CMM in Practice

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CMM in Practice

• Presented By Manas Singh

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Outline

• Relationship between Quality Productivity and
  Process
• Introduction to Process Frameworks and CMM
• Infosys Company Overview
• Why CMM case study?
• CMM KPAs and its implementation at Infosys
• Conclusion

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Why process is important?

• Three main characteristics of a project are its
  cost, schedule and quality. Productivity
  determines the cost and schedule.
• Productivity and Quality (QP) can be viewed as
  the main goal of the project.
• QP of an organization depends on three factors
  process, people and technology.

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Quality Triangle
Technology
Process
Q P
People
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Process Framework

• People and Technology remaining constant, QP can
  be improved by improving the Process.
• Process Frameworks specify the desirable
  characteristics of the process.
• CMM and ISO 9001 are two popular process
  frameworks.
• CMM is more oriented towards software projects.

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Capability Maturity Model

• CMM defines five maturity levels.

Productivity and Quality
5
Optimizing
Change Management Defect Prevention
4
Managed
Continuously Improving
Product and Process Quality
Engineering Process
3
Defined
Predictable
Standard, Consistent
Repeatable
2
Project Management
Disciplined
Initial
1
Heroes
Project Risk
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Key Process Area (KPA)

• CMM defines Key Process Areas (KPA) for each
  maturity level which specify the areas on which
  the organization should focus to elevate its
  process to that maturity level.
• CMMI also defines goals/ key practices for each
  KPA, which can be used to satisfy the
  requirements of the KPA.

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Level
Key Process Area
Focus Area
Technology Change Management Process Change
Management Defect Prevention
5- Optimizing
Continuous Improvement
Quantitative process Management Software Quality
Management
4- Managed
Product and Process quality
Organizational Process Focus Organizational
Process Definition Training Program Integrated
Software Management Software Product
Engineering Inter-group Coordination Peer Reviews
3- Defined
Engineering Process
Requirements Management Software Project
Planning Software Project Tracking Software
Subcontractor Management Software Configuration
Management Software Quality Assurance
2- Repeatable
Project Management
1- Initial
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Infosys

• In this presentation Infosys is used as the model
  company to study CMM in practice.
• Infosys is a CMM Level 5 company.
• Infosys is also an ISO 9001 - TickIT certified.
• Infosys is a billion dollar company with around
  30,000 employees.

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Why CMM Case Study?

• CMM specifies the characteristics of a good
  software process but does not define the process.
• Studying the real world implementation of CMM
  guidelines gives a better understanding of the
  CMM requirements.
• This practical knowledge can be used to implement
  improved software processes.
• The case study also helps to evaluate the
  effectiveness of CMM guidelines.

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What we have covered so far

• Quality Productivity and Process
• Process Framework and CMM
• Infosys Overview
• Why CMM case study?
• Conclusion

• CMM KPA and Process at Infosys

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Organization Process Focus KPA

• OPF is a KPA for CMM Level 3.
• Goals of OPF as defined by CMM are
• Software process development and improvement
  activities are coordinated across the
  organization.
• The strength and weaknesses of the software
  processes used are identified.
• Organization-level process development and
  improvement activities are planned.

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SEPG

• OPF KPA is achieved by implementing the Software
  Engineering Process Group.
• The responsibility of SEPG are
• Process Management This includes process
  definition and enhancement.
• Process Implementation
• Audit

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Software Product Engineering KPA

• SPE is a KPA for Level 3.
• Goals of SPE as defined by CMM are
• The software engineering tasks are defined,
  integrated and consistently performed to produce
  the software.
• Software work products are kept consistent with
  each other.

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Requirements Management KPA

• RM is a level 2 KPA.
• Goals of RM as defined by CMM are
• Software requirements are controlled to establish
  a base line for software engineering and
  management activities.
• Software plans, products and activities are kept
  consistent with requirements.

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Realizing SPE and RM KPA

• SPE and RM KPA are achieved by defining process
  for Requirement Analysis, Requirement Change
  Management and Traceability management.

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Requirement Analysis

• Process for requirement analysis
• Template for requirement specification.
• Sample checklist for review.

