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CMMI Capability Maturity Model Integration

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Title: CMMI Capability Maturity Model Integration


1
CMMI - Capability Maturity Model Integration
  • BCI3023 / BCI3063
  • CURRENT ISSUES IN ICT
  • CHAPTER 1 ISSUES IN SOFTWARE DEVELOPMENT

2
Introduction
  • CMMI Objective
  • To provide guidance for improving your
    organizations processes and your ability to
    manage the development, acquisition, and
    maintenance of products or services.
  • Helps your organization appraise its
    organizational maturity or process area
    capability, establish priorities for improvement,
    and implement these improvements
  • To help set process-improvement objectives and
    priorities, improve processes, and provide
    guidance for ensuring stable, capable, and mature
    processes.
  • 2 representation
  • Staged
  • Continuous

3
Model Component
4
Capability Levels
5
Framework Interaction
  • Process areas can be grouped into 4 categories
  • Process Management
  • Project Management
  • Engineering
  • Support

6
Process Management
  • The Process Management process areas of
  • CMMI are as follows
  • Process Focus
  • Organizational Process Definition
  • Organizational Training
  • Organizational Process Performance
  • Organizational Innovation and Deployment

7
Basic Process Management Process Areas
8
Advanced Process Management Process Areas
9
Project Management
  • The Project Management process areas of CMMI are
    as
  • follows
  • Project Planning
  • Project Monitoring and Control
  • Supplier Agreement Management
  • Integrated Project Management for IPPD (or
    Integrated Project Management)
  • Risk Management
  • Integrated Teaming
  • Integrated Supplier Management
  • Quantitative Project Management

10
Basic Project Management Process Areas
11
Advanced Project Management Process Areas
12
Engineering
  • The Engineering process areas of CMMI are
  • as follows
  • Requirements Development
  • Requirements Management
  • Technical Solution
  • Product Integration
  • Verification
  • Validation

13
Engineering Process Areas
14
Support
  • The Support process areas of CMMI are as
  • follows
  • Configuration Management
  • Process and Product Quality Assurance
  • Measurement and Analysis
  • Organizational Environment for Integration
  • Decision Analysis and Resolution
  • Causal Analysis and Resolution

15
Basic Support Process Areas
16
Advanced Support Process Areas
17
CMMI LEVELS
  • The capability levels and generic model
    components focus on building the organizations
    ability to pursue process improvement in multiple
    process areas. Using capability levels, generic
    goals, and generic practices, users are able to
    improve their processes, as well as demonstrate
    and evaluate their organizations progress as
    they improve

18
MATURITY LEVEL
19
Capability Level 0 Incomplete
  • An incomplete process is a process that is either
    not performed or partially performed. One or more
    of the specific goals of the process area are not
    satisfied

20
Capability Level 1 Performed
  • A capability level 1 process is characterized as
    a performed process.
  • A performed process is a process that satisfies
    the specific goals of the process area. It
    supports and enables the work needed to produce
    identified output work products using identified
    input work products.
  • A critical distinction between an incomplete
    process and a performed process is that a
    performed process satisfies all of the specific
    goals of the process area.

21
Capability Level 2 Managed
  • A critical distinction between a managed process
    and a defined process is the scope of application
    of the process descriptions, standards, and
    procedures. For a managed process, the process
    descriptions, standards, and procedures are
    applicable to a particular project, group, or
    organizational function. As a result, the managed
    processes for two projects within the same
    organization may be very different.

22
Capability Level 3 Defined
  • A defined process is a managed (capability level
    2) process that is tailored from the
    organization's set of standard processes
    according to the organizations tailoring
    guidelines, and contributes work products,
    measures, and other process-improvement
    information to the organizational process assets.
    CL104.N106
  • The organizations set of standard processes,
    which are the basis of the defined process, are
    established and improved over time. Standard
    processes describe the fundamental process
    elements that are expected in the defined
    processes. Standard processes also describe the
    relationships (e.g., the ordering and interfaces)
    between these process elements. The
    organization-level infrastructure to support
    current and future use of the organization's set
    of standard processes is established and improved
    over time. CL104.N101

23
Capability Level 3 Defined
  • The organizational process assets are artifacts
    that relate to describing, implementing, and
    improving processes. These artifacts are assets
    because they are developed or acquired to meet
    the business objectives of the organization, and
    they represent investments by the organization
    that are expected to provide current and future
    business value.

