Polarion Conf 2012 - CMMi Constellation and Polarion Integration

CMMI Constellation and Polarion Integration

SM SCAMPI is a service mark of Carnegie Mellon University

}  About Business Strategy }  CMMI Constellation ◦  CMMI-DEV ◦  CMMI-SVC ◦  CMMI-ACQ

}  SCAMPI Method }  CMMI Profile }  CMMI & Polarion

Agenda

}  Business Strategy Srl is SEI Partner (Software Engineering Institute - Carnegie Mellon University) since 2003 (since Y2000 CBA IPI for SW CMM)

◦  www.sei.cmu.edu ◦  www.sei.cmu.edu/partners/businesstrategy

}  Authorized to deliver ◦  Intro to CMMI (Capability Maturity Model for Integration) & ◦  SCAMPI(1), for: �  System Integration (CMMI-DEV) �  Service Management (CMMI-SVC) �  Acquisition Management (CMMI-ACQ)

SEI Partner

1 – Standard CMMI Appraisal for Process Improvement 3

}  Company Location ◦  Legal Premise Lesmo (Milan), ITALY ◦  Operations in Milan, Rome and Beijing

}  Partnerships ◦  Business Strategy is licensed by the Software Engineering Institute

to deliver SEI-branded services }  Consulting services: ◦  Improvement (Cost/Benefits Analysis, Action Planning &

Monitoring, Balanced Scorecard, Six Sigma) ◦  Educational (Intro to CMMI, Tutorials for Executives, High Maturity

Practices in cooperation with Polytechnic of Milan) ◦  Coaching (Process Definition and Automation, Integrated Process

Teaming & Coaching) ◦  Appraisal (SCAMPI Class A,B,C. High Maturity ML4/ML5)

}  Products ◦  Appraisal Tool Suite

�  PST© - SCAMPI-based Assessment Tool.

} 

Business Strategy - Executive Summary

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SCAMPI Class A Since 2003

60 Europe, Latin

America

100 China

SCAMPI Class B/C Since 2003

300 Europe, China, Latin America

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Over 500 attendees to Business Strategy Intro to CMMI training classes

Country:

Italy, Belgium, France, Greece, Germany, Latvia, Mexico, Brazil, Slovak, Spain, UK

Our Capabilities: Training

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CMMI Constellations

7

www.businesstrategy.com 8

CMMI (Capability Maturity Model Integration) •  is a process improvement approach that provides the

essential elements of effective processes, to improve organization performance.

•  includes identifying organization’s process strengths and weaknesses and making process changes to turn weaknesses into strengths.

•  applies to teams, work groups, projects, divisions, and entire organizations.

•  collections of best practices that help organizations to dramatically improve effectiveness, efficiency, and quality.

.

Business Strategy - SEI Partner 9

CMMI Constellations

CMMI-SVC

CMMI for Service

CMMI-DEV

CMMI for Development

CMMI-SVC provides guidance for those providing services

within organizations and to external

customers

CMMI-ACQ

CMMI for Acquisition

CMMI-ACQ provides

guidance to enable

informed and decisive

acquisition leadership

CMMI-Dev provides guidance

for measuring, monitoring and

managing development

processes

16 Core Process Areas, common to all

CMMI Model Representations

There are two types of representations in CMMI models: • staged • continuous

A representation in CMMI is analogous to a view into a data set provided by a database. Both representations provide ways of implementing process improvement to achieve business goals. Both representations provide essentially the same content and use the same model components but are organized in different ways.

CMMI Model Structure

Staged Representation

Generic Practices

Generic Goals

Specific Goals

Specific Practices

Maturity Levels

Process Areas

Continuous Representation

Process Areas

Capability Levels

Generic Practices

Generic Goals

Specific Goals

Specific Practices

Staged

ML 1 ML2

ML3

ML4

ML5

. . . for a specified set of process areas across an organization

What Does the Level Measure? C

apab

ility

Lev

el

This point represents a higher level of capability

Process Area n

CL 1

CL 3

CL 2

CL 0

3

2

1

0

this point in a specific process area

than

Maturity Level

ML 1

ML 5

ML 4

ML 3

ML 2

Process unpredictable, poorly controlled, and reactive

Process characterized for projects and is often reactive

Process measured and controlled

Focus on continuous process improvement

Quantitatively Managed

Initial

Managed

Optimizing

Defined Process characterized for the organization and is proactive


Staged Representation Quality Productivity Causal Analysis and Resolution

Organizational Performance Management 5 Optimizing

4 Quantitatively Managed 3 Defined

2 Managed

Quantitative Management Process Standardization

Basic Project Management

Organizational Process Performance Quantitative Project Management Decision Analysis and Resolution Integrated Project Management Organizational Process Definition Organizational Process Focus Organizational Training Product Integration Requirements Development Risk Management Technical Solution Validation Verification Configuration Management Measurement and Analysis Project Monitoring and Control Project Planning Process and Product Quality Assurance Requirements Management Supplier Agreement Management

