CMMI%20(Capability%20Maturity%20Model

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CMMI (Capability Maturity ModelIntegrated)Overv
iew

• Dan Weinberger
• Mgr., Software Process Engineering
• iDEN Systems Division, Motorola Inc.
• Prof. Paul Rogoway, Judea and Samaria University
  and Consultant to Motorola Corporate Quality

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What we will Discuss

• CMMI why, provenance, releases
• Terminology shifts from CMM
• How is the CMMI different from CMM
• Maturity Level definition has changed
• Level by Level content changes
• Process Area structure
• Summary

In a hurry? see pp. 29-30 34
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Motivation/requirements
CMMI Background 1 of 4

• Integrate the many CMMs software, systems
  engineering, integrated product and process
  development,SW acquisition,people
• Integrate the assessment process
• Strengthen process areas at higher maturity
  levels
• Strengthen link of model to business results
• Add benefit from SPI experience over many years
• Harmonize with international process standards,
  e.g. ISO/IEC 15504 (SPICE)
• Respond to specific change requests

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Who ? Whence ? What ?
CMMI Background 2 of 4

• Project Team
• Sponsors OSD NDIA, other Govt. orgs.
• Steering Group DoD, SEI, Defense industry
• SEI Proj. Mgr., 40 authors, 60
  Stakeholder/Reviewers
• Source models
• CMM SW v1.1, CMM SW v2.0d, EIA IS731, IPD v0.98
• Products
• Continuous and staged representations of
• CMMI-SE/SW
• With and without IPPD
• ARC (Assessment Requirements for CMMI)
• SCAMPI (Standard CMMI Assessment Method for
  Process Improvement)
• Training
• Common CMM framework (CCF) for easy extensibility

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CMMI Releases
CMMI Background 3 of 4

• First Release of CMMI August 1999
• Numerous public comment periods
• Current Status
• Version 1.02 of CMMI-SE/SW and CMMI-SE/SW/IPPD
  released Dec. 4,00
• Version 1.02d of CMMI-SE/SW/IPPD/A (addition of
  the Acquisition discipline amplification)
• Version 1.1 Dec. 2001 next major release
• Training ?

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Training
CMMI Background 4 of 4

• Introductory classes for SE/SW
• Staged
• Continuous
• CMMI Intermediate concepts class
• For prospective CMMI teachers and Lead Assessors
• Lead Assessor training (SCAMPI)

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Vocabulary Shift
CMMI Terminology 1 of 2

• KPA is now Process Area (PA)
• Key Practices are now Practices
• Software dropped from many terms
• Organizations Standard SW Process (OSSP) is
  now Organizations Set of Standard Processes
• Projects defined software process now simply
  projects defined process
• CAF -gt ARC (Assessment Requirements for CMMI)
• CBA-IPI -gt SCAMPI (Standard CMMI Assessment
  Method for Process Improvement)

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New Terms in the CMMI
CMMI Terminology 2 of 2

• Generic Goals and Practices
• Process architectures
• Process elements
• Product life cycle
• Organizational support environment
• Organizational measurement repository
• Project development plan
• Achievement/Target capability level profile

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CMMI Broadens Scope
Overview 1 of 4
Software Engineering
System Engineering
Integrated Product Process Development

• Current CMM-SW covers Allocated SW Reqts -gt SW
  Test
• Integrated CMMI-SE/SW covers Product Development
• Integrated CMMI-SE/SW/IPPD adds collaborative
  support

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CMMI Is Tailorable
Overview 2 of 4

• Staged Model
• Continuous Model
• Every PA goal can be at any Capability Level
• Raises the bar for high maturity organizations
• An organization can choose, for example, to be at
  least at Level 3 for all PAs, at Level 4 for a
  small number, and at Level 5 for a select few

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CMMIs Are Configurable
Overview 3 of 4

• CMMI has a modular design to fit the varied needs
  of users, or to fit the needs of a single
  organization at various times in its improvement
  path

• Disciplines
• Today
• Software
• System Engineering
• Integrated PP Dev.
• Future
• Acquisition
• Hardware Engineering
• People\

Improvement Approach Maturity or Capability
Pick a combination of disciplines
CMMI-1
Pick Staged or Continuous
CMMI-2
CMMI-3
SEI can generate a custom CMMI, Training
Assessment Tool
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Model Structural Terms
Overview 4 of 4

• Generic Goals (GGs)
• Apply to all Process Areas
• GGs for Institutionalizing each Level
• Generic Practices
• Define activities for each GG
• Common Features
• Apply to Staged only !
• GGs for
• Commitment, Ability to Perform, Directing
  Implementation, Verification
• Measurement replaced by Directing Implementation
• Activities (CF) is now Practices

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CMM to CMMI Maturity Levels

• 24 Process Areas in Levels 2 - 5 ( PAs)
• L1 Initial -gt L0 Not Performed
• L1 Performed
• L2 Repeatable(6) -gt Managed (7)
• L3 Defined(7) -gt Defined (11/13)
• L4 Managed(2) -gt Quantitatively Managed (2)
• L5 Optimizing(3) -gt Optimizing (2)

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Continuous CMMI Capability Levels -
Model Only

• 6 Levels of capability
• L0 Not Performed
• L1 Performed
• Specific practices (activities) performed but
  institutionalizing generic practices are not
• Level 2 - 5 same objective as CMM
• Each PA may be implemented at its own Capability
  Level !

