CMMI Training Products - A Product Line Approachirus/spin/flyers/99/prese… · PPT file · Web...

CMMI 1

The CMM Integration Project

Dr. Jack R. Ferguson Dr. Rick HefnerCMMI Project Manager Assessment Team Co-Lead

CMMI 2

Objectives

• Present the background and current status of the CMM Integration Project

• Discuss structure and sample content of the new maturity models

• Discuss timeline for public release of the models and pilot assessments

• Discuss transition from the current maturity models and assessment methods

CMMI 3

Agenda

• Introduction Dr. Jack Ferguson (SEI)• Background• Design Approach

• Comparison to SW-CMM v1.1 Dr. Rick Hefner (TRW)• Comparison to EIA IS 731 (SECM)

• Assessment Methodology

• Comment Process Dr. Jack Ferguson (SEI)• Transition Process• Discussion

CMMI 4

Background Dr. Jack Ferguson

Objectives

• Review project objectives

• Review key requirements and source material

• Discuss CMMI project team

• Compare and contrast current maturity models– CMM for Software, SECM, IPD-CMM– Staged, continuous

CMMI 5

What are Capability Maturity Models?

• Organized collections of best practices

• Based on work by Crosby, Deming, Juran, Humphrey...

• Systematic ordered approach to process improvement.

• Means of measuring organizational maturity.

• Have proven to bring significant return on investment in productivity and quality.

CMMI 6

How are CMMs used?

• Process Improvement

• Process Definition• Competency

Assessment

• Risk Management

• Communication

CMMI 7

The Current Situation - every silver lining has a dark cloud

• Explosion of CMMs and CMM-like models

• Multiple models within an organization

• Multiple assessments

• Multiple training

• Multiple expenses

CMMI 8

SW-CMM

Also see www.software.org/quagmire

The Frameworks QuagmireThe Frameworks QuagmireMIL-Q -9858

Trillium Baldrige

IEEE Stds. 730,828829, 830,1012,1016

1028,1058,1063ISO 15504*(SPICE)

People CMM

IPD-CMM*

DODIPPD

SECAMAF IPD Guide

SDCCR

SCE

NATO AQAP1,4,9

BS5750

MIL-STD-498

DOD-STD -2167A

DOD-STD -7935A

MIL-STD-499B*

ISO/IEC12207

IEEE1220 ISO 10011

SDCE

SE-CMM SECM*(EIA/IS 731)

EIA/IS632

ISO 9000Series

EIA/IEEEJ-STD-016

IEEE/EIA12207

EIA 632*

MIL-STD-1679

IEEE 1074

TickITSSE-CMM

ISO 15288*

EQA

* Not yet released

CMMI*

PSP

SA-CMM

Q9000

DOD-STD-2168

quag14d: 5 June 1998

FAA-iCMM

DO-178B

SW-CMM

Courtesy Sarah Sheard, SPC

CMMI 9

Why is This a Problem?

• Similar process improvement concepts, but...– Different model representations (e.g. staged,

continuous, questionnaire, hybrid)– Different terminology– Different content– Different conclusions– Different appraisal methods

CMMI 10

Improvement in any discipline is a function of performing: – Implementing practices that reflect the

fundamentals of a particular topic (e.g. configuration management)

– Institutionalizing practices that lead to sustainment and improvement of an implementation

The Common Basis for Model-Based Process Improvement

CMMI 11

All CMMI source models contain:

• Implementing practices grouped by affinity

• Institutionalizing practices that vary from model to model, however all models specify levels that describe increasing capability to perform

CMMI 12

Initial (1)

Managed (2)

Defined (3)

QuantitativelyManaged (4)

Optimizing (5)

Disciplined process

Standard, consistent process

Predictable

process

Continuously

improving

process

Not performed (0)

(performed)

(planned and tracked)

(standard)

(measured)

