Process Improvement with CMMI and ISO Standardsupstartsystems.com/Portals/1/Meetings/DC SPIN...

53
3 December 2008 1 Process Improvement with CMMI and ISO Standards DC SPIN December 2008 Boris Mutafelija Harvey Stromberg

Transcript of Process Improvement with CMMI and ISO Standardsupstartsystems.com/Portals/1/Meetings/DC SPIN...

Page 1: Process Improvement with CMMI and ISO Standardsupstartsystems.com/Portals/1/Meetings/DC SPIN December 2008.pdf · Process Improvement with CMMI and ISO Standards DC SPIN December

3 December 2008 1

Process Improvement with CMMI and ISO Standards

DC SPINDecember 2008

Boris MutafelijaHarvey Stromberg

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Agenda• Reasons for using multiple frameworks• Mapping concepts• ISO standard -to- CMMI mapping

examples• Multiple ISO standard -to- CMMI maps • Derived ISO standard -to- ISO standard

map• Appraisal Challenges

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Motivation• Growing interest in multiple frameworks

ISO registration is often requiredCMMI maturity levels are often requiredFramework usefulness is reduced when used beyond its original scope

• We’ll explore:Framework synergyUsing maps to develop a process architecture and collect objective evidenceMapping pitfalls

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Some Big Questions• Which standard should be selected?• What if more than one standard seems to fit the

company’s needs?• What if no single standard addresses all needs?• What should be done when some standards

address our business needs but others are required by customers?

• If multiple standards are selected, should any one of them be chosen as the primary driver for process definition and improvement?

• Is it possible to develop an effective and efficient process architecture that is based on multiple standards?

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Widely Used Standards• ISO 9001:2000, for quality management

ISO 90003, for applying ISO 9001 to software

• CMMI v1.2, for systems and software engineering

• ISO 20000:2005, for information technology service management

• ISO 15288:2008, for systems engineering life cycle processes

• ISO 12207:2008, for software life cycle processes

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Framework Domains Considered

ISO 20000: IT service management

CMMI: Systems & Software Engineering

ISO 12207: Software Engineering

ISO 15288: SystemsEngineering

ISO 9001: Quality Management

We take a CMMI-Centric approach to

mapping

We take a CMMI-Centric approach to

mapping

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Advantages of Multiple Frameworks• Complementary strengths of frameworks can be

exploited• Coverage of each area is more complete• A holistic view is provided• A single point of view is avoided and more creative

thinking is supported• Religious wars over favorite standards are avoided• A larger selection of tools and techniques is enabled

by different perspectives• Time and resources are more efficiently used through

integration than by addressing frameworks separately

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Disadvantages of Multiple Frameworks• Users of multiple models must understand the

goals, benefits, and technical details of each model• The connections, similarities, and differences

among models must be understood• Schedules for framework changes are

uncoordinated and asynchronous• Organizational processes must change in

response to framework changes• Practitioners may resist adopting multiple models• Management may see models as competing or

may be interested in limiting support to a small number of models

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Issues When Using Multiple Frameworks• Process granularity

Uneven detail

• Developed independentlyISO committees vs. the SEI

• Different style and vocabularyUse of “shall” statementsTerminology targets specific domain

• Different appraisal methodsCertification/registration vs. SCAMPI

• OverlapsSimilar topics but different treatments (e.g., CM, Project Management)

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Framework Size (pages)

0

100

200

300

400

500

600

CMMI ISO 12207

ISO 15288

ISO 9001

ISO 20000

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Process Improvement Principles• Whether one framework or many,

organizations need to understand:Business goals and objectivesThe current baseline(s)The improvement target(s)Which changes are the most important

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Change Management Approach

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Framework Relationships• Framework “A” approach almost always

differs from the framework “B” approachArchitectureVocabularyGranularityDecompositionComponent relationships

• Many-to-many relationships among frameworks

• Varying relationship strengths

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ISO 4.4.3(Continual Improvement

OPF SP 1.1 SP 1.2 SP 1.3 SP 2.1 SP 2.3 SP 2.4

OPD GP 2.8OPD SP 1.1 (Std. Process)

MA SP 2.1MA SP 2.2

OID

ISO 3.2(Documentation)

ISO 4.4.2(Mgmt improvements)

ISO 7.3(Supplier Mgmt)

ISO 10.1(Release mgmt)

OPF GPs

SP 2.2

Mapping Example: ISO 20000 and CMMI

Appraise Org.

