Cmmi Dev 2

CMMI-DEV 2.0

Agenda

• Introduction (slides 3-16) • Process Area (PA) Components (slides17-20)

• Tie It All Together (slides 21-35) • Relationships Among PAs (slides 36-43)

• Using CMMI Models (slides 44-51)

• Generic Goals and Generic Practices (slides 52-66)

CMMI v1.1 vs. CMMI-DEV v1.2 (slides 67-75)

Introduction

• About Capability Models

• Evolution of CMMI

• CMMI for Development (CMMI-DEV)

• The Scope of CMMI-DEV

• The Group of IPPD Additions

• Choosing a Representation

About Capability Models-1Introduction

• Process can:– Align the way you do business.– Address scalability and incorporate knowledge – Leverage resources and examine business trends.– Provides the infrastructure and to maximize the

productivity of personnel and the use of technology – Provide a vehicle for introducing and using new

technology

About Capability Models-2Introduction

About Capability Models-4• SEI defined CMMs (Capability Maturity models) embody th

e premise: the quality of a system or product is highly influenced by the quality of the process used to develop and maintain it.

• Statistics from 30 organizationsWho delivers the CMMI

– Industry:

Systems Engineering Committee of the National Defense Industrial Association

– Government:

U.S Department of Defense– Academic:

Software Engineering Institute,Carnegie Mellon University

Introduction

Evolution of CMMI-1Introduction

CMMI for Development (CMMI-DEV)-1

• Consist of two models– CMMI-DEV + IPPD– CMMI-DEV

• Extensive reviews– CMMI v0.2

• Publicly review+ pilot – CMMI v1.1

• 1,500 change requests• Hundreds of comments

– CMMI v1.2• 2,000 change requests(750)

Introduction

CMMI for Development (CMMI-DEV)-2

Introduction

The Scope of CMMI-DEV• Covers development and maintenance activities

– Aerospace, banking, computer hardware, software, defense, automobile manufacturing and telecommunications use CMMI-DEV.

• Contain practices– Project management– Process management

Introduction

About Capability Models-3– Systems engineering– Hardware engineering– Software engineering– Supporting processes– IPPD practices

Introduction

The Group of IPPD Additions• Help to …..

– Timely collaboration– Connecting relevant stakeholders– Throughout the life cycle– Satisfy customers’ needs, expectations and

requirements

Introduction

Choosing a Representation-1• CMMI supports two improvement approac

hes （ representations ） :– Continuous : capability levels– Stage : maturity levels

• Factors in your decision– Business factor– Culture factor– Legacy

Introduction

Choosing a Representation-2• Comparison of two representations

Introduction

Process Area (PA) Components-1

PA components


PA components

Tie It All Together

• Understanding levels• Structures of the continuous and staged

representation• Understanding Capability Levels• Understanding Maturity Levels• Process Areas• Generic goals and generic practices• Representation comparison• Equivalent Staging

Understanding levels• Levels

– Describe an evolutionary path– Are outcome of appraisal rating

• two improvement representations:– Continuous : capability levels– Stage : maturity levels

• To reach a level = satisfy all goals OR

set of PAs

Tie it all together

Continuous RepresentationTie it all together

Staged RepresentationTie it all together

Capability Level (CL) and Maturity level (ML)

Tie it all together

Understanding Capability Levels• A Capability level consists of a GG and its relate

d GPs for a PA that can improve the organization’s processes associated with that PA.

=>Capability level profile• The 6 CLs:

– 0: Incomplete– 1: Performed ＝ satisfy all SPs– 2: Managed CL2 ＝ CL1+GG2– 3: Defined CL3 ＝ CL2+GG3– 4: Quantitatively Managed CL4 ＝ CL3+GG4– 5: Optimizing CL5 ＝ CL4+GG5

Tie it all together

Understanding Maturity Levels• A maturity level consists of the SP and GP

associated with each predefined set of PAs

=>Maturity level rating• The 5 MLs:

– 1:Intial – 2:Managed = ML 2 PAs (GG 2)– 3:Defined = ML 2 PAs (GG 3) + ML 3 PA (GG 3) – 4:Quantitatively Managed = ML 2,3,4 PA (GG 3) – 5:Optimizing = ML 2,3,4,5 PA (GG 3)