Improvement Levels

CMMI 13

The CMMI Project

• DoD sponsored

• Collaborative endeavor– Industry– Government– Academia

• Over 100 people involved

CMMI 14

CMM Integration Project

Project Manager J. Ferguson

Chief ArchitectR. Bate

Steering GroupStakeholder/Reviewers Co-Chairs

P. Babel / B. Rassa

Reqmts. IPT

Architecture IPT

PA Author Groups

TrainingMeth.IPT

Assessment Meth. IPT

Coordinating IPTTeam leads

Product Development Team

IPPD IPT

Usability Team Lotus Notes Team

Editors (CCB)

Pilot Planning

CMMI 15

The CMMI Development Team

• U.S. Air Force

• U.S. Navy

• Federal Aviation Administration

• National Security Agency

• Software Engineering Institute (SEI)

• ADP, Inc.• Boeing• Computer Sciences Corp.

• Ericsson Canada• General Dynamics• Honeywell• Litton• Lockheed Martin• Northrop Grumman• Pacific Bell• Raytheon• Rockwell Collins• Thomson CSF• TRW

CMMI 16

• Integrate the models, eliminate inconsistencies, reduce duplication

• Reduce the cost of implementing model-based process improvement

• Increase clarity and understanding – Common terminology– Consistent style– Uniform construction rules– Common components

• Assure consistency with ISO 15504• Be sensitive to impact on legacy efforts

CMMI Design Goals

CMMI 17

Benefits• Efficient, effective assessment and improvement

across multiple process disciplines in an organization

• Reduced training and assessment costs

• A common, integrated vision of improvement for all elements of an organization

• A means of representing new discipline-specific information in a standard, proven process improvement context

CMMI 18

The Challenge

• Extract the common or best features from the source models

• Provide users the ability to produce single- or multiple-discipline models, both continuous and staged, tailored to their organizational needs.

• Provide users the ability to assess and train based on these models.

CMMI 19

CMMI Source Models

• Capability Maturity Model for Software V2, draft C (SW-CMM V2C)

• EIA Interim Standard 731, System Engineering Capability Model (SECM)

• Integrated Product Development Capability Maturity Model, draft V0.98 (IPD-CMM)

CMMI 20

Staged Representations

• Key Process Areas are grouped in the stages (levels) from 2 to 5

• A Key Process Area contains specific practices (activities) to achieve the purpose of the process area.

• For a Key Process Area at a given stage, institutionalization practices are integral to the process area.

CMMI 21

Staged Model

1 Initial Competent people and heroics

Org Improvement DeploymentOrg Process and Tech InnovationDefect Prevention

5 Optimizing

4 Quantitatively

Managed

3 Defined

2 Repeatable

Continuous process improvement

Quantitativemanagement

ProcessStandardization

Organization Process PerformanceStatistical Process ManagementOrg Software Asset CommonalityPeer ReviewsProject Interface CoordinationSoftware Product EngineeringOrganization Training ProgramOrganization Process DefinitionOrganization Process Focus

Level Focus Key Process Areas

BasicProjectManagement

Software Configuration ManagementSoftware Quality AssuranceSoftware Acquisition ManagementSoftware Project ControlSoftware Project PlanningRequirements Management

CMMI 22

Continuous Representations

• A process area contains specific practices to achieve the purpose of the process area.

• Generic practices are grouped in Capability Levels

• Generic practices are added to the specific practices of each process area to attain a capability level for the process area.

• The order in which Process Areas are addressed can follow a recommended staging.

CMMI 23

CL5 GPGPGP

CL4 GPGPGP

CL3 GPGPGPGPGP

CL2 GPGPGPGPGP

Implemented NI NA NRProcess Area NE RQ OS TR PM KM QA VS … SR FD IN

PA - Process AreaCLn - Capability Level n institutionalized (Level n GPs satisfied for PA)

GP - Generic PracticeImp - Implemented Base PracticesNI - Not ImplementedNA - Not ApplicableNR - Not Rated

