the cmmi: it’s so much more than merely improving software processes

Facilitating your process journey …

The CMMI: It’s So Much More Than Merely Improving Software Processes

Presented to ASQ Section 1405

by

Henry Schneider

Process and Product Quality Consulting, LLC

January 17, 2008

®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC


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This presentation provides an extremely high overview

To adequately cover the topic will take more than one hour

For more information consider attending specific classes that cover the topics introduced in this presentation

Introduction to the CMMI

CMMI Appraisals

Identifying, collecting, and presenting objective evidence

Specific Process Area topics (e.g. Requirements, Configuration Management, Quality Assurance, Project Management, etc.)

Setting Expectations/Caveat



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Need for a Model

CMMI Overview

Process Area Overview

Appraisal Results Status

Agenda



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Need for a Model



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Missed commitments Spiraling costs Late delivery to the market Last-minute crunches

Inadequate management visibility Too many surprises

Quality problems Customer complaints Too much rework Functions not working correctly

Poor morale Burned-out people Inadequate control of project results

Do You Have These Symptoms?



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It complements your focus on technology:

Technology, by itself, will most likely not be used effectively

Technology, in the context of an appropriate process roadmap, can provide the most benefit

It complements your focus on people

The experience and training of your work force is not always enough

Working harder is not the answer

A well-defined process can provide the means to work smarter

It shifts the “blame” for problems from people to the process

Why Focus on Process?



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The quality of the system is highly influenced by the quality of the process used to acquire, develop, and maintain it

A long-established premise in manufacturing

Visible worldwide in quality movements in manufacturing and service industries (e.g., ISO standards)

The Importance of Process



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I don’t need process, I have … really good people

advanced technology

an experienced manager

Process … interferes with creativity

introduces bureaucracy and regimentation

isn’t needed when building prototypes

is only useful on large projects

hinders agility in fast-moving markets

costs too much

Common Fallacies



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CMMI Overview



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Caveat Emptor

A CMMI model is not a process.

A CMMI model describes the characteristics of effective processes.

“All models are wrong, but some are useful.”

George Box (Quality and Statistics Engineer)



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The Capability Maturity Model® Integration (CMMI) is a suite of products used for improving processes

Models

Appraisal Methods

Training Courses

What is the CMMI?



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A framework that describes key elements of effective processes

A guide to evolutionary improvement from ad hoc, immature activities to mature, disciplined processes

A description of practices for planning, engineering, and managing business processes that can help you achieve business goals related to things such as: cost

schedule

functionality

product/service quality

CMMI Model - 1



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A yardstick against which the maturity of an organization’s product development, acquisition, and/or service-related processes can be measured and compared with industry state of the practice

A basis for planning improvements to your business processes

CMMI best practices tell you WHAT to do, not HOW to do nor WHO should do it

CMMI Model - 2



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Supports process integration and product improvement

Enables the integration of multiple disciplines into one process-improvement effort that helps to eliminate inconsistencies and reduces duplication

Provides a framework for introducing new disciplines as needs arise and therefore reduces the cost of expanding or implementing model-based process improvement

Builds on legacy process improvement efforts and investments

CMMI Model Features



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The development, acquisition, and maintenance of products and services

Software-intensive products and services

Product and service life cycles from conception through delivery and maintenance

Benchmarking your organization against others in a variety of industries

CMMI Best Practices Are Used for …



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CMMI Architecture: Model View

DevelopmentSpecific Material

AcquisitionSpecific Material

ServiceSpecific Material

Model Foundation

Shared CMMI Material

Model Portion of the CMMI Framework



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Provides an internally consistent set of core components that apply to every constellation or model

All models use the foundation without deleting or changing any of the content

CMMI Model Foundation



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Causal Analysis and Resolution (CAR)

Configuration Management (CM)

Decision Analysis and Resolution (DAR)

Integrated Project Management (IPM)

Measurement and Analysis (MA)

Organizational Innovation and Deployment (OID)

