cmmi program overview 2011 eng

Capability Maturity Model Integrated (CMMI®)

Program Summary

By: Ghassan Rassoul (ESKADENIA Software)

CMMI® Practical View

• A collection of best practices from industry experience

• A descriptive Model and not a Prescriptive Standard

• Tells us “What to do” and not “How to do”

– “How to do” part is organization specific where implementation best practices & business context play a vital role

• A complete suite including– Formal Training Set– Appraisal Methodology– Detail Model Descriptions

• Has constellations, representations, maturity/capability levels and disciplines to suit different business context and needs

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The median improvements

• Cost : 20 percent• Schedule : 37 percent• Productivity : 67 percent• Quality : 50 percent• Customer satisfaction : 14 percent• ROI : 4.8:1

Areas…

CMMI® Application

Software

Hardware

Services

Systems

CMMI®

Acquire

Service

Information Technology

Banking & Finance

BPOHospitals

And More…

Domains…

Perspectives…


DevelopCMMI®

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CMMI® Maturity Levels

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L2

L3

L4

L5

L1

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Engineering Project Management Process Management Support

CMMI® Process Blocks

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Engineering Project Management

Process Management Support

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1. Organizational Training2. Organizational Process

Definition (+IPPD)3. Organizational Process

Focus

1. Organizational Process Performance

1. Supplier Agreement Management

2. Project Monitoring and Control

3. Project Planning

1. Risk Management2. Integrated Project

Management (+IPPD)

1. Quantitative Project Management

1. Requirements Management

1. Validation 2. Verification3. Product Integration4. Technical Solution5. Requirements

Development

1. Organizational Innovation & Deployment

1. Configuration Management

2. Process & Product QA3. Measurement & Analysis

1. Decision Analysis & Resolution

1. Causal Analysis & Resolution

Engineering Project Management Process Management Support

L2

L3

L4

L5

CMMI® Process Areas (PA’s)

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CMMI® Trends over the past 4 years

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Year 2007 2008 2009 2010 Appraisals 1,964 3,113 4,134 5,499 Organizations 1,712 2,674 3,446 4,468 Companies 1,084 1,882 2,544 3,458 Reappraised organizations 208 361 564 826 Non-USA organizations 65.5% 68.6% 71.4% 74.3% Countries 59 63 67 69

Commercial / in-house 69.1% 72.0% 74.1% 76.8% Military / government contractors 26.8% 23.0% 21.1% 18.7% Military / government agencies 4.1% 5.0% 4.8% 4.5%

Organization Size 1 – 100 45.9% 50.8% 53.6% 58.3% Organization Size 101 – 200 19.6% 19.8% 19.6% 18.0% Organization Size 201 – 1000 27.2% 23.2% 21.4% 19.3% Organization Size 1000+ 7.3% 6.0% 5.4% 4.4%

Data from the SEI’s Semi-Annual Reports

Critical Success Factors for Effectiveness

ManagementInvolvement

CulturalChange

CapableWorkforce

Leads

Program Management

Effective CMMI® Implementation


Key Learning's

• Clear Implementation Strategy / Project Governance – Roadmap activities, Resources– Scheduling, Dependencies

between all stakeholders (government, vendor, IT)

• Excellent communication mechanism between all stakeholders

• Expectation setting at each stage• Risk management at Consortium level

and for each company• Visibility/Reporting and Escalations for

all stakeholders• How to integrate multiple

technologies/ tools/ lifecycle approaches for the clients


• There is NO standard box process solution, it is org. specific

• Leveraging best practices and experiences within similar community

• Enabling improvement is a management responsibility

• Improvement focuses on fixing the process, not on blaming the people

• Improvement must be measured and periodically reinforced

• Improvement requires constancy of investments, rewards, and incentives

• Improvement is a continuous process

The IDEAL Wheel


Establishimprove-

ment infra-structure

5. Learning

3. Establishing

4. Acting

Stimulusfor

change

Setcontext

Buildsponsor-

ship

Character- ize current & desired states

Developrecommen-

dations

Setpriorities Develop

approach

Planactions

Createsolution

Pilot testsolution

Refinesolution

Implementsolution

Analyzeand

validatePropose

futureactions

2. Diagnosing

1. Initiating

Life cycle for an Improvement Program

a version of Plan-Do-Check-Act

© Software Engineering Institute

1. Initiating2. Diagnosing3. Establishing4. Acting5. Learning

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Typical Timeliness to achieve CMMI®-L3 from Ground Zero

3M 7M 12M 14M

Gap analysis and Process Enhancement

Process Implementation cycle 1 & 2

Process Implementation cycle 3 & 4 Appraisal

Pre-Appraisal

0M

*M=MonthsClose Pre-Appraisal Gaps

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Spot Check&ATM Training

The accurate schedule and roadmap shall be drawn for each organization after the completion of Gap Analysis and Action planning (visit 1) with mutual agreement.

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CMMI®-L3 Roadmap Summary

01- Initiation02- CMMI® Understanding03- Gap Analysis04- Action Planning05- Process Enhancement 06- Process Implementation07- Spot Checks08- CMMI® Training for ATMs09- Pre-Appraisal10- Close Pre-Appraisal Gaps11- Appraisal – SCAMPISM

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Typical CMMI® Training Plan for One Customer

Visit CMMI Activity Conducted By Days Location

- 01-Initiation Consultant 1 Customer Premises

1

02-CMMI® Understanding Consultant 1 Customer Premises

03-Gap Analysis Consultant 2 Customer Premises

04-Action Planning Consultant 1 Customer Premises

2 05-Process Enhancement Consultant 2 Customer Premises

3 06-Process Implementation #1 Consultant 2 Customer Premises



6 07-Spot Checks Lead Appraiser 1 Customer Premises


8 08-CMMI Training for ATMs Lead Appraiser 5 Customer Premises

9 09-Pre Appraisal Lead Appraiser 4 Customer Premises

10 10-Close Pre-Appraisal Gaps Consultant 2 Customer Premises

11 11-Readness Review Lead Appraiser 2 Customer Premises

12 12-Appraisal SCAMPI Lead Appraiser 10 Customer Premises

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Some Facts from the industry

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Some Facts from the industry

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Some Benefits Derived from CMMI

Source: CMU/SEI-2006-TR-004

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Some Benefits Derived from CMMI

Source: CMU/SEI-2006-TR-004

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Some Benefits Derived from CMMISourc

e:

CM

U/S

EI-

2006

-TR

-004

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1ST P

erio

d

2nd

Perio

d

3rd P

erio

d

4th P

erio

d

5th P

erio

d

6th P

erio

d

7th P

erio

d

8th P

erio

d

9Th

Perio

d

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Some benefits for a CMMI ML3 Organization

• For the same size of enhancement projects (approximately 133 FP)– Productivity (Function Point / Effort Month) was projected to

increase by 132%– Project duration reduced by 50%– Effort reduction by 50% – Defect density reduced by 75%.

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