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Process Areas Managed Level
L2 Managed 1 of 2

• Similar to CMM,
• Requirements Management
• Project Planning
• Project Monitoring and Control (Project Tracking
  Oversight)
• Supplier Agreement Management (expanded from
  Subcontract Management)
• Process and Product Quality Assurance (expanded
  SQA)
• Configuration Mgmt. (Software dropped)
• Measurement is promoted and receives focus
• Measurement and Analysis (huge change The
  organization develops and sustains a measurement
  capability in support of management information
  needs" )

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IPPD Changes Managed Level
L2 Managed 2 of 2

• New Practice added to Project Planning
• Plan Stakeholder Involvement
• New Practice added to Project Monitoring and
  Control
• Monitor Stakeholder Involvement
• New Generic Practice added to Directing
  Implementation (all Process Areas at Level 2)
• Identify and Involve Relevant Stakeholders

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Process Areas Defined Level
L3 Defined 1 of 3

• Similar to CMM
• Organizational Process Focus
• Organizational Process Definition
• Organizational Training (Training Program)
• Integrated Project Management (Integrated SW Mgmt
  risk management Intergroup Coordination)
• New
• Decision Analysis and Resolution (applies to
  planning, budgeting, architecture, design,
  supplier selection, test planning, logistics,
  project control, and production)
• Risk Management (identifies potential problems
  before they occur, so that risk-handling
  activities may be invoked as needed)

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Engineering Process Areas
L3 Defined 2 of 3

• CMMs Software Product Engineering is replaced by
  5 PAs
• Direct influence of Systems Engineering model
• The new PAs are
• Requirements Development (produces requirements
  preliminary functional architecture)
• Technical Solution (transforms product
  requirements into a specification of physical
  components and interfaces) 
• Product Integration
• Verification (includes Peer Reviews did we build
  the product right?)
• Validation (did we build the right product?)

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IPPD Changes for Defined Level
L3 Defined 3 of 3

• Integrated Project Management given a
  collaborative focus goals for
• Using Shared Vision
• Organizing Integrated Teams
• New PA Organizational Environment for
  Integration
• Provide IPPD Infrastructure share vision,
  integrate work environment
• Manage People for Integration leadership,
  incentives
• New PA Integrated Teaming
• The purpose of Integrated Teaming is to form and
  sustain an integrated team for the development of
  products.
• Like Intergroup Coordination but much much more

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Process Areas at L4 Quantitatively Managed

• Organizational Process Performance
• Formerly a goal of QPM, now a PA to emphasize its
  importance
• Provides the organizational data, baselines, and
  models to support quantitative management of both
  the organization's and the projects' processes
• Quantitative Project Management
• Combines CMMs SQM (product) and QPM (process)
• quantitatively manage the projects defined
  process to achieve the projects established
  quality and process performance objectives
• Statistical control
• Quantitative quality goals and controls during
  the project

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Process Areas at L5 Optimizing

• Process Change Management and Technology Change
  Management have been restructured into
  Organizational Innovation and Deployment
• Continually select and deploy incremental and
  innovative improvements
• Identification and evaluation of potential
  changes, prioritized using quantitative
  performance measures produced by Organizational
  Process Performance (L4)
• Technology here is to support, enhance or
  automate processes (the Technical Solution PA
  addresses the broader areas of technology)
• Defect Prevention has been transformed into
  Causal Analysis and Resolution
• Identifies causes of defects in the projects
  defined process to take action to prevent them
  from occurring in the future
• Broadened to address other problems besides
  defects, e.g. cycle time

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Specifics Generics in Staged Model
Staged 1 of 3

• PA - Project Monitoring and Control
• SG1 Monitor Project Against Plan
• SP 1.1 Monitor Project Planning Parameters
• SP 1.2 Monitor Commitments
• SP 1.3 Monitor Risks
• SP 1.4 Monitor Data Management
• SP 1.5 Monitor Stakeholder Involvement
• SP 1.6 Conduct Progress Reviews
• SP 1.7 Conduct Milestone Reviews
• SG2 Manage Corrective Action to Closure
• SP 2.1 Analyze Issues
• SP 2.2 Take Corrective Action
• SP 2.3 Manage Corrective Action

Specific Practices Correspond to Activities In
the CMM
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Specifics Generics in Staged Model
Staged 2 of 3

• GG2 Institutionalize a Managed Process
• GP 2.1 CO1 Establish an Organizational Policy
• GP 2.2 AB1 Plan the Process
• GP 2.3 AB2 Provide Resources
• GP 2.4 AB3 Assign Responsibility
• GP 2.5 AB4 Train People
• GP 2.6 DI1 Manage Configurations
• GP 2.7 DI2 Identify and Involve Relevant
  Stakeholders
• GP 2.8 DI3 Monitor and Control the Process
• GP 2.9 VE1 Objectively Evaluate Adherence
• GP 2.10 VE2 Review Status with Higher-level Mgmt.