Organizational Process Definition (OPD)

Organizational Process Focus (OPF)

Organizational Process Performance (OPP)

Organizational Training (OT)

Project Monitoring and Control (PMC)

Project Planning (PP)

Process and Product Quality Assurance (PPQA)

Quantitative Project Management (QPM)

Requirements Management (REQM)

Risk Management (RSKM)

CMMI Model Foundation Core Process Areas



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The components of the CMMI Framework are organized into groupings called constellations that facilitate construction of approved models

CMMI for Acquisition (CMMI-ACQ) Nov 2007

CMMI for Development (CMMI-DEV) Dec 2000

CMMI for Services (CMMI-SVC) 2008??

Constellations



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Acquisition is the process of obtaining products (goods and services) through contract

Some call these processes “procurement” or “outsourcing”

Includes acquisition practices that are useful, but not covered in the CMMI for Development model

CMMI for Acquisition



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Has been available to the community for many years

Consists of two models

CMMI for Development

CMMI for Development + IPPD

Includes the development and maintenance practices useful for Systems Engineering, Hardware Engineering, and Software Engineering

CMMI for Development



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Products may be delivered in a variety of forms, including artifacts (e.g. hardware, software, or user documentation), services (e.g. training, maintenance, or operational support), and combinations of these

A service is a product that is intangible and non-storable

Currently in work

CMMI for Services



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Expected

RelatedProcess Areas

Informative

IntroductoryNotes

TypicalWork Products

Sub-practices

SpecificPractices

(SP)

Specific Goals (SG)

Generic Goals (GG)

Required

PurposeStatement

GenericPractices

(GP)

Generic PracticeElaborations

Legend

Sub-practices

CMMI Process Area Architecture

Process Area (PA)



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ProductDevelopment 1

Product Development 2

Doing the Work of the Organization

Managing the Project

Managing Quantitatively

Improvement Infrastructure

“EnablingImprovementof the Work”

“Adding Quantitative Management

Capability to OtherManagement Approaches”

“Providing Infrastructurefor Projects

& Organizations”

Project and Organizational

Support

“Organizing & Managingthe Work”

“Adding Communication and Collaboration Capability to Address Complex

Work Environments”

“Understandingthe Work”

“Performingthe Work”

CMMI for Development Organization of Work



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Process Area Overview



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CMMI Staged Representation



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Processes are planned and executed in accordance with organizational policies

Existing practices are retained during times of stress

Projects are performed and managed according to their documented plans

Commitments are established among relevant stakeholders and are revised as needed

Characteristics of Maturity Level 2



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Requirements Management (REQM)

The purpose of Requirements Management is to manage the requirements of the project's products and product components and to identify inconsistencies between those requirements and the project's plans and work products.



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Project Planning (PP)

The purpose of Project Planning is to establish and maintain plans that define project activities.



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Project Monitoring and Control (PMC)

The purpose of Project Monitoring and Control is to provide an understanding of the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan.



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The purpose of Supplier Agreement Management is to manage the acquisition of products from suppliers.

Supplier Agreement Management (SAM)



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Measurement and Analysis (MA)

The purpose of Measurement and Analysis is to develop and sustain a measurement capability that is used to support management information needs.



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Process and Product Quality Assurance (PPQA)

The purpose of Process and Product Quality Assurance is to provide staff and management with objective insight into processes and associated work products.



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Configuration Management (CM)

The purpose of Configuration Management is to establish and maintain the integrity of work products using configuration identification, configuration control, configuration status accounting, and configuration audits.



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Processes are well characterized and understood

Organization’s set of standard processes is established and improved over time

Projects establish their defined processes by tailoring the standard processes

Project Management is proactive




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Requirements Development (RD)

The purpose of Requirements Development is to produce and analyze customer, product, and product-component requirements.



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Technical Solution (TS)

The purpose of Technical Solution is to design, develop, and implement solutions to requirements. Solutions, designs, and implementations encompass products, product components, and product-related life-cycle processes either singly or in combinations as appropriate.