Continuous Model

CMMI 24

Source Model Terminology

SW-CMMV2C

EIA IS 731SECM

IPD-CMMV0.98

Staged Continuous HybridMaturity Levels Capability Levels

CategoriesMaturity andCapability Levels

Key Process Areas Focus Areas Process AreasKey Process AreaGoals

Themes Capability andProcess Area Goals

Activities CommonFeature

Specific Practices Base Practices

Common Features Generic Practices Generic PracticesAdvanced PracticesGeneric Attributes(process effective-ness, product value)

CBA IPI Method SECM AppraisalMethod

CMMI 25

Assessment Methods

• CBA IPI Method

– Rating of goals– Single digit rating– Full goal satisfaction– More strict data

validation requirement

• SECM Assessment Method– Rating of practices– Granularity options– Partial credit options– Less strict data


Both methods use the same basic set of activities

CMMI 26

The CMMI Challenge

• Integrate three source models that have many differences

• Provide consistency with ISO 15504

• Maintain support from user communities

• Develop framework to allow growth to other disciplines

CMMI 27

Design Approach

Objectives

• Review design goals

• Discuss framework of CMMI models

• Describe CMMI terminology and components

• Outline CMMI products

• Discuss CMMI Schedule and current issues

CMMI 28

The CMMI SolutionA Product Line Approach

CMMIProduct Suite

CMMI-SW

CMMI-SE

CMMI-SE/SW

CMMI-SE/SW/

IPPD

...

SW SE

IPPD

Assess

Training

...Industry

SEI

Government

•Team of Teams •Modeling and Discipline Experts

•Collaborative Process

CMMI 29

The CMMI Product Line

The CMMI product line is a product suite sharing a common, managed set of features that satisfy specific needs of a selected domain.

Domain

Architecture

Components

pertain to

share an

are built from

is satisfied by

guides development ofProducts

CMMI 30

Input•Commoncontent•Discipline content•Criteria forcontent

Transform•Rules forgeneratingproducts-Model-Assessment-Training

Framework

Repository

Output•Integrated model(s)•Assessment method(s)•Training materials

CMMI Product Suite

CMMI 31

Framework

• Components

• Construction rules

• Conceptual architecture

CMMI 32

Shared (Discipline X+Y)Discipline Y

The CMMI FrameworkFramework General•Glossary•Development Standards and Guidelines•Document Templates•Assessment Methodology•Framework Training Materials

Process Management Core (PMC)PMC Generic Practices/TemplatesPMC Process AreasPMC Assessment MaterialPMC Model Training MaterialPMC Assessment Training Material

Integration Core (IC)IPPD EnvironmentIC Generic Practices/TemplatesIC Process AreasIC Assessment MaterialIC Model Training MaterialIC Assessment Training Material

Discipline X (DX)

DX Amplifications DX Process AreasDX Assessment MaterialDX Model Training MaterialDX Assessment Training Material

+

OutputModelsAssessment MethodsModel Training MaterialsAssessment Training Materials

CMMI 33

CMMI TerminologyCMMI Models contain institutionalization (Generic) and

implementation (Specific) parts:• Front matter• Process Areas that contain:

– Generic and Specific Goals– Generic and Specific Practices

(in Common Features in staged representation)– Subpractices– Notes– Discipline-specific amplifications

• Glossary and tailoring guidelines

Informative

Expected

Required

CMMI 34

CMMI V0.2 Process Areas - 1 Maturity Level 2

Process Management Core Engineering Shared (SE & SW)

• Project Planning Requirements Management

• Project Monitoring and Control

• Configuration Management

• Process & Product Quality Assurance

• Supplier Agreement Management

• Data Management

• Measurement & Analysis

CMMI 35

CMMI V0.2 Process Areas - 2 Maturity Level 3

Process Management Core

• Organizational Process Focus

• Organizational Process Definition

• Organizational Training

• Integrated Project Management

• Risk Management

• Decision Analysis & Resolution

Engineering Shared (SE & SW)