Tie it all together

Process Areas-1• How PAs used in two representations

Tie it all together

Process Areas-2Tie it all together

類別 Category成熟度Maturity Level

流程管理ProcessManagement

工程Engineering

專案管理Project Management

支援Support

Level 5Optimizing最佳化

OID 組織創新和推展

CAR 原因分析和解決方案

Level 4 Quantitative

ly量化管理

OPP 組織流程績效

QPM 量化專案管理

Level 3Defined定義

OPF 組織流程專注

OPD + IPPD組織流程定義OT 組織訓練

RD 需求發展TS 技術解決

方案PI 產品整

合VER 驗證VAL 確認

IPM + IPPD 整合性專案

管理RSKM 風險管理

DAR 決策分析和解決方案

Level 2Managed管理

REQM 需求管理

PP 專案規劃PMC 專案監控SAM 供應商協議

管理

MA 度量與分析PPQA 流程和產品品質

保證CM 型態管理

藍色表示 16 個 core PAs

Generic goals and generic practices

Tie it all together

Representation comparisonTie it all together

Equivalent Staging-1• Capability level profile:

– Achievement profile: actual progress– Target profile: planned process improvement

objectives

※pay attention to the dependencies between

PAs and GGs

• Target stage: a sequence of target profiles

Tie it all together

Equivalent Staging-2Tie it all together

Equivalent Staging-3• Rule for equivalent staging:

– All PAs in ML 2 achieve CL 2 = ML 2– All PAs in ML 2,3 achieve CL 3 ↑ = ML 3– All PAs in ML 2,3,4 achieve CL 3↑ = ML 4– All PAs in ML 2,3,4,5 achieve CL 3↑ = ML 5

Tie it all together

Equivalent Staging-3Tie it all together

Relationship between PAs

• Four categories– Process management– Project management– Engineering– Support

Basic Process ManagementRelationships

Advanced Process ManagementRelationships

Basic Project ManagementRelationships

Advanced Project ManagementRelationships

Engineering

Relationships

Basic Support

Relationships

Advanced SupportRelationships

Using CMMI Models

• Adopting CMMI

• Selections That Influence Your Program

• Using CMMI Appraisals

• Appraisal Requirements for CMMI (ARC)

• SCAMPI Appraisal Methods

• Appraisal Considerations

Adopting CMMI• Gain senior management sponsorship

– Influence the organization to adopt CMMI– Choose the best people to manage – Monitor the process improvement effort personally– Be a visible advocate and spokesperson – Ensure that adequate resources are available

• Establish a process group– Engineers– Systems administrator – Marketing…

• Begin with an improvement approach– IDEAL (Initiating, Diagnosing, Establishing, Acting,

Learning)

Using CMMI

Selections That Influence Your Program• Select the part of the organization

– Organization unit size– Property

• Select the model– Constellation: DEV, ACQ, SRV– Addition: IPPD

• Select a representation– Continuous or staged

• Which appraisal method should be used ?• Which projects should be appraised ?• How should training for personnel be secured ?• Which personnel should be trained ?

Using CMMI

Using CMMI Appraisals• Why appraisal ?

– To determine how well the organization’s processes and identify improvement opportunities.

– To inform external customers and suppliers– To meet the contract requirements

Using CMMI

Appraisal Requirements for CMMI (ARC)

– Appraisals or organizations using a CMMI model must conform to the requirements defined in ARC.

– ARC describes the requirements for several types of appraisals : Class A,B ,C Appraisal.

– ARC helps improve consistency across appraisal methods.

– ARC helps appraisal method developers, sponsors and user understand the tradeoffs associated with various methods.

Using CMMI

SCAMPI Appraisal Methods• The generally accepted methods used for

conducting appraisals using CMMI models.

• Defines rules for ensuring the consistency of appraisal rating

• SCAMPI family: Class A, B, C

Using CMMI

Appraisal Considerations• Choices that affect a CMMI-based appraisal

– Appraisal scope: organization unit, PAs, ML/CL– Appraisal method– Appraisal team members– Interviewed participants– Appraisal outputs– Appraisal constraints

• Documentation: must including – A description of the appraisal options– Model scope– Organizational scope

Using CMMI

Appraisal Principles– Senior management sponsorship– A focus on the organization’s business objecti

ves– Confidentiality for interviewees– Use of a documented appraisal method– Use of a process reference model (e.g., a CM

MI model) as a base– A collaborative team approach– A focus on actions for process improvement

Using CMMI

Generic Goals and Generic Practices

• Process Institutionalization• Generic Goals and Generic Practices• PAs that Support GP

Process Institutionalization-1• Process institutionalization: the process is

ingrained in the way the work is performed and there is commitment and consistency to performing the process.

• GG and Process Name

GG and GP

Process Institutionalization-2• Performed Process:

– To achieve all SG in that PA• Managed Process

– is a performed process – is planned and executed in accordance with

policy– employs skilled people who have adequate

resources to produce controlled outputs– involves relevant stakeholders – is monitored, controlled, and reviewed– is evaluated for adherence to its process

description.

