CMMI Details
-
Upload
pradeepnagda -
Category
Documents
-
view
226 -
download
0
Transcript of CMMI Details
-
7/30/2019 CMMI Details
1/23
The Capability Maturity Modelin Software Development
Paul X. Harder, JD
Government Micro Resources, Inc.September 14, 2004
-
7/30/2019 CMMI Details
2/23
The Capability Maturity Model
What is the Capability Maturity Model
(CMM)?
The application of process management and
quality improvement concepts to software
development and maintenance.
A guide for evolving toward a culture of
engineering excellence. A model for organizational improvement.
-
7/30/2019 CMMI Details
3/23
The Capability Maturity Model
Working with DoD, Carnegie-Mellon University (CMU)
created the Software Engineering Institute
In September 1987, the SEI released a brief description
of the process maturity framework Two methods,
software process assessment and software capability
evaluation and a maturity questionnaire were developed
to appraise software process maturity.
In 1991, SEI released the Capability Maturity Model for
Software version 1.0.
In 2001, SEI released the Capability Maturity Model
Integrated, superseding the CMM for software.
-
7/30/2019 CMMI Details
4/23
Focuses on practices that are under control of
the software group
Presents a minimum set of recommended
practices that have been shown to enhance asoftware development and maintenance
capability
It defines the expectation (the what)
Without overly constraining the implementation (the
how)
Capability Maturity Model
-
7/30/2019 CMMI Details
5/23
Process Maturity Increases
Project Success
Probability
Proba
bility
Probability
Probabi
lity
Probability
Time/$/ . . .
Time/$/ . . .
Time/$/ . . .
Time/$/ . . .
Time/$/ . . .
TargetN
TargetN
+a
TargetN-x
TargetN-y
TargetN-z
1
2
3
4
5
MaturityLevels
Plans based on past performanceare more realistic in Level 2organizations
With well-defined processes,performance improves in Level 3organizations
Schedule and cost targets aretypically overrun by Level 1organizations
Based on quantitativeunderstanding of process andproduct, performance continues to
improve in Level 4 organizations
Performance continuouslyimproves in Level 5 organizations
-
7/30/2019 CMMI Details
6/23
CMM-I
Based on the CMM-SW model created in 1991to assess the maturity of software development,
with integration into other models.
Multiple models, based on disciplinesaddressedCMMI - SW: Software Engineering
CMMI - SE / SW: above plus Systems Engineering
CMMI - SE / SW / IPPD: above plus Integrated Product &Process Development
CMMI - SE / SW / IPPD / SS: above plus Supplier
Sourcing
C M M I
-
7/30/2019 CMMI Details
7/23
Why We Chose CMM
CMM today serves as a seal of approval in softwaredevelopment
CMM helped guide us towards standard, repeatableprocesses reduced learning time on how to get thingsdone
Standard practices mean time savings to our team -everyone knows what to expect and what to deliver
Our quality activities became more aligned within theproject rather than thought of as a separate event
We rely on our processes and our people together, notjust one or the other
Ideas in CMM creates an environment of improvementif you dont like things one way, make it better!
-
7/30/2019 CMMI Details
8/23
Level Focus Process Areas
5 OptimizingCont inuous
Process
Improvement
Organizational Innovation and DeploymentCausal Analysis and Resolution
4 QuantitativelyManaged
Quantitat ive
Management
Organizational Process PerformanceQuantitative Project Management
3 Defined ProcessStandardizat ion
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidation
Organizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project Mgmt (with IPPD extras)Risk ManagementDecision Analysis and ResolutionIntegrated Teaming (IPPD only)Org. Environment for Integration (IPPD only)Integrated Supplier Management (SS only)
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
2 ManagedBasic
Project
Management
1 Initial
QualityProductivity
RiskRework
Stages of Process Maturity
-
7/30/2019 CMMI Details
9/23
Level 1: the Initial Level
Success depends on heroesGood performance is possible - but
Requirements often misunderstood, uncontrolled
Schedules and budgets frequently missed
Progress not measured
Product content not tracked or controlled
Engineering activities nonstandard, inconsistent
Teams not coordinated, not trained
Defects proliferate
-
7/30/2019 CMMI Details
10/23
CMMI Level 2: Managed
Baseline the product requirements
Estimate project parameters,Develop plans and processes
Measure actual progress to enabletimely corrective actionMeasure for mgmt. info needsVerify adherence of processesand products to requirements
Identify and control products,changes, problem reportsSelect qualified suppliers / vendors;manage their activities
CLARIFY REQUIREMENTS
DOCUMENT PLANS
TRACK PROGRESS
CONTROL PRODUCTS
7 Process Areas
Requirements Management (REQM)
Project Planning (PP)
Project Monitoringand Control (PMC)
Measurement & Analysis (M&A) Process & Product
