cmmi program overview 2011 eng
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Capability Maturity Model Integrated (CMMI®)
Program Summary
By: Ghassan Rassoul (ESKADENIA Software)
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CMMI® Practical View
• A collection of best practices from industry experience
• A descriptive Model and not a Prescriptive Standard
• Tells us “What to do” and not “How to do”
– “How to do” part is organization specific where implementation best practices & business context play a vital role
• A complete suite including– Formal Training Set– Appraisal Methodology– Detail Model Descriptions
• Has constellations, representations, maturity/capability levels and disciplines to suit different business context and needs
Ghassan - ESKA 2Amman TT
The median improvements
• Cost : 20 percent• Schedule : 37 percent• Productivity : 67 percent• Quality : 50 percent• Customer satisfaction : 14 percent• ROI : 4.8:1
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Areas…
CMMI® Application
Software
Hardware
Services
Systems
CMMI®
Acquire
Service
Information Technology
Banking & Finance
BPOHospitals
And More…
Domains…
Perspectives…
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DevelopCMMI®
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Amman TT 4
CMMI® Maturity Levels
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L2
L3
L4
L5
L1
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Amman TT 5
Engineering Project Management Process Management Support
CMMI® Process Blocks
Ghassan - ESKA
Engineering Project Management
Process Management Support
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Amman TT 6
1. Organizational Training2. Organizational Process
Definition (+IPPD)3. Organizational Process
Focus
1. Organizational Process Performance
1. Supplier Agreement Management
2. Project Monitoring and Control
3. Project Planning
1. Risk Management2. Integrated Project
Management (+IPPD)
1. Quantitative Project Management
1. Requirements Management
1. Validation 2. Verification3. Product Integration4. Technical Solution5. Requirements
Development
1. Organizational Innovation & Deployment
1. Configuration Management
2. Process & Product QA3. Measurement & Analysis
1. Decision Analysis & Resolution
1. Causal Analysis & Resolution
Engineering Project Management Process Management Support
L2
L3
L4
L5
CMMI® Process Areas (PA’s)
Ghassan - ESKA
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Amman TT 7
CMMI® Trends over the past 4 years
Ghassan - ESKA
Year 2007 2008 2009 2010 Appraisals 1,964 3,113 4,134 5,499 Organizations 1,712 2,674 3,446 4,468 Companies 1,084 1,882 2,544 3,458 Reappraised organizations 208 361 564 826 Non-USA organizations 65.5% 68.6% 71.4% 74.3% Countries 59 63 67 69
Commercial / in-house 69.1% 72.0% 74.1% 76.8% Military / government contractors 26.8% 23.0% 21.1% 18.7% Military / government agencies 4.1% 5.0% 4.8% 4.5%
Organization Size 1 – 100 45.9% 50.8% 53.6% 58.3% Organization Size 101 – 200 19.6% 19.8% 19.6% 18.0% Organization Size 201 – 1000 27.2% 23.2% 21.4% 19.3% Organization Size 1000+ 7.3% 6.0% 5.4% 4.4%
Data from the SEI’s Semi-Annual Reports
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Critical Success Factors for Effectiveness
ManagementInvolvement
CulturalChange
CapableWorkforce
Leads
Program Management
Effective CMMI® Implementation
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Key Learning's
• Clear Implementation Strategy / Project Governance – Roadmap activities, Resources– Scheduling, Dependencies
between all stakeholders (government, vendor, IT)
• Excellent communication mechanism between all stakeholders
• Expectation setting at each stage• Risk management at Consortium level
and for each company• Visibility/Reporting and Escalations for
all stakeholders• How to integrate multiple
technologies/ tools/ lifecycle approaches for the clients
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• There is NO standard box process solution, it is org. specific
• Leveraging best practices and experiences within similar community
• Enabling improvement is a management responsibility
• Improvement focuses on fixing the process, not on blaming the people
• Improvement must be measured and periodically reinforced
• Improvement requires constancy of investments, rewards, and incentives
• Improvement is a continuous process
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The IDEAL Wheel
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Establishimprove-
ment infra-structure
5. Learning
3. Establishing
4. Acting
Stimulusfor
change
Setcontext
Buildsponsor-
ship
Character- ize current & desired states
Developrecommen-
dations
Setpriorities Develop
approach
Planactions
Createsolution
Pilot testsolution
Refinesolution
Implementsolution
Analyzeand
validatePropose
futureactions
2. Diagnosing
1. Initiating
Life cycle for an Improvement Program
a version of Plan-Do-Check-Act
© Software Engineering Institute
1. Initiating2. Diagnosing3. Establishing4. Acting5. Learning
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Amman TT 11
Typical Timeliness to achieve CMMI®-L3 from Ground Zero
3M 7M 12M 14M
Gap analysis and Process Enhancement
Process Implementation cycle 1 & 2
Process Implementation cycle 3 & 4 Appraisal
Pre-Appraisal
0M
*M=MonthsClose Pre-Appraisal Gaps
Ghassan - ESKA
Spot Check&ATM Training
The accurate schedule and roadmap shall be drawn for each organization after the completion of Gap Analysis and Action planning (visit 1) with mutual agreement.
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CMMI®-L3 Roadmap Summary
01- Initiation02- CMMI® Understanding03- Gap Analysis04- Action Planning05- Process Enhancement 06- Process Implementation07- Spot Checks08- CMMI® Training for ATMs09- Pre-Appraisal10- Close Pre-Appraisal Gaps11- Appraisal – SCAMPISM
Ghassan - ESKA
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Typical CMMI® Training Plan for One Customer
Visit CMMI Activity Conducted By Days Location
- 01-Initiation Consultant 1 Customer Premises
1
02-CMMI® Understanding Consultant 1 Customer Premises
03-Gap Analysis Consultant 2 Customer Premises
04-Action Planning Consultant 1 Customer Premises
2 05-Process Enhancement Consultant 2 Customer Premises
3 06-Process Implementation #1 Consultant 2 Customer Premises
4 06-Process Implementation #2 Consultant 2 Customer Premises
5 06-Process Implementation #3 Consultant 2 Customer Premises
6 07-Spot Checks Lead Appraiser 1 Customer Premises
7 06-Process Implementation #4 Consultant 2 Customer Premises
8 08-CMMI Training for ATMs Lead Appraiser 5 Customer Premises
9 09-Pre Appraisal Lead Appraiser 4 Customer Premises
10 10-Close Pre-Appraisal Gaps Consultant 2 Customer Premises
11 11-Readness Review Lead Appraiser 2 Customer Premises
12 12-Appraisal SCAMPI Lead Appraiser 10 Customer Premises
Ghassan - ESKA
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Some Facts from the industry
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Some Facts from the industry
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Some Benefits Derived from CMMI
Source: CMU/SEI-2006-TR-004
Ghassan - ESKA
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Some Benefits Derived from CMMI
Source: CMU/SEI-2006-TR-004
Ghassan - ESKA
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Amman TT 18
Some Benefits Derived from CMMISourc
e:
CM
U/S
EI-
2006
-TR
-004
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1ST P
erio
d
2nd
Perio
d
3rd P
erio
d
4th P
erio
d
5th P
erio
d
6th P
erio
d
7th P
erio
d
8th P
erio
d
9Th
Perio
d
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Some benefits for a CMMI ML3 Organization
• For the same size of enhancement projects (approximately 133 FP)– Productivity (Function Point / Effort Month) was projected to
increase by 132%– Project duration reduced by 50%– Effort reduction by 50% – Defect density reduced by 75%.
Ghassan - ESKA