• Customer & Product Requirements

• Technical Solution

• Product Integration

• Product Verification

• Validation

CMMI 36

CMMI V0.2 Process Areas - 3Maturity Levels 4 & 5

Process Management Core

• Quantitative Management of Quality and Process

• Organizational Process Performance

• Causal Analysis and Resolution

• Organizational Process Technology Innovation

• Process Innovation Deployment

CMMI 37

CMMI Products

• CMMI Models

• Assessment Material

• Training Material

• Model Developer Material

CMMI 38

CMMI Models

• Staged and Continuous (with equivalent staging) versions of:– Software Engineering– Systems Engineering– Systems Engineering + Software– Systems Engineering + Software with IPPD

• Tailoring Guidance

CMMI 39

Assessment Material

• Assessment requirements

• Assessment methodology

• Assessment data collection methods and tools (e.g., questionnaires, interviews)

• Assessment Team qualifications

CMMI 40

Training Material

• Model Training

• Assessment Training– Team Training– Lead Assessor Training

CMMI 41

Model Developer Material

• Glossary

• Framework and model content criteria

• Framework Training

CMMI 42

CMMI Schedule

• August 31, 1999 Release CMMI-SE/SW V0.2 for public review.

• Nov 30, 1999 Release CMMI-SE/SW/IPPD for public review

• Nov 1999-May 2000 Pilot assessments

• Jun-Aug 2000 Publish models V1.0

CMMI 43

Issues Concerning Initial CMMI Drafts

• Size of model

• Complexity of model

• “Normative” model

• Goals and Themes

• Order of process areas

• ISO Consistency

• Equivalence between staged and continuous representations– “Advanced” practices– Process area boundaries– Generic practices

CMMI team received 4000+ change requests from reviewers

CMMI 44

CMMI-SE/SW compared to SW-CMM v1.1

Dr. Rick Hefner

Objectives

• Philosophy

• Model Component Comparison

• Process Area Comparison

• Common Features Comparison

CMMI 45

Philosophy - 1

• SEI had completed updates to the SW-CMM when the CMMI project was started– SW-CMM v2 Draft C was used as the source

model for CMMI– Adapted for compatibility with SE

• Most of the community is currently using SW-CMM v1.1– Detailed traceability matrices are being developed

CMMI 46

Philosophy - 2

• CMMI- SE/SW staged representation is similar to SW-CMM v1.1– Maturity Levels composed of Process Areas– Goals are required; implemented & institutionalized– Key practices are expected; alternative practices are

acceptable if effective at meeting the goals– All else is informative

• CMMI- SE/SW continuous representation reflects the same info in a SPICE-like structure

CMMI 47

Process Area Key Process Area

CMMI Models SW CMM

Generic Goal Planning Goal sometimes used v1.1, Institutionalization Goal in 2.0

Specific Goal KPA Goal

Generic Practice Key practices from institutionalization common features

Specific Practice Key Practice from Activities Performed Common Features

Subpractice Subpractice

Maturity Level Maturity Level

Capability Level NoneNotes Explanatory Material

Work Products Examples

“For Software Engineering” Examples and explanatory materiel

Model Component Comparison

CMMI 48

SW-CMM v1.1 CMMIDefect prevention Causal Analysis and ResolutionTechnology change mgmt Org. Process Technology InnovationProcess change mgmt Process Innovation Deployment

Quantitative process mgmt Org. Process PerformanceSoftware quality mgmt Quantitative Mgmt of Quality & Process

Organization process focus Organization process focus Organization process definition Organization process definitionTraining program Organizational trainingIntegrated software mgmt Integrated project management

Risk ManagementSoftware product engr Customer and Product Reqmts

Technical SolutionProduct Integration

Intergroup coordination Product VerificationPeer reviews Validation

Decision Analysis and Resolution

Requirements management Requirements managementSoftware project planning Project planningSoftware project tracking & oversight Project Monitoring and ControlSoftware subcontract mgmt Supplier Agreement ManagementSoftware quality assurance Product & Process Quality Assurance Software configuration mgmt Configuration Management

Data ManagementMeasurement and Analysis

LEVEL 5OPTIMIZING

LEVEL 4MANAGED

LEVEL 3DEFINED

LEVEL 2REPEATABLE

Software Product EngineeringSW-CMM v1.1 Activities

1 Appropriate software engineering methods and tools are integrated into the project's defined software process.

2 The software requirements are developed, maintained, documented, and verified by systematically analyzing the allocated requirements according to the project's defined software process.