Processes

Monitor and Control Process

Identify and plan

improvements

Monitoring and controlling

improvements

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Our Mapping Method1

Select and Study a

Framework

2Create

Requirements Spreadsheet

3Map CMMI SPs

and GPs to “Shall”

statements4

Create the “inverse” map

6Review

7 Final Cleanup

5Create

Relationship Matrix

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Mapping Confidence Factors

Mapping Confidence Description Comment

0 No map

30 Weak The statement in the ISO standard does not clearly correspond to any CMMI practices, but the ISO statement can be interpreted and implemented using CMMI process area components

60 Medium The match is not complete, but with some interpretation CMMI may satisfy the ISO requirement

100 Strong There is a strong relationship between the ISO requirement and the CMMI practice

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Mapping Example: ISO 9001:2000-to-CMMI

ISO 9001:2000 Requirement Keywords

CMMI PAs

CMMI Practices Conf Comment

5 Management responsibility

5.1 Management commitmentCommunicate importance All PAs GP 2.1 60Quality policy All PAs GP 2.1 60Quality objectives All PAs GP 2.10 100 This addresses

evidence of commitment. Specific objectives are addressed in section 5.4.1

Management review All PAs GP 2.10 100Resource availability All PAs GP 2.3 100

5.2 Customer focusDetermine customer requirements

RDRDREQMREQM

GP 2.1GP 2.10GP 2.1GP 2.10

100100100100

CMMI does not focus on enhancing customer satisfaction

5.3 Quality policyTop management quality policy responsibility

Continual improvement of

process effectiveness

Establishing Quality Policy

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Mapping Example: ISO 20000:2005-to-CMMI

6.3 Service continuity and availability management

Continuity and availability are not explicitly addressed in CMMI

Determine availability and service continuity requirements

RD SP 1.2 30

Include access rights and response times

RD RD

SP 2.1 SP 2.2

30 30

Review availability and service continuity plans annually

0

Maintain availability and service continuity plans

0

Retest availability and service continuity plans

0

Assess impact of change CM CM

SP 2.1 SP 2.2

30 30

Availability & Service Continuity

not in CMMI

Impact of change on availability and service continuity

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Relationship MatrixISO xxxx:yyyy

CMMI Sect

ion

4

Subs

ectio

n 4.

1

Sha

ll st

mnt

#1

Sha

ll st

mnt

#2

Sha

ll st

mnt

#3

Sha

ll st

mnt

#4

Sha

ll st

mnt

#5

Sect

ion

5

Subs

ectio

n 5.

1

Sha

ll st

mnt

#1

Sha

ll st

mnt

#2

Sha

ll st

mnt

#3

Sha

ll st

mnt

#4

Sha

ll st

mnt

#5

PA xSP 1.1 x x xSP 1.2 x

GP 2.1 x x xGP 2.2 x x

PA ySP 1.1 x x x x xSP 1.2 x

GP 2.1GP 2.2 x x

Helps visualize and understand

relationships

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Requirement A

Requirement B

Requirement C

Requirement D

Requirement E

SP x

PA M

GP y

PA N

ISO StandardCMMI

Maintaining Consistent Maps Is Difficult

Preserving PA-GP

relationships

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Some Mapping Examples

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ISO 9001:2000 - CMMI Map

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ISO 9001- CMMI Mapping Summary • Several PAs have very strong maps,

localized to a selected set of ISO requirements

• Some PAs have very sparse mapsRelationships between PA practices and ISO requirements are scattered over many instances

• One ISO 9001 requirement, 7.5.4, Customer property, did not map to any CMMI practices

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SPs with no Mapping to ISO 9001

Few Standards map to these

practices

IPPD Addition

Risks have no maps to ISO

PA SP Description CM SP 1.2 Establish a Configuration Management System

IPM SP 3.2, SP 3.3, SP 3.4

IPPD addition

OPD SP 1.4 Establish the Organization’s Measurement Repository

OPD SP 1.5 Establish the Organization’s Process Asset Library

OPD SP 2.1, SP 2.2, SP 2.3

IPPD addition

OPP SP 1.5 Establish Process-performance Models

PI SP 2.2 Manage interfaces

PMC SP 1.1 Monitor Project Planning Parameters

PMC SP 1.2 Monitor Commitments

PMC SP 1.3 Monitor Project Risks

PP SP 2.2 Identify Project Risks

QPM SP 1.2 Compose a Defined Process

QPM SP 1.3 Select Statistically Managed Subprocesses

QPM SP 2.4 Record Statistical Management Data

RD SP 2.2 Allocate Product Component Requirements

SAM SP 1.1 Determine Acquisition Type

SAM SP 2.5 Transition Products

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Mapping RD to ISO 9001

Allocate Product

Component Requirements

7.0 Product realization

ISO

900

17.