24
A defined process clearly states the following
  • Purpose
  • Inputs
  • Entry criteria
  • Activities
  • Roles
  • Measures
  • Verification steps
  • Outputs
  • Exit criteria

25
Capability Level 4 Quantitatively Managed
  • A quantitatively managed process is a defined
    (capability level 3) process that is controlled
    using statistical and other quantitative
    techniques. Quantitative objectives for quality
    and process performance are established and used
    as criteria in managing the process. The quality
    and process performance are understood in
    statistical terms and are managed throughout the
    life of the process.
  • The quantitative objectives are based on the
    capability of the organization's set of standard
    processes, the organizations business
    objectives, and the needs of the customer, end
    users, organization, and process implementers,
    subject to available resources.

26
Capability Level 5 Optimizing
  • An optimizing process is a quantitatively managed
    (capability level 4) process that is changed and
    adapted to meet relevant current and projected
    business objectives. An optimizing process
    focuses on continually improving the process
    performance through both incremental and
    innovative technological improvements. Process
    improvements that would address root causes of
    process variation and measurably improve the
    organizations processes are identified,
    evaluated, and deployed as appropriate. These
    improvements are selected based on a quantitative
    understanding of their expected contribution to
    achieving the organizations process-improvement
    objectives versus the cost and impact to the
    organization. The process performance of the
    organizations processes is continually improved.

27
Capability Level 5 Optimizing
  • Selected incremental and innovative technological
    process improvements are systematically managed
    and deployed into the organization. The effects
    of the deployed process improvements are measured
    and evaluated against the quantitative
    process-improvement objectives.

28
CMMI Technology Conference
Using CMMI to Balance Agile and Plan-driven
Methods
Richard TurnerThe George Washington
UniversityOUSD(ATL)/DS/SE
  • Denver, CO November 19, 2003

29
Background
WARNING!Generalizations Ahead
  • Success in any endeavor requires both agility and
    discipline
  • Two approaches to software development
  • Plan-driven (SW-CMM, document-based, strong
    process)
  • Agile (XP, tacit knowledge, light process)
  • Agile and plan-driven proponents are believers
  • Both have strengths and weaknesses balance is
    needed

30
Some Observations on Balancing
  • It is better to build your method up than to
    tailor it down
  • Methods are important, but potential silver
    bullets are more likely to be found in areas
    dealing with
  • People
  • Values
  • Communications
  • Expectations management
  • Neither agile nor plan-driven methods provide a
    silver bullet
  • Agile and plan-driven methods have home grounds
    where each clearly dominates
  • Future developments will need both agility and
    discipline
  • Some balanced methods are emerging

31
1. No Silver Bullet
  • Brooks werewolf concerns
  • Complexity, conformity, changeability,
    invisibility
  • Agile methods
  • On target for changeability and invisibility
  • Miss on complexity and conformity
  • Plan-driven methods
  • On target for conformity and invisibility
  • Miss on complexity and changeability
  • Bullets can lose their efficacy as wolves evolve

32
2. Home Grounds Exist
  • Agile and plan-driven methods have definite home
    grounds
  • Environment where they are most likely to succeed
  • Extremes are rarely populated
  • Five dimensions can help illustrate a projects
    or organizations home ground relationship
  • Size, Criticality, Dynamism, Personnel, Culture

33
3. Future Applications Need Both
  • Historically
  • Many small, non-critical, well-skilled, agile
    culture, rapidly evolving projects
  • Many large, critical, mixed-skill, ordered
    culture, stable projects
  • In the future
  • Large projects are no longer stable
  • Maintenance of extensive process and product
    plans will become too expensive
  • Complexity and conformity werewolves are waiting
    for agile projects
  • Attributes of both approaches will be needed

34
4. Balanced Methods are Emerging
  • Agile methods
  • Crystal Orange
  • DSDM
  • FDD
  • Lean Development
  • Plan-Driven methods
  • Rational Unified Process
  • CMMI
  • Hybrid
  • Boehm-Turner Risk-based
  • Manzo (AgileTek) Code Science/Agile Plus