3 The software design is developed, maintained, documented, and verified, according to the project's defined software process, to accommodate the software requirements and to form the framework for coding.

4 The software code is developed, maintained, documented, and verified, according to the project's defined software process, to implement the software requirements and software design.

5 Software testing is performed according to the project's defined software process.

Customer and Product Req PA

Technical Solution PA

Technical Solution PA

Product Verification PA

Software Product EngineeringSW-CMM v1.1 Activities (continued)

6 Integration testing of the software is planned and performed according to the project's defined software process.

7 System and acceptance testing of the software are planned and performed to demonstrate that the software satisfies its requirements.

8 The documentation that will be used to operate and maintain the software is developed and maintained according to the project's defined software process.

9 Data on defects identified in peer reviews and testing are collected and analyzed according to the project's defined software process.

10Consistency is maintained across software work products, including the software plans, process descriptions, allocated requirements, software requirements, software design, code, test plans, and test procedures.

Product Integration PA

Product Verification PA

CMMI 50

CMMI 51

Common Feature Comparison

Handled by the Measurement and Analysis PA

CMMI 52

Conclusions

• Organizations using SW-CMM v1.1 should be able to smoothly transition to CMMI– Measurement and Analysis & Data Mgmt at L2– Risk Management & Decision Analysis and

Resolution at L3– Expansion of Software Product Engineering– Configuration Management for all Process Areas

CMMI 53

Comparing CMMI-SE/SW to EIA IS 731-SECM

Objectives

• Philosophy

• Process Area Comparison

• Planned IPPD Extensions

CMMI 54

Philosophy - 1

• EIA 731 was created as a merger of the SE-CMM and INCOSE SECM models– Used as a source model for CMMI

• CMMI-SE/SW merges software ideas– Staged representation of SE available– Continuous representation with “equivalent

staging”

CMMI 56

Project Planning (PM)Project Monitoring and Control (PM)Configuration Management (PM)Product and Process Quality Assurance (PM)Supplier Agreement Management (PM)Data Management (PM)Measurement and Analysis (PM)Requirements Management (Eng)

Organizational Process Focus (PM)Organizational Process Definition (PM)Organizational Training (PM)Integrated Project Management (PM)Risk Management (PM) Decision Analysis and Resolution (PM)Customer and Product Requirements (Eng)Technical Solution (Eng) Product Integration (Eng)Product Verification (Eng) Validation (Eng)

Quantitative Mgmt of Quality and Process (PM)Organizational Process Performance (PM)

Causal Analysis and Resolution (PM)Org Process Technology Innovation (PM)Process Innovation Deployment (PM)

EIA 731 Focus Areas - 1

• Technical Focus Areas– Define Stakeholder and

System Level Requirements– Define Technical Problem– Define Solution– Assess and Select– Integrate System– Verify System– Validate System

CMMI 57


• Management Focus Areas– Plan and Organize– Monitor and Control– Integrate Disciplines– Coordinate with Suppliers– Manage Risk– Manage Data– Manage Configurations– Ensure Quality





CMMI 58


• Environment Focus Areas– Define and Improve the

Systems Engineering Process– Manage Competency– Manage Technology– Manage Systems

Engineering Support Environment



Quantitative Mgmt of Quality and Process (PM)Organizational Process Capability (PM)


CMMI 59





What’s New?• Not a EIA 731 Focus Area

(but in the content) – Causal Analysis and Resolution– Process Innovation Deployment– Quantitative Process and

Quality Mgmt– Organizational Process

Performance

CMMI 60

Conclusions

• EIA 731 users should be able to smoothly transition to the CMMI-SE/SW model– Continuous representation (+ “equivalent” staged

representation)– Some lower level differences

• Integrated Product and Process Development (IPPD) will be added– Based on IPPD-CMM practices