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Product Integration (PI)

The purpose of Product Integration is to assemble the product from the product components, ensure that the product, as integrated, functions properly, and deliver the product.



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Verification (VER)

The purpose of Verification is to ensure that selected work products meet their specified requirements.



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Validation (VAL)

The purpose of Validation is to demonstrate that a product or product component fulfills its intended use when placed in its intended environment.



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Organizational Process Focus (OPF)

The purpose of Organizational Process Focus is to plan and implement organizational process improvement based on a thorough understanding of the current strengths and weaknesses of the organization’s processes and process assets.



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Organizational Process Definition (OPD)

The purpose of Organizational Process Definition is to establish and maintain a usable set of organizational process assets and work environment standards.



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Organizational Training (OT)

The purpose of Organizational Training is to develop the skills and knowledge of people so they can perform their roles effectively and efficiently.



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Integrated Project Management (IPM)

The purpose of Integrated Project Management is to establish and manage the project and the involvement of the relevant stakeholders according to an integrated and defined process that is tailored from the organization's set of standard processes.



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Risk Management (RSKM)

The purpose of Risk Management is to identify potential problems before they occur, so that risk-handling activities may be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives.



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Decision Analysis and Resolution (DAR)

The purpose of Decision Analysis and Resolution is to analyze possible decisions using a formal evaluation process that evaluates identified alternatives against established criteria.



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The organization and projects establish quantitative objectives for quality and process performance

Quality and process performance is understood in statistical terms and managed throughout the life of the processes

Special causes of variation are identified and corrected to prevent future occurrences

Process performance is controlled using statistical and other quantitative techniques




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Organizational Process Performance (OPP)

The purpose of Organizational Process Performance is to establish and maintain a quantitative understanding of the performance of the organization’s set of standard processes in support of quality and process-performance objectives, and to provide the process performance data, baselines, and models to quantitatively manage the organization’s projects.



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Quantitative Project Management (QPM)

The purpose of the Quantitative Project Management process area is to quantitatively manage the project’s defined process to achieve the project’s established quality and process-performance objectives.



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Continuous process improvement is based on a quantitative understanding of the common causes of process variation

Effects of deployed process improvements are measured and evaluated against the quantitative process improvement objectives




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Organizational Innovation and Deployment (OID)

The purpose of Organizational Innovation and Deployment is to select and deploy incremental and innovative improvements that measurably improve the organization's processes and technologies. The improvements support the organization's quality and process-performance objectives as derived from the organization's business objectives.



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Causal Analysis and Resolution (CAR)

The purpose of Causal Analysis and Resolution is to identify causes of defects and other problems and take action to prevent them from occurring in the future.



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Appraisal Results Status



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2,464 appraisals conducted

1,417 participating companies

273 reappraised organizations

10,338 projects appraised

67.1% Non-USA organizations

Status as of September 2007



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Process Maturity Profile by All Reporting Organizations



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Reporting Organization Categories



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Organization Type



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Organization Size



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Countries Where Appraisals Have Been Performed and Reported to the SEI



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Number of Appraisals and Maturity Levels Reported to the SEI by Country



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Questions



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Consulting

• CMMI

• Software Engineering

• Systems Engineering

• Process Improvement

Appraising

• SCAMPI A, B, C

• Gap Analysis

Training

• CMMI/Process Improvement

• Action Planning Workshops

• Measurement and Analysis

• Process Area Specific Training

PPQC Services



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Address: Henry Schneider

President/Senior Principal Consultant

Process and Product Quality Consulting, LLC

2111 Heather Green

Houston, TX USA 77062

Phone: 281-218-6682

E-mail: [email protected]

Web Site: www.ppqc.net

Contact Information

mailto:[email protected]

http://www.ppqc.net/

the cmmi: it’s so much more than merely improving software processes

Business

process integration

welldefined process

importance of process

process journey need

process journey agendaneed

process journey cmmi

product quality consulting

process journey caveat