17.

2.1

7.2.

27.

2.3

7.3.

27.

5.3

Tota

l

4 6 9 5 9 1RD SP 1.1 3 X X XRD SP 1.2 5 X X X X XRD SP 2.1 4 X X X XRD SP 2.2 0RD SP 2.3 3 X X XRD SP 3.1 3 X X XRD SP 3 2 3 X X XRD SP 3.3 2 X XRD SP 3.4 2 X XRD SP 3.5 3 X X X

REQM SP 1.1 2 X XREQM SP 1.2 1 XREQM SP 1.3 1 XREQM SP 1.4 1 XREQM SP 1.5 1 X

CMMI

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Mapping PM PAs to ISO 9001

Monitor:•Planning Parameters•Commitments•Risks

IPPD Addition

ISO

900

1

4.2.

1

4.2.

3

6.2.

2

6.3

6.4

7.1

7.2.

3

7.3.

1

7.3.

2

7.3.

4

7.5.

4

8.2.

1

8.2.

3

8.3

8.4

8.5.

2

8.5.

3

Tota

l

1 2 2 2 2 6 1 21 1 6 2 1 3 3 2 3 3PP SP 1.1 1 XPP SP 1.2 1 XPP SP 1.3 2 X XPP SP 1.4 1 XPP SP 2.1 1 XPP SP 2.2 1 XPP SP 2.3 5 X X X X XPP SP 2.4 3 X X XPP SP 2.5 2 X XPP SP 2.6 1 XPP SP 2.7 2 X XPP SP 3.1 2 X XPP SP 3.2 1 XPP SP 3.3 1 X

PMC SP 1.1 0PMC SP 1.2 0PMC SP 1.3 0PMC SP 1.4 2 X XPMC SP 1.5 2 X XPMC SP 1.6 1 XPMC SP 1.7 1 XPMC SP 2.1 5 X X X X XPMC SP 2.2 4 X X X XPMC SP 2.3 4 X X X XIPM SP 1.1 2 X XIPM SP 1.2 1 XIPM SP 1.3 2 X XIPM SP 1.4 2 X XIPM SP 1.5 1 XIPM SP 1.6 1 XIPM SP 2.1 3 X X XIPM SP 2.2 2 X XIPM SP 2.3 2 X XIPM SP 3.1 1 XIPM SP 3.2 0IPM SP 3.3 0IPM SP 3.4 0IPM SP 3.5 1 X

CMMI

Requirements covering many

ISO areas

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Mapping MA to ISO 9001

ISO

900

15.

4.1

7.2.

27.

5.3

7.6

8.1

8.2.

18.

2.3

8.2.

48.

48.

5.1

Tota

l1 1 1 4 3 3 4 2 8 2

MA SP 1.1 6 X X X X X XMA SP 1.2 5 X X X X XMA SP 1.3 4 X X X XMA SP 1.4 4 X X X XMA SP 2.1 2 X XMA SP 2.2 5 X X X X XMA SP 2.3 1 XMA SP 2.4 2 X X

CMMI

8.0 Measurement, analysis and improvement

5.4 Planning7.2 Customer related processes7.5 Production7.6 Control of devices

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ISO 20000:2005 - CMMI Map

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ISO 20000 CMMI

Process requirements (“shall” statements)

Based on the integrated process principles

Specific Practices = ProcessGeneric Practices = InstitutionalizationOSSP vs. Project’s Defined Process

Roles / ResponsibilitiesResourcesStakeholdersProcess Steps (most cases)

ISO 20000 - CMMI Synergy

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ISO 20000 and CMMI Differences

ISO 20000 CMMI

ISO Section matches CMMI PA well (example: 9.1-CM)

CMMI PA matches ISO Section well (example: CM)

No match found in CMMI(example: 8.2-Incident management)

No match found in ISO 20000(example: DAR)

Knowledge Area addressed in single section(example: 4.1-Plan service management)

