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CMMI Overview

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Presented by: Bruce Boyd 28 January 2004 Agenda Why use a Process Model? CMMI Structure Comparisons with SW-CMM and EIA/IS 731 A Sampling of CMMI Process Areas ... – PowerPoint PPT presentation

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Title: CMMI Overview


1
CMMI Overview
  • Presented by
  • Bruce Boyd28 January 2004

2
Agenda
  • Why use a Process Model?
  • CMMI Structure
  • Comparisons with SW-CMM and EIA/IS 731
  • A Sampling of CMMI Process Areas
  • Available Training
  • Appraisals
  • CMMI at Boeing St. Louis

3
Early Process Improvement
  • The theories of process management are a
    synthesis of the concepts of Deming, Crosby,
    Juran, and others.
  • Over the past 30 years, these theories have been
    used to address problems common to many
    organizations.
  • Solutions have been discovered, but a gap existed
    between the state of the practice and the state
    of the art.
  • Many of these concepts have been used to build
    process-improvement models.

4
What Is a Process Model?
  • A model is a structured collection of elements
    that describe characteristics of effective
    processes.
  • Processes included are those proven by experience
    to be effective.

5
How Is a Model Used?
  • A model is used
  • to help set process improvement objectives and
    priorities, improve processes, and provide
    guidance for ensuring stable, capable, and mature
    processes
  • as a guide for improvement of organizational
    processes
  • A model provides
  • a place to start
  • the benefit of a communitys prior experiences
  • a common language and a shared vision
  • a framework for prioritizing actions

6
Categories of Process Improvement Benefits
  • Process improvement benefits fall into eight
    general categories
  • improved schedule and budget predictability
  • improved cycle time
  • increased productivity
  • improved quality (as measured by defects)
  • increased customer satisfaction
  • improved employee morale
  • increased return on investment
  • decreased cost of quality

7
What is a CMM?
  • Capability Maturity Model A reference model of
    mature practices in a specified discipline, used
    to assess a groups capability to perform that
    discipline
  • CMMs differ by
  • Discipline (software, systems, acquisition, etc.)
  • Structure (staged versus continuous)
  • How Maturity is Defined (process improvement
    path)
  • How Capability is Defined (institutionalization)
  • Capability Maturity Model and CMM are used by
    the Software Engineering Institute (SEI) to
    denote a particular class of maturity models

Capability Maturity Model, CMM, CMM
Integration, and CMMI are service marks and
registered trademarks of Carnegie Mellon
University
8
So Many Models, So Little Time
YA- CMM
  • Different structures, formats, terms, ways of
    measuring maturity
  • Causes confusion, especially when using more than
    one model
  • Hard to integrate them in a combined improvement
    program
  • Hard to use multiple models in supplier selection

EIA 731
Software CMM
SystemsEngr CMM
People CMM
IPD CMM
SoftwareAcq CMM
FAA iCMM
Systems SecurityEngr CMM
9
Bridging the Divide
  • CMMI
  • Integrates systems and software disciplines into
    one process improvement framework.
  • Provides a framework for introducing new
    disciplines as needs arise.

10
The CMMI Project
  • DoD sponsored collaboration between industry,
    Government, SEI
  • Over 100 people involved (1997 2001)
  • KPMG
  • Lockheed Martin
  • Motorola
  • Northrop Grumman
  • Pacific Bell
  • Q-Labs
  • Raytheon
  • Reuters
  • Rockwell Collins
  • SAIC
  • Software Productivity Consortium
  • Sverdrup Corporation
  • TeraQuest
  • Thomson CSF
  • TRW
  • U.S. Army, Navy, Air Force
  • Federal Aviation Administration
  • National Security Agency
  • Software Engineering Institute
  • ADP, Inc.
  • ATT Labs
  • BAE
  • Boeing
  • Computer Sciences Corporation
  • EER Systems
  • Ericsson Canada
  • Ernst and Young
  • General Dynamics
  • Harris Corporation
  • Honeywell

