overview of cmmi and software process improvement
DESCRIPTION
UTPL ESPOL October 2007 Coursewww.utpl.edu.ecwww.espol.edu.ecTRANSCRIPT
www.utpl.edu.ec www.espol.edu.ec 4 y 5 de octubre del 2007
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Herramientas de Mejora de Procesos de Sofware
Overview of CMMI and Software Process Improvement Escuela Politécnica del Litoral
Universidad Técnica Particular de Loja
Overview of CMMI and Software Process Improvement
Nelson PiedraUniversidad Técnica Particular de Loja
www.utpl.edu.ecComputer Science School - Intelligence Artificial Fundamentals 2007 Course
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Agenda
Overview of SW CMM and CMMI IDEAL Framework for Continuous Process Improvement Transition to CMMI L2: Several Considerations Evolution of CMMI IDEAL Experiences
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SW CMM and CMMI: KPAs and PAs Mapping
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SW CMM Structure
Maturity Levels
Key Process Areas
Common Features
Key Practices
ProcessCapability
Goals
Implementation orInstitutionalization
Activities orInfrastructure
Contain
Organized by
Contain
Describe
Address
Achieve
Indicate
Commitment to PerformAbility to PerformActivities PerformedMeasurement and AnalysisVerifying Implementation
“The Capability Maturity Model: Guidelines for Improvingthe Software Process”, SEI, (1995), Addison-Wesley
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CMMI Model Components
Process Area
PurposeStatement Introductory
NotesRelated
Process Areas
Specific Goals Generic Goals
GenericPracticesSpecific
Practices
TypicalWork Products Sub-practices Generic
Practice Elaborations
Required
Expected
Informative
“CMMI: Guidelines for Process Integration and Product Improvement”,Chrissis, M.B., Konrad, M., Shrum, S. (2003), Addison-Wesley
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CMMI Staged and Continuous Representations
“Improving and Integrating”, Phillips, M., SEPG 2003 Conference
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Maturity Levels and Capability Levels
“Improving and Integrating”, Phillips, M., SEPG 2003 Conference
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Cluster of PAs in CMMI Continuous Representation
“Improving and Integrating”, Phillips, M., SEPG 2003 Conference
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Cluster of PAs in CMMI Staged Representation
“Improving and Integrating”, Phillips, M., SEPG 2003 Conference
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IDEAL Framework for Continuous Process Improvement
GoalSetting
Evaluation & Diagnosis
LocalInitiation
Area
DivisionBA/BU
Initiation
GoalSetting
Execution (7)
Implementation(8) Commitment
Handshake(4)
PerformancePlanning
(3)
Action Planning (5)Team Deployment
(6)
LocalGoal
Setting(1)
LocalEvaluation &
Diagnosis(2)
Team
ImprovementEngine
Evaluation & Diagnosis
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Transition to CMMI: a Process Technology
CMMI is a process technology and needs to be treated as such for introduction purposes
If you have been using the SW CMM as a base model for continuous improvement, many of the norms, beliefs, and values are similar to CMMI
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Transition to CMMI Level 2
As an organization moves towards Level 2 CMMI several issues begin changing in the Mangers/Practitioners world: Understanding who the stakeholders are and reaching common
understanding on project scope and requirements Negotiating changes with relevant stakeholders is based on impact
analysis Managing using a measurement-focused approach and implementing
proactive project controls Using requirements as a fundamental basis for planning and control Using risk management throughout the projects Communicating becomes vital to maintain the process going Identifying relevant stakeholders as the base for communication will
expand the scope of communication activities in the organization
“Are you Prepared for CMMI?” S. Garcia, SEPG 2003 Conference
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. . . Transition to CMMI Level 2
Senior Managers: Focus on product requirements as the basis for planning Ask early for information about risks Make less commitments without adequate impact assessment Discourage firefighting and encourage fire prevention behaviors Have less dissatisfied customers Have more visibility into ability to meet project schedules and budgets
“Are you Prepared for CMMI?” S. Garcia, SEPG 2003 Conference
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. . . Transition to CMMI Level 2
Program Managers: Are more involved in understanding the system and software
requirements and their impact on the product Higher visibility into project progress and risks Less large and unmanageable tasks Less ability to make un-negotiated commitments Less ability of accepting changes in requirements without making