1 Initial

Process Areas Level Focus Continuous Process Improvement

Risk Rework

Quality Productivity

Continuous Representation: PAs by Categories

Project Management

Process Areas

Category

Product Integration Requirements Development Technical Solution Validation Verification

Engineering

Causal Analysis and Resolution Configuration Management Decision Analysis and Resolution Measurement and Analysis Process and Product Quality Assurance

Support

Integrated Project Management Project Monitoring and Control Project Planning Quantitative Project Management Requirements Management Risk Management Supplier Agreement Management

Organizational Process Definition Organizational Process Focus Organizational Performance Management Organizational Process Performance Organizational Training

Process Management


}  A service is an intangible, non-storable products (e.g. operations, maintenance, logistic and IT)

}  Service imply on-going relationships governed by service agreement

}  Services are delivered through the operation of service system

}  Services are simultaneously produced and consumed

What are Services?

}  A variety of potential stakeholders approached the SEI asking for help with services.

}  Demand for process improvement in services is likely to grow: services constitute more than 80% of the US and global economy.

}  Services constitute more than 54% of what the DoD acquires. In FY2006, DoD spent $146 billion on services. GAO (Government Accountabilities Office) reports a 72% increase in DoD service contracts between 1996 and 2005.*

}  Many organizations are cobbling together their own ITIL + CMMI solutions, reinventing the wheel over and over, and that wheel is not designed for services other than IT.

}  Customers are requesting that their service providers demonstrate a CMMI rating or capability profile, but attempts to use CMMI-DEV in a service setting can distort the integrity of appraisal results.

}  Service providers deserve a consistent benchmark as a basis for process improvement that is appropriate to the work they do and is based on a proven approach.

* FY 2006 data is from “DoD throws light on how it buys services [GCN 2006].” GAO data is from GAO report GAO-07-20.

Why is the CMMI-SVC needed?


CMMI-SVC vs DEV vs ACQ

CMMI Core PAs

Service-specific PAs

Shared PA (SAM) with 1 modified specific practice 16

CMMI-SVC Additions 1 6

1

24

CMMI-DEV CMMI-ACQ

CMMI-SVC

Core PAs Have been expanded to include 3 new SPs Include service-specific informative material

CMMI for Services Model = 23 PAs + 1 PA Addition


CMMI-SVC

CMMI-SVC Process Areas Process Management }  Organizational Innovation and

Deployment (OID) }  Organizational Process Definition (OPD) }  Organizational Process Focus (OPF) }  Organizational Process Performance

(OPP) }  Organizational Training (OT)

Support }  Causal Analysis and Resolution (CAR) }  Configuration Management (CM) }  Decision Analysis and Resolution (DAR) }  Measurement and Analysis (MA) }  Process and Product Quality Assurance

(PPQA)

Project Management •  Capacity and Availability Management (CAM) •  Integrated Project Management (IPM) •  Project Monitoring and Control (PMC) •  Project Planning (PP) •  Requirements Management (REQM) •  Risk Management (RSKM) •  Quantitative Project Management (QPM) •  Service Continuity (SCON) •  Supplier Agreement Management (SAM)

Service Establishment and Delivery

•  Incident Resolution and Prevention (IRP) •  Service Delivery (SD) •  Service System Development (SSD) (*) •  Service System Transition (ST) •  Strategic Service Management (STSM)

(*) Addition



SCENARIO

Specific CMMI-ACQ process areas


SCENARIO

RFP Preparation Solicitation Source

Selection Program Leadership

Insight/Oversight

CMMI-ACQ

Acquisition Planning

System Acceptance Transition

CMMI-DEV / (SVC)

Acquirer

Operational Need

Design Develop Integrate Test Plan Deliver

Developement

Suppliers

Commitment / Customer


SCAMPI MDDStandard CMMI Appraisal Method for Process Improvement

SCAMPI Scenario

Organization/ Projects

Process Deployment

Lessons Learned/ Improvements

Appraisal Team

Findings, Recommendations Actual

Practice

Appraisal Requirements

The Process

Organizational Process Suite

PLAN AND PREPARE 2-3 MONTHS

ON SITE 1-2 WEEKS

REPORTING 1 WEEK

SEI AUDIT 1 MONTH

PUBLISHED APPRAISAL RESULTS (PARS)


SCAMPI Phases

CMMI Profile

Appraisal Reported by SEI by Country

CMMI and Polarion Integration

Demo

Technology

Polarion Conf 2012 - CMMi Constellation and Polarion Integration