CMMI - Me
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Transcript of CMMI - Me
Submitted To: Submitted By:Dr. Vrijendra Singh Piyush Sharma IMB2011002 Prateek Chaurasia IMB2011011 Shivam Rai IMB2011014 Abhishek Srivastava IMB2011024 Varun Kumar IMB2011025
CMMISM
•04/07/23• •2
...even our finest people can’t perform at their best when the process is not understood or operating “at its best.”
•Everyone realizes the importance of having a motivated, quality work force but...
•PEOPLE
• PROCESS•TECHNOLOGY
•Quality Leverage Points
•Major determinants of product cost, schedule, and quality
CMMISM
• 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.
•04/07/23• •3
CMMISM
can be implemented with◦software◦hardware◦bioware◦algorithms◦organizations◦processes
◦You can call these types of systems.
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CMMISM
A process is a set of practices performed to achieve a given purpose; it may include tools, methods, materials, and/or people.
•04/07/23• •5
CMMISM
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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CMMISM
the most important facets are• illustrating tasks that can be done in
parallel• suggesting feedback loops• including a process to improve the
process• configuration management
•04/07/23• •7
CMMISM
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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CMMISM
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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
CMMISM
There are two types of representations in the CMMI models:◦ staged◦ continuous
A representation allows an organization to pursue different improvement objectives
The organization and presentation of the data are different in each representation. However, the content is the same.
•10
CMMISM
Provides a proven sequence of improvements, each serving as a foundation for the next
Permits comparisons across and among organizations by the use of maturity levels
Provides an easy migration from the SW-CMM to CMMI
Provides a single rating that summarizes appraisal results and allows comparisons among organizations
•11
•Indicates maturity of an organization’s standard process -- to answer, “What is a good order for approaching improvement across the organization?”
CMMISM
•12
CMMISM
A maturity level is a well-defined evolutionary plateau of process improvement.
There are five maturity levels.
Each level is a layer in the foundation for continuous process improvement using a proven sequence of improvements, beginning with basic management practices and progressing through a predefined and proven path of successive levels.
•13
CMMISM
Each maturity level provides a necessary foundation for effective implementation of processes at the next level. ◦ Higher level processes have less chance of success
without the discipline provided by lower levels.◦ The effect of innovation can be obscured in a
noisy process.
Higher maturity level processes may be performed by organizations at lower maturity levels, with the risk of not being consistently applied in a crisis.
•14
CMMISM
Allows you to select the order of improvement that best meets your organization’s business objectives and mitigates your organization’s areas of risk
Enables comparisons across and among organizations on a process-area-by-process-area basis
Provides an easy migration from EIA 731 (and other models with a continuous representation) to CMMI
•15
CMMISM
A capability level is a well-defined evolutionary plateau describing the organization’s capability relative to a process area.
There are six capability levels. For capability levels 1-5, there is an
associated generic goal. Each level is a layer in the foundation for
continuous process improvement. Thus, capability levels are cumulative, i.e.,
a higher capability level includes the attributes of the lower levels.
•16
CMMISM
•17
•5 Optimizing
•4 Quantitatively Managed
•3 Defined
•2 Managed
•1 Performed
•0 Incomplete
CMMISM
A 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.
•04/07/23• •18
CMMISM
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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
CMMISM
•04/07/23 •20
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).
CMMISM
Your company’s divisions can be evaluated for
◦Software◦Systems◦IPPD*
•04/07/23• •21
CMMISM
The 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 products
Source 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
•04/07/23• •22
CMMISM
Base 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.
•04/07/23• •23
CMMISM
Process improvement should be done to help the business—not for its own sake.
•04/07/23• •24
“In God we trust, all others bring data.”
- W. Edwards Deming
CMMISM
Process 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
•04/07/23• •25
CMMISM
•04/07/23• •26
.
0 %
140%
-140%
....
.
..
. ...
..
. .
. . . .
.. . .
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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)
Ove
r/U
nd
er P
erce
nta
ge
.
(Based on 120 projects in Boeing Information Systems)
.. . .
