Capability Maturity Model Integration 2/97 Part 1 Part 1
Introduction
Slide 3
Capability Maturity Model Integration 3/97 History of CMMI
198719911995199720002002 First CMM Published Model Refined and
Published as SW-CMM v1.0 SW-CMM v1.1 Published 1993 Software
Acquisition (SA-CMM), Systems Engineering (SE-CMM), Integrated
Product Development (IPD-CMM), Organizational Workforce Capability
Development (People CMM) Developed CMMI Initiative Launched
CMMI-SE/SW Version 1.0 Published CMMI-SE/SW/IPPD/A Version 1.1
Published Buchholtz & Cordes
Slide 4
4/97 Part 1 Part 1 About CMMI Models
Slide 5
Capability Maturity Model Integration 5/97 Part 1 Why should we
care?
Slide 6
Capability Maturity Model Integration 6/97 Part 1 Part 1 About
CMMI Models Purpose: The purpose of CMM Integration is to provide
guidance for improving organizations processes and your ability to
manage the development, acquisition, and maintenance of products or
services.
Slide 7
Capability Maturity Model Integration 7/97 Part 1 Part 1
Selecting a CMMI Model Multiple models available Choosing the model
that best fits your organization's needs Representations:
Continuous Staged
Slide 8
Capability Maturity Model Integration 8/97 Part 1 Part 1 CMMI
Model Representations
Slide 9
Capability Maturity Model Integration 9/97 Part 1 Part 1
Continuous Representations Select the order of improvement that
best meets the organizations business objectives Comparison across
and among organization on a process area Easy migration from
electronic industries alliance interim standard (EIA/IS) 731 to
CMMI Easy comparison of process improvement to international
organization for standardization and international Electrotechnical
commission (ISO/IEC) 15504
Slide 10
Capability Maturity Model Integration 10/97 Part 1 Part 1
Staged Representation Providing sequence of improvements Permit
comparisons across and among organizations Easy migration from the
SW-CMM to CMMI Single rating that summarizes appraisal results
Slide 11
Capability Maturity Model Integration 11/97 Part 1 Part 1 Which
Integrated Model To Choose? Four bodies of knowledge for selecting
a CMMI model: Systems engineering Software engineering Integrated
product and process development Supplier sourcing
Slide 12
Capability Maturity Model Integration 12/97 Part 1 Part 1
Systems Engineering Development of total systems Focus on
transforming customers needs into product solutions Supporting
these product solutions throughout the life of the product Models
of systems engineering: Process management Project management
Support Engineering process areas
Slide 13
Capability Maturity Model Integration 13/97 Part 1 Part 1
Software Engineering Covers the development of software systems
Focus on: Applying systematic, disciplined, and quantifiable
approaches to development Operation Maintenance of software Models
of software engineering: Process management Project management
Support Engineering process areas
Slide 14
Capability Maturity Model Integration 14/97 Part 1 Part 1
Integrated Product and Process Development Systematic approach to
better satisfy customer needs Processes to support the IPPD
approach are integrated with the other processes in the
organization Models of IPPD: Process management Project management
Support Engineering process areas
Slide 15
Capability Maturity Model Integration 15/97 Part 1 Part 1
Supplier Sourcing Use suppliers needed by the project when work
efforts become more complex Models of supplier sourcing: Process
management Project management Support Engineering process
areas
Slide 16
Capability Maturity Model Integration 16/97 Part 1 Part 1 A
Recommendation Select both systems and software engineering Based
on the fact that only distinction between the models is the type of
discipline amplifications included Otherwise models are exactly the
same
Slide 17
Capability Maturity Model Integration 17/97 Part 1 Part 1
Maturity Levels
Slide 18
Capability Maturity Model Integration 18/97 Part 1 Part 1
Capability Levels
Slide 19
Capability Maturity Model Integration 19/97 Part 1 Part 1
Comparison of Representations Staged Continuous Process improvement
is measured using maturity levels. Maturity level is the degree of
process improvement across a predefined set of process areas.
Organizational maturity pertains to the maturity of a set of
processes across an organization Process improvement is measured
using capability levels. Capability level is the achievement of
process improvement within an individual process area. Process area
capability pertains to the maturity of a particular process across
an organization.