11
CMMI Models
  • Source Models
  • Capability Maturity Model for Software V2, draft
    C (SW-CMM V2C)
  • EIA Interim Standard 731, System Engineering
    Capability Model (SECM)
  • Integrated Product Development Capability
    Maturity Model, draft V0.98 (IPD-CMM)

CMMI-SE/SW Staged Representation
CMMI-SE/SW Continuous Representation
  • Combined System Engineering / Software
    Engineering model
  • Can be applied to
  • Just the software engineering projects in an
    organization
  • Just the system engineering projects in an
    organization
  • Both
  • IPPD/SS can be used in either/both

12
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)
  • SCAMPI Method Description Document (MDD)

13
Available Models
  • The following CMMI Models exist
  • SE/SW Staged
  • SE/SW Continuous
  • SE/SW/IPPD Staged
  • SE/SW/IPPD Continuous
  • SE/SW/IPPD/SS Staged
  • SE/SW/IPPD/SS Continuous
  • SW Staged
  • SW Continuous
  • The SW-only models are identical to the SE/SW
    models except that the SE amplifications have
    been removed (delta about 7 pages)

14
Model Representations
Continuous
. . .for a single process area or a set of
process areas
15
Why Does CMMI Have Two Representations?
  • Source Model Heritage
  • Software CMM--Staged
  • SECM--Continuous
  • IPD CMM--Hybrid
  • Proponents for each type of representation were
    part of CMMI product development team.
  • Selecting a single representation approach became
    too hard.
  • A compromise was made to initially support two
    representations of the model with equivalent
    content.

16
Advantages of Each Representation
  • Staged Representation
  • Provides a roadmap for implementing
  • groups of process areas
  • sequencing of implementation
  • Familiar structure for those transitioning from
    the SW-CMM
  • Continuous Representation
  • Provides maximum flexibility for focusing on
    specific process areas according to business
    goals and objectives.
  • Familiar structure for those transitioning from
    the systems engineering community.

17
CMMI StructureOne Model, Two Representations
18
Model Components
  • Process Areas (PA)
  • Specific Goals (SG) Required
  • Specific Practices (SP) Expected
  • Typical Work Products Informative
  • Sub-practices Informative
  • Notes Informative
  • Discipline Amplifications Informative
  • References Informative
  • Generic Goals (GG) Required
  • Generic Practices (GP) Expected
  • Generic Practice Elaborations Informative

19
Staged Representation The Maturity Levels
Optimizing
Optimizing
Focus on processimprovement
Quantitatively Managed
Process measuredand controlled
Defined
Defined
Process characterized for the organization and is
proactive
Managed
Process characterized for projects and is often
reactive
Initial
Process unpredictable, poorly controlled and
reactive
20
Staged RepresentationProcess Areas by Maturity
Level
Process Areas
Level
Focus
Organizational Innovation and Deployment Causal
Analysis and Resolution
5 Optimizing
Quantitative management
Organizational Process Performance Quantitative
Project Management
4 Quantitatively Managed
Requirements Development Technical
Solution Product Integration Verification Validati
on Organizational Process Focus Organizational
Process Definition Organizational Training
Integrated Project Management Integrated
Supplier Management Risk Management Decision
Analysis and Resolution Organizational
Environment for Integration Integrated Teaming
Process standardization
3 Defined
(SS)
(IPPD) (IPPD)
Basic project management
Requirements Management Project Planning Project
Monitoring and Control Supplier Agreement
Management Measurement and Analysis Process and
Product Quality Assurance Configuration Management
1 Initial
21
Continuous Representation Organization of
Process Areas
Category
Process Area
Project Planning Project Monitoring and
Control Supplier Agreement Management Integrated
Project Management(IPPD) Integrated Supplier
Management (SS) Integrated Teaming (IPPD) Risk
ManagementQuantitative Project Management
Project Management
22
Continuous RepresentationThe Capability Levels
23
Process Area Capability Profile
  • A process area capability profile may be
    represented by a set of points in two dimensions.
  • the process dimension
  • What you do
  • the capability dimension
  • How well you do it