CMMI 61

Assessment MethodologyDr. Rick Hefner (TRW)

Assessment Methodology Team Co-lead

Objectives

• Assessment approach

• Assessment Requirements for CMMI (ARC)

• SCAMPI assessment method

• Lead Assessor program, transition plan

CMMI 62

Assessment Methods

• CBA IPI Method– Rating of goals– Single digit rating– Full goal satisfaction– More strict data


• SECM Method– Rating of practices– Granularity options– Partial credit options– Less strict data


Essentially the same activities in the two methods

CMMI 63

Assessment Requirements for CMMI (ARC)

• Similar to the current CMM Appraisal Framework (CAF) V1.0– Specifies the minimum

requirements for full, comprehensive assessment methods, e.g., SCAMPI

• Other assessment methods may be defined for situations not requiring a comprehensive assessment– initial assessment, quick-look, process improvement monitoring,

etc.

CMMI 64

Standard CMMI Assessment Method for Process Improvement (SCAMPI)

• Similar to CBA IPI method

• Led by authorized Lead Assessor

• Tailorable to organization and model scope

• Artifacts:– SCAMPI Method description document– Maturity questionnaire, work aids, templates

• Current activities– Merger of SECM appraisal method features

CMMI 65

CMMI Lead Assessor Program

• Similar to existing SEI Lead Assessorand Lead Evaluator programs

• Grandfather current Lead Assessors

• Under consideration– Delineate by discipline, e.g., SW Lead Assessors, SE Lead

Assessors?– Details of transition process for current Lead Assessors and

other assessment leaders– Required training in CMMI models

CMMI 66

Comment ProcessDr. Jack Ferguson

• Release CMMI-SE/SW v0.2 August 31– Available at http://www.sei.cmu.edu– Public comments due November 30

• Release CMMI-SE/SW/IPPD November 30– Comments due February 28

• Hold Focus Group discussions– SEI Transition– Assessors for both communities– SPINs

CMMI 67

• Nine initial assessments (desired)– Supported by 3 Product Development Team (PDT) members,– Covering all CMMI models, staged and continuous representations– Nine organizations (4 DoD & 5 industry) volunteered to participate

• 1 - CMMI SE/SW with IPPD, staged or continuous representation• 4 - CMMI SE/SW, staged representation• 2 - CMMI SE/SW, continuous representation• 1 - CMMI SE, continuous representation• 1 - CMMI SW, staged representation

• Product Development Team (PDT) member roles– CMMI Product Suite Training– Coaching and structured observation

• Structured feedback from assessment participants– Assessors and Sponsors, and– Participating organization members

Pilot Assessments

CMMI 68Development Phase

Transition Phase

Sustainment Phase

CMMI Transition Plan• Development Phase

– Development of CMMI products– Verification and Validation of CMMI products

• Transition Phase– Approval of a CMMI Product for public release– Evidence of sufficient use– Transition planning to help organizations use CMMI products

• Sustainment Phase– Upkeep & continuous improvement of the product suite– Additional evidence of adoption and use

CMMI 69

Transitioning to Use of CMMI

• Understand how models are used:– Steps to enterprise-wide process improvement

• Apply Lessons Learned in transitioning from single-discipline models– Federal Aviation Administration’s experiences with

iCMM– US Air Force experiences with transitioning between

models– Others...

CMMI 70

MetricsCapture

ActivityBased

Costing

ProcessLevel

Evolution

ProjectManagement Simulation

Section name Section name Section name Section name

Org name

1. Vision, Goals, Buy-in

USED AT: AUTHOR: Joel Van Berkum DATE:

RE V:P ROJECT: MWSS S SOFTWARE PROCE SS

9/23/98

10/23/98

NOTES: 1 2 3 4 5 6 7 8 9 10

WORKING

DRAFT

RECOMME NDE D

PUB LICATION

READE R DATE CONTEXT:

