Overview of Cmmi and Software Process Improvement 1192632284170988 5

8/8/2019 Overview of Cmmi and Software Process Improvement 1192632284170988 5

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www.utpl.edu.ec www.espol.edu.ec 4 y 5 de octubre del 2007

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Herramientas de Mejorade Procesos de Sofware

Overview of CMMI and Software Process ImprovementEscuela Politcnica del Litoral

Universidad Tcnica Particular de Loja


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Overview of CMMI and

Software ProcessImprovement

Nelson PiedraUniversidad TcnicaParticular de Loja

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Agenda

Overview of SW CMM and CMMI IDEAL Framework for Continuous Process Improvement

Transition to CMMI L2: Several Considerations

Evolution of CMMI

IDEAL Experiences


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SW CMM and CMMI: KPAs and PAs Mapping


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SW CMM Structure

Maturity Levels

Key Process Areas

Common Features

Key Practices

ProcessCapability

Goals

Implementation orInstitutionalization

Activities orInfrastructure

Contain

Organized by

Contain

Describe

Address

Achieve

Indicate

Commitment to PerformAbility to PerformActivities Performed

Measurement and AnalysisVerifying Implementation

The Capability Maturity Model: Guidelines for Improvingthe Software Process, SEI, (1995), Addison-Wesley


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CMMI Model Components

Process Area

PurposeStatement

IntroductoryNotes

RelatedProcess Areas

Specific Goals Generic Goals

GenericPracticesSpecific

Practices

Typical

Work Products Sub-practices GenericPractice Elaborations

Required

Expected

Informative

CMMI: Guidelines for Process Integration and Product Improvement,Chrissis, M.B., Konrad, M., Shrum, S. (2003), Addison-Wesley


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CMMI Staged and Continuous Representations

Improving and Integrating, Phillips, M., SEPG 2003 Conference


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Maturity Levels and Capability Levels



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Cluster of PAs in CMMI Continuous Representation



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Cluster of PAs in CMMI Staged Representation



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Transition to CMMI: a Process Technology

CMMI is a process technology and needs to be treatedas such for introduction purposes

If you have been using the SW CMM as a base modelfor continuous improvement, many of the norms, beliefs,and values are similar to CMMI


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Transition to CMMI Level 2

As an organization moves towards Level 2 CMMI several issuesbegin changing in the Mangers/Practitioners world:

Understanding who the stakeholders are and reaching commonunderstanding on project scope and requirements

Negotiating changes with relevant stakeholders is based on impactanalysis

Managing using a measurement-focused approach and implementing

proactive project controls Using requirements as a fundamental basis for planning and control

Using risk management throughout the projects

Communicating becomes vital to maintain the process going

Identifying relevant stakeholders as the base for communication willexpand the scope of communication activities in the organization

Are you Prepared for CMMI? S. Garcia, SEPG 2003 Conference


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. . . Transition to CMMI Level 2

Senior Managers:

Focus on product requirements as the basis for planning

Ask early for information about risks

Make less commitments without adequate impact assessment

Discourage firefighting and encourage fire prevention behaviors

Have less dissatisfied customers

Have more visibility into ability to meet project schedules and budgets



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Program Managers:

Are more involved in understanding the system and softwarerequirements and their impact on the product

Higher visibility into project progress and risks

Less large and unmanageable tasks

Less ability to make un-negotiated commitments

Less ability of accepting changes in requirements without makingadequate impact analysis



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Practitioners:

Higher degree of direct requirements-based estimation using historicaldata

More information available earlier in the project

More focus on negotiating changes rather than blindly accepting

More impact analysis on changes

More information on how to get things done consistently Less overtime

Less daily corrective action meetings late in the project

Less firefighting



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IDEAL ExperiencesExperiences are providedfrom the perspective of

being part of a Corporate


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Initiation Experiences

It is important to identify someone in the organization that isgenuinely interested in continuous process improvement (CPI)

It is essential to have Senior Management support for establishing aCPI program in the organization

Performing an appraisal is just the beginning

It is very important to discuss the business goals that will drive theCPI program

Initial high-level training on CMMI may be required for participantsin CPI program

It is essential to establish a contact person or site coordinator tobegin planning

A readiness analysis of the organization and relevant stakeholders

is very important Initiation is not a one-time activity but a continuous activity of

taking the pulse of the organization

Document your experiences


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Diagnostic Experiences (as Lead Appraiser)

Establish good relationship with site coordinator

Site coordinator may divide responsibilities

Lead Appraiser must be proactive and forward thinking

Site coordinator - Appraisal team member and change agent

Develop a solid Appraisal Plan ahead of time

Be prepared to have at least 12 revisions of the Appraisal Plan Even the most robust final plan will change be prepared

Communicate often with stakeholders (sponsor, site coordinator)

Assemble the most competent Appraisal team you can

Learn all details of CMMI Model while preparing the interviewquestions


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. . . Diagnostic Experiences

The Lead Appraiser is responsible to ensure right timing of activities

Do not panic if things seem to be chaotic and out of control

Maintain your sense of humor during the appraisal activity

Be always positive and maintain the good spirit of the team

Enjoy the whole experience

Expect to encounter lagoons of concentration in team members and yourself

Continue to talk with appraisal team to ensure smooth flow

Reduce to the minimum reading questions during the interview session

Expect to work long hours

Make sure you meet with Senior Management to discuss final findings do notchange them ask for their support

Discuss organizations business goals

Name of change Agent and critical dates for PIP should be established beforefinal findings presentation to personnel

Rehearse final findings presentation and stick to it when presenting

Have a wrap-up session with the Appraisal Team and document experiences


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Establishing Experiences

Use organization business goals, final findings and CMMI Model todevelop a prioritized process improvement plan (PIP)

Work closely with Change Agent and Senior Management todevelop a realistic PIP

Make sure deadlines for approval of PIP are met

Involve relevant stakeholders during the creation of the plan toestablish teams

Use your Measurement and Analysis Process Area to define metricsfor key processes

Set a date for a new appraisal in the PIP

Continuously document your experiences


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Acting Experiences

Establish a close relationship with Change Agent to ensure there isa good communication

Coach your Change Agent to act at a higher level of maturity thanthe organization

Make sure Change Agent feels as owner of PIP

Change Agent will become the focal point for the creation of theEPG

Continuously monitor the organization readiness to the CPI program

Continuously fine-tune organization dynamics to enhance readinessfor CPI program

Bring value to your organization and Change Agent

Continuously document events during Acting phase


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Leveraging Experiences

Use your metric program and CPI phases phasedocumentation to analyze lessons

Set up meeting with relevant stakeholders to analyze theefficiency of CPI approach

Identify changes to enhance process and plan next

improvement cycle


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Universidad Tcnica Particular de LojaEscuela de Ciencias de la Computacin

Nelson Piedrahttp://nopiedra.wordpress.com

[email protected]

www.utpl.edu.ec www.espol.edu.ec 4 y 5 de octubre del 2007

C bnla

Overview of Cmmi and Software Process Improvement 1192632284170988 5

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