People First … Mission Always

Capability Maturity Model Capability Maturity Model Integration (CMMIIntegration (CMMI®®))

Millee SappMillee Sapp2 Dec 082 Dec 08

Warner Robins Air Logistics CenterWarner Robins Air Logistics Center

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What is the CMMI?What is the CMMI?

• Process improvement maturity model for the Process improvement maturity model for the development of products and servicesdevelopment of products and services

• Consists of best practices that address development Consists of best practices that address development and maintenance activities that cover the lifecycle and maintenance activities that cover the lifecycle from conception through delivery and maintenancefrom conception through delivery and maintenance

• Helps set process improvement goals and prioritiesHelps set process improvement goals and priorities

• Provides guidance for quality processesProvides guidance for quality processes

• Provides a point of reference for appraising current Provides a point of reference for appraising current processesprocesses

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SponsorsSponsors

• DoD (Office of the Undersecretary of Defense – DoD (Office of the Undersecretary of Defense – Acquisition, Technology, & Logistics)Acquisition, Technology, & Logistics)

• Industry (National Defense Industrial Organization – Industry (National Defense Industrial Organization – NDIA)NDIA)

• Software Engineering Institute (Steward of Model)Software Engineering Institute (Steward of Model)

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ContinuousContinuousRepresentationRepresentation

ProjectManagement

Process AreasCategory

Requirements ManagementRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidation

Engineering

Configuration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisDecision Analysis and Resolution Causal Analysis and Resolution

Support

Project PlanningProject Monitoring and ControlSupplier Agreement ManagementIntegrated Project Management +IPPDRisk ManagementQuantitative Project Management

Organizational Process FocusOrganizational Process Definition +IPPDOrganizational TrainingOrganizational Process PerformanceOrganizational Innovation and Deployment

ProcessManagement

Slide adapted from Intro to CMMI Course

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StagedStagedRepresentationRepresentation

Organizational Innovation and DeploymentCausal Analysis and Resolution

5 Optimizing

4 Quantitatively Managed

3 Defined

2 Managed

ContinuousProcess Improvement

QuantitativeManagement

ProcessStandardization

BasicProjectManagement

Organizational Process PerformanceQuantitative Project Management

Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process Definition +IPPDOrganizational Training Integrated Project Management +IPPDRisk ManagementDecision Analysis and Resolution

Requirements Management Project PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management Risk

Rework1 Initial

Process AreasLevel Focus QualityProductivity

1 Initial

Slide adapted from Intro to CMMI Course

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SCAMPISCAMPIAppraisal MethodAppraisal Method

Organization/Projects

ProcessDeployment

Lessons Learned/Improvements

Appraisal Team

Findings,Recommendations

ActualPractice

Appraisal Requirements

TheProcess

OrganizationalProcess Suite

Slide adapted from Intro to CMMI Course

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Appraisal MethodAppraisal MethodClassesClasses

Requirements Class A Class B Class C

Types of Objective Evidence Gathered

Documents and interviews

Documents and interviews

Documents or interviews

Ratings Generated Goal ratings required

Not allowed Not allowed

Organizational Unit Coverage

Required Not required Not required

Minimum Team Size 4 2 1

Appraisal Team Leader Requirements

Lead Appraiser

Person trained and experienced

Person trained and experienced

Slide adapted from Intro to CMMI Course

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Costs May VaryCosts May Vary

The cost of CMMI adoption is highly variable depending on many factors, including organizational

• goals• size• culture• structure• processes

Regardless of the investment, organizations generally experience a respectable return on their investment.

Slide adapted from Intro to CMMI Course

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Benefit InformationBenefit Information

Information about CMMI benefits is available in the August 2006 Information about CMMI benefits is available in the August 2006 SEI technical report, SEI technical report, Performance Results of CMMI-Based Performance Results of CMMI-Based Process Improvement (CMU/SEI-2006-TR-004)Process Improvement (CMU/SEI-2006-TR-004)..

This report is based on public reports, interviews, This report is based on public reports, interviews, supplementary materials, and comprehensive literature supplementary materials, and comprehensive literature review.review.

It is available on the SEI Web site at It is available on the SEI Web site at http://www.sei.cmu.edu/publications/documents/06.reports/06tr004.html..