35
5. Build up Dont Tailor Down
  • Plan-driven methods traditionally
  • Have over defined processes
  • Advocate (or require) tailoring
  • Are rarely tailored well
  • Agilists traditionally
  • Begin with the minimum
  • Add as needed (and justified by cost-benefit)
  • Have multiple core sets

36
6. Methods arent always the answer
  • Agile movement has echoed a long line of warning
    calls
  • Success of agile may be due as much to people
    factors as to technology
  • Valuing people over processes is the most
    important factor in the agile manifesto

I know I saw something about that in the process
somewhere
37
People
  • Development is of the people, by the people, for
    the people
  • Separation of concerns is increasingly harmful

38
Values
  • Reconciling values is a critical people-oriented
    task
  • Stakeholders value different things
  • Software engineering is usually value-neutral
  • Process improvement and plan-driven methods are
    inwardly-focused
  • Aimed at productivity improvement
  • Not higher value to customer
  • Agilists attention to prioritization and
    negotiation are promising

39
Communications
  • Face it, most engineers cant talk, much less
    write
  • Rapid change increases need for solid
    communication
  • Few sources of guidance
  • Alistair Cockburns Agile Software Development is
    a good starting place

40
  • CMMI

41
Expectations Management
  • Differences between successful and troubled
    projects is often expectations management
  • SW developers have problems with EM
  • Strong desire to please
  • Avoid confrontation
  • Little confidence in prediction
  • Over confidence in abilities
  • Most significant common factor in successful
    plan-driven/agile teams
  • EM means not setting up unrealistic expectations
  • Process mastery
  • Preparation
  • Courage

42
So How does CMMI help balance?
  • Flexibility
  • Broader engineering and management scope
  • Addresses people aspects
  • High maturity

43
Flexibility
  • Goals and practices are more flexible in CMMI
  • Need to span differences led to more general
    language
  • Alternative practices provide an entry point for
    innovative approaches
  • Continuous representation provides more
    flexibility in deciding what PI should address

44
Broader Engineering and Management Scope
  • Supports agile technical/management approaches
  • Product Integration PA can support continuous
    integration
  • Engineering and Support Pas (e.g. VAL, CM) are
    compatible with test-driven design and automated
    tools
  • Agile methods are often both iterative and
    concurrent
  • Recursion of engineering PAs (e.g. RD, TS)
    supports iterative development
  • Broader scope allows multiple disciplines and
    approaches for different components
  • Agile for emerging or rapidly evolving components
  • Plan-driven for well-understood or regulated
    components

45
Addresses People Aspects
  • Values
  • Effective SE (e.g. trade studies) cannot be value
    neutral (DAR)
  • Communication
  • IPPD, shared vision, and stakeholder concerns
    make for more effective communications (IPM, PP)
  • Expectation Management
  • Emphasis on measurement produces good data that
    enables effective expectation management (MA)

46
High Maturity
  • Innovation at level 5 argues for agile approaches
  • Having both agile and plan-driven standard
    processes allows marketplace agility
  • Application of Lean and Six Sigma techniques at
    high maturity levels eliminates non-value added
    processes and results in more agile tailor-up
    rather than tailor-down approaches

47
A Risk-based Balancing Process
48
How CMMI Supports the Process
PP, RSKM
RSKM
PP, OPD
DAR, TS
PMC, PI, TS
49
Conclusions
  • Plan-driven and agile methods both aim to
  • Satisfy customers
  • Meet cost and schedule parameters
  • Home grounds exist, but the opportunity for
    integration is expanding
  • CMMI supports balancing methods
  • Flexible application of the model allows both
    plan-driven and agile methods
  • PA support to risk-based balancing process
  • For more on the risk-based process, see
  • Boehm/Turner, Balancing Agility and Discipline A
    Guide for the Perplexed, Addison Wesley, Boston,
    2003.

50
Contact Information
  • Rich Turner
  • 703.602.0851 x124
  • Rich.Turner.CTR_at_osd.mil

51
Five Critical Dimensions
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