04/19/23

CMM Overview

A Focus on Level 2A Focus on Level 2

James R. Persse

LightTouch Systems, Inc.

04/19/23

The Software Engineering

Institute’s Capability Maturity Model

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Reduce Risk

The UnknownIs Bad

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What Introduces Risk?

•Unrefined Expectations

•Poor Planning

•Poor Oversight

•Floating process to build software

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Sources of Risk

• Pressure to get the product out.

• Outside agencies force constraints on IT.

• Too much work and tight resources.

• Staff Turnover.

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Can You Remove All Risk?

No.But Over Time You Can

Remove A Lot

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Remove Risk by

Improving how you build software

By Examining The Steps You Follow.

Then Working to Make those Steps more Effective.

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SoftwareProcess Improvement

Emerging as a big concernin Fortune 500 IT shops

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1996 Study

Average Fortune 500 New Software Project

• 189% Over Budget

• 222% Over Schedule

• 30% Incomplete Functionality

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CMM is a Tool to address this situation

There are others:

ISO, Demings, Baldridge, etc.

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The CMM Approach

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Equation Theory

High Risk = Low Predictability

Low Predictability = Low Chance for Quality

Maturity = Low Risk + High Predictability

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Risk

Predictability

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Software Process Improvement

CMM is a means to an end

Goal: SPICMM

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Risk

Predictability

Level 5

Level 4

Level 3

Level 2

Level 1

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Some Risk will always remain.

With CMM you manage Risk proactively.

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Level is 2 is Step 1

• It’s the beginning of an SPI program.

• You don’t have to be extensive.

• You don’t have to be perfect.

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The Repeatable Level

A Good Way to Analyze how you build software is to repeat what you do from project to project.

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The Path to Improvement

1 Define a process.

2 Follow the process.

3 Study the results.

4 Keep what worked.

5 Throw out what didn’t.

6 Start over again.

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At Level 2

You begin SPI by focusing on 5 areas.

Key Process Areas

Areas where you develop processes you can repeat and study.

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The Central Idea of Level 2

Look at what you do

Throw out what does not work well

Keep what does work well

Refine

Repeat

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Level 2 Key Process Areas

• Requirements Management• Software Project Planning• Software Project Tracking and

Oversight• Software Configuration Management• Software Quality Assurance

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What each KPA has in Common

• A Policy to show you are committed to doing

certain things.

• A Structure (resources – people and tools -- and

funding) to carry it out.

• A Plan to document what you will do.

• A Process to follow for doing it.

• Training to prepare your people to act according to

process.

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Basic Level 2 Activityfor each KPA

Put the right people in place

Have them develop plans to predict activity

Follow the plan

Measure how well it worked

Refine

Repeat

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Requirements Management

• Work with Documented Requirements

• Have the team Review them and accept them

• Track them as they change

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Requirements Management

• Person/People appointed to analyze

• Process to Analyze and Accept and Track

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Software Project Planning

• Have Requirements and Statement of Work

• Get input/estimates from team

• Create a Plan

• Review the plan with the team before starting

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Software Project Planning

• Assign a Planner

• Use a Template to create the plan

• Have a Process to derive estimates

• Have a Process to create the plan, review it and approve it.

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Software Project Tracking & Oversight

Use the Plan as chief tool

Regularly track actuals against planned - Status Meetings

Adjust as necessary

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Software Project Tracking & Oversight

• Assign a Project Manager

• Use a Process to track progress

• Have a Process to make changes to the Plan

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�

Software Configuration Management

* Identify products to CM

* Configuration Manage them

* Audit their integrity in the CM library

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�

Software Configuration Management

* Establish a Change Control Process

* Establish a Change Control Board

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Software Configuration Management

• People to sit on the Change Control Board

• A Configuration Manager for the project

• A Change Control Process

• A Configuration Management Library

• A Process to Manage Use of the Library

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Software Configuration Management• A Process used to conduct Baseline Audits

• A Configuration Management Plan for the project

• A Template used to create the CM Plan

• A Process used to create, review, and approve the Plan.

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Software Quality Assurance

* Identify products and activities to audit

* Audit them

* Report on the Results

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Software Quality Assurance

* A person appointed to serve as SQA analyst

* A Template used to create an SQA Plan for the project.

* A Process to follow to create, review, and approve the Plan

* A Process used to conduct SQA audits

* A Process used to handle noncompliance

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Basic Elements of CMM

• People in specific roles

• Plans

• Process to follow the Plans

• Measurements

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Three Keys:

SimplicityTraining/UnderstandingConsistency

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Simplicity:

Start small; start easy

Grow into the roles

Expand when you’re ready

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Training:

Educate your people at the Start

Give your team a common understanding

Provide on-going assistanceNot important to be perfect

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Consistency:Required for improvement

Essential for Team Direction

The Key to Software Process Improvement

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CMM

Flexibility

Not a Series of Rules

Recommendations you Implement How You See Fit

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CMM Relies on Your Professional Judgment

You know best how your teams work

Configure CMM to work in your way

Understand the ‘intention’ of CMM

Do not read CMM as ‘requirements’

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CMM is about Process --Not People

Don’t use CMM to judge performance

Only use CMM to improve process

There is a People-CMM but Cingular is

adopting the SW-CMM.

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CMM Overview

A Focus on Level 2A Focus on Level 2

James R. Persse

LightTouch Systems, Inc.