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Introduction to the CMMI

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Title: Introduction to the CMMI


1
Introduction to the Capability Maturity Model
Integration (CMMI)
2
Quality Leverage Points
Everyone realizes the importance of having a
motivated, quality work force but...
PEOPLE
  • ...even our finest people cant perform at their
    best when the process is not understood or
    operating at its best.

TECHNOLOGY
PROCESS
Major determinants of product cost, schedule, and
quality
3
Why Focus on Process?
  • Process provides a constructive, high-leverage
    focus...
  • as opposed to a focus on people
  • Your work force, on the average, is as good as
    it is trained 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.

4
Underlying Premise of Process Improvement
The quality of a product is largely determined
by the quality of the process that is used to
develop and maintain it.
5
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.

6
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.

7
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

8
Why Is a Model Important?
  • 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

9
What Model do I use?
  • Historically Depends on the discipline that you
    want to model.
  • Software Engineering
  • Systems Engineering
  • Software Acquisition
  • Systems Security
  • etc.

10
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
11
Commonly Used CMMs
  • Software CMM staged software development
  • System Engineering CMM continuous system
    engineering
  • Software Acquisition CMM staged software
    acquisition
  • System Security Engineering CMM continuous securit
    y engineering
  • FAA-iCMM continuous software engineering, systems
    engineering, and acquisition
  • IPD-CMM hybrid integrated product development
  • People CMM staged workforce
  • SPICE Model continuous software development

12
So Many Models, So Little Time
ZZZ 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
13
CMMI to the Rescue!
  • Integrates systems and software disciplines into
    one process improvement framework.
  • Provides a framework for introducing new
    disciplines as needs arise.
  • 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)
  • 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 can be used ineither/both

14
Improvements in CMMI
  • The CMMI
  • Incorporates additional years of learning
  • More explicitly links best practices to business
    objectives
  • Expands the scope of and visibility into the
    product life cycle and engineering activities
  • Adds more best practices (e.g., Measurement, Risk
    Management, Product Integration, Decision
    Analysis and Resolution, and Supplier Management)
  • Captures more robust high-maturity practices
  • Addresses additional generic practices needed for
    institutionalization
  • More fully complies with relevant ISO standards

15
What is CMMI?
  • CMMI is
  • a model that provides a set of best practices
    that address productivity, performance, costs,
    and stakeholder satisfaction
  • a model which provides a structured view of
    process improvement across an organization
  • CMMI can help
  • set process improvement goals and priorities
  • provide guidance for quality processes
  • provide a yardstick for appraising current
    practices
  • CMMI is NOT
  • a set of bolt-on processes that last only as
    long as the wheel is squeaking. CMMI provides a
    consistent, enduring framework that accommodates
    new initiatives.
  • restricted to a single discipline (I.e. Software
    Engineering or Systems Engineering). CMMI focuses
    on the total software intensive system problem
    and integrates multiple disciplines into one
    process-improvement framework that eliminates
    inconsistencies and reduces duplication

16
Benefits of CMMI for Managers/Practitioners
  • Differences in behaviors and outcomes you can
    expect to see with CMMI
  • Commitment
  • understanding who the stakeholders are and
    achieving common understanding with them of the
    project's scope/requirements
  • moving from accepting changes without adequate
    impact analysis to
  • negotiated changes based on impact
  • Control
  • management moves from after-the-fact corrective
    action to measurement-focused, more proactive
    controls throughout the program
  • requirements are fundamental basis for planning
    and control
  • risk management is explicitly used throughout the
    systems and software engineering disciplines
  • Communication
  • management focus moves from communication is an
    extra step in the process to communication is
    vital to keeping the process going
  • notion of stakeholders as the base for
    communication expands the scope of communication
    activities

17
Benefits of CMMI for Senior Managers
  • MORE....
  • focus on requirements as the basis for planning
    and changes
  • early information on risks and problems
  • LESS....
  • firefighting
  • making commitments without adequate impact
    analysis
  • rewarding of firefighting vs fire prevention
    behaviors
  • Resulting in....
  • fewer letters/phone calls from unsatisfied
    external customers on systems issues
  • less shipping of engineers to the field until
    the problems are solved
  • more visibility into ability to meet system
    schedules and budgets

18
Benefits of CMMI for Program Managers
  • MORE...
  • involvement in understanding system and software
    requirements and their impact on the system
  • routine visibility into project progress
  • visibility into subsystem subcontracts
  • insight into subsystem subcontractor risks
  • LESS/FEWER....
  • large, unmanageable tasks
  • reason or ability to make un-negotiated
    commitments
  • accepting requirements changes without adequate
    impact analysis

19
History of the CMMI
1987
1991
1995
1997
2000
2002
1993
First CMM Published
SW-CMM v1.1 Published
CMMI-SE/SW Version 1.0 Published
Model Refined and Published as SW-CMM v1.0
CMMI Initiative Launched
CMMI-SE/SW/IPPD/A Version 1.1 Published
Software Acquisition (SA-CMM), Systems
Engineering (SE-CMM), Integrated Product
Development (IPD-CMM), Organizational Workforce
Capability Development (People CMM) Developed
20
The CMMI Project
  • DoD sponsored collaboration between industry,
    Government, SEI
  • Over 100 people involved
  • 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

