CMMI Update - SEI - OToole · CMMI Transition Status As reported to the SEI as of 3As reported to...

CMMI UpdateMary Beth Chrissis, as represented by:

Pat O’TooleSoftware Engineering InstituteCarnegie Mellon UniversityCarnegie Mellon UniversityPittsburgh, PA 15213May 15, 2008

© 2008 Carnegie Mellon University

CMMI Today

The CMMI Product Suite was released 1/2002 and today…

• CMMI website averages 20,000 visits/day

• Over 80,000 people have been trained

• Over 3,000 “class A” appraisals have been reported to the SEI

• Global adoption is steadily growing.

2CMMI UpdateChrissis May 2008© 2008 Carnegie Mellon University

CMMI Transition StatusAs reported to the SEI as of 3-31-08As reported to the SEI as of 3-31-08Training• Introduction to CMMI 84,074Introduction to CMMI 84,074• Intermediate CMMI 2,726• Understanding CMMI High Maturity Practices 396

Authorized• Introduction to CMMI V1.2 Instructors 430• SCAMPI V1.2 Lead Appraisers 488• SCAMPI V1.2 B&C Team Leaders 499C tifi d V1 2 Hi h M t it L d A i 138• Certified V1.2 High Maturity Lead Appraisers 138

• CMMI-ACQ V1.2 Instructors 18• CMMI-ACQ V1.2 Lead Appraisers. 7


CMMI ACQ V1.2 Lead Appraisers. 7

Transition from V1.1 to V1.2 StatusAs reported to the SEI as of 3-31-08As reported to the SEI as of 3-31-08

Introduction to CMMI Students

Registered for Upgrade Training 6 540• Registered for Upgrade Training 6,540

• Upgrades Complete 5,491

Lead Appraisers and Instructors

• Registered for Upgrade Training 678g pg g

• Upgrade Completed. 608


Number of Appraisals Conducted by YearReported as of 4-30-08

1000

1200

800

400

600

200

0

SPA CBAIPI(Discontinued after 12/31/2005) SCAMPI v.X ClassA


SPA CBAIPI(Discontinued after 12/31/2005) SCAMPI v.X ClassA

Number of SCAMPI Class A Appraisals Conducted by Year by Representation* as of 4-30-08 *Where Representation is reported

1000

700

800

900

500

600

700

Staged

Continuous

200

300

400

0

100

200

1999 2000 2001 2002 2003 2004 2005 2006 2007 4/30/2008


SCAMPI v1.1/v1.2 Class A Appraisals Conducted by QuarterReported as of 4-30-08Reported as of 4-30-08

325

350

250

275

300

150

175

200

225

75

100

125

150

0

25

50


Intro to the CMM and CMMI Attendees (Cumulative) as of 3-31-08

80000

90000

(Cumulative) as of 3-31-08

60000

70000

40000

50000 CMM Intro(discon'td.12/31/05)

10000

20000

30000 CMMI Intro

CMMIIntermediate

0

10000

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

Intermediate


Organization SizeB d th t t l b f l ithi th f th i ti th t i d

501 to 10006.8%

1001 to 20003.7%

2000+2 5%

Based on the total number of employees within the area of the organization that was appraised

25 or fewer13.6%301 to 500

7.4%

6.8% 2.5%

26 to 50

201 to 3009.0% 1 to 100

50.8%

201 to 2000+29.4%

15.6%

101 to 20019.8%

51 to 7512.8%Based on organizations

reporting size data


76 to 1008.9%

reporting size data

2635

Countries where Appraisals have been Performed and Reported to the SEIPerformed and Reported to the SEIRed country name: New additions with this reporting

Argentina Australia Austria Bahrain Bangladesh Belarus Belgium BrazilBulgaria Canada Chile China Colombia Costa Rica Czech Republic DenmarkDominican Republic Egypt Finland France Germany Hong Kong Hungary IndiaIndonesia Ireland Israel Italy Japan Korea, Republic Of Latvia MalaysiaMauritius Mexico Morocco Netherlands New Zealand Norway Pakistan PeruPhilippines Poland Portugal Romania Russia Saudi Arabia Singapore Slovakia


South Africa Spain Sweden Switzerland Taiwan Thailand Turkey UkraineUnited Arab Emirates United Kingdom United States Uruguay Viet Nam

