SCAMPI A FOR ASI

1
SCAMPI A FOR ASI
2
ARC V1.1

• The Appraisal Requirements for CMMI (ARC) V1.1
  Defines the Requirements Considered Essential to
  Appraisal Methods Intended for Use With CMMI
  Models
• Appraisal Principles
• Start With an Appraisal Reference Model
• Use a Formalized Appraisal Process
• Involve Senior Management As the Appraisal
  Sponsor
• Focus the Appraisal on the Sponsors Business
  Objectives
• Observe Strict Confidentiality and
  Non-attribution of Data
• Approach the Appraisal Collaboratively
• Focus on Follow-on Activities and Decision-making
  Based Upon the Appraisal Results

3
ARC APPRAISAL METHOD CLASSES
4
WHAT IS SCAMPI?

• The Standard CMMI Appraisal Method for Process
  Improvement (SCAMPI) Is a Class A Appraisal
  Method That Provides Benchmark Quality Ratings
  Relative to CMMI Models
• SCAMPI Objectives
• Gain Insight Into an Organizations Engineering
  Capability by Identifying the Strengths and
  Weaknesses of Its Current Processes
• Relate These Strengths and Weaknesses to the CMMI
  Model
• Prioritize Improvement Plans
• Focus on Improvements (Correct Weaknesses That
  Generate Risks) That Are Most Beneficial to the
  Organization Given Its Current Level of
  Organizational Maturity or Process Capabilities
• Derive Capability Level Ratings, As Well As a
  Maturity Level Rating
• Identify Development/acquisition Risks Relative
  to Capability/maturity Determinations

5
SCAMPI V1.1 HIGHLIGHTS

• Single, Integrated Appraisal Method to Support
• Internal Process Improvement
• Supplier Selection High-value Discriminator
• Process Monitoring After Contract Award
  (Incentive/Award Fees)
• Detailed Method Definition - SCAMPI Method
  Definition Document (MDD)
• Emphasis Moves From Discovery to Verification
• Four Data Gathering Mechanisms (Objective
  Evidence Sources)
• Instruments, Presentations, Documents, Interviews
• Focused Investigation
• Application of Efficient Techniques for
  Collection and Management of Appraisal Data

6
PRACTICE IMPLEMENTATION INDICATORS

• Practice Implementation Indicators (PIIs) - the
  Footprints That Are the Necessary or Incidental
  Consequence of Practice Implementation
• Include Artifacts As Well As Information Gathered
  From Interviews With Managers and Practitioners
• PII-based Process Appraisal Uses PIIs As the
  Focus for Verification of Practice Implementation
• This Is in Contrast to an Observation-based
  Approach (CBA IPI) That Relies on the Crafting of
  Observations That Pertain to Model Implementation
  Strengths or Weaknesses

7
PRACTICE IMPLEMENTATION INDICATOR TYPES

• Direct Artifacts
• Tangible Outputs Resulting Directly From
  Implementation of a Practice CMMIs Typical
  Work Products
• e.g., Project Plan, Project Performance Measures
• Indirect Artifacts
• Artifacts That Are a Side-effect or Indicative of
  Performing a Practice
• e.g., Meeting Minutes, Reviews, Logs, Reports
• Affirmations
• Oral or Written Statements Confirming or
  Supporting Implementation of the Practice
• e.g., Interviews, Questionnaires

8
EXAMPLE INDICATORS OF PRACTICE IMPLEMENTATION
PP SP1.1-1

• Indirect Artifacts
• Meeting Minutes
• Team Charter
• WBS Development Notes

Establish

• Direct Artifacts
• Top-level WBS
• Task Descriptions
• Work Package Descriptions

A Top-level Work Breakdown Structure (WBS)

