitation

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AreasYour company’s divisions can be evaluated for• Software• Systems• IPPD*

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CMM IntegrationSM ProjectThe CMM Integration Project was formed to• build an initial set of integrated models• establish a framework to enable integration

of future models• create an associated set of appraisal and

training productsSource models serving as the starting point for CMMI were• SW-CMM (software), V2.0 Draft C• EIA 632 (engineering) • EIA/IS-731 (systems engineering) • IPD-CMM (integrated product development),

V0.98

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CMMI development teamMembership from• industry• U.S. government• Software Engineering Institute

Membership characteristics• average of about 21 years experience• from organizations with solid process improvement credentials

Financing from DoD

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Development strategyBase the model content on current industry best practices as represented in widely-accepted source models.

Conduct public reviews of the models.

Conduct pilots of the product suite prior to official product release.

Update the product suite based on feedback from pilots and reviewers.

Release v1.0 of the product suite.

Update the product suite based on feedback from users.

Release v1.1 of the updated product suite.

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The Bottom LineProcess improvement should be done to help the business—not for its own sake.

“In God we trust, all others bring data.”

- W. Edwards Deming

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Categories of benefitsProcess improvement benefits fall into these general categories:• improved schedule and budget

predictability• improved cycle time• increased productivity• increased customer satisfaction• improved employee morale• increased return on investment• improved quality (as measured by defects)• decreased cost of quality

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Results: Boeing Effort Estimation

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Without Historical Data With Historical DataVariance between + 20% to - 145% Variance between - 20% to + 20%

(Mostly Level 1 & 2) (Level 3)

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erce

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(Based on 120 projects in Boeing Information Systems)

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Reference: John D. Vu. “Software Process Improvement Journey:From Level 1 to Level 5.” 7th SEPG Conference, San Jose, March 1997.

Improved schedule and budget predictability

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Improved cost & cycle time

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Increased productivity and quality

Lockheed Martin Naval Electronics & Surveillance Systems (NE&SS) - Radar Systems - Syracuse

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Measurable return on investment

Return on software improvement investment was reported to be between 5:1 and 8:1.

(Herbsleb 94)

Process improvement provides measurable return on investment.

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Improved program performancePerformance to contract

• Cost at Completion = BudgetIncreases in productivity

• 150% over 5 years• Industry Cost / Schedule Estimation Tool

(COCOMO) projects 20% reduction in effort for 1 level improvement

Decreases in Cost of Nonconformance• 40% down to 10%

Increased customer satisfactionROI 5:1 and greater

Raytheon Missile Systems Software Center

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RememberThe CMMI model is not a process. This model shows what to do, Not how to do it or who does it.

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SetContext

BuildSponsorship

CharterInfrastructure

CharacterizeCurrent &Desired States

DevelopRecommendations

SetPriorities Develop

Approach

PlanActions

CreateSolution

Pilot/TestSolution

RefineSolution

ImplementSolution

AnalyzeandValidate

ProposeFutureActions

Stimulus for Change

Initiating

Diagnosing

Establishing

Acting

Learning

The IDEALSM Model

SM IDEAL is a service mark of Carnegie Mellon University.

The IDEALmodel mapsto theSIMILARProcess

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Using CMMI models with the IDEAL model1Initiating phaseCMMI models can assist an organization in understanding how to build sponsorship and in developing the infrastructure for improvement.

Diagnosing phaseThe Standard CMMI Appraisal Methodology for Process Improvement (SCAMPISM) provides a yardstick for appraising processes based on CMMI.

SM SCAMPI is a service mark of Carnegie Mellon University.

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Using CMMI models with the IDEAL model2Establishing phaseCMMI process areas focus the process improvement teams.

Acting phase CMMI models provide guidance for defining or improving processes.

Learning phaseLessons learned are documented and are the basis for revision of an organizational approach.

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Process notation schemes1Process notations should represent• What activities are performed in the process?• Who does them?• Why are they done?• When are they done?• How are they done?• What inputs must you have?• What outputs do you produce?• How do you measure performance?

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Process notation schemes2Different notation schemes emphasize different aspects of a process and, thus, have different strengths and weaknesses.

Different notations may or may not have the ability to conveniently represent

• sequencing of activities

• timing of activities

• data flow among activities

• hierarchical detail

• entry and exit criteria

• narrative information

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Process notation schemes3Other notation scheme attributes

• flexibility

• simplicity

• ease of training and understanding

• availability of tool support

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Common process notations• data flow diagrams• flowcharts• decision trees• check lists• task descriptors (narratives)• activity diagrams (UML)• functional flow block diagrams• IDEF0

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Simplified notationFlow chart to show activity sequencingsupplemented with activity details as structured narrative

•Decision to •make change

•I•DENTIFY • •P•ROBLEM

•Operator

•SCF

•V•ALIDATE • •P•ROBLEM

•Senior Analyst

•Validated •SCF

•R•OUTE • SCF T•O• •A•FFECTED • G•ROUPS

•OASB Secretariat

•P•ERFORM • T•ECHNICAL • •& C•OST • A•NALYSIS

•AFMC/SSSG

•R•EVIEW • •R•ECOMMENDATIONS

•OASB Secretariat

•D•ETERMINE • •D•ISPOSITION

•Site OARB



•OASB


•E•NTER • SCF-R•ELATED • •I•NFO • •INTO • D•ATABASE

•OASB Secretariat

•O•THER • •S•ITES •

•A•FFECTED • •?