adequate impact analysis
“Are you Prepared for CMMI?” S. Garcia, SEPG 2003 Conference
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. . . Transition to CMMI Level 2
Practitioners: Higher degree of direct requirements-based estimation using historical
data More information available earlier in the project More focus on negotiating changes rather than “blindly” accepting More impact analysis on changes More information on how to get things done consistently Less overtime Less daily corrective action meetings late in the project Less firefighting
“Are you Prepared for CMMI?” S. Garcia, SEPG 2003 Conference
IDEAL ExperiencesExperiences are provided from the perspective of
being part of a Corporate
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Initiation Experiences
It is important to identify someone in the organization that is genuinely interested in continuous process improvement (CPI)
It is essential to have Senior Management support for establishing a CPI program in the organization
Performing an appraisal is just the beginning It is very important to discuss the business goals that will drive the
CPI program Initial high-level training on CMMI may be required for participants
in CPI program It is essential to establish a contact person or “site coordinator” to
begin planning A readiness analysis of the organization and relevant stakeholders
is very important Initiation is not a “one-time” activity but a continuous activity of
“taking the pulse of the organization Document your experiences
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Diagnostic Experiences (as Lead Appraiser)
Establish good relationship with site coordinator Site coordinator may divide responsibilities Lead Appraiser must be proactive and forward thinking Site coordinator - Appraisal team member and change agent Develop a solid Appraisal Plan ahead of time Be prepared to have at least 12 revisions of the Appraisal Plan Even the most robust final plan will change – be prepared Communicate often with stakeholders (sponsor, site coordinator) Assemble the most competent Appraisal team you can Learn all details of CMMI Model while preparing the interview
questions
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. . . Diagnostic Experiences
The Lead Appraiser is responsible to ensure right timing of activities Do not panic if things seem to be chaotic and out of control Maintain your sense of humor during the appraisal activity Be always positive and maintain the good spirit of the team Enjoy the whole experience Expect to encounter “lagoons of concentration” in team members and yourself Continue to talk with appraisal team to ensure smooth flow Reduce to the minimum reading questions during the interview session Expect to work long hours Make sure you meet with Senior Management to discuss final findings – do not
change them – ask for their support Discuss organization’s business goals Name of change Agent and critical dates for PIP should be established before
final findings presentation to personnel Rehearse final findings presentation and stick to it when presenting Have a wrap-up session with the Appraisal Team and document experiences
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Establishing Experiences
Use organization business goals, final findings and CMMI Model to develop a prioritized process improvement plan (PIP)
Work closely with Change Agent and Senior Management to develop a realistic PIP
Make sure deadlines for approval of PIP are met Involve relevant stakeholders during the creation of the plan to
establish teams Use your Measurement and Analysis Process Area to define metrics
for key processes Set a date for a new appraisal in the PIP Continuously document your experiences
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Acting Experiences
Establish a close relationship with Change Agent to ensure there is a good communication
Coach your Change Agent to act at a higher level of maturity than the organization
Make sure Change Agent feels as owner of PIP Change Agent will become the focal point for the creation of the
EPG Continuously monitor the organization readiness to the CPI program Continuously fine-tune organization dynamics to enhance readiness
for CPI program Bring value to your organization and Change Agent Continuously document events during Acting phase
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Leveraging Experiences
Use your metric program and CPI phases phase documentation to analyze lessons
Set up meeting with relevant stakeholders to analyze the efficiency of CPI approach
Identify changes to enhance process and plan next improvement cycle
Universidad Técnica Particular de Loja Escuela de Ciencias de la Computación
Nelson Piedrahttp://nopiedra.wordpress.com
www.utpl.edu.ec www.espol.edu.ec 4 y 5 de octubre del 2007
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