CMMI Overview

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Capability Maturity Model, Integrated (CMMI)
Overview
Duston L. Hayward May 18, 2006
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Outline of Briefing

• Why Process Model?
• Why Use CMMI?
• What is CMMI?
• Staged vs. Continuous
• Summary

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What is CMMI?

• A process improvement model that provides a set
  of industry-recognized practices to address
  productivity, performance, costs and stakeholder
  satisfaction in the systems engineering and
  software development process.
• Helps your organization examine the effectiveness
  of your processes
• Establishes priorities for improvement
• Helps you implement these improvements

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Capability Maturity Models

• Software CMM enhance a software focused
  development and maintenance capability
• People CMM develop, motivate and retain project
  talent
• CMMI focuses on systems and software engineering
  process development

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Why Focus on Process?

• Process provides a constructive, high-leverage
  focus
• As opposed to focus on people
• Your workforce, on the average, is as good as
  it is trainee to be
• Working harder is not the answer
• Working smarter, through process, is the answer
• As opposed to a focus on technology
• Technology applied without a suitable roadmap
  will not result in significant payoff
• Technology provides the most benefit in the
  context of an appropriate process roadmap
• You need all three People
• Process Technology

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Best Practices Save MoneyCost to Repair Design
Defects
Phase when design defect was corrected Source
SEPG Conference, 1999
SEI found Rework is 40 - 50 of project
costs High-maturity organizations can get
rework to lt10 of costs
(Paulk, 1999)
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Benefits at SSC Notable CMMI Data Tactical
Communication Solutions

• Data Link Gateway, TADIL J Host Simulator, etc.
• Valuable TCS measurements show improvements
  (since CMMI in 2000) have resulted in
• Avg STR closure time decreased by 80
• Average yearly business income increases of 22.3
• Significantly low or decreases in number and
  severity of STRs
• Pri 1 consistently under 5
• Pri 2 from 97 to 20 and Pri 3 from 140 to 20

Tactical Communications Solution (TCS) CMMIROI?
presentation, dated October 2003
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Joint Interagency Task Force Project Process/Techn
ology Improvements - Quality
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An SSC San Diego Project
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5
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Error Density Per 1 KSLOC
2.4
2
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Level 3 Today
Level 4 The Future
Level 2
Level 1
SW-CMM Level
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CMM and CMMI Advocates
Organizations at CMM or CMMI Level 4 or 5
Boeing CSC Defense Group Honeywell Hughes Litton
Lockheed Martin Motorola NCR Northrop
Grumman Raytheon United Space Alliance USAF Hill
AFB USAF Tinker AFB USA CECOM USN FMSO NAWC China
Lake NSWC PHD (Dam Neck) SAIC BAE Rancho
Bernardo IBM NASA Shuttle USA Fort Sill
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CMMI Process Maturity Profile for Systems
Software Community
Source http//www.sei.cmu.edu/sema/profile.html
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CMMI Product Suite

• Models
• Disciplines
• Systems Engineering SE
• Software Engineering SW
• Integrated Product and Process Development (IPPD)
• Supplier Sourcing (SS)
• Representations
• Staged
• Continuous

• Training
• Model
• Introduction to CMMI
• Intermediate Concepts
• Instructor Training
• Lead Appraiser
• Appraisal Methods
• Appraisal Requirements for CMMI (ARC)
• SCAMP Method Description Document (MDD)

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CMMI-SE/SW/IPPD/SS- Continuous
CMMI
Engineering
Support
Process Management
Project Management

• Organizational Process Focus
• Organizational Process
• Definition
• Organizational Training
• Organizational Process
• Performance
• Organizational Innovation and Deployment

• Project Planning
• Project Monitoring and
• Control
• Supplier Agreement Mgmt.
• Integrated Project Mgmt.
• Risk Management
• Quantitative Project Mgmt.