21
CMMI Maturity Profile Reporting Organizational
Types
22
CMMI Maturity Profile Types of Organizations
23
CMMI Maturity Profile Summary
24
CMMI Maturity Profile Summary
25
CMMI Model Representations
26
CMMI Model Structure
27
One Model, Two Representations
28
CMMI Process Area Contents
  • Purpose
  • Introductory Notes
  • Goals Specific and Generic
  • Practices Specific and Generic
  • Typical Work Products
  • Sub-practices
  • Notes
  • Discipline Amplifications
  • Generic Practice Elaborations
  • Required
  • Expected
  • Informative

29
CMMI Maturity Levels
30
CMMI Process Areas
31
Level 2, Managed
  • Requirements Management
  • Manage the requirements of the projects
    products and product components and to identify
    inconsistencies between those requirements and
    the projects plans and work products.
  • Project Planning
  • Establish and maintain plans that define
    project activities
  • Project Monitoring and Control
  • Provide an understanding of the projects
    progress so that appropriate corrective actions
    can be taken when the projects performance
    deviates significantly from the path.

32
Level 2, Managed (Continued)
  • Supplier Agreement Management
  • Manage the acquisition of products from
    suppliers for which there exists a formal
    agreement
  • Measurement and Analysis
  • Develop and sustain a measurement capability
    that is used to support management information
    needs
  • Process and Product Quality Assurance
  • Provide staff and management with objective
    insight into processes and associated work
    products
  • Configuration Management
  • Establish and maintain the integrity of work
    products using configuration identification,
    configuration status accounting, and
    configuration audits.

33
Level 3, Defined
  • Requirements Development
  • Produce and analyze customer, product, and
    product-component requirements
  • Technical Solution
  • Design, develop, and implement solutions t
    requirements.
  • Product Integration
  • Assemble the product from the product components,
  • ensure that the product, as integrated, functions
    properly, and
  • deliver the product

34
Level 3, Defined (Continued)
  • Verification
  • Ensure that the Selected work products meet
    their specified requirements
  • Validation
  • Demonstrate that a product or product
    component fulfils its intended use when placed in
    its intended environment
  • Risk Management
  • Identify potential problems before the occur,
    so that risk-handling activities may be planned
    and invoked as needed across the life of the
    product or project to mitigate adverse impacts on
    achieving objectives

35
Level 3, Defined (Continued)
  • Organizational Process Focus
  • Plan and implement organizational process
    improvement based on a thorough understanding of
    the current strengths and weaknesses of the
    organizations processes and process assets
  • Organizational Process Definition
  • Establish and maintain a usable set of
    organizational process assets
  • Organizational Training
  • Develop the skills and knowledge of people so
    they can perform their roles effectively and
    efficiently

36
Level 3, Defined (Continued)
  • Integrated Project Management for IPPD
  • Establish and manage the project and the
    involvement of the relevant stakeholders
    according to an integrated and defined process
    that is tailored from the organizations set of
    standard processes
  • Integrated Teaming
  • Form and sustain an integrated team for the
    development of work products
  • Integrated Supplier Management
  • Proactively identify sources of products that
    may be used to satisfy the projects requirements
    and to manage selected suppliers while
    maintaining a project-supplier relationship

37
Level 3, Defined (Continued)
  • Decision Analysis and Resolution
  • Analyze possible decisions using a formal
    evaluation process that evaluated identified
    alternatives against established criteria
  • Organizational Environment for Integration
  • Provide an IPPD infrastructure and manage
    people for integration

38
Level 4, Quantitatively Managed
  • Organizational Process Performance
  • Establish and maintain a quantitative
    understanding of the performance of the
    organizations set of standard processes in
    support of quality and process-performance
    objectives, and to provide the process
    performance data, baselines, and models to
    quantitatively manage the organizations projects
  • Quantitative Project Management
  • Quantitatively manage the projects defined
    process to achieve the projects established
    quality and process-performed objectives

39
Level 5, Optimizing
  • Organizational Innovation and Deployment
  • Select and deploy incremental and innovative
    improvements that measurably improve the
    organizations processes and technologies.
  • Causal Analysis and Resolution
  • Identify causes of defects and other problems
    and take action to prevent them from occurring in
    the future

40
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)

41
CMMI What is coming next?
  • Emphasis through 2003 is on CMMI adoption and
    transition from legacy models
  • Quarterly transition workshops will complement an
    annual User Workshop and SEPG Conference
  • Communities of Practice will be encouraged
  • Course Instructors
  • CMMI Appraisers
  • Transition Teams
  • Technical Notes and Special Reports will
    complement V1.1
  • Mapping CMMI with other standards and models
  • Managing COTS integration
  • Making attribute tradeoffs in design
  • Allowing prototypical coverage for specific
    interests (e.g., safety, security, modeling and
    simulation)
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