20050211 ex cmmi-overview
TRANSCRIPT
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CMMI Overview Satish Mishra
CMMI Overview
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Focus of CMMI
SW-CMM is applied here
CMMI is applied here
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Everyone realizes the importance ofhaving a motivated, quality work forcebut...
...even our finest peoplecant perform at theirbest when the process isnot understood oroperatingat its best.
PEOPLE
PROCESS
TECHNOLOGY
Quality Leverage Points
Major determinants of productcost, schedule, and quality
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Why Focus on Process?
Process provides a constructive, high-leveragefocus...
as opposed to a focus on peopleYour 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 technologyTechnology applied without a suitable roadmap will not result
in significant payoff.Technology provides the most benefit in the context of an
appropriate process roadmap.
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Underlying Premise of ProcessImprovement
The quality of a product is
largely determined by thequality of the process that is
used to develop and
maintain it.
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Categories of ProcessImprovement Benefits
Process improvement benefits fall into eightgeneral categories:
improved schedule and budgetpredictability
improved cycle timeincreased productivity
improved quality (as measured by defects)
increased customer satisfaction
improved employee moraleincreased return on investment
decreased cost of quality
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What is a CMM?
Capability Maturity Model:A reference model of mature practices in aspecified discipline, used to assess a groupscapability to perform that discipline
CMMs differ byDiscipline (software, systems, acquisition, etc.)
Structure (staged versus continuous)
How Maturity is Defined (process improvementpath)
How Capability is Defined (institutionalization)
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So Many Models, So LittleTime
SoftwareCMM
SystemsSecurity
Engr CMM
SystemsEngrCMM
PeopleCMM
IPD
CMM
Software
AcqCMM
EIA 731
Different structures,formats, terms, waysof measuringmaturity
Causes confusion,especially whenusing more than onemodel
Hard to integratethem in a combined
improvementprogram
Hard to use multiplemodels in supplierselection
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Bridging the Divide
CMMI:
Integrates systemsand software
disciplines into oneprocess improvementframework.
Provides aframework for
introducing newdisciplines as needsarise.
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The Next Step Is CMM Integration
The CMM Integration Project was formed tobuild an initial set of integrated models
improve best practices from source models basedon lessons learned
establish a framework to enable integration of
future modelscreate an associated set of appraisal and trainingproducts
Collaborative endeavor (over 100 people involved)
Industry
Government
Software Engineering Institute (SEI)
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Enterprise-Wide Improvement
CMMI enables organizations that want to pursueprocess improvement in multiple functional areas todo so with less additional investment for eachadditional function.
CMMI supports process integration and productimprovement.
CMMI integrates multiple disciplines into oneprocess-improvement framework.
CMMI provides a framework for introducing newdisciplines as needs arise.
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Bodies of Knowledge Captured inCMMI Models
An organization selects the bodies of knowledge mostrelevant to achieving its business objectives. Bodies ofknowledge* available in CMMI models include
software engineering(sw)
systems engineering(se)
integrated product and process development (IPPD)
supplier sourcing (SS)
*Each body of knowledge related to product or processdevelopment in CMMI is considered a discipline.
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Software Engineering (SW)
SW covers the development of software systems
SW focus on applying systematic, disciplined, andquantifiable approaches to the
development,
operation
maintenance
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System Engineering (SE)
Systems engineering covers the development of totalsystems, which may or may not include software
Systems engineers focus on transforming customerneeds, expectations, and constraints into productsolutions and supporting these product solutions
throughout the life of the product
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Integrated Product & processdevelopment (IPPD)
IPPD is a systematic approach that achieves a timelycollaboration of relevant stakeholders throughout thelife of the product to better satisfy customer needs,expectations, and requirements
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Supplier sourcing (SS)
As work efforts become more complex, projects mayuse suppliers to perform functions or addmodifications to products that are specifically neededby the project. When those activities are critical, theproject benefits from enhanced source analysis andfrom monitoring supplier activities before productdelivery
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CMMI Models
Source Models
Capability MaturityModel for Software V2,draft C (SW-CMM V2C)
EIA Interim Standard
731, System EngineeringCapability Model (SECM)
Integrated ProductDevelopment CapabilityMaturity 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/SS can be used in either/both
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Understanding CMMIRepresentations
There are two types of representations in the CMMImodels:
staged
continuous
A representation allows an organization to pursuedifferent improvement objectives
The organization and presentation of the data are
different in each representation. However, thecontent is the same.
