CMMI Version 1.2 Overview

CMMI Version 1.2 OverviewKari Alho

Senior Process Consultant

November 2006

2 9 November, 2006| Copyright © 2006 Borland Software Corporation. All rights reserved. |

Topics

MotivationCMMI-based Process ImprovementModel Structure and RepresentationsProcess AreasAppraisalsTrainingBenefits of Using CMMICMMI Adoption


Why Process Optimization?

You pay them a lot – do you know where their time is going ?Rework is the “Waste” in the Applications DevelopmentLow-maturity (CMMI Level 1) organizations typically exhibit 40% ReworkYour may not even realize or know how to measure this

Project Work35%

Rework40%

Downtime10%

Admin15%


Number of Developers

Yearly People Spending

Your Unproductive Spending on Rework

50 2 500 000 € 1 000 000 €100 5 000 000 € 2 000 000 €200 10 000 000 € 4 000 000 €300 15 000 000 € 6 000 000 €500 25 000 000 € 10 000 000 €1000 50 000 000 € 20 000 000 €2000 100 000 000 € 40 000 000 €

Quantify Rework – ROI

Process Optimization to maturity CMMI L2 could cut waste 20% initially, if used not only to established compliance


The Process Management Principle

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

This is a long-established premise in manufacturing (and is based on TQM principles as taught by Shewhart, Juran, Deming, and Humphrey).

Belief in this premise is visible worldwide in quality movements in manufacturing and service industries (e.g., ISO standards).


The Triad of Success

Undisciplined

TECHNOLOGYTECHNOLOGY

PEOPLE

PEOPLE

Inefficient

PEOPLE

PEOPLE

PROCE

SS

PROCE

SS

AmateurTECHNOLOGYTECHNOLOGY

PROCE

SS

PROCE

SS

• Process, people, and technology are the major determinants of product cost, schedule, and quality

• Process is the “glue” that ties the triad together

TECHNOLOGYTECHNOLOGY

PEOPLE

PEOPLEPROCE

SS

PROCE

SS


Common Misconceptions

I don’t need process, I havereally good peopleadvanced technologyan experienced manager

Processinterferes with creativityequals bureaucracy + regimentationisn’t needed when building prototypesis only useful on large projectshinders agility in fast-moving marketscosts too much


Topics


IDEAL Model

Establishimprovementinfrastructure

Learning

Establishing

Acting

Stimulusfor

changeSet

contextBuild

sponsorship

Characterizecurrent and

desired states

Developrecommend-

actions

Setpriorities Develop

approach

Planactions

Createsolution

Pilot/testsolution

Refinesolution

Implementsolution

Analyzeand

validatePropose

futureactions

Diagnosing

Initiating


Common Misuse

Use the model purely to acquire certificationShort improvement cycles

Implement only the minimumNo real business benefits (expect the certification)No time for learning

High cost vs. benefits (always need external appraiser)Shortcuts in implementation

Lose longer-term benefitsOften leads to bureaucratic approach


Capability Maturity Model Integrated (CMMI)

Most widely used Software Process Improvement modelCollection of best development practices in 18 process areasDeveloped by Carnegie Mellon University’s Software Engineering Institute (SEI)

Current version 1.2 (2006)1.1 (2002) was an integration of

Software CMM (SW-CMM, 1991)Systems Engineering (SE-CMM)Integrated Product Development (IPD-CMM)Software Acquisition (SA-CMM)

Compatible with ISO 15504 (SPICE)http://www.sei.cmu.edu/cmmi/Borland is currently the largest commercial CMMI service provider in the world (TeraQuest acquisition in 2005)


Topics



CMMI-DEV Process Map

EngineeringSupportProject ManagementProcess Management

Requirements Management

Measurement and AnalysisConfiguration ManagementProcess & Product Quality Assurance

Project PlanningProject Monitoring and ControlSupplier Agreement Management

Level 2:Managed

Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidation

Decision Analysis & Resolution

Integrated Project Management (+IPPD)Risk Management

Organizational Process FocusOrganizational Process Definition (+IPPD)Organizational Training

Level 3:Defined

Quantitative Project Management

Organizational Process Performance

Level 4:Quantitatively Managed

Causal Analysis & Resolution

Organizational Innovation & Deployment

Level 5:Optimizing

Core Process Areas


1.2 Architecture and Constellations


Model Structure

SpecificGoals

GenericGoals

SpecificPractices

GenericPractices

Maturity Levels

Process Area 1 Process Area 2 Process Area n

SpecificGoals

GenericGoals

SpecificPractices

GenericPractices

Process Area 1 Process Area 2 Process Area n

Capability Levels

Staged representation Continuous representation


Maturity Levels


Capability Levels and Generic Goals

The process is institutionalized as an optimizing process.