Capability(How well)
Process Area (What you do)
24
An Example Process Area Capability Profile

25
Model Componentsand the Capability Profile

GenericGoals Generic Practices
GenericGoals Generic Practices
SpecificGoals Practices
SpecificGoals Practices
26
Distinctions Between Levels
  • performed vs. managed
  • the extent to which the process is planned
    performance is managed against the plan
    corrective actions are taken when needed
  • managed vs. defined
  • the scope of application of the process
    descriptions, standards, and procedures (i.e.,
    project vs. organization)
  • defined vs. quantitatively managed
  • the predictability of process performance is
    ensured by addressing special causes of process
    variation
  • quantitatively managed vs. optimizing
  • the process is continuously improved by
    addressing common causes of process variation

27
Summary
  • There is one CMMI Model with two representations,
    Staged and Continuous
  • The material in both representations is the same
    just organized differently
  • Each representation provides different ways of
    implementing processes
  • Equivalent Staging provides a mechanism for
    relating Maturity Levels to Capability Levels
  • The CMMI model should be applied using
    intelligence, common sense, and professional
    judgment

28
SW-CMM V1.1 vs. CMMI V1.1
Key Process Areas (KPAs)
Process Areas (PAs)
Defect Prevention Causal Analysis and
Resolution Technology Change Mgmt Organizational
Innovation Deployment Process Change
Management Quantitative Process
Mgmt Organizational Process Performance Software
Quality Mgmt Quantitative Project
Management Organization Process
Focus Organization Process Focus Organization
Process Definition Organization Process
Definition Training Program Organizational
Training Integrated Software Mgmt Integrated
Project Management Risk Management Software
Product Engr Requirements Development Technical
Solution Product Integration Intergroup
Coordination Verification Peer Reviews
Validation Decision Analysis and
Resolution Requirements Management Requirements
Management Software Project Planning Project
Planning Software Project Tracking
Oversight Project Monitoring and
Control Software Subcontract Mgmt Supplier
Agreement Management Software Quality
Assurance Product Process Quality Assurance
Software Configuration Mgmt Configuration
Management Measurement and Analysis
LEVEL 5 OPTIMIZING
LEVEL 4 MANAGED
LEVEL 3 DEFINED
LEVEL 2 REPEATABLE
28
29
SECM Focus Areas
Environment
Monitor Control
Plan Organize
Integrate Disciplines
Define Improve SE Process
Management
Technical
Define Solution
Define Stkhldr Sys Level Rqmnts
Integrate System
Manage Risk
Manage SE Support Environment
Assess Select
Verify System
Define Technical Problem
Manage Configurations
Manage Competency
Validate System
Manage Technology
Manage Data
Coordinate with Suppliers
Ensure Quality
30
A Sampling of CMMI Process Areas
31
Project Management Process Areas
  • There are eight Project Management Process Areas.
  • Project Planning
  • Project Monitoring and Control
  • Integrated Project Management (IPPD)
  • Risk Management
  • Supplier Agreement Management
  • Quantitative Project Management
  • Integrated Supplier Management (SS)
  • Integrated Teaming (IPPD)