Number of Appraisals Reported to the SEI by Continentto the SEI by Continent

1600

aisa

ls

1354

1080

1200

1400

ber o

f App

ra

800

1000

Num

b

403400

600

38 30

208

0

200


Based on appraisals3113

Africa Asia Europe North America Oceania South America

Number of Appraisals and Maturity LevelsReported to the SEI by Countryp y y

CountryNumber of Appraisals

Maturity Level 1

Reported

Maturity Level 2

Reported

Maturity Level 3

Reported

Maturity Level 4

Reported

Maturity Level 5

Reported CountryNumber of Appraisals

Maturity Level 1

Reported

Maturity Level 2

Reported

Maturity Level 3

Reported

Maturity Level 4

Reported

Maturity Level 5

ReportedArgentina 47 31 10 2 3 Malaysia 42 15 24 3Australia 29 1 8 4 2 4 Mauritius 10 or fewerAustralia 29 1 8 4 2 4 Mauritius 10 or fewerAustria 10 or fewer Mexico 39 1 18 13 3 4Bahrain 10 or fewer Morocco 10 or fewerBangladesh 10 or fewer Netherlands 10 or fewerBelarus 10 or fewer New Zealand 10 or fewerBelgium 10 or fewer Norway 10 or fewerBrazil 79 37 31 1 8 Pakistan 14 1 8 3 1Bulgaria 10 or fewer Peru 10 or fewergCanada 43 10 18 5 3 Philippines 20 2 10 7Chile 20 13 5 1 Poland 10 or fewerChina 465 1 103 293 18 34 Portugal 10 or fewerColombia 18 6 9 1 2 Romania 10 or fewerCosta Rica 10 or fewer Russia 10 or fewerCzech Republic 10 or fewer Saudi Arabia 10 or fewerDenmark 10 or fewer Singapore 16 3 8 1 4Dominican Republic 10 or fewer Slovakia 10 or fewerEgypt 27 12 11 2 2 South Africa 10 or fewerFinland 10 or fewer Spain 75 1 49 21 1 3France 112 4 67 34 1 2 Sweden 10 or fewerGermany 51 7 27 7 1 1 Switzerland 10 or fewerHong Kong 14 1 9 4 Taiwan 88 60 25 2Hungary 10 or fewer Thailand 10 or fewerI di 323 1 11 127 22 151 T k 10 fIndia 323 1 11 127 22 151 Turkey 10 or fewerIndonesia 10 or fewer Ukraine 10 or fewer

Ireland 10 or fewer United Arab Emirates10 or fewerIsrael 16 3 9 2 United Kingdom 71 3 36 24 1 2Italy 17 9 8 United States 1034 25 365 347 21 114Japan 220 16 64 88 13 15 Uruguay 10 or fewer

Korea Republic Of 107 1 31 48 11 7 Viet Nam 10 or fewer


Korea, Republic Of 107 1 31 48 11 7 Viet Nam 10 or fewerLatvia 10 or fewer

Number of Appraisals Posted to PARs by Year

1006

1200

904

834

1006

800

1000POSTED

TOTAL

Num

ber o

f A

ppra

isal

s

635598

600

N A

214

384

186

437

400

6

7652

186

0

200

2002 2003 2004 2005 2006 2007


2002 2003 2004 2005 2006 2007

Performance Results Summary

I t M di

# of data

i t L Hi hImprovements Median points Low High

Cost 20% 21 3% 87%

Schedule 37% 19 2% 90%

Productivity 67% 16 11% 255%

Quality 50% 18 29% 132%

Customer Satisfaction 14% 6 -4% 55%

Return on Investment 4.8 : 1 14 2 : 1 27.7 : 1

• N = 25, as of 15 December 2005• Organizations with results expressed as change over time


A Program’s Capability

Contractor AContractor B

ML 4My ProgramContractor A

ML 3ML 4My Program

Contractor C

ML 5Acquirer

ML ?ML 5 ML ?

CMMI Math: 3 + 4 + 5 + ? = ?

15CMMI for Acquisition (CMMI-ACQ)Phillips, April 2, 2008© 2008 Carnegie Mellon University

How Capable is the Team?

Early: How capable is a program team to deliver an operational capability?

Ongoing: How well is the program performing?Ongoing: How well is the program performing?

CMMI Maturity Levels at the organizational level are necessary, but not sufficient, to provide answers to these questions at the program level.


Maturity Levels – Important Realities

Know the capabilities of your entire program team

Multiple contractors each appraised at CMMI Maturity Level 3 doesMultiple contractors, each appraised at CMMI Maturity Level 3, does not ensure that your project will execute at Maturity Level 3

• Processes may be incompatible• Communication may be inadequate• Communication may be inadequate

A contractor appraised at Maturity Level 3 does not ensure that your project will execute at Maturity Level 3project will execute at Maturity Level 3

• Was your team part of the process evaluation?• Is your team following the processes?

An acquisition organization without mature processes can hurt a mature contractor


Acquirer/Supplier Mismatch

Mismatch MatchedMismatchmature acquirer mentors

low maturity supplier

Matchedacquirer and supplier are both high maturityH

igh

outcome not highest probability of r

MismatchDisaster

predictableg p y

success

Acq

uire

r

Mismatchless mature acquirer

derails mature supplier; encourages short cuts

Disasterno disciplineno process

owA

S liTechnical & Low

Lo

High

no product supplier compromises processes


SupplierManagement SkillHigh

Interpreting CMMI Ratings

1. A CMMI rating or CMMI level is not a guarantee of program success

2 Organizations that have attained CMMI maturity level ratings do not2. Organizations that have attained CMMI maturity level ratings do not necessarily apply those appraised processes to a new program at program start-up

3 Organizations that claim CMMI ratings are not always dedicated to process3. Organizations that claim CMMI ratings are not always dedicated to process improvement

4. Organizations may sample only a few exemplar programs and declare that all programs are being executed at that CMMI level ratingprograms are being executed at that CMMI level rating

5. Organizations that claim a high maturity level rating (level 4 and 5) are not necessarily better suppliers than a level 3 supplier.