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Staged Representation
Provides a proven sequence of improvements, eachserving as a foundation for the next
Permits comparisons across and amongorganizations by the use of maturity levels
Provides an easy migration from the SW-CMM toCMMI
Provides a single rating that summarizes appraisalresults and allows comparisons amongorganizations
Indicates maturity of an organizations
standard process -- to answer, What is agood order for approaching improvementacross the organization?
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CMMI Model Representations
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Maturity Levels
A maturity level is a well-defined evolutionary plateauof process improvement.
There are five maturity levels.
Each level is a layer in the foundation for continuousprocess improvement using a proven sequence ofimprovements, beginning with basic managementpractices and progressing through a predefined and
proven path of successive levels.
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The Maturity Levels
1
2
3
4
5
Process unpredictable,poorly controlled, andreactive
Process characterized forprojects and is oftenreactive
Process characterizedfor the organizationand is proactive
Process measured
and controlled
Focus on continuousprocess improvement
Optimizing
QuantitativelyManaged
Defined
Initial
Managed
Optimizing
Defined
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Maturity Levels Should NotBe Skipped
Each maturity level provides a necessary foundationfor effective implementation of processes at the nextlevel.
Higher level processes have less chance of success
without the discipline provided by lower levels.The effect of innovation can be obscured in anoisy process.
Higher maturity level processes may be performed byorganizations at lower maturity levels, with the riskof not being consistently applied in a crisis.
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Continuous Representation
Allows you to select the order of improvement thatbest meets your organizations business objectivesand mitigates your organizations areas of risk
Enables comparisons across and among organizationson a process-area-by-process-area basis
Provides an easy migration from EIA 731 (and othermodels with a continuous representation) to CMMI
Indicates improvement within a singleprocess area -- to answer, What is agood order for approachingimprovement of this process area?
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Capability Levels
A capability level is a well-defined evolutionaryplateau describing the organizations capabilityrelative to a process area.
There are six capability levels.
For capability levels 1-5, there is an associatedgeneric goal.
Each level is a layer in the foundation for continuousprocess improvement.
Thus, capability levels are cumulative, i.e., a higher
capability level includes the attributes of the lowerlevels.
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The Capability Levels
5 Optimizing
4 Quantitatively Managed
3 Defined
2 Managed
1 Performed
0 Incomplete
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Representing Capability Levelsfor a Single Process Area
The process area capability of an implementedprocess can be represented by a bar.
Process
Ca
pabilityLevel
This pointrepresentsa higher levelof maturitythan this pointin a specificprocess area
3
2
1
0
Process Area n
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Relating Process Area Capabilityand Organizational Maturity
Organizational maturity is the focus of the stagedrepresentation, whereas process area capability is thefocus of the continuous representation.
Organizational maturity and process area capabilityare similar concepts.
The difference between them is that organizationalmaturity pertains to a set of process areas across an
organization, while process area capability deals witha set of processes relating to a single process area orspecific practice.
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Comparison of Representations
Staged Continuous
Process improvement ismeasured usingmaturity levels.
Maturity level is thedegree of processimprovement across apredefined set ofprocess areas.
Organizational maturitypertains to thematurity of a set ofprocesses across anorganization
Process improvement ismeasured using capabilitylevels.
Capability level is theachievement of processimprovement within anindividual process area.
Process area capability
pertains to the maturity of aparticular process across anorganization.
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Advantages of Each Representation
StagedProvides a roadmap for implementing
groups of process areas
sequencing of implementation
Familiar structure for those transitioning from theSoftware CMM
Continuous
Provides maximum flexibility for focusing on specificprocess areas according to business goals andobjectives
Familiar structure for those transitioning from EIA731
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CMMI in a Nutshell
A CMMI model provides a structured view of processimprovement across an organization
CMMI can help
set process improvement goals and prioritiesprovide guidance for quality processes
provide a yardstick for appraising current practices
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Improvements from AdoptingSoftware CMM
Productivity(increase)
Time to market
(reduction)
Post-releasedefect reports(reduction)
Savings vs. cost of
software process
improvement
(median) 5:1
PercentageImprovement
Annual Medians
35%
19%
39%
0
510
15
20
25
30
35
40
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Benefits of Continuing ProcessImprovement
SEI Software CMM Level 5: For the Right Reasons*
Defects are now nearly all found and fixed beforetesting begins.