• Affirmations
• I Worked on the WBS Team
• We Used the WBS

To Estimate the Scope of the Project
9
SCAMPI AGGREGATION AND RATING
Corroboration
Must Have Direct Artifacts, Combined With Either
Indirect Artifact or Affirmation
Maturity Levels Capability Levels Process Areas
(Optional)
Coverage
Must Have Sufficient Objective Evidence for
Implementation of Each Practice, for Each
Instance Must Have Face-to-Face (F2F)
Affirmations (Avoid Paper-only Appraisals)
Goals
Final Findings
Char. LI
Preliminary Findings Weakness(es) Strength(s)
Char. LI
Organizational Unit Level
Inst. I1 I2 I3 I4
Direct Indicator(s) Indicator(s) Indicator(s)
Indicator(s)
a a x a
Indirect Indicator(s) Indicator(s) Indicator(s
) Indicator(s)
a x a
Affirmation Indicator(s) Indicator(s) Indicato
r(s) Indicator(s)
x a a
Char.
Char.
Obs.
Char.
LI
LI
Weakness(es)
LI
FI
FI
Strength(s)
FI
PI
PI

PI
FI
FI

FI
(Practices)
10
PRACTICE IMPLEMENTATION INDICATOR DESCRIPTIONS

• A PIID Is a Structure or Schema Defined to
  Provide a Repository for the Practice
  Implementation Indicator Information.
• PIDDs Have Multiple Uses
• During Model Implementation Provide a Mechanism
  by Which the Implementation of a Model Practice
  Can Be Described.
• Appraisal Provide a Mechanism to Verify
  Practice Implementation Effectively and
  Efficiently.
• After Model Implementation Provide Vehicle for
  Training New Personnel, for Internal Monitoring
  of Practice Implementation, Etc.
• PIDDs Are Used to Capture Data for Both Specific
  Practices and Generic Practices

11
PROCESS AREA PIDDs (SPECIFIC PRACTICES)
12
GENERIC PRACTICES PIIDs OVERALL GUIDANCE
13
GENERIC PRACTICES PIDDs APPLIED TO A PROCESS
AREA
14
PREPARING FOR THE APPRAISAL

• Prior to the appraisal, the organization
  populates the PIDDs
• PIIDs Contain All the Specific and Generic
  Practices for the Process Areas in the Scope of
  the Appraisal
• The Organization Answers These Questions For Each
  Practice In The Process Areas Being Appraised
• Do We Do This?
• What Artifact Can We Provide As Evidence?
• Where Can the Artifact Be Found?

15
SCAMPI PROCESS FLOW PLAN PREPARE
Plan for Appraisal
Obtain/Analyze Initial Objective Evidence (OE)
Scope, Appraisal Plan

1 Questionnaires/Mapping/Documents PII
(mapping) Database
Prepare Appraisal Team Participants
Prepare to Collect OE


Trained team Participants oriented
Readiness Review and Data Collection Plan
1 Questionnaires Optional
16
SCAMPI PROCESS FLOW CONDUCT APPRAISAL
Validate Practice Implementation Gaps
Examine OE

Questionnaire results, PII Database, Documents,
Interviews
Preliminary Findings and Findings Feedback
Verify OE
Document OE

Direct Indirect Artifacts, Affirmations,
Strengths, and Weaknesses
Recorded/Updated Appraisal Data (e.g., tagged
notes, PII Database,Gaps)
Characterize Implementation of Practices
Generate Assessment Results

Final Findings, Ratings

Instantiation-level Organizational Unit-level
Characterizations
Note Shading indicates iterative process.
17
SCAMPI PROCESS FLOW REPORT RESULTS
Deliver Appraisal Results
Findings Presentation and Final Report

Package Archive Appraisal Results
Lessons Learned, Appraisal Record (sponsor),
Appraisal Report/Feedback (SEI)

Final report is optional
18
PROPOSED PLAN FOR ASI

• SCAMPI A for Requirements Management, Project
  Planning, Measurement Analysis, Organizational
  Process Focus, and Risk Management (?) for Pilot
  Projects
• Team Training/Readiness Review 04/27-04/30
• Appraisal 05/24-05/27
• Commitment
• Work with Sandra to Prepare for Appraisal
  (February-April)
• Provide 1 person for the appraisal team (Needs to
  Have Taken Intro to CMMI Class)

19
PATH FORWARD
20
PATH FORWARD

• Baseline Process Descriptions
• Execute Processes in Pilot Projects (objective
  evidence should be generated)
• Collect Metrics
• Gather lessons learned and process improvements
• Implement process improvements
• Continue Weekly Telecons and Monthly Meetings
• Prepare for Appraisal
• Suz will be Lead Process Improvement Consultant
• Sandra will be Lead Appraiser