cmmi introduction

Protection notice / Copyright notice

CMMI Introduction

Induction – Sep 2007

CMMI V1.2

May 2007

Version 2.1

Sep-07Protection notice / Copyright notice

For Internal Use OnlyP&Q

Contents

History

Structure of CMMISM

Staged Representation

Continuous Representation



History of CMMI



Looking Back….

US Department of Defense set up the Software Engineering

Institute (SEI) in the 1984

An R & D organization only; custodian on behalf of the

software community for the Capability Maturity Models

Charter is to be the leader in advancing the state of the

practice of software engineering to improve the quality of

systems that depend on software

Is not a “Certification” body



History of CMMs

CMM for SoftwareV1.1 (1993)

Integrated ProductDevelopment CMM(1997)

Systems EngineeringCMM V1.1 (1995)

CMMI for AcquisitionV1.2 (2007)

Software CMMV2, draft C (1997)

V1.02 (2001)

EIA 731 SECM(1998)

INCOS SECAM(1996)

V1.1 (2002)

CMMI for DevelopmentV1.2 (2006) CMMI for Services

V1.2 (2007)



CMMI

•Process Improvement Maturity Model for development of products and services•Best Practices that address development and maintenance activities•Integrates bodies of knowledge essential for development and maintenance like software, systems & design, and acquisition•CMMI can be considered as a collection of “practices” that are necessary to achieve high maturity and capability•These have been structured and organized into Process Areas•CMMI Dev V1.2: Continuation and update of CMMI V1.1



Structure of CMMI Development



The CMMI Dev Document

Composed of Three Parts

Part 1 (About CMMI for development) Introduction Process Area components Tying it all together Relationship among Process Areas Using CMMI Models

Part 2 (Generic Goals, Generic Practices and Process Areas) 23 sections 1 section for generic practices 22 sections each representing one of the PAs of CMMI Dev



The CMMI Dev Document

Part 3 (Appendices and Glossary) Appendix A - References Appendix B - Acronyms Appendix C – CMMI for Dev Project participants Glossary

There are two representations of the Model: Staged Continuous

The CMMI Development document is 573 pagesSource: CMU/SEI-2006-TR-008Can be downloaded in .pdf or .doc format from SEI website



Maturity Levels

Initial (1)

Managed(2)

Defined (3)

QuantitativelyManaged

(4)

Optimizing (5)

Disciplined process

Standard, consistent process

Predictable process

Continuously improving process

Improvementinstitutionalized

© Software Engineering Institute

Process in informal and adhoc

Project Management practicesare institutionalized

Technical practices areintegrated with managementpractices and institutionalized

Quantitativecontrol

“.. is a well-defined evolutionary plateau on the path to becoming a mature organization”A higher maturity level includes all lower maturity levels



Process Capability and the Prediction of Performance

Three results of increasing maturity - Difference between targeted results and actual results decreases across projects Variability of actual results around targeted results decreasesTargeted results improve

Pro

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Time/$/...

Ta

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N1

2

Pro

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Time/$/...

Ta

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N+a

4

Pro

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ity

Time/$/...

Ta

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N-y

5

Pro

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Time/$/...

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N-z

3

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N-x

Schedule and cost targets are typically overrun by Level 1 organizations.

Plans based on past performance are more realistic in Level 2 organizations

With well-defined processes, performance improves in Level 3 organizations

Based on quantitative understanding of process and product, performance continues to improve in Level 4 organizations

Performance continuously improves in Level 5 organizations

© Software Engineering Institute



Staged Approach

Proven sequence of typical areas to focus on for improvement

Permits comparison across organizations - assessment results can be summarized into a single rating