GG and GP

Process Institutionalization-3• Defined Process-1

– is a managed process that is tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines

– has a maintained process description– contributes work products, measures, and

other process improvement information to the organizational process assets.

GG and GP

Process Institutionalization-4• Defined Process-2

– Must clearly states• Purpose• Inputs• Entry criteria• Activities• Roles• Measures• Verification steps• Outputs• Exit criteria

GG and GP

Process Institutionalization-5• Quantitatively Managed Process

– is a defined process that is controlled using statistical and other quantitative techniques.

– The product quality, service quality, and process-performance attributes are measurable and controlled throughout the project.

– Quantitative objectives are established

GG and GP

Process Institutionalization-6• Optimizing Process

– is a quantitatively managed process that is changed and adapted to meet relevant current and projected business objectives.

– An optimizing process focuses on continually improving process performance through both incremental and innovative technological improvements.

GG and GP

Process Institutionalization-7

• Relationship among Process Institutionalizaton– A managed process must be a performed pro

cess.– A defined process must be a managed proces

s.– A quantitatively managed process must be a d

efined process.– An optimizing process must be quantitatively

managed process.

GG and GP

Generic Goals and Generic PracticesGG and GP

GG 5 INSTITUTIONALIZE AN OPTIMIZING PROCESS. GP 5.1 ENSURE CONTINUOUS PROCESS IMPROVEMENT. GP 5.2 CORRECT ROOT CAUSES OF PROBLEMS.

GG 4 INSTITUTIONALIZE A QUANTITATIVELY MANAGED PROCESS. GP 4.1 ESTABLISH QUANTITATIVE OBJECTIVES FOR THE PROCESS. GP 4.2 STABLIZE SUBPROCESS PREFORMANCE.

GG 3 INSTITUTIONALIZE A DEFINED PROCESS. GP 3.1 ESTABLISH A DEFINED PROCESS. GP 3.2 COLLECT IMPROVEMENT INFORMATION.

GG 2 INSTITUTIONALIZE A MANAGED PROCESS. GP 2.1 ESTABLISH AN ORGANIZATIONAL POLICY. GP 2.2 PLAN THE PROCESS.GP 2.3 PROVIDE RESOURCES. GP 2.4 ASSIGN RESPONSIBILITY. GP 2.5 TRAIN PEOPLE.GP 2.6 MANAGE CONFIGURATIONS. GP 2.7 IDENTIFY AND INVOLVE RELEVANT STAKEHLODERS.GP 2.8 MONITOR AND CONTROL THE PROCESS. GP 2.9 OBJECTIVELY EVALUATE ADHERENCE. GP 2.10 REVIEW STATUS WITH HIGHER LEVEL MANAGEMENT.

GG 1 ACHIEVE SPECIFIC GOALS. GP 1.1 PERFORM SPECIFIC PRACTICES.

PAs that Support GP-1

GG and GP

Generic Practice Roles of Process Areas in Implementation of the Generic Practice

GP 2.2Plan the Process

Project Planning:

GP 2.3Provide ResourcesGP 2.4Assign Responsibility

Project Planning: SP 2.4, “Plan for necessary resources

to perform the project,”

GP 2.5Train People

Organizational Training: Project Planning: SP 2.5, “Plan for knowledge and skills

needed to perform the project,”

GP 2.6 Manage Configurations

Configuration Management:


GG and GP

GP 2.7Identify and InvolveRelevant Stakeholders

Project Planning: SP 2.6,“Plan Stakeholder

Involvement,Project Monitoring and Control: SP 1.5, “Monitor Stakeholder Involvement,” Integrated Project Management: SP 2.1,“Manage Stakeholder Involvement,”

GP 2.8Monitor and Control theProcess

Project Monitoring and Control: Measurement and Analysis:

GP 2.9Objectively EvaluateAdherence

Process and Product QualityAssurance:


GG and GP

GP 2.10 Review Status with

Higher Level Management

Project Monitoring and Control: SP 1.6, “Conduct Progress

Reviews,” SP 1.7,“Conduct Milestone

Reviews,”

GP 3.1Establish a Defined

Process

Integrated Project Management: SP 1.1, “Establish and maintain the project’s defined process

from project startup through the

life of the project,” Organizational Process Definition:


GG and GP

GP 3.2Collect ImprovementInformation

Integrated Project Management: SP 1.6, “Contribute work products, measures, and documented experiences to the organizational process

assets,” Organizational Process Focus: SP 3.4, “Incorporate process-related work products, measures,

and improvement information

derived from planning and

performing the process into the organizational process

assets,”Organizational Process Definition:


GG and GP

GP 4.1Establish Quantitative

Objectives for the Process

Quantitative Project Management:SP 1.1, “Establish and maintain the project’s quality and

processperformance objectives,” Organizational ProcessPerformance: SP 1.3, “Establish and maintain quantitative objectives for quality and process

performance for the organization,”

PAs that Support GP-6GP 4.2Stabilize SubprocessPerformance

Quantitative Project Management:SG 2, “Statistically Manage

Subprocess Performance,” Organizational Process

Performance:

GP 5.1Ensure ContinuousProcess Improvement

Organizational Innovation andDeployment:

GP 5.2Correct Root Causes of

Problems

Causal Analysis and Resolution:

GG and GP

CMMI v1.1 vs. CMMI-DEV v1.2

• Main changes– Models– Combinations– IPPD changes– Other changes

• CMMI V1.1

• CMMI V1.2

• CMMI-ACQ (Preliminary)

Model structure-1V1.1 vs. V1.2

Model structure-2V1.1 vs. V1.2

CombinationsV1.1 vs. V1.2

IPPD ChangesV1.1 vs. V1.2

Other changes• Supplier Sourcing was eliminated

• ISM was eliminated

• OEI move to OPD

• IT move to IPM25 PAs in CMMI V1.122 PAs in CMMI-DEV V1.2

V1.1 vs. V1.2

CMMI V1.1V1.1 vs. V1.2

類別 Category 成熟度Maturity Level

流程管理 ★Process Managem

ent

工程 ▓Engineering

專案管理 ◥Project Managem

ent

支援 ●Support




Level 4Quantitatively量化管理





OPD 組織流程定義

OT 組織訓練

RD 需求發展TS 技術解決方案PI 產品整合VER 驗證VAL 確認

IPM for IPPD 整合性專案

管理RSKM 風險管理IT 整合性團隊ISM 整合性供應

商管理


OEI 組織環境整合


REQM 需求管理 PP 專案規劃PMC 專案監控SAM 供應商協議

管理

MA 度量與分析PPQA 流程和產品品

質保證CM 型態管理

藍色 :16 個 core PAs 綠色 :在 V1.2 中已納入其他 PAs 藍色 +底線 :因應 IPPD 所修改的 PA

CMMI V1.2 V1.1 vs. V1.2

類別 Category 成熟度Maturity Level

流程管理 ★Process Manageme

nt

工程 ▓Engineering

專案管理 ◥Project Manageme

nt

支援 ●Support




Level 4 Quantitativel

y量化管理

OPP 組織流程績效 QPM 量化專案管理


OPF 組織流程專注OPD + IPPD組織流程定義OT 組織訓練

RD 需求發展TS 技術解決

方案PI 產品整合VER 驗證VAL 確認

IPM + IPPD 整合性專案

管理RSKM 風險管理



REQM 需求管理 PP 專案規劃PMC 專案監控SAM 供應商協議管

理

MA 度量與分析PPQA 流程和產品品質

保證CM 型態管理

藍色 :16 個 core PAs

CMMI-ACQ (Preliminary) V1.1 vs. V1.2

類別 Category

成熟度Maturity Level

流程管理 ★Process Managem

ent

購採 ▓Acquisition

專案管理 ◥Project Management

支援 ●Support




Level 4Quantitatively量化管理





OPD 組織流程定義

OT 組織訓練

ARD 採購需求發展

ATS 採購技術解決方案

AVER 採購驗證AVAL 採購確認

IPM 整合性專案管理

RSKM 風險管理



AM 採購管理SSAD 徵求需求規

格書與合約發展

PP 專案管理PMC 專案監控REQM 需求管理

MA 度量與分析PPQA 流程和產品品

質保證CM 型態管理

藍色 :在 CMMI v1.1 的 PAs/16 個 core PAs黑色 :修改 CMMI v1.1 工程類的 PAs紅色 :新增的 PAs

Reference Sources

• CMMI for Development V1.2 http://www.sei.cmu.edu/cmmi/models/CMMI-DEV-v1.2.doc

• CMMI Version 1.2 Model Changes http://www.sei.cmu.edu/cmmi/adoption/pdf/v12-model-changes.pdf

• CMMI V1.1 http://www.sei.cmu.edu/publications/documents/02.reports/02tr012.html

• Adapting CMMI for Acquisition Organizations : A Preliminary Report

http://www.sei.cmu.edu/pub/documents/06.reports/pdf/06sr005.pdf

• CMMI V1.2 Overview http://www.sei.cmu.edu/cmmi/adoption/pdf/cmmi-overview06.pdf

Cmmi Dev 2

Technology

Transcript of Cmmi Dev 2