Gather Req
Analyze
Prepare
Sign-off
Review
Prepare SRS
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Requirement Change Management

• Changes are inevitable but needs to be managed.
• Steps in the change management process
• Log the changes
• Perform impact analysis on work products
• Estimate effort need for change requests
• Evaluate the effect on project schedule.
• Review with senior management.
• Obtain customer sign off

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Requirement Change Management

• Sample change request.
• Cumulative impact of all the changes are also
  recorded and monitored.
• Sample of Tracking Cumulative Effect of Changes.

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Traceability Management

• Traceability makes it possible to trace each
  requirement to design and code that implement
  that requirement and test cases that test the
  implementation.
• Benefits of Traceability
• Ensures that all requirements are implemented.
• Ensures that test cases are developed for all
  requirements.
• Helps in impact analysis.

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Traceability Matrix

• At Infosys traceability is maintained in a
  traceability matrix.
• Sample Traceability Matrix.
• Audits on Traceability Matrix.

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Organization Process Definition KPA

• OPD is a level 3 KPA
• Goals of OPD as defined by CMM are
• A standard software process for the organization
  is developed and maintained.
• Information related to the use of the
  organizations standard software process by the
  software projects is collected, reviewed and made
  available.
• Process Models are used to implement OPD

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Process Models

• Process Models for different types of project
  like development, maintenance, testing etc are
  defined and used.
• Process Model divides the process into small well
  defined phases.
• For each phase the input and deliverable and the
  activities are clearly defined.
• The relation between the phases are also defined.

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Integrated Software Management KPA

• ISM is a KPA for level 3.
• Goals of ISM KPA are
• The project's defined software process is
  tailored version of the organizations standard
  software process.
• The project is planned and managed according to
  the project's defined software process.
• Process Tailoring is used to implement ISM.

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Process Tailoring

• Standard process for different types of project
  like development, maintenance etc are defined.
• Tailoring is the act of modifying the standard
  organization process so that the resulting
  process is better suited for achieving the goals
  of the project.
• Tailoring Guidelines permissible rules for
  changing the standard process.

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Process Tailoring

• Sample Tailoring Guideline
• Sample Process Tailoring document.

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Quantitative Process Management KPA

• QPM is a KPA for level 4
• The Goals for QPM are
• The quantitative process management activities
  are planned.
• The process performance of the projects defined
  software process is controlled quantitatively.
• The process capability of the organizations
  standard software process is known in
  quantitative terms.

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Process Database and Capability Baseline

• Quantitative Process Management KPA is achieved
  using PDB and PCB.
• PDB (Process Database) consists of data from the
  completed projects with each project contributing
  a single data point.
• PCB (Process Capability Baseline) is derived from
  PDB and contains the capability baseline of
  different processes in quantitative terms.

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PDB and PCB

• The capability of a process is essentially the
  range of outcomes that can be expected if the
  process is followed.
• The main data that are captured in PDB and PCB
  are productivity, effort, quality and defects.

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Information Flow
Project Estimates
Project Actual - IPM
Process Artifacts
Process Data From Closure reports
Process Database
Process Assets
Analyzed Process data
Process Capability Baseline
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Defect Prevention KPA

• Defect Prevention (DP) is a Level 5 KPA.
• Goals of DP as defined by CMM are
• Defect prevention activities are planned
• Common causes of defects are sought and
  identified
• Common causes of defect are prioritized and
  systematically eliminated

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Defect Prevention
Evaluate Evaluate DP Capture Learnings
Execute Do defect prevention
Plan Conduct Kick - off meeting Milestones
for DP
Prepare Identify DP team Training
Project DP Activities starts from Project kick
off
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Conclusion

• Studying the Implementation of KPAs gives a
  better understanding of the KPAs.
• This Case Study illustrates one way of
  implementing KPAs as defined by CMM in real
  world.
• This practical knowledge can be utilized as a
  base line for defining better software process.
• This case study also illustrates the
  effectiveness of CMM guidelines in improving
  Quality and Productivity of an organization.

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Questions