32
PP - Capability Level 1
Project Planning
Specific Practices (CL1 - Base
Practices) SP1.1-1 Estimate the Scope of the
Project SP1.2-1 Establish Estimates of Work
Product and Task Attributes SP1.3-1 Define
Project Life Cycle SP1.4-1 Determine Estimates
of Effort and Cost SP2.1-1 Establish Budget and
Schedule SP2.2-1 Identify Project
Risks SP2.3-1 Plan for Data Management SP2.4-1 P
lan for Project Resources SP2.5-1 Plan for
Needed Knowledge and Skills SP2.6-1 Plan
Stakeholder Involvement SP2.7-1 Establish the
Project Plan SP3.1-1 Review Plans that Affect
the Project SP3.2-1 Reconcile Work and Resource
Levels SP3.3-1 Obtain Plan Commitment
Generic Practices (CL1)) GP1.1 Perform Base
Practices
If all of the base practices are performed,
Then, the associated Specific Goals and Generic
Goal 1 are satisfied, So, the Process Area is
rated at Capability Level 1 (CL1) - Performed.
33
Building Process Capability
Level 5 Generic Practices
Optimizing Process
Capability
Level 4 Generic Practices
Quantitatively Managed Process
Level 3 Generic Practices
Defined Process
Level 2 Generic Practices
Managed Process
Performed Process
See CMMI Distilled, Page 99
34
PP - Capability Level 5
Project Planning
Specific Practices (CL1 CL2 CL3) All CL1
Base Practices All CL2 Advanced Practices (if
any) All CL3 Advanced Practices (if any)
Generic Practices (CL1 CL2 CL3 CL4
CL5) GP1.1 Perform Base Practices GP2.1 Establi
sh an Organizational Policy GP2.2 Plan the
Process GP2.3 Provide Resources GP2.4 Assign
Responsibility GP2.5 Train People GP2.6 Manage
Configurations GP2.7 Identify and Involve
Relevant Stakeholders GP2.8 Monitor and Control
the Process GP2.9 Objectively Evaluate
Adherence GP2.10 Review Status with Higher Level
Management GP3.1 Establish a Defined
Process GP3.2 Collect Improvement
Information GP4.1 Establish Quality
Objectives GP4.2 Stabilize Subprocess
Performance GP5.1 Ensure Continuous Process
Improvement GP5.2 Correct Common Cause of
Problems
If all of the CL1, CL2, and CL3 Specific
Practices are performed, And all of the CL1,
CL2, CL3, CL4, and CL5 Generic Practices are
performed, Then, the Process Area is rated at
Capability Level 5 (CL) - Optimizing.
35
Support Process Areas
  • There are six Support Process Areas
  • Configuration Management
  • Process and Product Quality Assurance
  • Measurement and Analysis
  • Causal Analysis and Resolution
  • Decision Analysis and Resolution
  • Organizational Environment for Integration (IPPD)

36
Understanding Support Processes
  • Support process areas cover the practices that
    support product development, maintenance, and
    acquisition.
  • They provide essential processes used by all the
    CMMI process areas, and are typically used in
    the context of performing other processes.

37
Engineering Process Areas
  • There are six Engineering Process Areas.
  • Requirements Management
  • Requirements Development
  • Technical Solution
  • Product Integration
  • Verification
  • Validation

38
Engineering Process Areas

Requirements
Product product component requirements
Alternativesolutions
Productcomponents
Product
Customer
Require-ments
Product components, work products,
verification and validation reports
Customer needs
39
Process Management Process Areas
  • There are five Process Management Process Areas
  • Organizational Process Focus
  • Organizational Process Definition
  • Organizational Training
  • Organizational Process Performance
  • Organizational Innovation and Deployment

40
Understanding Process Management Process Areas
  • The process management PAs apply across the
    organization as a whole and provide details that
    support the Capability Level 3 Generic Goal.
  • For selected PAs, the organization has standard
    processes, which individual projects tailor to
    their needs.

41
About IPPD
  • Integrated Product and Process Development
  • IPPD affects all process areas.
  • IPPD is not a discipline like SE or SW.
  • Rather, it is a way of doing business.
  • IPPD is employed in conjunction with the CMMI
    disciplines (software and systems engineering).
  • Implementation of IPPD shapes how you perform the
    work in these disciplines.

42
IPPD - Definition
  • IPPD provides a systematic approach to product
    development that achieves a timely collaboration
    of relevant stakeholders throughout the product
    life cycle to better satisfy customer needs.