Area addressed in multiple PAs – more detail in CMMI (mapping: CM, PP, PMC, PPQA, RD, REQM, RSKM)

No explicit notion of institutionalization Generic Goals and Generic Practices

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ISO 20000 processes with no CMMI map• 7.2, Business relationship management

Complaint process; Customer satisfaction and business relationship processes

• 7.3, Supplier managementContractual disputes process

• 8.2, Incident managementAll aspects of incident management

• 8.3, Problem managementProblem resolution including prevention; relationship of problem management to incident management

• 10.1, Release managementAll aspects of release management including emergency releases, reversing release, measuring success and/or failure, and improving the service

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ISO

200

00

3.2

4.1

5 6.1

6.3

6.4

6.5

6.6

7.2

7.3

Tota

l

3 1 4 9 3 1 2 2 3 2RD SP 1.1 2 X XRD SP 1.2 4 X X X XRD SP 2.1 4 X X X XRD SP 2.2 1 XRD SP 2.3 2 X XRD SP 3.1 0RD SP 3.2 0RD SP 3.3 2 X XRD SP 3.4 2 X XRD SP 3.5 1 X

REQM SP 1.1 3 X X XREQM SP 1.2 2 X XREQM SP 1.3 7 X X X X X X XREQM SP 1.4 0REQM SP 1.5 0

CMMI

Mapping RD and REQM to ISO 20000

Establish:•Operational concepts•Definition of functionality

•Maintain Bidirectional Traceability•Identify Inconsistencies

•Documentation•Planning•New/Changed services

•Service delivery processes•Relationship processes

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Mapping TS and PI to ISO 20000

ISO

200

00

7.3

Tota

l

3TS SP 1.1 0TS SP 1.2 0TS SP 2.1 0TS SP 2.2 0TS SP 2.3 1 XTS SP 2.4 0TS SP 3.1 0TS SP 3.2 0PI SP 1.1 0PI SP 1.2 0PI SP 1.3 0PI SP 2.1 1 XPI SP 2.2 1 XPI SP 3.1 0PI SP 3.2 0PI SP 3.3 0PI SP 3.4 0

CMMIDesign Interfaces Using Criteria

SG 2:Ensure Interface Compatibility

Supplier management: Interface agreements

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CMMI ML 3 and ISO 20000 Summary• Process infrastructure may already exist

OPF, OPD, OT PAsWill generally satisfy ISO 20000 Section 3.2, Documentation Requirements and 4.4, Continual Improvement

• Project management PA (PP, PMC, SAM, RSKM, and IPM) and support PA (PPQA, MA, and CM) processes will need little or no modification

• Engineering PAsTS, PI, and, to some extent, VER and VAL will have to be replacedRD and REQM can be implemented if SLA and SLM concepts are accommodated

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ISO 15288:2008 – CMMI Maps

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ISO 12207 and 15288 History• ISO 12207:1995 (and Amendments) was

accepted as IEEE standardProcess Reference Model for ISO 15504 (SPICE)Widely referenced in ISO 90003:2005 and SWEBOK

• ISO 15288:2002 is much less “popular”• Re-issued as “harmonized” standards in

2008Similar styleOverlaps clearly indicated12207 references 15288

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ISO 12207 vs. ISO 15288• Some processes in ISO 12207 Section 6 are

identical and use same numbering structureDecision ManagementRisk ManagementConfiguration ManagementMeasurement

• Some processes are nearly identical Requirements ordering may be different

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Mapping RSKM to ISO 15288

ISO

152

88

6.3.

4.3

a1 a2 a3 a4 a5 b1 b2 b3 b4 c1 c2 c3 c4 d1 d2 d3 e1 e2 e3 f1 f2 f3

CMMI Tota

l1 2 2 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2

RSKM SP 1.1 1 XRSKM SP 1.2 1 XRSKM SP 1.3 0RSKM SP 2.1 2 X XRSKM SP 2.2 3 X X XRSKM SP 3.1 2 X XRSKM SP 3.2 3 X X XRSKM GP 2.1 1 XRSKM GP 2.2 1 XRSKM GP 2.3 1 XRSKM GP 2.4 1 XRSKM GP 2.5 0RSKM GP 2.6 0RSKM GP 2.7 2 X XRSKM GP 2.8 3 X X XRSKM GP 2.9 0RSKM GP 2.10 1 XRSKM GP 3.1 1 XRSKM GP 3.2 3 X X X

Risk Management

Establish Risk Management Strategy

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Quality Management Processes in ISO 15288

ISO

152

88

6.2.

