Kelemen Zádor Dánielkelemen.daniel@sqi.hu

About ISO 9001: 2000 About CMMI v1.2 Main differences Differences in terminology Similarities ISO 9001:2000 and CMMI in the

Hungarian market Rate of return How could we develop a CMMI-conform

system having ISO9001:2000 as a basis?

2

3

ISO 9000:2005 Fundamentals and Vocabulary

ISO 9001:2000 Requirements

ISO 9004:2000 Guidelines for performance improvements

ISO 90003:2005 Guidelines for the application of ISO 9001:2000

to computer software

4

Minőségirányítási rendszerek. Követelmények 0. Introduction 1. Scope 2. Normative reference 3. Terms and definitions 4. Quality management system 5. Management responsibility 6. Resource management 7. Product realization 8. Measurement, analysis and improvement Annexes

5

Message:

Customer focus Control Stakeholder

involvement Process-

focused view Continuous

improvement Facts based

decisions Supplier

management

Relations among chapters:

6

For software developers Process based approach Defines process areas (22) Process area categories:

Process management Project management Technical Support

Multi-level (ML 1-5 /CL 0-5) Focus on software- and system

development

7

Folyamat alapú megközelítés

Folyamatcsoportokat definál (a v1.2 22-t)

Folyamat(csoport) kategóriák: Folyamatmenedzsment Projektmenedzsment Műszaki Támogató

Többszintű (ML 1-5 /CL 0-5)

Kiemeli a szoftver- és rendszerfejlesztést

Continuous

Process areas

Capability Levels

GenericPractices

Generic GoalsSpecific Goals

SpecificPractices

Staged

MaturityLevels

Process Areas

Specific Goals Generic Goals

Specific Practices Generic Practices

8

Boris Mutafelija, Harvey Stromberg (2001-2004), ISO->CMMI v1.0, CMMI v1.0->ISO

Based on the results of Mutafelija: Angela Tuffley, Terrence P. Rout (2005) ISO->CMMI v1.0

They analyzed the same requirements, they got similar results.

Concentrating only on the content.

Comparison of CMMI v1.2 and MSZ EN ISO9001:2000: ISO->CMMI v1.2 ISO and CMMI in the Hungarian Market ROI of these approaches

9

ISO 9001:2000 CMMI

Standard Model (best practices)

Can be applied for any organization for IT organizations

All the requirements need to be implemented in the same time

Step by step (maturity and capability levels)

Brief (eg. ensure the availability of resources)

Detailed descriptions (GP-s for every process area)+ Informative components: sub practices, typical work products, elaborations.(accentuated role: 80% of the model!)

Does not include guidelines for implementation

Provide institutionalization and implementation guidelines

It provides only a high level description for process improvement

Differentiates project (CL2-GG2) and organizational (CL3-GG3) level process improvements

ISO requires the establishment of QMS, but does not describe concretely the institutionalization

The CMMI through generic goals strictly requires the institutionalization (and this is one of its strength)

10

ISO 9001:2000 CMMI

Top management Higher-level management;senior management

Quality (Management System (QMS)) Organization Set of Standard Processes

Quality Plan Project Plan,Software Development Plan,System Engineering Management Plan, Data Management Plan

Record Work product,record,evidence of implementation

Documented procedure Plan for performing the process,Procedure

11

Customer focus GP 2.7 Identify and Involve Relevant Stakeholders PP, IPM Plan Stakeholder Involvement RD, TS A CMMI is weaker than ISO

Control GP 2.1 Establish an Organizational Policy GP 2.4 Assign Responsability GP 2.10, Review Status with Higher Level Management OPF

Stakeholder involvement GP 2.3 Provide Resources GP 2.5 Train People GP 2.7 Identify and Involve Relevant Stakeholders

12

Process-focus For every process must be applied:

▪ GP 2.2 Plan the process▪ GP 3.1 Establish a defined process

Continuous improvement Capability and maturity levels

Facts based decisions DAR – Decision analysis and resolution GP 2.8 Monitor and Controll the process PMC, IPM, MA

Supplier management SAM – Supplier agreement management

▪ (can be excluded in certain cases) CMMI is weaker in cooperation CMMI mainly focuses on control

13

Assign management representative Internal communication the effectiveness of

QMS Validation required before product delivery

and implementation Onsite control of suppliers Handling customer property Calibration of measurement devices Establish a method for measuring and using

customer satisfaction Elaboration of Criteria, scope, frequency,

method of internal audits Independency of auditors (not in every

case)