Quality Assurance (PPQA)
ConfigurationManagement (CM) Supplier Agreement
Management (SAM)
-
7/30/2019 CMMI Details
11/23
What Happens During Level 2
Processes become easier to digest andunderstand
Managers and team members spend less timeexplaining how things are done and more time
doingProjects are better estimated, better planned,and more flexible
Quality is integrated into the project
Costs may go up initially, but do go down overtime
And yes, there may be more documentation andpaper
-
7/30/2019 CMMI Details
12/23
Clarify customer requirementsSolve design requirements; develop
implementation processes
Assemble product components, deliver
Ensure products meet requirements
Ensure products fulfill intended use
Analyze decisions systematically
Follow integrated, defined processes
Identify and control potential problems
Establish org. responsibility for PIDefine the orgs best practices
Develop skills and knowledge
ENGINEER THE PRODUCT
MANAGE THE PROCESSES
PROVIDE ORG. INFRASTRUCTURE
CMMI Level 3: Defined11 Process Areas*
Requirements Definition (RD) Technical Solution (TS)
Product Integration (PI) Verification (Ver) Validation (Val) Decision Analysis
& Resolution (DAR)
Integrated Project Mgmt (IPM) Risk Management (RSKM)
Org. Process Focus (OPF) Org. Process Definition (OPD) Org. Training (OT)
-
7/30/2019 CMMI Details
13/23
What Happens During Level 3
Process Improvement becomes the standardCross-Functional teams look for ways to short-cut the system
Solutions go from being coded to beingengineered
Quality gates appear throughout the projecteffort with the entire team involved in the
process, reducing reworkRisks are managed and dont take the team bysurprise
-
7/30/2019 CMMI Details
14/23
MANAGE PROJECTS QUANTITATIVELY
MANAGE THE ORGANIZATIONQUANTITATIVELY
CMMI Level 4: Quantitatively
ManagedStatistically manage the projectsprocesses and sub-processes
Understand process performance;quantitatively managethe organizations projects
2 Process Areas
Quantitative ProjectManagement (QPM)
OrganizationalProcess Performance (OPP)
-
7/30/2019 CMMI Details
15/23
CMMI Level 5: Optimizing
Identify and eliminatethe cause of defects early
Identify and deploy new tools andprocess improvements to meet needsand business objectives
OPTIMIZE PERFORMANCE
ADOPT IMPROVEMENTS
2 Process Areas
Causal Analysisand Resolution (CAR)
Organizational Innovationand Deployment (OID)
-
7/30/2019 CMMI Details
16/23
The CMM Maturity Levels
Maturity Level 1
~
Maturity Level 2
~ ~~
Maturity Level 3
~~~~ ~ ~
Maturity Level 4
~~~~~ ~ ~
Maturity Level 5
-
7/30/2019 CMMI Details
17/23
Proving Maturity Levels
Five characteristics must be demonstrated in eachpractice to be assessed in that maturity level practiceareas: Commitment to Perform Policies, procedures, and resources to
perform the work
Ability to Perform Personnel, tools, and templates in place Activities Performed Documentation and interviews
demonstrating that policies are implemented
Measurement and Analysis Metrics and other tools used toevaluate effectiveness of processes
Verifying Implementation Independent review and evaluation of
the processesMaturity levels are proven through documentation(policies, procedures, templates) and interviews of staff(to prove institutionalization).
-
7/30/2019 CMMI Details
18/23
Source: http://www.sei.cmu.edu/sema/profile.html
CMM Process Maturity Profile
of Software OrganizationsMaturity Level 1987-91 1997 1999 2001 December
20021- Initial 80% 61% 48% 38% 32%
2- Repeatable 12% 23% 30% 34% 37%
3- Defined 7% 14% 16% 20% 21%
4- Managed 0% 2% 4% 5% 5%
5- Optimizing 1% 1% 2% 4% 5%
Organizationsreporting to SEI
130 795 1179 1641 1998
http://www.sei.cmu.edu/sema/profile.htmlhttp://www.sei.cmu.edu/sema/profile.html -
7/30/2019 CMMI Details
19/23
Pitfalls of
Implementation
-
7/30/2019 CMMI Details
20/23
How Long Does it Take?
Implementing CMM does not occurovernight.
Implementing CMM is not merely a paper
drill.Typical times for implementation:
3-6 months of preparation
6-12 months of implementation 3 months of assessment preparation
12 months for each new level
-
7/30/2019 CMMI Details
21/23
Is it Perfect?
No! Some implementations do more
harm than good.
Complete re-vamp of processes to get
certified instead of smartly adaptingprocesses.
Process focus used more as a stick
than as a carrot. Focusing on compliance instead of
improvement.
-
7/30/2019 CMMI Details
22/23
Overall Benefits
Defect rates have dropped
Defect detection occurs earlier
User requirements are documented, controlled,
and managed Especially important when users change their minds!
Estimating improves and becomes more precise
Risk management is a practiceDevelopment processes remain agile!
-
7/30/2019 CMMI Details
23/23
Implementation Best Practices
Be Realistic Some processes will be
more ready than others.
Be Flexible Allowing tailoring is key to
adoption.
Be Open The key is to learn how to do
things better, not how to comply.
Be Patient It does not happen overnight.