CMMI Version 1.2
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© QAI India Limited. All rights reserved. CMMI: Version 1.2 Basics INDIA | USA | UK | CHINA | MALAYSIA | SINGAPORE A presentation by QAI
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CMMI Version 1.2: A presentation by QAI http://www.qaiglobal.com
Transcript of CMMI Version 1.2
© QAI India Limited. All rights reserved.
CMMI: Version 1.2
Basics
INDIA | USA | UK | CHINA | MALAYSIA | SINGAPORE
A presentation by QAI
CMMI Version 1.2 Basics
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History of CMMs
• CMM v1.0 (Software) was the first to be developed
• Others were developed subsequently:
– SE CMM (Systems Engineering) CMM
– Integrated Product Development CMM
– SA (Software Acquisition) CMM
– People CMM
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Why Integrate?
• Adaptability to enterprise needs
– designed for evolution to meet current and future enterprise-wide process improvement needs
– can add new process areas, generic improvement approach still applies
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CMMI - SE/ SW
• Systems Engineering– Covers the development of total systems,
which may or may not include software
– Focus on transforming customer needs, expectations, and constraints into product solutions and supporting those product solutions throughout the product life cycle
• Software Engineering– Covers the development of software
systems
– Focus on applying systematic, disciplined, and quantifiable approaches to the development, operation and maintenance of software
• CMMI - SE/SW covers both
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Why Use CMMI SE/SW?
• Increased dependency between systems engineering and software engineering
• Low maturity of the interfaces between systems engineering and software engineering
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What’s New in CMMI Ver 1.2
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CMMI® Framework
• Constellation: Collection of CMMI® components that includes the model, its training materials and appraisal-related documents for an area of interest. CMMI models for development, services and acquisition
• Model for development provides amplifications for the systems engineering, software engineering, and hardware engineering disciplines
• “Additions” used to expand constellations for specific additional content - CMMI® Dev has one such addition (CMMI® - Dev + IPPD) (In V1.1, IPPD was a discipline.)
• Based on the initial efforts to maximize commonality among CMMI models, 16 of the 22 process areas of CMMI-DEV comprise the process improvement core for the three areas of interest currently being pursued: development, acquisition, and services.
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Concept of Constellations
• Latest version of CMMI i.e. CMMI
ver 1.2 for Development was
launched in Aug’06
• Constellation: Collection of CMMI®
components that includes the
model, its training materials and
appraisal-related documents for
an area of interest
• Other constellations in making
– Acquisition
– Services
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Concept of Maturity
• Software Process Maturity– Extent to which a specific process is explicitly defined, managed, measured,
controlled and effective
– Implies a potential growth in capability and indicates both the richness of an organization’s software process and the consistency with which it is applied in projects throughout the organization
• Maturity Level– A well defined evolutionary plateau toward achieving a mature software process
– Each level provides a layer in the foundation for continuous process improvement
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Staged Approach
• Proven sequence of typical areas to focus on for improvement
• Permits comparison across organizations - assessment results can be summarized into a single rating
• Easy migration from SW-CMMSM
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The Five Levels of Process Maturity
Initial
(1)
Managed
(2)
Defined
(3)
Quantitatively
Managed
(4)
Optimizing
(5)
© Software Engineering Institute
Process unpredictable,
poorly controlled and
reactive
Process characterized for
projects and is often
reactive
Process characterized
for the organization
and is proactive
Process measured
and controlled
Improvement
Institutionalize
d
ContinuousProcess
Improvement
QuantitativeManagement
ProcessStandardization
Basic ProjectManagement
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Level 1 Process Areas
There are no Process Areas at Level 1
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The Initial Level (1)
• Environment not stable for developing and maintaining systems
• Inadequate management and engineering practices
• Ineffective planning
• Reaction-driven commitment systems
• Emphasis on development and testing during crisis
• Success depends on having exceptional people
• Unpredictable process capability
• Unpredictable schedules, budgets, functionality, and quality
• Few stable processes
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Level 2 Process Areas
• Focus is on enabling institutionalizing Project Management Practices
Requirements Management
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Measurement and Analysis
Process and Product Quality Assurance
Configuration Management
Instilling basicdiscipline into project management practices.Each project may follow their own set of processes.
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The Managed Level (2)
• Policies for managing projects
• Planning and managing based on experience
• Allows repeatability of successful practices
• Specific processes implemented by the projects may differ
• Realistic project commitments
• Costs, schedules and functionality tracked
• Requirements and work products are baselined
• Standards defined and conformed to
• Strong customer-supplier relationship with subcontractors
• A measurement process is in place
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Level 3 Process Area
• Focus is on developing technical/ engineering practicesintegrating it with management practices and institutionalizing it.
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Organizational Process Focus
Organizational Process Definition + IPPD
Organizational Training
Integrated Project Management + IPPD
Risk Management
Decision Analysis and Resolution
Developing engineering practices, integrating them with management practices and standardizing processes across the organization
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The Defined Level (3)
• Organization-wide standard processes
• Effective engineering practices
• Integration of engineering and management processes
• Reuse of organizational learning
• Process Engineering Group (PEG)
• Organization-wide training program
• Project’s “Defined Process”
• Good management insight into the technical progress on all projects
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Level 4 Process Area
• Focus is on quantitatively managing project and organization wide performance
Organizational Process Performance
Quantitative Project Management
Quantitatively manageorganizational processes
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The Quantitatively Managed Level (4)
• Quantitative goals for projects and processes
• Variation in process performance narrowed
• Meaningful variations can be distinguished from random variation
• Products are of high quality
• Projects are controlled quantitatively
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Level 5 Process Area
• Focus is on continuously improving project and organizational capability
Continuously
improve project
and
organizational
capability
through
innovations &
do root cause
analysis for
common causes
Organizational Innovation and
Deployment
Causal Analysis and Resolution
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The Optimizing Level (5)
• Organization focused on process improvement
– incremental advances in existing processes
– innovations using new technologies and methods
• Proactive identification of weaknesses to strengthen processes
• Goal of preventing occurrence of defects through error-cause removal
• Cost-Benefit analyses of introducing new technologies and proposed process changes
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Skipping Maturity Levels
• Counter-productive
• Each level builds a foundation for succeeding levels
• Required leverage for implementing processes effectively and efficiently
• However, processes described at a higher maturity level can be used
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Continuous Model
• Allows you to select the order of improvement that best meets your organization’s business objectives
• Enables comparisons across and among organizations on a process-area-by-process-area basis
• Provides an easy migration from models with a continuous representation to CMMI
• Uses predefined sets of process areas to define an improvement path for an organization
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Structure of PA
No common features
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