Defects escaping into the field have been reducedfrom 11% to practically 0%.
Programs consistently reach customer satisfactionand performance targets.
Peer reviews increase total project costs by 4%,
but reduced rework during testing by 31%.R.O.I. is 7.75:1.
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CMMI Improvement
The CMMI Product Suite provides a foundation forenterprise-wide improvementand adds
new emphasis on products and services as wellas process
emphasis on both process capability and
organizational maturityearly emphasis on measurement and analysis
The CMMI model improves upon Software CMM V1.1
and Software CMM V2.0 Draft C.
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CMMI Integration
Provides expanded model scope for integrationIntegrated Product Management
Integrated Supplier Management
Decision Analysis and Resolution
Relevant Stakeholder planning and executionInclusion of the Integrated Product and ProcessDevelopment body of knowledge
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Improving on the Software CMM
CMMI Models improve on the best practices in SoftwareCMM Version 2.0 Draft C:
Incorporates 4+ additional years of learning
More explicitly links management and engineeringactivities to business objectives
Expands the scope of and visibility into the product lifecycle and engineering activities to ensure the productor service meets customer expectations
Incorporates additional areas of best practice (e.g.,measurement, risk management, bi-directionaltraceability in requirements management, decisionanalysis and resolution, and supplier management)
Captures more robust high-maturity practicesAddresses additional generic practices needed for
institutionalization
More fully complies with relevant ISO standards
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CMMI Can Benefit You
CMMI providesEfficient, effective assessment and improvementacross multiple process disciplines in anorganization
Improvements to best practices incorporated fromthe Software CMM
A common, integrated vision of improvement for allelements of an organization
A means of representing new discipline-specific
information in a standard, proven process-improvement context
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CMMI Product Suite
ModelsDisciplines
Systems Engineering SESoftware Engineering SWIntegrated Product and Process
Development (IPPD)Supplier Sourcing (SS)
RepresentationsStagedContinuous
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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
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Selecting a Discipline to Use
Different model versions exist CMMI-SW -- CMMI-SE/SW/IPPD
CMMI-SE/SW -- CMMI-SE/SW/IPPD/SS
You select which disciplines you wish to use, based onwhere you are trying to improve
Example A company which engineers and builds computersystems, by acquisition of COTS hardware and developmentof custom software, using integrated teams
Use CMMI-SW applied only to the software development
Use CMMI-SE/SW applied to the computer system andthe software
Use CMMI-SE/SW/IPPD applied to the system, software,and use of teams
Use CMMI-SE/SW/IPPD applied to the system, software,teams, and COTS acquisition
CMMI St t
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CMMI Structureone Model, Two Representations
Maturity Level 5OID, CAR
Maturity Level 4OPP, QPM
Maturity Level 3REQD, TS, PI, VER,VAL, OPF, OPD, OT,IPM, RSKM, DAR
Overview
Introduction
Structure of the Model
Model Terminology
Maturity Levels, Common Features, and Generic Practices
Understanding the Model
Using the Model
Maturity Level 2REQM, PP, PMC,SAM, MA, PPQA, CM
Appendixes
EngineeringREQM, REQD, TS,PI, VER, VAL
Project ManagementPP, PMC, SAM
IPM, RSKM, QPM
Process ManagementOPF, OPD, OT,OPP, OID
Process ManagementPAs- Goals
- Practices
SupportCM, PPQA, MA,CAR, DAR
Appendixes
CMMI-SE/SW
Staged
Overview
Introduction
Structure of the Model
Model Terminology
Capability Levels and Generic Model ComponentsUnderstanding the Model
Using the Model
CMMI-SE/SW
Continuous
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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
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Practices
Practices are the building blocks of the process areas Example - Project Planning Process Area
Specific Practice 1.1 - Establish a top-level workbreakdown structure (WBS) to estimate the scope of the
project.
To satisfy the required goals, you are expected to perform
the practicesMost commercial and defense projects/organizationswill implement as written
You may perform equivalent practices if they have anequivalent effect toward satisfying the generic or specificgoalThese are termed alternative practicesLess prevalent in CMMI than in SW-CMM, because the
CMMI practices are at a slightly higher level ofabstraction
Equivalent is a judgment call discuss with yourappraiser
Specific Practices vs Generic
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Specific Practices vs. GenericPractices
Apply to a single process area Describe activities that implement the
process area
Example Requirements Mgmt.