5.3

a1 a2 a3 b1 b2 b3 c1 c2 6.3.

2.3

a2 b4

Tota

l

1 4 1 2 4 4 1 1 0 4 1PP SP 3.1 1 X

IPM SP 1.4 1 XMA SP 1.1 1 XMA SP 2.2 1 XMA SP 2.4 1 X

PPQA SP 1.1 1 XPPQA SP 1.2 1 XPPQA SP 2.1 3 X X XPPQA SP 2.2 2 X X

OID SP 2.3 1 XOPD SP 1.1 1 XOPF SP 1.1 1 XOPF SP 2.2 1 XOPP SP 1.3 1 X

QPM SP 1.1 1 XQPM SP 2.3 1 X

GP 2.4 1 XGP 2.8 1 XGP 2.9 1 X

GP 2.10 1 X

CMMI

Quality Management Process

Process Assessment and Control Process

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ISO 12207:2008 – CMMI Maps

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ISO 12207/15288 - CMMI Comparison

ISO 12207 Section

Similarity to ISO 15288

CMMI PAs

6.2.2 IPM, OPD, PP

6.2.3 IPM, OPD, PMC, PP, PPQA, RSKM

6.2.4

Nearly

identical IPM, OT

6.2.5 IPM, MA, OID, OPD, OPF,PP, PPQA,

QPM

6.3.4 OPF, PMC, PP, RSKM

6.3.5 CM

6.3.6 PMC, PP

6.3.7 MA

6.4.1

Same

PP, RD, REQM

Page 42: Process Improvement with CMMI and ISO Standardsupstartsystems.com/Portals/1/Meetings/DC SPIN December 2008.pdf · Process Improvement with CMMI and ISO Standards DC SPIN December

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Mapping MA to ISO 12207 and ISO15288

ISO

152

88:

6.3.

7.3

a1 a2 a3 a4 a5 a6 a7 b1 b2 b3 b4 c1 c2

ISO

122

07:

6.3.

7.3

6.3.

7.3.

1.1

6.3.

7.3.

1.2

6.3.

7.3.

1.3

6.3.

7.3.

1.4

6.3.

7.3.

1.5

6.3.

7.3.

1.6

6.3.

7.3.

1.7

6.3.

7.3.

2.1

6.3.

7.3.

2.2

6.3.

7.3.

2.3

6.3.

7.3.

2.4

6.3.

7.3.

3.1

6.3.

7.3.

3.2

Total 1 1 1 1 1 1 1 1 2 1 1 1 2MA SP 1.1 2 X XMA SP 1.2 1 XMA SP 1.3 1 XMA SP 1.4 1 XMA SP 2.1 1 XMA SP 2.2 1 XMA SP 2.3 1 XMA SP 2.4 1 XMA GP 2.2 1 XMA GP 2.3 2 X XMA GP 2.9 2 X XMA GP 3.2 1 X

CMMI

Measurement Process

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Mapping PPQA to ISO 12207

ISO

122

076.

2.5.

3.2.

16.

2.5.

3.2.

26.

3.2.

3.3.

17.

2.1.

3.2.

3 7.

2.3.

3.1.

47.

2.3.

3.1.

57.

2.3.

3.1.

67.

2.3.

3.2.

17.

2.3.

3.2.

27.

2.3.

3.2.

37.

2.3.

3.3.

17.

2.3.

3.3.

27.

2.3.

3.3.

57.

2.3.

3.3.

67.

2.7.

3.1.

27.

2.7.

3.1.

57.

2.7.

3.1.

67.

2.7.

3.1.

77.

2.7.

3.2.

1

Tota

l

1 1 1 1 4 1 2 1 1 1 1 1 2 2 2 1 1 1 2PPQA SP 1.1 8 x x x x x x x xPPQA SP 1.2 11 x x x x x x x x x x xPPQA SP 2.1 5 x x x x xPPQA SP 2.2 3 x x x

CMMI

Software Quality Assurance

Software Audit Process

Quality Management Process

Page 44: Process Improvement with CMMI and ISO Standardsupstartsystems.com/Portals/1/Meetings/DC SPIN December 2008.pdf · Process Improvement with CMMI and ISO Standards DC SPIN December

3 December 2008 44

All Framework Mapping

Page 45: Process Improvement with CMMI and ISO Standardsupstartsystems.com/Portals/1/Meetings/DC SPIN December 2008.pdf · Process Improvement with CMMI and ISO Standards DC SPIN December

3 December 2008 45

Estimation Sub-Process – All frameworks

Use Org. Process Assets for Planning

Establish EstimatesDefine Project Lifecycle

ISO

900

17.