Understanding and Leveraging a Supplier’s CMMI® Efforts: A Guidebook for Acquirers, April 2007, CMU/SEI-2007-TR-004


Beyond CMMI V1.2

Improved architecture will allow post-V1.2 expansion

• Extensions of the life cycle (Services Outsourcing/Acquisition) could• Extensions of the life cycle (Services, Outsourcing/Acquisition) could expand use of a common organizational framework:

— allows coverage of more of the enterprise or potential partnering organizationsorganizations

— adapts model features to fit non-developmental efforts (e.g., CMMI Services, CMMI Acquisition).


Three Complementary “Constellations”

CMMI-SVC provides guidance for those

CMMI SVC

gproviding services within organizations and to external customers

CMMI-DEV provides guidance for measuring, monitoring and managing development processes CMMI-SVCde e op e p ocesses

16 Core Process Areas

CMMI-DEV CMMI-ACQCMMI-ACQ provides guidance to enableinformed and decisive

Process Areas, common to all

acquisition leadership


CMMI-ACQ Staged Representation: PAs by Maturity LevelPAs by Maturity LevelMaturity Level Process Areas

Optimizing Causal Analysis and Resolution Organizational Innovation and DeploymentOrganizational Innovation and Deployment

Quantitatively Managed

Quantitative Project Management Organizational Process Performance

Organizational Process Focus

Defined

Organizational Process DefinitionOrganizational TrainingIntegrated Project ManagementRisk ManagementAcquisition Technical ManagementAcquisition VerificationAcquisition VerificationAcquisition ValidationDecision Analysis and Resolution

Acquisition Requirements DevelopmentAgreement ManagementProject Planning

ManagedProject PlanningProject Monitoring and ControlRequirements ManagementConfiguration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisSolicitation and Supplier Agreement Development


Solicitation and Supplier Agreement Development

CMMI-ACQ v1.2Acquisition Category Process Areasq g y

Solicitation & Supplier Agreement

Agreement Development

Management

CMMI Model

Acquisition Requirements Development

Acquisition Validation

CMMI Model Framework

(CMF)

16 Project, Development jOrganizational,

and Support Process Areas

AcquisitionTechnical

Management

Acquisition Verification


CMMI-SVC v0.5 Reuse

22CMMI SVC

CMMI for Services Constellation = 22 PAs + 3 Optional PAs

Service PAs

Shared PAs (SAM)

Service Addition PAs

35

22CMMI-SVC

Service Modifications:

16177%

• 21 amplifications in 7 PAs

• 5 added references

• 1 modified PA (REQM)CMMI Model Foundation

1 modified PA (REQM)

• 1 specific goal

• 2 specific practices% of CMMI-DEV PAs are reused;

% of Corporate Investments

CMMI-DEV CMMI-ACQ

pare potentially reusable!


Q

Who is the audience?

Broad spectrum of service providers

Primarily intended for industry use, just like

Service Sector Weights

Primarily intended for industry use, just like CMMI-DEV

Focus on current CMMI users

20%

25%

30% PAMS – Professional, Administrative, Management Support

R & D – Research and Development

10%

15%

Development

FRS – Facilities-Related Services

ERS – Equipment-Related Services

0%

5%

PAMS R & D FRS ERS CRS ICT Other Medical

CRS – Construction-Related Services

ICT – Information and Communications T h l


Source: FY06 Federal Procurement Data System

Technology

Planned Sequence of Models

CMMI-SVC

CMMI-DEV V1.2

CMMI-SVC

CMMI V1.1

March 2009

GM IT Sourcing

CMMI V1.3?

TBD

GM IT SourcingCMMI-ACQCMMI-AM

Released November 2007

SA-CMM


41

For More Information

Mary Beth ChrissisCMMI Training Manager

U.S. mail:

Software Engineering InstituteCMMI ProjectTelephone: +1 412-268-5757Email: mb@sei cmu edu

g gCustomer Relations4500 Fifth AvenuePittsburgh PA 15213 2612Email: [email protected]

[email protected], PA 15213-2612USA

World Wide Web:www.sei.cmu.eduwww sei cmu edu/contact html

Customer RelationsEmail: [email protected]: +1 412-268-5800www.sei.cmu.edu/contact.html Telephone: +1 412-268-5800SEI Phone: +1 412-268-5800SEI Fax: +1 412-268-6257


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