14

S REQM PP PMC SAM MA PPQA CM OPF OPD OT IPM RSKM RD TS PI VER VAL DAR OPP QPM OID CAR

SG 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 11.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.11.2 1.2 1.2 1.2 1.2 1.2 1.2 1.2 1.2 1.2 1.2 1.2 1.2 1.2 1.2 1.2 1.2 1.2 1.2 1.2 1.2 1.21.3 1.3 1.3 1.3 1.3 1.3 1.3 1.3 1.3 1.3 1.3 1.3 1.3 1.3 1.3 1.3 1.3 1.31.4 1.4 1.4 1.4 1.4 1.4 1.4 1.4 1.4 1.4 1.41.5 1.5 1.5 1.5 1.5 1.5

1.6 1.6 1.6 1.61.7

SG 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 22.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.12.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.22.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.32.4 2.4 2.4 2.4 2.42.5 2.52.62.7

SG 3 3 3 3 3 3 3 3 33.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.13.2 3.2 3.2 3.2 3.2 3.2 3.2 3.2 3.23.3 3.3 3.3 3.3

3.4 3.4 3.43.5

G REQM PP PMC SAM MA PPQA CM OPF OPD OT IPM RSKM RD TS PI VER VAL DAR OPP QPM OID CAR

GG 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1GP 1.x 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1 1.1

GG 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 22.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.12.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.22.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.32.4 2.4 2.4 2.4 2.4 2.4 2.4 2.4 2.4 2.4 2.4 2.4 2.4 2.4 2.4 2.4 2.4 2.4 2.4 2.4 2.4 2.42.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.52.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.62.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.72.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.82.9 2.9 2.9 2.9 2.9 2.9 2.9 2.9 2.9 2.9 2.9 2.9 2.9 2.9 2.9 2.9 2.9 2.9 2.9 2.9 2.9 2.9

2.10 2.10 2.10 2.10 2.10 2.10 2.10 2.10 2.10 2.10 2.10 2.10 2.10 2.10 2.10 2.10 2.10 2.10 2.10 2.10 2.10 2.10GG 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.13.2 3.2 3.2 3.2 3.2 3.2 3.2 3.2 3.2 3.2 3.2 3.2 3.2 3.2 3.2 3.2 3.2 3.2 3.2 3.2 3.2 3.2

GG 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 44.1 4.1 4.1 4.1 4.1 4.1 4.1 4.1 4.1 4.1 4.1 4.1 4.1 4.1 4.1 4.1 4.1 4.1 4.1 4.1 4.1 4.14.2 4.2 4.2 4.2 4.2 4.2 4.2 4.2 4.2 4.2 4.2 4.2 4.2 4.2 4.2 4.2 4.2 4.2 4.2 4.2 4.2 4.2

GG 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 55.1 5.1 5.1 5.1 5.1 5.1 5.1 5.1 5.1 5.1 5.1 5.1 5.1 5.1 5.1 5.1 5.1 5.1 5.1 5.1 5.1 5.15.2 5.2 5.2 5.2 5.2 5.2 5.2 5.2 5.2 5.2 5.2 5.2 5.2 5.2 5.2 5.2 5.2 5.2 5.2 5.2 5.2 5.2

GP 2.x

GP 3.x

GP 4.x

GP 5.x

SP 3.x

SP1.x

SP 2.x

Specific and generic practices not connected to ISO9001:2000

Specific and generic practices connected to ISO90001:2000

15

Method Costs Benefits B/CR ROI% NPV BEP

ISO 9001 $173,000 $569,841 3:1 229% $320,423 $1,196,206 CMMI® $1,108,233 $3,023,064 3:1 173% $1,509,424 $545,099

Forrás: D.F. Rico, ROI of Software Process Improvement

Net present value, benefit/cost ratio, return on investment, and breakeven point examplesof various SPI methods for a four person team implementing 10,000 lines of code.

16

Two survey at Hungarian companies:Dr. Katalin Balla in the project ELTE „KKK-GVOP-2004-K+F-3-2-2” surveyed 10 Hungarian companies based on CMM/CMMI models.•Based on a survey of Dr. Attila Kovács, amongst 24 software companies only two had CMM L2 certification and 30% of them have never heard about the CMM/CMMI models.

17

Some essential requirements: Transforming the quality assurance

▪ Quality assurance assigned to projects (starting from CL/ML2)▪ Product quality assurance (CMMI recommends ISO9126)

Introducing measurements▪ CMMI recommends GQM (Goal-Question-Metric)▪ Continuous measurement and improvement of products,

processes and resources Establishing configuration audits, baselines Estimates, risk management in projects Planning, monitoring and measuring every process Requirements bidirectional traceability ML/CL3:

▪ Defining and introducing technical processes▪ Organizational procedures and tailoring guidelines for every

process

18

kelemen.daniel@sqi.huwww.sqi.hu

www.cmmi.hu