17.

2.1

7.2.

27.

2.3

7.3.

17.

3.2

7.3.

3

ISO

200

004.

1 5 6.4

ISO

122

076.

1.2.

3.4.

26.

2.3.

3.1.

36.

3.1.

3.1.

16.

3.1.

3.2.

17.

1.1.

3.1.

17.

1.1.

3.1.

3

ISO

152

886.

3.1.

3 a1

6.3.

1.3

a26.

3.1.

3 a3

6.3.

1.3

a46.

3.1.

3 b1

6.3.

1.3

b26.

3.1.

3 b3

6.3.

2.3

b5

Total All Frameworks T

otal

2 0 0 0 5 1 0

Tot

al

2 3 3

Tot

al

2 1 1 4 2 1

Tot

al

1 1 2 1 2 2 2 1

IPM SP 1.1 11 2 X X 3 X X X 3 X X X 3 X X X

IPM SP 1.2 2 1 X 0 0 1 X

PP SP 1.1 10 1 X 3 X X X 3 X X X 3 X X X

PP SP 1.2 3 1 X 0 1 X 1 X

PP SP 1.3 7 2 X X 0 3 X X X 2 X X

PP SP 1.4 6 1 X 2 X X 1 X 2 X X

CMMI

Page 46: Process Improvement with CMMI and ISO Standardsupstartsystems.com/Portals/1/Meetings/DC SPIN December 2008.pdf · Process Improvement with CMMI and ISO Standards DC SPIN December

3 December 2008 46

ISO

900

1

4.2.

1

8.1

8.2.

2

8.3

8.5.

2

8.5.

3

ISO

200

00

3.2

4.3

4.4.

1

ISO

122

07

6.2.

5.3.

2.1

6.2.

5.3.

2.2

6.3.

2.3.

3.1

7.2.

1.3.

2.3

7.2.

3.3.

1.4

7.2.

3.3.

1.5

7.2.

3.3.

1.6

7.2.

3.3.

2.1

7.2.

7.3.

1.6

7.2.

7.3.

1.7

7.2.

7.3.

2.1

ISO

152

88

6.2.

5.3

c1

6.2.

5.3

c2

6.3.

2.3

a2

6.3.

2.3

b4

6.4.

4.3

b2

Total All Frameworks T

otal

1 1 4 1 2 1

Tot

al

1 2 1

Tot

al

1 1 1 1 4 1 2 1 1 1 2

Tot

al

1 1 4 1 1

PPQA SP 1.1 10 1 X 0 8 X X X 1 X

PPQA SP 1.2 15 2 X X 0 11 X X X X X X 2 X X

PPQA SP 2.1 14 4 X X X X 2 X X 5 X X X X 3 X X X

PPQA SP 2.2 10 3 X X X 2 X X 3 X X X 2 X X

CMMI

QA Sub-Process – All Frameworks

SG 1:Objectively Evaluate Processes and Work Products

Page 47: Process Improvement with CMMI and ISO Standardsupstartsystems.com/Portals/1/Meetings/DC SPIN December 2008.pdf · Process Improvement with CMMI and ISO Standards DC SPIN December

3 December 2008 47

Plan Resources Sub-Process – All Frameworks

ISO

900

14.

15.

15.

6.3

6.1

6.3

6.4

7.3.

17.

5.1

ISO

200

003.

14.

14.

2 5 6.5

ISO

122

076.

2.3.

3.1.

46.

3.1.

3.2.

16.

3.4.

3.1.

46.

3.7.

3.1.

66.

3.7.

3.1.

77.

2.5.

3.1.

47.

2.6.

3.1.

27.

2.7.

3.1.

3

ISO

152

886.

2.2.

3 a1

6.2.

2.3

a26.

2.3.

3 a4

6.3.

1.3

b46.

3.1.

3 b5

6.3.

1.3

b66.

3.4.