• Requirements Management
• Requirements Development
• Technical Solution
• Product Integration
• Verification
• Validation

• Configuration Mgmt.
• Process and Product
• Quality Assurance
• Measurement Analysis
• Decision Analysis and
• Resolution
• Causal Analysis and
• Resolution

Supplier Sourcing
IPPD

• Integrated Supplier Management

• Organizational Environment
• for Integration
• Integrated Teaming

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CMMI SE/SW/IPPD/SS Staged Representation
Level Focus Process
Areas
Quality Productivity
Continuous Process Improvement
Organizational Innovation and Deployment Causal
Analysis and Resolution
5 Optimizing
Organizational Process Performance Quantitative
Project Management
4 Quantitatively Managed
Quantitative Management
Requirements Development Technical
Solution Product Integration Verification Validati
on Organizational Process Focus Organizational
Process Definition Organizational
Training Integrated Project Mgmt (with IPPD
extras) Risk Management Decision Analysis and
Resolution Integrated Teaming (IPPD only) Org.
Environment for Integration (IPPD
only) Integrated Supplier Management (SS only)
Process Standardization
3 Defined
Requirements Management Project Planning Project
Monitoring and Control Supplier Agreement
Management Measurement and Analysis Process and
Product Quality Assurance Configuration Management
Basic Project Management
2 Managed
Risk Rework
1 Initial
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Sample Level 1 OrganizationFew processes in place
The Organization
Top Management
Dept. A
Dept. B
Dept. C
Middle Management
Div. BB
Div. AA
Project 4
Project 3
Projects
Project 2
Project 1
Processes
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Sample Level 2 OrganizationMany processes in
place and are project-specific
The Organization
Top Management
Dept. A
Dept. B
Dept. C
Middle Management
Div. BB
Div. AA
Project 4
Project 3
Project 2
Projects
Project 1
Processes
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What CMMI Level 3 Behavior Looks Like

• Project Planning
• Assign Project Manager
• Select Lifecycle
• Tailor Project (Size/Scope)
• Review Lessons-Learned
• Develop Project Plans
• Develop Schedules
• Identify Deliverables

New Projects
A1
Xn
B1
Organizations Process Assets Library
Dynamic
Managed Controlled
Organization Measurement Repository - - - - - - -
- - - - - - - Deliverables Estimates Productivity
- Data Lessons-Learned
Organization's Life-Cycle Models
Organization's Standard Processes
Process Architecture
Tailoring Guidelines
Methods, Tools, Etc.

• Project Execution
• Project Plans
• Status Reports
• Stage End Reviews
• Deliverables

Existing Projects
B
C
A
Adapted from CMU/SEI TR-25, page O-52
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SSC San Diego Organizational PALhttp//sepo.spawa
r.navy.mil/
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CMMI Level 4 the Quantitatively Managed Level
- Quantitative analysis

• 2 Process Areas
• Quantitative Project Management (QPM)
• OrganizationalProcess Performance (OPP)

• Manage Projects Quantitatively
• Statistically manage the projects processes and
  sub-processes
• Manage the Organization Quantitatively
• Understand process performance quantitatively
  manage the organizations projects

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CMMI Level 5 the Optimizing Level -
Institutionalizing process improvement

• Optimize Performance
• Identify and eliminatethe cause of defects early
• Adopt Improvements
• Identify and deploy new tools and process
  improvements to meet needs and business
  objectives

• 2 Process Areas
• Causal Analysisand Resolution (CAR)
• Organizational Innovation and Deployment (OID)

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Standard CMMI Appraisal Method for Process
Improvement (SCAMPI)

• Description A structured appraisal in which a
  trained team examines an organizations current
  practices. It consists of interviews,
  questionnaires, and analysis designed to identify
  the current process capability.
• Evaluators A team of 4-6 SCAMPI-trained people,
  external or internal to the organization
• Process Typically one week of preparation
  off-site, then one week of on-site interviews
  and analysis
• Results Comprehensive verbal and written
  findings of strengths,
• weaknesses, and areas to improve. Can optionally
  result in a validated maturity level.

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QUESTIONS ?