•Each Affected Site


•ITW/AA OAP (ASPC)


•A•SSIGN • P•RIORITY • •FOR • C•HANGE

•Unknown

•M•AKE • S•OFTWARE • •C•HANGE

•Software Engineers

•M•AKE • S•OFTWARE • •C•HANGE

•Software Engineers

•V•ERIFICATION • & •V•ALIDATION

•Certification Board

•Yes

•No

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Activity details

Activity 1

Activity 2

Activity 3

Activity Details• What is the purpose of this activity? • Who participates in this activity? • What are the inputs needed to perform the activity? • What are the work products that are generated

by this activity? • How do you know when this activity should begin? • How do you know when the activity has successfully

completed? • What do you do to accomplish this activity?

What are the 3-6 subactivities that you perform to accomplish this activity?

• How do you determine or measure the performance of this activity?

• What activity is performed prior and after this one?

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Maturity levels

1

2

3

4

5

Process unpredictable, poorly controlled, and reactive

Process characterized for projects and is often reactive

Process characterized for the organization and is proactive

Process measuredand controlled

Focus on processimprovement

Optimizing

QuantitativelyManaged

Defined

Initial

Managed

Optimizing

Defined

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Process areasA process area (PA) is a 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 process area.

All CMMI process areas are common to both continuous and staged representations.

A process area is NOT a process description.

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Organizational Innovation and DeploymentCausal Analysis and Resolution5 Optimizing

4 Quantitatively Managed

3 Defined

2 Managed

ContinuousProcess Improvement

QuantitativeManagement

ProcessStandardization

BasicProjectManagement

Organizational Process PerformanceQuantitative Project Management

Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational Training Integrated Project Management for IPPDRisk ManagementIntegrated TeamingIntegrated Supplier ManagementDecision Analysis and ResolutionOrganizational Environment for Integration

Requirements Management Project PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management

QualityProductivity

Risk,Rework

1 Initial

Process AreasLevel Focus

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CMMI Model Process Areas

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CMMI applied to your lifeHigh SchoolCollege B.S.Graduate School M.S.Buy a carGet marriedHave childrenDid you plan the process?Did you discover and manage requirements?Did you use a formal analysis process for

important decisions?Does your family work as a team?Do you try to improve your personal

processes?*

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Level 2 process areas1Project Planning The purpose of PP is to establish and maintain plans that define project activities.

Project Monitoring and Control The purpose of PMC is to provide understanding of the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan.

Requirements Management The purpose of REQM is to manage the requirements of the project’s products and product components and to identify inconsistencies between those requirements and the project’s plans and work products.

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Level 2 process areas2Supplier Agreement Management The purpose of SAM is

to manage the acquisition of products and services from suppliers for which there exists a formal agreement.

Measurement and Analysis The purpose of MA is to develop and sustain a measurement capability that is used to support management information needs.

Process and Product Quality Assurance The purpose of PPQA is to provide staff and management with objective insight into the processes and associated work products.

Configuration Management The purpose of CM is to establish and maintain the integrity of the work products using configuration identification, configuration control, configuration status accounting, and configuration audits.

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Level 3 process areas1Requirements Development The purpose of RD is to

produce and analyze customer, product, and product component requirements.

Technical Solution The purpose of TS is to develop, design, and implement solutions to requirements.

Product Integration The purpose of PI is to assemble the product from the product components, ensure that the product, as integrated, functions properly, and deliver the product.

Verification The purpose of VER is to assure that the selected work products meet their specified requirements.

Validation The purpose of VAL is to demonstrate that a product or product component fulfills its intended use when placed in its intended environment.

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Level 3 process areas2Integrated Project Management The purpose of IPM is to

establish and manage the project and the involvement of the relevant stakeholders according to an integrated and defined process that is tailored from the organization’s set of standard processes.

Integrated Teaming The purpose of IT is to form and sustain an integrated team for the development of work products.

Decision Analysis and Resolution The purpose of DAR is to analyze possible decisions using a formal evaluation process that evaluates identified alternatives against established criteria.

Risk Management The purpose of RSKM is to identify potential problems before they occur, so that risk-handling activities may be planned and invoked as needed across the life cycle to mitigate adverse impacts on achieving objectives.