2

NODE : TITLE: NUMBER:APPROVE VCN2.3

2.3.1

GE T DRAFT VCNAP PROVAL

2.3.2

REVIE WCCB PACKAGE

2.3.3

DRY-RUNCCB

2.3.4

MODIFY CCB

S LIDE S

2.3.5

RE VIEW

CCBPACKAGE

2.3.6

REVIEW VCNB Y CCB

CCBpackage

CCB VCNapproval

Draft of VCNstaff sum m arysheet

Final CCB package

SSM

P roposedCCB agenda

Conditionallyapproved CCBpackage

Delayed CCB

package

DisapprovedCCB

package

Draft VCN approval

P MCustom er

CCBm inutes

Final CCBagenda

Personnel

Configuration

Managem ent

Configuration Managem ent

Delayed CCB package

ApprovedCCBpackage

4. Process Transformation From Process,

all good things flow!

USE D AT: AUTHOR: Joel Van Berkum DATE :

RE V:P ROJECT: MWS SS S OFTWARE P ROCES S

9/18/98

11/2/98

NOTE S: 1 2 3 4 5 6 7 8 9 10

WORK ING

DRAFT

RECOMMENDED

P UB LICATION

READER DATE CONTE XT:

-0

NODE: TITLE: NUMBE R:MAINTAIN AIR FORCE SPACE COMMANDSENSOR SOFTWARE0

1

PROCE SS RCP

PHASE 1

2

PLAN, COORDINATEAND AP PROVE A

MAINTENANCESOFTWARE P ROJE CT

PACKAGEPHAS E 2

3

P UT THE MAINTENANCE

SOFTWARE PROJE CTON CONTRACT

PHAS E 3

4

MANAGE THE

EXECUTION OFTHE MAINTE NANCE

SOFTWARE PROJE CTPHASE 4

5

CLOS EOUT THE MAINTENANCE

SOFTWARE PROJE CTPHASE 5

RCPValidatedRCP

Personnel

Operational acceptance m essage

CCB VCNapproval

CAT2 Defic iencies

AwardedContract

ContractorReports

Rejectedcontractor costproposal

MWS SS OI 21-7

Distributedsignedprojectcloseoutreport

Final CCB package2. Process Capture

Organization Processes

US ED AT: AUTHOR: Joel Van B erkum DATE:

REV:P ROJECT: MWS SS SOFTWARE PROCE SS

10/21/98

10/22/98

NOTES : 1 2 3 4 5 6 7 8 9 10

WORKING

DRAFT

RECOMMENDE D

P UBLICATION

READE R DATE CONTEXT:

2

NODE: TITLE: NUMB ER:PLAN PROJECT2.1

2.1.1

PERFORM VCNANALYS IS

2.1.2

CONSULT WITHSOFTWARE IP T

2.1.3

PREPARECCB

PACKAGE

2.1.4

P REP ARE ACQUIS ITIONSTRATE GY B RIE FING

2.1.5

CONDUCT ACQUISITION

S TRATE GY

2.1.6

PREPARE AND COORDINATE

DRAFT VCN

OASB m inutes

Sensor IPT

21ST SW21-10401

OARB m inutes

Release Fac tors

CCB package templateValidatedRCP

Draft VCN

DelayedCCBpackage

Mystic Algorithm s

CCB package

Acquisitionstrategy briefing

Inform al assessm entof Release Fac tors

Approvedacquisitionstrategy

Validated RCP

Rejectedcontractorcostproposal

3. Gap Analysis Best Practices

Steps to Enterprise-wide Organizational Maturity

CMMI 71

Improved Processes

CMMI Benefits

• CMMI product users can expect to:– Efficiently and effectively improve and assess

multiple disciplines across their organization– Reduce costs (including training) associated

with improving and assessing processes– Deploy a common, integrated vision of

process improvement that can be used as a basis for enterprise-wide process improvement efforts.

CMMI 72

• CMMI team is working to assure the CMMI Product Suite addresses needs of software and systems engineering communities of practice

• Use of an integrated model to guide enterprise process improvement promises to be one of the more sustainable & profitable initiatives that any organization might pursue

The promise...

CMMI 73

Discussion

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