The process is institutionalized as a quantitatively managed process.

The process is institutionalized as a defined process.

The process is institutionalized as a managed process.

Achieve Specific Goals

Generic Goal DescriptionCapability Level

Continually improve process performance through both incremental and innovative improvements.

5: Optimizing

Process is controlled using statistical and other quantitative techniques.

4: Quantitatively Managed

Process is tailored from the organization’s set of standard processes.

3: Defined

Process has basic infrastructure in place to support managed work. Helps to ensure that existing practices are retained during times of stress.

2: Managed

Process supports and enables the work needed to produce workproducts.

1: Performed

Process either is not performed or is only partially performed.

0: Incomplete


Major Improvements in Version 1.2

Reduce complexity and sizeSingle document (573p) instead of 8 editions22 process areas instead of 25 in CMMI-SE/SW/IPPD/SS 1.1

Expand model coverageAdded hardware amplificationsUpdated notes and examples to address service development and acquisition

Increase confidence in and usefulness of SCAMPI appraisal results

“Not Rated” clarified (Out of Scope, Not Rated, Not Applicable)Appraisal results are valid for maximum of 3 years from ADS date


Topics



Process Areas

Each process area in the model contains:Purpose statementIntroductory notesReferences to related process areasSpecific goals (1-3) with related practices (2-7)Generic goals (2-5) with related practices (1-10)

GoalsStatements that describe the unique characteristics that must bepresent to satify the process area

PracticesDescription of an activity considered important for the goalTypical work products, subpractices, examples, amplifications


Sample Process Area:Requirements Management

Manage Requirements

Requirements

TraceabilityHierarchy

Obtain an Understanding

of Requirements

Obtain Commitment to Requirements

Manage Requirements

Changes

Identify Inconsistencies

between Project Work

and Requirements

Maintain Bi-directional

Traceability of Requirements


Requirements Management Purpose and SG1

The purpose of Requirement Management is to manage the requirements of a project's product and product components and identify inconsistencies between those requirements and the project's plans and work products.Specific Goal (SG1) Manage Requirements

Requirements are managed, and inconsistencies with project plans and work products are identified.Specific Practices (SP):

SP 1.1 Obtain an Understanding of RequirementsSP 1.2 Obtain Commitment to RequirementsSP 1.3 Manage Requirements ChangesSP 1.4 Maintain Bi-directional Traceability of RequirementsSP 1.5 Identify Inconsistencies Between Project Work and Requirements


Requirements Management Generic Goal 2

GG2 Institutionalize a Managed ProcessThe process is institutionalized as a managed process.All ten GP 2.X apply to each Maturity Level 2 Process AreaNumber Name

GP 2.1 Establish an Organizational Policy GP 2.2 Plan the Process GP 2.3 Provide Resources GP 2.4 Assign Responsibilities GP 2.5 Train People GP 2.6 Manage Configurations GP 2.7 Identify and Involve Relevant Stakeholders GP 2.8 Monitor and Control the Process GP 2.9 Objectively Evaluate Adherence GP 2.10 Review Status with Higher-Level Management


Topics



CMMI Appraisals

Classes of appraisalsClass A = Formal with ratingsClass B = Less formal but no ratingsClass C = Quick look

SEI documents guide CMMI appraisals Appraisal Requirements for CMMI (ARC) - contains the requirements for three classes of appraisal methods Class A, Class B, and Class CStandard CMMI Appraisal Method for Process Improvement (SCAMPI) Method Description Document (MDD) describes the SEI-approved Class A appraisal method

In Version 1.2 SCAMPI the appraisal results are valid for 3 years


Appraisal Phases

Each appraisal class follows the same general work flowThe organization being appraised participates in the appraisal teamTotal duration can be from few days to several weeks

Plan andPrepare for

the Appraisal

Conductthe

Appraisal

ReportResults

• Model scope

• Oraganization scope

• Schedule

• Resources

• Interviews

• Document reviews

• Demonstrations

• Record results

• Write report

• Present to sponsor (+others)

• Plan actions


Sample Results:Requirements Management

REQM Requirements ManagementSG 1 Manage Requirements

SP 1.1-1 Obtain an Understanding of RequirementsSP 1.2-2 Obtain Commitment to RequirementsSP 1.3-1 Manage Requirements ChangesSP 1.4-2 Maintain Bidirectional Traceability of RequirementsSP 1.5-1 Identify Inconsistencies between Project Work and Requirements

GG 1 Achieve Specific GoalsGP 1.1 Perform Base Practices

GG 2 Institutionalize a Managed ProcessGP 2.1 Establish an Organizational PolicyGP 2.2 Plan the ProcessGP 2.3 Provide ResourcesGP 2.4 Assign ResponsibilityGP 2.5 Train PeopleGP 2.6 Manage ConfigurationsGP 2.7 Identify and Involve Relevant StakeholdersGP 2.8 Monitor and Control the ProcessGP 2.9 Objectively Evaluate AdherenceGP 2.10 Review Status with Higher Level Management