43
Scope of IPPD
  • CMMI SE/SW/IPPD adds to CMMI SE/SW
  • Two new process areas
  • Organizational Environment for Integration
  • Integrated Teaming
  • A revised Integrated Project Management (IPPD)
    process area (adds SG3 and SG4)
  • IPPD amplifications and references
  • New glossary definitions and acronyms
  • Overview material

44
Training and Appraisals
45
Available Training
  • CMMI Overview
  • Internal Boeing St. Louis 6-hour class
  • Understanding the CMMI
  • Software Productivity Consortium
  • 2-day class
  • Introduction to CMMI, Staged or Continuous
  • Software Engineering Institute or Transition
    Partners
  • 3-day class
  • Required for Lead Appraisers and Appraisal Team
    Members
  • Intermediate Concepts of CMMI Models
  • Software Engineering Institute
  • 5-day class
  • Required for Lead Appraisers

46
Appraisal Requirements for CMMI (ARC) v1.1
  • Similar to the current CMM Appraisal Framework
    (CAF) V1.0
  • A guide to appraisal method developers
  • Specifies the requirements for classes of
    appraisal methods
  • Class A Full, comprehensive appraisal methods
  • Class B Initial, incremental, self-appraisals
  • Class C Quick-look
  • Method developers can declare which class their
    method fits
  • Implications of the desired class of appraisal

47
Standard CMMI Appraisal Method for Process
Improvement (SCAMPI)
  • Class A method similar to CBA IPI
  • Led by authorized Lead Appraiser
  • Tailorable to organization and model scope
  • Source selection appraisals or process monitoring
    are tailoring options of SCAMPI
  • SCAMPI Method Definition Document V1.1
  • SCAMPI Class B C methods are being piloted

48
CMMI Lead Appraiser Program
  • Similar to existing SEI Lead Assessorand Lead
    Evaluator programs
  • Administered by SEI
  • Transitioned current SW SE Lead Assessors or
    Evaluators, as well as new candidates
  • Lead Appraiser requirements
  • Introduction to CMMI Training
  • Appraisal team experience
  • Intermediate CMMI Training
  • SCAMPI Lead Appraiser Training

49
Summary Organizational Maturity Profile
From Process Maturity ProfileCMMI
v1.1SCAMPISM v1.1 Appraisal ResultsFirst
LookSeptember 2003Software Engineering
InstituteCarnegie-Mellon University
50
Keys to CMMI Deployment in STL
  • Primary goal is to achieve performance
    improvement, not get assessed at a certain level
  • Integrated, usable process set
  • Integrated process set for all engineering
    disciplines
  • Designed for engineers daily use, not for the
    convenience of assessors
  • Maintain compliance with IDS common process model
  • Project ownership of organizational assets
  • Processes/Training/Metrics/Tools
  • Organizational infrastructure established for
    overall direction, oversight, and project
    collaboration
  • Core support for deployment of processes and
    metrics on projects
  • Phased project deployment approach
  • Targeting the majority of projects in STL
  • Queue projects in pipeline to move organization
    forward in maturity

51
Engineering Organization Set of Standard
Processes (EOSSP)
52
Process/Training Philosophy
  • Processes are CMMI and ISO compliant
  • Will incorporate most aspects of PMBP in 2004
  • Processes - checklist-type format that can be
    used by engineer who has been trained to do the
    job (what to do)
  • Background material is supplied with each process
    that describes the purpose of the process steps
    (why we do it this way)
  • Training material focuses on skills and
    methodology (how to do it)
  • Project defined work instructions are required by
    the processes to elaborate the specifics unique
    to the project
  • Process tailoring and waivers are available if
    necessary

53
For More Information About CMMI
  • Go to CMMI Website
  • http//sei.cmu.edu/cmmi
  • http//seir.sei.cmu.edu/seir/
  • http//www.ndia.org/ (annual CMMI Conference)
  • Assistance for government organizations
  • Software Technology Support Center
  • Hill AFB
  • http//www.stsc.hill.af.mil
  • SW-CMM v1.1 to CMMI v1.1 Mappings

54
Further Reading
55
Wrap-up
  • Any more questions?
  • Did the presentation meet your expectations?
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