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... . .. . . . . . .. . . .. . . . .
. . . . .. . . . .. . . . . .. . . . .. . . . . .
. . . . . .. . . . .. . .
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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
CMMISM
•04/07/23• •27
CMMISM
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Lockheed Martin Naval Electronics & Surveillance Systems (NE&SS) - Radar Systems - Syracuse
CMMISM
Return on software improvement investment was reported to be between 5:1 and 8:1.
(Herbsleb 94)
•04/07/23• •29
Process improvement provides measurable return on investment.
CMMISM
Performance to contract◦ Cost at Completion = Budget
Increases 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 satisfaction ROI 5:1 and greater
Raytheon Missile Systems Software Center
•04/07/23• •30
CMMISM
The CMMI model is not a process. This model shows what to do, Not how to do it or who does it.
•04/07/23• •31
CMMISM
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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
CMMISM
Initiating 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.
•04/07/23• •33
SM SCAMPI is a service mark of Carnegie Mellon University.
CMMISM
Establishing 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.
•04/07/23• •34
CMMISM
Process 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?
•04/07/23• •35
CMMISM
Different 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
•04/07/23• •36
CMMISM
Other notation scheme attributes
◦flexibility
◦simplicity
◦ease of training and understanding
◦availability of tool support
•04/07/23• •37
CMMISM
◦data flow diagrams◦flowcharts◦decision trees◦check lists◦task descriptors (narratives)◦activity diagrams (UML)◦functional flow block diagrams◦IDEF0
•04/07/23• •38
CMMISM
•04/07/23• •39
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?
CMMISM
•Slide 40 of 146
Maturity Level 1 deals with performed processes.
Processes are unpredictable, poorly controlled, reactive.
The process performance may not be stable and may not meet specific objectives such as quality, cost, and schedule, but useful work can be done.
CMMISM
•Slide 41 of 146
Maturity Level 2 deals with managed processes. A managed process is a performed process that is
also:◦ Planned and executed in accordance with policy◦ Employs skilled people◦ Adequate resources are available◦ Controlled outputs are produced◦ Stakeholders are involved◦ The process is reviewed and evaluated for adherence
to requirements Processes are planned, documented, performed,
monitored, and controlled at the project level. Often reactive.
The managed process comes closer to achieving the specific objectives such as quality, cost, and schedule.
CMMISM
Organizational 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.
•04/07/23• •42
CMMISM
Organizational 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.
•04/07/23• •43
CMMISM
Organizational 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.
•04/07/23• •44
CMMISM
•Slide 45 of 146
Behaviors at the Five Levels
Initial
Managed
Defined
QuantitativelyManaged
Optimizing
Process is unpredictable,poorly controlled, and reactive
Process is characterized for projects and is oftenreactive
Process is characterizedfor the organization andis proactive
Process is measuredand controlled
Focus is on continuousquantitative improvement
Maturity LevelProcess Characteristics Behaviors
Focus on "fire prevention";improvement anticipated anddesired, and impacts assessed.
Greater sense of teamwork and inter-dependencies
Reliance on defined process. People understand, support and follow the process.
Over reliance on experience of goodpeople – when they go, the processgoes. “Heroics.”
Focus on "fire fighting";effectiveness low – frustration high.
CMMISM
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.
•04/07/23• •46
CMMISM
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.
•04/07/23• •47
CMMISM
•04/07/23• •48
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
CMMISM
•04/07/23• •49
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
CMMISM
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.
•04/07/23• •50
CMMISM
The 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.
•04/07/23• •51
CMMISM
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.
•04/07/23• •52
CMMISM
Generic practices for all maturity level 2 process areas:GP 2.1: Establish an Organizational PolicyEstablish and maintain an organizational policy for planning and performing the xxx process.GP 2.2: Plan the ProcessEstablish and maintain the plan for performing the xxx process.
•04/07/23• •53
CMMISM
GP 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.
•04/07/23• •54
CMMISM
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.
•04/07/23• •55
CMMISM
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.
•04/07/23• •56
CMMISM
•04/07/23• •57
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