Model Structure – Staged V1.2



Process Area - Concept

A Process Area (PA) is a cluster of related practices

A set of practices need to be performed to satisfy goals of

a process area

In the staged representation, a process area resides at a

specific maturity level



The Process Areas

Organizational TrainingOrganizational Process Definition

+ IPPDOrganizational Process Focus

Organizational Process Performance

Supplier Agreement ManagementProject Monitoring and Control

Project Planning

Risk ManagementIntegrated Project Management

+ IPPD

Quantitative Project Management

Requirements Management

ValidationVerification

Product IntegrationTechnical Solution

Requirements Development

Organizational Innovation & Deployment

Configuration ManagementProcess & Product QA

Measurement & Analysis

Decision Analysis & Resolution

Causal Analysis & Resolution

Engineering Project Management Process Management Support

2

3

4

5

2

3

4

5



Goal - Concept

A Goal is a high-level outcome to be achieved by effective implementation of

practices

There are two kinds of goals in each PASpecific goals Generic goals

The concept of Goals is: all “institutionalization” related practices have been combined into “Generic

Goals”If “institutionalization” has taken place, “Generic Goals” are satisfied

There are one to three “Specific Goals” per Process Area

There is one “Generic Goal” (related to institutionalization) per Process Area



Practice - Concept

A Practice is an action to be performed in order to achieve the goals of

a Process Area

CMMISM contains 2 types of practices:

Specific practices

these differ across Process Areas

Generic practices

these are common across all Process Areas



Generic Practices

Generic Practices support the Generic Goal of each PA

For a Generic Goal, the Generic Practices are the same



Continuous View of PAs

Engineering Project Management Process Management Support

Supp

lier A

gree

men

t Man

agem

ent

Proj

ect M

onito

ring

and

Con

trol

Proj

ect P

lann

ing

Ris

k M

anag

emen

tIn

tegr

ated

Pro

ject

Man

agem

ent +

IPPD

Qua

ntita

tive

Proj

ect M

anag

emen

t

Req

uire

men

ts M

anag

emen

tVa

lidat

ion

Verif

icat

ion

Prod

uct I

nteg

ratio

nTe

chni

cal S

olut

ion

Req

uire

men

ts D

evel

opm

ent

Con

figur

atio

n M

anag

emen

tPr

oces

s &

Pro

duct

QA

Mea

sure

men

t & A

naly

sis

Dec

isio

n A

naly

sis

& R

esol

utio

nC

ausa

l Ana

lysi

s &

Res

olut

ion

Org

aniz

atio

nal T

rain

ing

Org

aniz

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nal P

roce

ss D

efin

ition

+ IP

PDO

rgan

izat

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cess

Foc

usO

rgan

izat

iona

l Pro

cess

Per

form

ance

Org

aniz

atio

nal I

nnov

atio

n &

Dep

loym

ent



Capability Levels

A capability level is a well-defined evolutionary plateau describing the organization’s capability relative to a process area.

There are six capability levels.

For capability levels 1-5, there is an associated generic goal.

Each level is a layer in the foundation for continuous process improvement.

Thus, capability levels are cumulative, i.e., a higher capability level includes the attributes of the lower levels.



The Capability Levels

5 Optimizing

4 Quantitatively Managed

3 Defined

2 Managed

1 Performed

0 Incomplete



Capability Levels

0-Incomplete

5-Optimizing

4-QuantitativelyManaged

3-Defined

2-Managed

1-Performed

RM RD PI VALVERTSCL/ PA



Continuous Approach

Allows selection of process areas to focus on for process improvement - based on those areas that impact organization’s business objectives and risks

Does not allow easy comparison across organizations - however capability levels of individual PAs can be compared



Quiz

Q1 Level 5 Process Area focuses on:a) Process Improvementb) Measurement and analysisc) Planning and Tracking

Q2 CMMI requires that the processes are:a) Defined in the QMSb) Defined and practiced in a projectc) Defined and practiced in most of the projects

Q3 Organizational Innovation and deployment fulfils one of the requirements of which Maturity Level:

a) Level 2b) Level 5c) Level 4



Recap…

History

Structure of CMMISM





Any Questions?



Thank You

cmmi introduction

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