For all L2 Process Areas
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Specifics Generics in Staged Model
Staged 2 of 3

• GG3 Institutionalize a Defined Process
• In addition to GP 2.1 2.10
• GP 3.1 (AB1) Establish a Defined Process
• GP 3.2 (DI4) Collect Improvement Information

For all L3, L4, L5 Process Areas
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Specifics Generics in Continuous Model
Continuous 1 of 3

• PA - Project Monitoring and Control
• SG1 Monitor Project Against Plan
• SP 1.1 Monitor Project Planning Parameters
• SP 1.2 Monitor Commitments
• SP 1.3 Monitor Risks
• SP 1.4 Monitor Data Management
• SP 1.5 Monitor Stakeholder Involvement
• SP 1.6 Conduct Progress Reviews
• SP 1.7 Conduct Milestone Reviews
• SG2 Manage Corrective Action to Closure
• SP 2.1 Analyze Issues
• SP 2.2 Take Corrective Action
• SP 2.3 Manage Corrective Action

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Specifics Generics in Continuous Model
Continuous 2 of 3

• GG1 Achieve Specific Goals
• GP 1.1 Identify Work Scope
• GP 1.2 Perform Base Practices
• GG2 Institutionalize a Managed Process
• GP 2.1 CO1 Establish an Organizational Policy
• GP 2.2 AB1 Plan the Process
• GP 2.3 AB2 Provide Resources
• GP 2.4 AB3 Assign Responsibility
• GP 2.5 AB4 Train People
• GP 2.6 DI1 Manage Configurations
• GP 2.7 DI2 Identify and Involve Relevant
  Stakeholders
• GP 2.8 DI3 Monitor and Control the Process
• GP 2.9 VE1 Objectively Evaluate Adherence
• GP 2.10 VE2 Review Status with Higher-level Mgmt.

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Specifics Generics in Continuous Model
Continuous 3 of 3

• GG3 Institutionalize a Defined Process
• GP 3.1 Establish a Defined Process
• GP 3.2 Collect Improvement Information
• GG4 Institutionalize a Quantitatively Managed
  Process
• GP 4.1 Establish Quality Objectives
• GP 4.2 Stabilize Subprocess Performance
• GG5 Institutionalize an Optimizing Process
• GP 5.1 Ensure Continuous Process Improvement
• GP 5.2 Correct Common Cause of Problems

Applies to each Process Area ! As well as product
faults
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What you can learn from the Model Documents

• Both Staged Continuous model documents have
• Model Structure
• Model Terminology
• Understanding the Model
• Using the Model
• In addition to the PA definitions.

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So whats Changed from CMM SW v1.1, Really ?

• Clarification of Measurement
• Expansion of Software Product Engineering
• Support for Risk Management and Decision Making
• Redundant common feature definitions have
  become Generics
• The mitosis of SQM / QPM into Process
  Capability Quant. Process Management
• PCM TCM -gt Organizational Innovation and
  Deployment

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And what else has changed?

• SE, IPPD (soon) Acquisition disciplines
• Integration of CMMs into one model
• Support for Staged and Continuous
• Model support ARC, SCAMPI, Training,
  Transition Plan
• Thorough defined
• Transition Plan couched in legalese

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Benefits of using the CMMI (1 of 2)

• Better alignment with Total Product Mgmt.
• Focuses on alignment of process with business
  goals and results
• Covers more of the development life-cycle
• Makes possible an integrated assessment to cover
  multiple discipline-based assessments SW,SE,IPPD
• Evolutionary
• Relatively smooth transition from CMM 1.1 to CMMI
  SW Staged
• More precise definitions for measurement
  practices and Risk Management

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Benefits of Using the CMMI (2 of 2)

• Tailorable to organizations needs(Staged and/or
  Continuous)
• Clear and unambiguous at higher maturity levels
• Intentional closer compatibility with emerging
  international standards
• A26. The method shall define a mechanism for
  translating assessment observations into
  associated process attribute outcomes in
  accordance with ISO/IEC TR 15504-2 SPICE clause
  7.6.

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Risks of Using the CMMI

• CMMI IPPD is not soup yet
• V1.1 Release target 12/01 ( 2.25 yrs from Day 1 )
• CMMI SW/SE training piloted
• SCAMPI pilots under way
• Transitioning from CMM requires re-orientation
• Continuous or Staged ?
• When used for maturity verification the bar is
  higher
• Linkage to ISO 9000 90002000 has been done on
  a case by case basis no consensus among ISO
  registrars at this time on ISO CMMI equivalency

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For more information

• http//www.sei.cmu.edu/cmmi/