CMMI Version 1.2 Basics


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CMMI Version 1.2

Basics


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History of CMMs

CMM v1.0 (Software) was the first to

be developed

Others were developed subsequently: SE CMM (Systems Engineering) CMM

Integrated Product Development CMM

SA (Software Acquisition) CMM

People CMM


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Why Integrate?

Adaptability to enterprise needs

designed for evolution to meet current

and future enterprise-wide process

improvement needs

can add new process areas, generic

improvement approach still applies


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CMMI - SE/ SW

Systems Engineering

Covers the development of total systems,which may or may not include software

Focus on transforming customer needs,expectations, and constraints intoproduct solutions and supporting thoseproduct solutions throughout the productlife cycle

Software Engineering

Covers the development of softwaresystems

Focus on applying systematic, disciplined,

and quantifiable approaches to thedevelopment, operation andmaintenance of software

CMMI - SE/SW covers both


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Why Use CMMI SE/SW?

Increased dependency between

systems engineering and software

engineering

Low maturity of the interfaces

between systems engineering and

software engineering


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Whats New in CMMI Ver 1.2


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CMMI Framework

Constellation: Collection of CMMI components that includes the

model, its training materials and appraisal-related documents for an

area of interest. CMMI models for development, services and

acquisition

Model for development provides amplifications for the systems

engineering, software engineering, and hardware engineering

disciplines

Additions used to expand constellations for specific additional

content - CMMI Dev has one such addition (CMMI - Dev + IPPD) (In

V1.1, IPPD was a discipline.)

Based on the initial efforts to maximize commonality among CMMI

models, 16 of the 22 process areas of CMMI-DEV comprise theprocess improvement core for the three areas of interest currently

being pursued: development, acquisition, and services.


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Concept of Constellations

Latest version of CMMI i.e. CMMI

ver 1.2 for Development was

launched in Aug06

Constellation: Collection of CMMI

components that includes the

model, its training materials and

appraisal-related documents for

an area of interest

Other constellations in making

Acquisition

Services


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Concept of Maturity

Software Process Maturity

Extent to which a specific process is explicitly defined, managed, measured,

controlled and effective

Implies a potential growth in capability and indicates both the richness of an

organizations software process and the consistency with which it is applied in

projects throughout the organization

Maturity Level

A well defined evolutionary plateau toward achieving a mature software process

Each level provides a layer in the foundation for continuous process improvement


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Staged Approach

Proven sequence of typical areas to

focus on for improvement

Permits comparison acrossorganizations - assessment results can

be summarized into a single rating

Easy migration from SW-CMMSM


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The Five Levels of Process

Maturity

Initial

(1)

Managed

(2)

Defined

(3)

QuantitativelyManaged

(4)

Optimizing

(5)

Software Engineering Institute

Process unpredictable,poorly controlled andreactive

Process characterized forprojects and is oftenreactive

Process characterizedfor the organizationand is proactive

Process measuredand controlled

ImprovemInstitutiond

ContinuousProcess

Improvement

QuantitativeManagement

ProcessStandardization

Basic ProjectManagement


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Level 1 Process Areas

There are no Process Areas at Level 1


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The Initial Level (1)

Environment not stable for developing and

maintaining systems

Inadequate management and engineering

practices

Ineffective planning

Reaction-driven commitment systems

Emphasis on development and testing during crisis

Success depends on having exceptional people

Unpredictable process capability

Unpredictable schedules, budgets, functionality,

and quality

Few stable processes


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Level 2 Process Areas

Focus is on enabling institutionalizing Project Management

Practices

Requirements Management

Project Planning

Project Monitoring and Control

Supplier Agreement Management

Measurement and Analysis

Process and Product Quality AssuranceConfiguration Management

Instilling basic

disciplineinto projectmanagementpractices.Each projectmay followtheir ownset of processes.


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The Managed Level (2)

Policies for managing projects

Planning and managing based on experience

Allows repeatability of successful practices

Specific processes implemented by the projectsmay differ

Realistic project commitments

Costs, schedules and functionality tracked

Requirements and work products are baselined

Standards defined and conformed to

Strong customer-supplier relationship with

subcontractors A measurement process is in place


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Level 3 Process Area

Focus is on developing technical/ engineering practices

integrating it with management practices and institutionalizing

it.

Requirements Development

Technical Solution

Product Integration

Verification

ValidationOrganizational Process Focus

Organizational Process Definition + IPPD

Organizational Training

Integrated Project Management + IPPD

Risk Management

Decision Analysis and Resolution

Developingengineeringpractices, integratingthem with managementpractices andstandardizingprocesses acrossthe organization


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The Defined Level (3)

Organization-wide standard processes

Effective engineering practices

Integration of engineering and management processes

Reuse of organizational learning

Process Engineering Group (PEG)

Organization-wide training program

Projects Defined Process

Good management insight into the technical progress on all

projects


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Focus is on quantitatively managing project and organization

wide performance

Organizational Process Performance

Quantitative Project Management

Quantitativelymanageorganizationalprocesses


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The Quantitatively Managed

Level (4)

Quantitative goals for projects and processes

Variation in process performance narrowed

Meaningful variations can be distinguished from random

variation

Products are of high quality

Projects are controlled quantitatively


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Focus is on continuously improving project and organizational

capability

Continuously

improve project

and

organizational

capability

through

innovations &

do root cause

analysis for

common causes

Organizational Innovation and

Deployment

Causal Analysis and Resolution


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The Optimizing Level (5)

Organization focused on process improvement

incremental advances in existing

processes

innovations using new technologies andmethods

Proactive identification of weaknesses to strengthen

processes

Goal of preventing occurrence of defects through error-cause

removal Cost-Benefit analyses of introducing new technologies and

proposed process changes


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Skipping Maturity Levels

Counter-productive

Each level builds a foundation for

succeeding levels Required leverage for implementing

processes effectively and efficiently

However, processes described at a

higher maturity level can be used


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Continuous Model

Allows you to select the order of

improvement that best meets your

organizations business objectives

Enables comparisons across andamong organizations on a process-

area-by-process-area basis

Provides an easy migration from

models with a continuous

representation to CMMI

Uses predefined sets of process

areas to define an improvementpath for an organization


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Structure of PA

No common

features


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