For more information, see the CMMI Performance Results Web For more information, see the CMMI Performance Results Web site atsite at http://www.sei.cmu.edu/cmmi/results.html..

Slide adapted from Intro to CMMI Course

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Performance MeasuresPerformance Measures

Performance Category Median Improvement

Cost 34%

Schedule 50%

Productivity 61%

Quality 48%

Customer Satisfaction 14%

Return on Investment 4:1

The performance results in the following table are The performance results in the following table are from 30 different organizations that achieved from 30 different organizations that achieved percentage change in one or more of the six percentage change in one or more of the six categories of performance measures below.categories of performance measures below.

Slide adapted from Intro to CMMI Course

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Process ImprovementProcess ImprovementBackgroundBackground

1989 1995 2000 2001 2002 2003 200419971996

Began work with Software

Engineering Institute

Avionics Organization Appraised at

CMM-SW Level 3

EW and F-15 Organizations Appraised at

CMM-SW Level 2

Consolidated Software

Organizations

Software Engineering

Division Appraised at

CMM-SW Level 3

Participated in WR-ALC Pilot of

CMMI

Transitioned to CMMI

Rolled Out Revised Software

Engineering Process

Software Engineering

Division Appraised at

CMMI-SW ML 5Performed

SCAMPI Class B Appraisals

Performed SCAMPI Class B

Appraisals

2007

Enhanced Measurement

Processes

2006

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Process ImprovementProcess ImprovementInfrastructureInfrastructure

Software Software Engineering Engineering

Process GroupProcess Group(SEPG)(SEPG)

Software Software Engineering Engineering

Process GroupProcess Group(SEPG)(SEPG)

SquadronSquadronBB

SquadronSquadronBB

SquadronSquadronDD

SquadronSquadronDD

SquadronSquadronAA

SquadronSquadronAA SquadronSquadron

CC

SquadronSquadronCC

SquadronSquadronEE

SquadronSquadronEE

Test Program Set (TPS) Development and

TPS Maintenance & Modification Domains

Quality Quality MetricsMetricsGroupGroup(QMG)(QMG)

Quality Quality MetricsMetricsGroupGroup(QMG)(QMG)

Technology Technology Integration Integration

GroupGroup(TIG)(TIG)

Technology Technology Integration Integration

GroupGroup(TIG)(TIG)

Measurement Measurement WorkingWorkingGroupGroup(MWG)(MWG)

Measurement Measurement WorkingWorkingGroupGroup(MWG)(MWG)

Software SteeringSoftware SteeringTeamTeam(SST)(SST)

Software SteeringSoftware SteeringTeamTeam(SST)(SST)

Operational Flight Program Domain

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Process ImprovementProcess ImprovementInfrastructureInfrastructure

Project’s Defined SoftwareProcess (PDSP) and Project Plans

BusinessGoals

OrganizationalPolicies

Organization’s StandardSoftware Process (OSSP)

Squadron Level Processes

SST

SST

SEPG/QMG

Domain WGs/Squadron Process POCs

Project Teams

ORGANIZATIONAL

DOCUMENTS

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Sample of ResultsSample of Resultsat WR-ALCat WR-ALC

Project A Block Cycle ChangeProject A Block Cycle Change• Reduced flight tests by 50%Reduced flight tests by 50%• Delivered block cycle 27% under cost and on scheduleDelivered block cycle 27% under cost and on schedule• Delivered 50% more change requests than plannedDelivered 50% more change requests than planned• No defects detectedNo defects detected

Project B Block Cycle ChangeProject B Block Cycle Change• Reduced flight tests by 50%Reduced flight tests by 50%• No defects detectedNo defects detected

TPS DevelopmentTPS Development• 25% decrease in effort25% decrease in effort

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Words of Advice –Words of Advice – Implementer’s PerspectiveImplementer’s Perspective

• Build business case for implementing Build business case for implementing improvement programimprovement program

• Ensure solid measurement program is in placeEnsure solid measurement program is in place

• Investment is requiredInvestment is required

• Patience and perseverance are essentialPatience and perseverance are essential

• ““High maturity is not for sissies!”High maturity is not for sissies!”

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Contact InformationContact Information

Millee SappMillee Sappmillee.sapp@robins.af.milmillee.sapp@robins.af.mil

478-926-1453478-926-1453