cmmi in software engineering
TRANSCRIPT
-
7/28/2019 cmmi in software engineering
1/20
CMMI
Arnon Rotem-Gal-Oz
-
7/28/2019 cmmi in software engineering
2/20
The kings Ship Wasa - 1628
No Specification
No Architecture description
Changes done on the fly,often undermarket/customer pressure
Testing ignored Didnt know how to tell the
clients No
The system last longer thanwas ever imagined
Maintenance costs farexceed ordinarydevelopment
-
7/28/2019 cmmi in software engineering
3/20
PEOPLE
PROCESS
TECHNOLOGY
-
7/28/2019 cmmi in software engineering
4/20
Underlying Premise of ProcessImprovement
The quality of a product is
largely determined by the
quality of the process that isused to develop and
maintain it.
Based on TQM principles as taught byShewhart, Juran, Deming and Humphrey.
-
7/28/2019 cmmi in software engineering
5/20
The Software DevelopmentParadox
High-Quality but Slow to MarketNot a Leader
Speed
Quality Fast to Market but Low QualityLow CustomerSatisfaction
[1]Booch
-
7/28/2019 cmmi in software engineering
6/20
What is CMMI?
Consultant
Money
Making
Initiative
http://article.wn.com/link/WNAT1F884750828151CE04F363A2A7A098A7?source=templategenerator&template=wnbusiness/onephoto.txt -
7/28/2019 cmmi in software engineering
7/20
What is CMMI?
Model
Practices
Process Improvement
-
7/28/2019 cmmi in software engineering
8/20
Model
Say what you do
Do what you say
Prove It
-
7/28/2019 cmmi in software engineering
9/20
CMMI Maturity Levels
[4]Buchholtz & Cordes
-
7/28/2019 cmmi in software engineering
10/20
CMMI Process Areas
Project Management
: Quantitative Project
Management
QPMIPM: Integrated ProjectManagement
RSKM: Risk Management
IT*: Integrated Teaming
ISM**: Integrated SupplierManagement
PP: Project Planning
PMC: ProjectMonitoring and
Control
SAM: SupplierAgreement
Management
Engineering
RD: RequirementsDevelopment
TS: TechnicalSolution
PI: ProductIntegration
VER: Verification
VAL: ValidationREQM: RequirementsManagement
Support
CAR: Causal Analysisand Resolution
DAR: Decision Analysisand Resolution
OEI*: OrganizationalEnvironment for
Integration
MA: Measurement andAnalysis
PPQA: Process &Product Quality
Assurance
CM: ConfigurationManagement
Process Management
OID: OrganizationalInnovation
&DeploymentOPP: OrganizationalProcess Performance
OPF: OrganizationalProcess Focus
OPD: OrganizationalProcess Definition
OT: OrganizationalTraining
Level
5 Optimizing
4 Quantitati-velyManaged
3 Defined
2 Managed
1 Initial
CMMI Options: * with Integrated Product & Process Development (IPPD)
** with Supplier Sourcing (SS)
[6]Rudge
-
7/28/2019 cmmi in software engineering
11/20
Software CMM software development
System Engineering CMM system engineering
Software Acquisition CMM software acquisition
System Security Engineering CMM security engineering
FAA-iCMM software engineering,systems engineering,and acquisition
IPD-CMM integrated productdevelopment
People CMM workforce
SPICE Model software development
CMMI Replaces
[4]Buchholtz & Cordes
-
7/28/2019 cmmi in software engineering
12/20
History of the CMMI1987 1991 1995 1997 2000 2002
First CMM
Published
Model Refined
and Published as
SW-CMM v1.0
SW-CMM v1.1
Published
1993
Software Acquisition (SA-CMM),
Systems Engineering (SE-CMM),
Integrated Product Development (IPD-CMM),
Organizational Workforce Capability Development (People CMM)
Developed
CMMI Initiative
Launched
CMMI-SE/SW
Version 1.0Published
CMMI-SE/SW/IPPD/A
Version 1.1
Published
[4]Buchholtz & Cordes
-
7/28/2019 cmmi in software engineering
13/20
Critique of CMMI
The projects most worth doing are theones that will move you DOWN one fulllevel on your process scale(Peopleware) [3]
[3]Demarco & Lister
-
7/28/2019 cmmi in software engineering
14/20
CMMI vs. Agile
PEOPLE
TECHNOLOGYProcess
-
7/28/2019 cmmi in software engineering
15/20
The Agile Software Manifesto
Ind iv iduals and interact ion sover processes and tools
Work ing sof twareover comprehensive documentation
Customer co l labo rat ionover contract negotiation
Responding to changeover following a plan
[7]Agile
-
7/28/2019 cmmi in software engineering
16/20
CMMI Practices vis--vis Agility
LEVEL 1 Identify scope of work
Perform the work
LEVEL 2 Organizational policy for plan, perform
Requirements, objectives and plans Adequate resources
Train the people
Assign responsibility and authority
CM for designated work products
Identify and involve stakeholders
Monitor and control to plan and take action if needed Objectively monitor adherence to process and QA products/services
Review with upper management and resolve issues
KEY {GREEN : Supportive, White: Neutral, RED: Rough Edges}
[5]Jain
-
7/28/2019 cmmi in software engineering
17/20
CMMI Practices vis--vis Agility
LEVEL 3 Maintain as a defined process
Measure the process performance to support environment
LEVEL 4
Establish and maintain quantitative objectives for the process
Stabilize the performance of one or more sub-processes to determine itsability to achieve
LEVEL 5
Ensure continuous improvement to support business goals
Identify and correct root causes of defects
KEY {GREEN : Supportive, White: Neutral, RED: Rough Edges}[5]Jain
-
7/28/2019 cmmi in software engineering
18/20
Agile vs. Plan Driven
[2]Bohem, Turner
-
7/28/2019 cmmi in software engineering
19/20
Why Bother with both?
Introduce Agility to aCMMI organization
Best of Breed
-
7/28/2019 cmmi in software engineering
20/20
References
1. Software Architecture - A Rational Perspective G.Booch (ppt)
2. People Factors in Software Management: LessonsFrom Comparing Agile and Plan-Driven MethodsB. Bohem, R. Turner Crosstalk, Dec 2003
3. Peopleware 2nd edition, T. Demarco, T. Lister DorsetHouse 1999, ISBN 0-932633-43-9
4. Introduction to CMMI, E. Buchholtz, A. Cordes, RTPSPIN Meeting, 2003 (ppt)
5. CSE Annual Review and Excutive Workshop 2002,Apurva Jain (ppt)
6. CMMI : St George or the Dragon?, T. Rudge,Thales (ppt)
7. www.agilemanifesto.org