GG 3 Institutionalize a Defined ProcessGP 3.1 Establish a Defined ProcessGP 3.2 Collect Improvement Information

S

P

P

P

S

U

SPPPP

UU

UP

SSP Requirements Management

Practice Characterization

23 5

27 9

1 3 40 0 0

0 %10 %20 %30 %40 %50 %60 %70 %80 %90 %

100 %

Specific Generic Total

Satisfied Partially Satisfied Unsatisfied Not Applicable

Note: In a class C appraisal no goal or process area ratings are calculated


Topics



SEI Training for CMMI

Introductionto CMMI

IntermediateConcepts of CMMI

SCAMPI LeadAppraiser Training

SCAMPI B and CTeam Leader Training

CMMI InstructorTraining

Also delivered by SEI partners,

e.g. Borland

http://www.sei.cmu.edu/cmmi/training/training.html

In Finland, in cooperation with


Borland CMMI Training

CAPABILITY MATURITY MODEL INTEGRATION (CMMI)

Introduction to CMMI: Staged and Continuous 3 days

CMMI Overview - Half day Half day

CMMI Overview - Full day 1 day

CMMI Basics Workshop 2-4 hours

CMMI Transition Planning Workshop 2 days

PROCESS IMPROVEMENT USING CMMI

Process Improvement Leadership (SEPG) Workshop 3 days

Action Planning Workshop 3 days

Action Team Workshop 3 days

Process Management Workshop 3 days

Business Value of Software and Systems Process Improvement 2-4 hours

Practice Implementation Indicator (PIID) Workshop 1 day

GETTING STARTED (CMMI LEVELS 2 AND 3)

Requirements Management Overview 1 day

Requirements Management Workshop 2 days

Requirements Gathering Workshop 3 days

Requirements Engineering Workshop 4 days

Project Planning Workshop 2 days

Project Monitoring and Control Workshop 2 days

Measurement and Analysis Workshop 3 days

Measurement Planning Workshop 3 days

Configuration Management Workshop 2 days

Configuration Management Overview 1 day

Process and Product Quality Assurance Workshop 2 days

Process and Product Quality Assurance Implementation Workshop 3 days

Project Management Overview 1 day

Delphi Estimation Techniques Workshop 1 day

Earned Value Project Management Workshop 2 days

Review and Inspection Overview 1 day

Review and Inspection Workshop 2 days

Risk Management Workshop 2 days

Supplier Agreement/ Software Acquisition Management Overview 1 day

Supplier Agreement/ Software Acquisition Management Workshop 2 days

Software Testing Workshop 3 days

HIGH MATURITY (CMMI LEVELS 4 AND 5)

Level 3 to Level 4 Transition Workshop 3 days

Level 4 Quantitative Techniques Workshop 3 days

Level 5 Improvement Techniques Workshop 3 days

Management Overview of Levels 4 and 5 2-4 hours

PEOPLE CAPABILITY MATURITY MODEL (PEOPLE CMM)

People Capability Maturity Model Overview 1 day

People Capability Maturity Model, Introduction to the 3 days

PROJECT MANAGEMENT OFFICE

Portfolio Management Workshop 3 days

Project Launch Workshop 3 days

Project Management Office (PMO) Launch Workshop 3 days


Topics



Benefits

Summary of the performance results reported to SEI from CMMI adoption

Moving from a maturity level to a higher oneMoving from CMM to CMMI

25 organizationsSee details at:http://www.sei.cmu.edu/cmmi/results/results-by-category.html


Topics



SEI CMMI Adoption Statistics 1

CMM (and thus CMMI) has it roots with the US Department of Defense wanting to improve the quality of contracted softwareCurrently the model is used by both business and government organizations around the worldThe models itself arefreely available from SEI

Source: CMMI Maturity Profile March 2006 Report, SEI


SEI CMMI Adoption Statistics 2

Source: CMMI Maturity Profile March 2006 Report, SEI


Summary

CMMI provides a solid framework for organizations improving their processes

collection of best practices to guide process evolutionorganization change management supportbasis for benchmarking performanceworld-wide adoptionmodel freely availabletraining and consultation readily availableproven, tangible benefits


Thank You!

Kari AlhoSenior Process Consultant

Tel: +358 9 7255 4560Fax: +358 9 6133 2462Mobile: +358 40 7700 [email protected]

Borland Finland OYTekniikantie 1202150 EspooFINLANDwww.borland.com

CMMI Version 1.2 Overview

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