SG 1 Manage Requirements
SP 1.1 Obtain an Understanding ofRequirementsSP 1.2 Obtain Commitment to
RequirementsSP 1.3 Manage Requirements
ChangesSP 1.4 Maintain Bidirectional
Traceability of RequirementsSP 1.5 Identify Inconsistencies
between Project Work andRequirements
Apply to all process areas
Describe activities that institutionalizethe process areas
GG 2 Institutionalize a Managed Process
GP 2.1 Establish an OrganizationalPolicy
GP 2.2 Plan the ProcessGP 2.3 Provide Resources
GP 2.4 Assign Responsibility
GP 2.5 Train People
GP 2.6 Manage Configurations
GP 2.7 Identify and Involve RelevantStakeholders
GP 2.8 Monitor and Control the Process
GP 2.9 Objectively Evaluate AdherenceGP 2.10 Review Status with Higher
Level Management
GG 3 Institutionalize a Defined Process
GP 3.1 Establish a Defined Process
GP 3.2 Collect ImprovementInformation
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CMMI Model Structure
S d R i
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Staged Representation:Process Areas by Maturity Level
Organizational Innovation and DeploymentCausal Analysis and Resolution5 Optimizing
4 QuantitativelyManaged
3 Defined
2 Managed
Continuousprocessimprovement
Quantitativemanagement
Processstandardization
Basicprojectmanagement
Organizational Process PerformanceQuantitative Project Management
Requirements DevelopmentTechnical Solution
Product IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project ManagementIntegrated Supplier ManagementRisk ManagementDecision Analysis and Resolution
Organizational Environment for IntegrationIntegrated Teaming
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
1 Initial
Process AreasLevel Focus
(IPPD)(IPPD)
(SS)
Continuous Representation:
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Requirements ManagementRequirements Development
Technical SolutionProduct IntegrationVerificationValidation
Engineering
ProjectManagement
Project PlanningProject Monitoring and ControlSupplier Agreement ManagementIntegrated Project Management(IPPD)Integrated Supplier Management (SS)Integrated Teaming (IPPD)Risk ManagementQuantitative Project Management
Organizational Process FocusOrganizational Process DefinitionOrganizational TrainingOrganizational Process Performance
Organizational Innovation and Deployment
ProcessManagement
Configuration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisCausal Analysis and ResolutionDecision Analysis and ResolutionOrganizational Environment for Integration (IPPD)
Support
Continuous Representation:Organization of Process Areas
Category Process Area
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Process Area Capability Profile
A process area capability profile may berepresented by a set of points in twodimensions.
theprocess dimensionWhat you do
the capability dimensionHow well you do it
Capa
bility
(How
well)
Process Area (What you do)
A E l P A
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P r o c e s s A r e a
RM PP PMC etc
5
4
3
2
1
0
Capabi
lity
An Example Process AreaCapability Profile
SW CMM V1 1 vs CMMI V1 1
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SW-CMM V1.1 vs. CMMI V1.1
Defect Prevention Causal Analysis and ResolutionTechnology Change Mgmt Organizational Innovation & DeploymentProcess Change Management
Quantitative Process Mgmt Organizational Process PerformanceSoftware Quality Mgmt Quantitative Project Management
Organization Process Focus Organization Process FocusOrganization Process Definition Organization Process DefinitionTraining Program Organizational Training
Integrated Software Mgmt Integrated Project ManagementRisk ManagementSoftware Product Engr Requirements Development
Technical SolutionProduct Integration
Intergroup Coordination VerificationPeer Reviews Validation
Decision Analysis and Resolution
Requirements Management Requirements ManagementSoftware Project Planning Project PlanningSoftware Project Tracking & Oversight Project Monitoring and ControlSoftware Subcontract Mgmt Supplier Agreement ManagementSoftware Quality Assurance Product & Process Quality AssuranceSoftware Configuration Mgmt Configuration Management
Measurement and Analysis
LEVEL 5OPTIMIZING
LEVEL 4MANAGED
LEVEL 3DEFINED
LEVEL 2REPEATABLE
50
Key Process Areas (KPAs) Process Areas (PAs)
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Project ManagementProcess Areas
There are eight Project Management ProcessAreas.
