cmmi session 14
TRANSCRIPT
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8/8/2019 CMMI Session 14
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Software Project ManagementCMMI
M.Ramesh
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The kings Ship Wasa - 1628
No Specification
No Architecture description
Changes done on the fly,
often under market/customer
pressure
Testing ignored
Didnt know how to tell the
clients No
The system last longer than
was ever imagined Maintenance costs far exceed
ordinary development
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PEOPLE
PROCESS
TECHNOLOGY
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The CMMI Project DoD sponsored collaboration
between industry, Government, academia
Over 100 people involved
U.S. Army, Navy, Air Force
Federal Aviation Administration National Security Agency Software Engineering Institute ADP, Inc. AT&T Labs BAE Boeing Computer Sciences Corporation
EER Systems Ericsson Canada Ernst and Young General Dynamics Harris Corporation
Honeywell KPMG Litton Lockheed Martin Motorola Northrop Grumman Pacific Bell
Q-Labs Raytheon Rockwell Collins Sverdrup Corporation Thomson CSF TRW
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Commonly Used CMMsSoftware CMM staged software
development
System Engineering CMM continuous system
engineering
System Engineering Capability Model continuous
system
engineering
Software Acquisition CMM staged softwareacquisition
System Security Engineering CMM continuous
security
engineering
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Underlying Premise of Process
Improvement
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.
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The Software Development
ParadoxHigh-Quality but Slow to MarketNot a LeaderHigh-Quality but Slow to MarketNot a Leader
SpeedSpeed
QualityQualityFast to Market but Low Quality
Low CustomerSatisfaction
Fast to Market but Low QualityLow Customer
Satisfaction
[1]Booch[1]Booch
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What is a CMM?
Capability Maturity Model:
A reference model of mature practices in a specified discipline, used to
assess a groups capability to perform that discipline
CMMs differ by
Discipline (software, systems, acquisition, etc.) Structure (staged versus continuous)
How Maturity is Defined (process improvement path)
How Capability is Defined (institutionalization)
Capability Maturity Model and CMMare used by the Software
Engineering Institute (SEI) to denote a particular class of maturity models
Capability Maturity Model, CMM, CMM Integration, and CMMI are service marks and registered trademarks of Carnegie MellonUniversity
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What is CMMI?
Consultant
Money
Making
Initiative
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What is CMMI?
Model
Practices
Process Improvement
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Model
Say what you do
Do what you say
Prove It
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CMMI Maturity Levels
[4]Buchholtz & Cordes[4]Buchholtz & Cordes
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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[6]Rudge
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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, andacquisition
IPD-CMM integrated productdevelopment
People CMM workforce
SPICE Model software development
CMMI Replaces
[4]Buchholtz & Cordes[4]Buchholtz & Cordes
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History of the CMMI1987 1991 1995 1997 2000 2002
First CMMPublished
Model Refined
and Published as
SW-CMM v1.0
SW-CMM v1.1Published
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[4]Buchholtz & Cordes
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Critique of CMMI
The projects most worth doing are the ones
that will move you DOWN one full level on
your process scale (Peopleware) [3]
[3]Demarco & Lister[3]Demarco & Lister
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CMMI vs. Agile
PEOPLE
TECHNOLOGYProcess
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The Agile Software Manifesto
Individuals and interactionsIndividuals and interactionsover processes and toolsover processes and tools
Working softwareWorking softwareover comprehensive documentationover comprehensive documentation
Customer collaborationCustomer collaborationover contract negotiationover contract negotiation
Responding to changeResponding to changeover following a planover following a plan
[7]Agile[7]Agile
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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[5]Jain
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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 its ability 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[5]Jain
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Agile vs. Plan Driven
[2]Bohem, Turner[2]Bohem, Turner
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Why Bother with both?
Introduce Agility to a CMMI
organization
Best of Breed