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Level 3 process areas3Organizational Process Focus The purpose of OPF is to

plan and implement organizational process improvement based on a through understanding of current strengths and weakness of the organization’s processes.

Organizational Process Definition The purpose of OPD is to establish and maintain a usable set of organizational process assets.

Organizational Training The purpose of OT is to develop the skills and knowledge of people so they can perform their roles effectively and efficiently.

Organizational Environment for Integration The purpose of OEI is to provide an integrated product and process development infrastructure and manage people for integration.

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Level 4 process areasOrganizational Process Performance The purpose of

OPP is to establish and maintain a quantitative understanding of the performance of the organization’s set of standard processes, and to provide the process performance data, baselines, and models to quantitatively manage the organization’s projects.

Quantitative Project Management The purpose of QPM is to quantitatively manage the project’s defined processes to achieve the project’s established quality and process performance objectives.

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Level 5 process areasOrganizational Innovation and Deployment The

purpose of OID is to select and deploy incremental and innovative improvements that measurably improve the organization’s processes and technologies.

Causal Analysis and Resolution The purpose of CAR is to identify causes of defects and other problems and take action to prevent them from occurring in the future.

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HomeworkGo through the list of CMMI process areas and

state whether or not you think that I used that process in designing and managing this course, SIE-454/554A.

Give examples of what I did do and examples of what I could have done.

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Specific Goals (SG)A specific goal applies to a process area and addresses the unique characteristics that describe what must be implemented to satisfy the process area.

Example from the DAR process area:

SG 1 Evaluate Alternatives.

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Specific Practices (SP)A specific practice is an activity that is considered important in achieving the associated specific goal.

Practices are the major building blocks in establishing the process maturity of an organization.

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SpecificPracticeNumber

DARSpecific Practice Name

Example

1.1 Decide if formal evaluation process is warranted

When to do a trade study

1.2 Establish Evaluation Criteria

What is in a good trade study

1.3 Identify Alternative Solutions

1.4 Select Evaluation Methods

1.5 Evaluate Alternatives

1.6 Select Preferred Solutions

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The Decision Analysis and Resolution (DAR) Process

SelectEvaluationMethods

EvaluateAlternatives

PreferredSolutions

SelectSolutions

EstablishEvaluation

Criteria

EvaluationCriteria

IdentifyAlternativeSolutions

ProposedAlternatives

SelectionProblem

Decide ifFormal

EvaluationProcess isWarranted

ProblemStatement S

Manage the DARprocess

Recommendations

FormalEvaluations

These tasks are drawnserially, but they are notperformed in a serialmanner. Rather it is aniterative process withmany unshown feedbackloops.

Decision toNot Proceed

ExpertReview

Put in PAL

PresentResults toDecision

Maker

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Generic Goals (GG)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.

• Each process area has only one generic goal at each level.

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Level 2 generic goalThe generic goal for all maturity level 2 process areas is: GG 2: The xxx process is institutionalized as a managed process.

A managed process is a performed process that is planned and executed in accordance with policy; employs skilled people having adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description.

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Generic Practices (GP)Generic practices are activities that ensure that the processes associated with the process area will be effective, repeatable, and lasting.

Generic practices contribute to the achievement of the generic goal when applied to a particular process area.

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Generic Practices Under GG 21

Generic practices for all maturity level 2 process areas:

GP 2.1: Establish an Organizational Policy

Establish and maintain an organizational policy for planning and performing the xxx process.

GP 2.2: Plan the Process

Establish and maintain the plan for performing the xxx process.

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Generic Practices Under GG 22GP 2.3: Provide ResourcesProvide adequate resources for performing the xxx process, developing the work products, and providing the services of the process.GP 2.4: Assign ResponsibilityAssign responsibility and authority for performing the process, developing the work products, and providing the services of the xxx process.GP 2.5: Train People Train the people performing or supporting the xxx process as needed.

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Generic Practices Under GG 23 GP 2.6: Manage ConfigurationsPlace designated work products of the xxx process under appropriate levels of configuration management.GP 2.7: Identify and Involve Relevant StakeholdersIdentify and involve the relevant stakeholders of the xxx process as planned.GP 2.8: Monitor and Control the ProcessMonitor and control the xxx process against the plan for performing the process and take appropriate corrective action.

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Generic Practices Under GG 25

GP 2.9: Objectively Evaluate AdherenceObjectively evaluate adherence of the xxx process against its process description, standards, and procedures, and address non-compliance. GP 2.10: Review Status with Higher Level ManagementReview the activities, status, and results of the xxx process with higher level management and resolve issues.

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Product Development ProcessDeployment-Improvement

DeployRaytheon standard

processes guide our business

Following R6 methods, we use CMMI metrics to guide

improvements to our processes and their deployment

MeasureCMMI measures the “goodness” of our processes and the

effectiveness of deployment

ISO

ISO wants us to plan, control and improve our processes

Improve