3 a4

Total All Frameworks T

otal

15 15 15 15 16 16 1 2

Tot

al

4 12 12 13 1

Tot

al

17 1 1 1 1 1 2 1

Tot

al

17 18 17 1 2 1 1

CAR GP 2.3 10 6 X X X X X X 0 1 X 3 X X XCM GP 2.3 13 6 X X X X X X 3 X X X 1 X 3 X X X

DAR GP 2.3 4 0 0 1 X 3 X X XIPM GP 2.3 14 6 X X X X X X 4 X X X X 1 X 3 X X XMA GP 2.3 15 6 X X X X X X 3 X X X 3 X X X 3 X X X

PI GP 2.3 11 7 X X X X X X X 0 1 X 3 X X XPMC GP 2.3 15 6 X X X X X X 4 X X X X 2 X X 3 X X X

PP SP 2.4 12 3 X X X 3 X X X 2 X X 4 X X X XPP GP 2.3 15 6 X X X X X X 4 X X X X 1 X 4 X X X X

PPQA GP 2.3 15 6 X X X X X X 4 X X X X 2 X X 3 X X XQPM GP 2.3 10 6 X X X X X X 0 1 X 3 X X X

RD GP 2.3 13 6 X X X X X X 3 X X X 1 X 3 X X XREQM GP 2.3 13 6 X X X X X X 3 X X X 1 X 3 X X XRSKM GP 2.3 8 0 2 X X 2 X X 4 X X X X

SAM GP 2.3 13 6 X X X X X X 3 X X X 1 X 3 X X XTS GP 2.3 11 7 X X X X X X X 0 1 X 3 X X X

VAL GP 2.3 14 6 X X X X X X 3 X X X 2 X X 3 X X XVER GP 2.3 13 6 X X X X X X 3 X X X 1 X 3 X X X

CMMI

Page 48: Process Improvement with CMMI and ISO Standardsupstartsystems.com/Portals/1/Meetings/DC SPIN December 2008.pdf · Process Improvement with CMMI and ISO Standards DC SPIN December

3 December 2008 48

Summary of ISO 9001- ISO 20000 MappingIS

O 9

001S

ectio

ns

ISO 20000 Sections

3 4 5 6 7 8 9 10

4Full

MatchFull

MatchStrong Strong Strong Very Weak Full

MatchFull

Match

5Medium Strong Medium Weak Very Weak No Match Very Weak No Match

6Full

MatchWeak Full

MatchVery Weak No Match No Match No Match Weak

7Very Weak Weak Medium Medium Medium Very Weak Very Weak Very Weak

8Very Weak Full

MatchStrong Strong Weak Weak Very Weak Very Weak

Requirements for a management system

Quality management system

Management responsibilityResource

management

Product realization

Measurement analysis and improvement

Planning and implementing SM Resolution process

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3 December 2008 49

Synergy

Implemented Process

Objective Evidence:Documentation, measurements, records

ISO Audit SCAMPI (PIID)

ISO standards CMMI

Process Improvement Guidance

Common OE Approach

Page 50: Process Improvement with CMMI and ISO Standardsupstartsystems.com/Portals/1/Meetings/DC SPIN December 2008.pdf · Process Improvement with CMMI and ISO Standards DC SPIN December

3 December 2008 50

ISO 9001

CMMI

Requirements

Project A

Project B

Project C

Process Areas

Evidence Collection in ISO and CMMI Audits

Difference in scope definition

Page 51: Process Improvement with CMMI and ISO Standardsupstartsystems.com/Portals/1/Meetings/DC SPIN December 2008.pdf · Process Improvement with CMMI and ISO Standards DC SPIN December

3 December 2008 51

Summary• Integration allows organizations to leverage

strengths of each framework• Maps provide important tools for both

compliance and process improvementOrganizations implement processes, not individual practices, so a holistic view is needed

• It that is difficult to match differing appraisal scopes

Page 52: Process Improvement with CMMI and ISO Standardsupstartsystems.com/Portals/1/Meetings/DC SPIN December 2008.pdf · Process Improvement with CMMI and ISO Standards DC SPIN December

3 December 2008 52

References• Mutafelija B., H. Stromberg, Process

Improvement with CMMI v1.2 and ISO Standards, Auerbach Publications, 2008

• Mutafelija B., H. Stromberg, Systematic Process Improvement Using ISO 9001:2000 and CMMI, Artech House, 2003

• Process Improvement in MultimodelEnvironments (PrIME), http://www.sei.cmu.edu/prime/index.html

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3 December 2008 53

Questions?

• Harvey [email protected]

• Boris [email protected]