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)
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Specific Practices (CL1 - Base Practices)
SP1.1-1: Estimate the Scope of the ProjectSP1.2-1: Establish Estimates of Work
Product and Task AttributesSP1.3-1: Define Project Life Cycle
SP1.4-1: Determine Estimates of Effort andCostSP2.1-1: Establish Budget and ScheduleSP2.2-1: Identify Project RisksSP2.3-1: Plan for Data ManagementSP2.4-1: Plan for Project ResourcesSP2.5-1: Plan for Needed Knowledge and
Skills
SP2.6-1: Plan Stakeholder InvolvementSP2.7-1: Establish the Project PlanSP3.1-1: Review Plans that Affect the
ProjectSP3.2-1: Reconcile Work and Resource
LevelsSP3.3-1: Obtain Plan Commitment
PP - Capability Level 1
Project PlanningGeneric Practices (CL1))
GP1.1: Perform Base Practices
If all of the base practices are
performed,
Then, the associated SpecificGoals and Generic Goal 1 aresatisfied,
So, the Process Area is rated atCapability Level 1 (CL1) -Performed.
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Building Process Capability
PerformedProcess
Level 2
GenericPractices
ManagedProcess
Level 3Generic
Practices
DefinedProcess
Level 4Generic
Practices
QuantitativelyManagedProcess
Level 5
GenericPractices
OptimizingProcess
Capability
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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)
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Understanding Support Processes
Support process areas cover the practicesthat support product development,maintenance, and acquisition.
They provide essential processes used byall the CMMI process areas, and aretypically used in the context of performing
other processes.
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Engineering Process Areas
There are six Engineering Process Areas.
Requirements Management
Requirements Development
Technical Solution Product Integration
Verification
Validation
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Process Management Process Areas
There are five Process Management ProcessAreas:
Organizational Process Focus Organizational Process Definition
Organizational Training
Organizational Process Performance
Organizational Innovation andDeployment
Understanding Process
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Understanding ProcessManagement Process Areas
The process management PAs apply acrossthe organization as a whole and providedetails that support the Capability Level 3Generic Goal.
For selected PAs, the organization hasstandard processes, which individual
projects tailor to their needs.
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About IPPD
Integrated Product and Process Development
IPPD affects all process areas.
IPPD is nota discipline like SE or SW.
Rather, it is a way of doing business.
IPPD is employed in conjunction with theCMMI disciplines (software and systemsengineering).
Implementation of IPPDshapes how youperform the work in these disciplines.
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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.
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Scope of IPPD
CMMI SE/SW/IPPD adds to CMMI SE/SW:
Two new process areasOrganizational Environment for IntegrationIntegrated Teaming
A revised Integrated Project Management
(IPPD) process area (adds SG3 and SG4)IPPD amplifications and references
New glossary definitions and acronyms
Overview material
Process Areas Organized by
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Process Areas Organized byCategory
Process Management
Organizational Process FocusOrganizational Process Definition
Organizational TrainingOrganizational Process Performance
Organizational Innovation and Deployment
Project Management
Project PlanningProject Monitoring and Control
Supplier Agreement ManagementIntegrated Project Management (for IPPD*)
Risk ManagementIntegrated Teaming
Integrated Supplier Management**Quantitative Project Management
Engineering
Requirements DevelopmentRequirements Management
Technical SolutionProduct Integration
Verification
Validation
Support
Configuration ManagementProcess and Product Quality Assurance
Measurement and AnalysisOrganizational Environment for Integration*
Decision Analysis and Resolution
Causal Analysis and Resolution
analyze
empower analyze
employ measure & assist
standardizeprocesses
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Summary
There is one CMMI Model with tworepresentations, Staged and Continuous
The material in both representations is thesame just organized differently
Each representation provides different waysof implementing processes
Equivalent Staging provides a mechanism forrelating Maturity Levels to Capability Levels
The CMMI model should be applied usingintelligence, common sense, and professional
judgment
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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)
www.google.com
http://sei.cmu.edu/cmmimailto:[email protected]://www.ndia.org/http://www.google.com/http://www.google.com/http://www.ndia.org/mailto:[email protected]://sei.cmu.edu/cmmi -
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Further Reading
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