Slide 20
Capability Maturity Model Integration 20/97 Part 1 Part 1
Advantages of Each Representation Staged Provides a roadmap for
implementing groups of process areas sequencing of implementation
Familiar structure for those transitioning from the Software CMM
Continuous Provides maximum flexibility for focusing on specific
process areas according to business goals and objectives Familiar
structure for those transitioning from EIA 731
Slide 21
Capability Maturity Model Integration 21/97 Part 1 Part 1
Summary There is one CMMI Model with two representations, Staged
and Continuous The material in both representations is the same
just organized differently Each representation provides different
ways of implementing processes Equivalent Staging provides a
mechanism for relating Maturity Levels to Capability Levels The
CMMI model should be applied using intelligence, common sense, and
professional judgment
Slide 22
Capability Maturity Model Integration 22/97 Part 2 Part 2 Model
Components
Slide 23
Capability Maturity Model Integration 23/97 Part 2 CMMI
Levels
Slide 24
Capability Maturity Model Integration 24/97 Part 2 Level
Requirements
Slide 25
Capability Maturity Model Integration 25/97 Part 2 Level
Requirements
Slide 26
Capability Maturity Model Integration 26/97 Part 2 Continuous
Representation
Slide 27
Capability Maturity Model Integration 27/97 Part 2 CMMI Process
Areas Categories
Slide 28
Capability Maturity Model Integration 28/97 Part 2 CMMI Model
Components Staged Representation Maturity Levels Process Area
1Process Area 2Process Area n Specific GoalsGeneric Goals Specific
Practices Commitment to Perform Ability to Perform Directing
Implementation Verifying Implementation Generic Practices
Slide 29
Capability Maturity Model Integration 29/97 Part 2 Part 2
Maturity Levels Provides a way to predict the future performance of
an organization within a given discipline or set of disciplines In
CMMI models, there are five maturity levels: 1.Initial 2.Managed
3.Defined 4.Quantitatively managed 5.Optimizing
Slide 30
Capability Maturity Model Integration 30/97 Part 2 Part 2
Maturity Level Details Consist of a predefined set of process areas
Measured by the achievement of the specific and generic goals
Slide 31
Capability Maturity Model Integration 31/97 Part 2 Part 2
Maturity Level Details
Slide 32
Capability Maturity Model Integration 32/97 Part 2 Part 2
Equivalent Staging
Slide 33
Capability Maturity Model Integration 33/97 Part 2 Part 2
Maturity Level 1: Initial Processes are usually ad hoc and chaotic
Organization usually does not provide a stable environment Maturity
level organizations often produce products and services that work
Maturity level organizations are characterized by: Tendency to over
commit Abandon processes in the time of the crisis Not be able to
repeat their past successes
Slide 34
Capability Maturity Model Integration 34/97 Part 2 Part 2
Maturity Level 2: Managed Organization has achieved all the
specific and generic goals Projects of the organization have
ensured that: Requirements are managed Processes are planned
Performed, measured, and controlled
Slide 35
Capability Maturity Model Integration 35/97 Part 2 Part 2
Maturity Level 2: Managed Process Areas REQUIREMENTS MANAGEMENT The
purpose of Requirements Management (REQM) is to manage the
requirements of the projects products and product components and to
identify inconsistencies between those requirements and the
projects plans and work products. PROJECT PLANNING The purpose of
Project Planning (PP) is to establish and maintain plans that
define project activities. PROJECT MONITORING AND CONTROL The
purpose of Project Monitoring and Control (PMC) is to provide an
understanding of the projects progress so that appropriate
corrective actions can be taken when the projects performance
deviates significantly from the plan. SUPPLIER AGREEMENT MANAGEMENT
The purpose of Supplier Agreement Management (SAM) is to manage the
acquisition of products from suppliers.
Slide 36
Capability Maturity Model Integration 36/97 Part 2 Part 2
Maturity Level 2: Managed Process Areas MEASUREMENT AND ANALYSIS
The purpose of Measurement and Analysis (MA) is to develop and
sustain a measurement capability that is used to support management
information needs. PROCESS AND PRODUCT QUALITY ASSURANCE The
purpose of Process and Product Quality Assurance (PPQA) is to
provide staff and management with objective insight into processes
and associated work products. CONFIGURATION MANAGEMENT The purpose
of Configuration Management (CM) is to establish and maintain the
integrity of work products using configuration identification,
configuration control, configuration status accounting, and
configuration audits.
Slide 37
Capability Maturity Model Integration 37/97 Part 2 Part 2
Maturity Level 3: Defined Processes are well characterized, and
understood, are described in standards, procedures, tools and
methods The organizations set of standard processes, is established
and improved over time Establishing consistency across the
organization
Slide 38
Capability Maturity Model Integration 38/97 Part 2 Part 2
Maturity Level 3: Defined Process Areas REQUIREMENTS DEVELOPMENT
The purpose of Requirements Development (RD) is to produce and
analyze customer, product, and product component requirements.
TECHNICAL SOLUTION The purpose of Technical Solution (TS) is to
design, develop, and implement solutions to requirements.
Solutions, designs, and implementations encompass products, product
components, and product-related lifecycle processes either singly
or in combination as appropriate. PRODUCT INTEGRATION The purpose
of Product Integration (PI) is to assemble the product from the
product components, ensure that the product, as integrated,
functions properly, and deliver the product.
Slide 39
Capability Maturity Model Integration 39/97 Part 2 Part 2
Maturity Level 3: Defined Process Areas VERIFICATION The purpose of
Verification (VER) is to ensure that selected work products meet
their specified requirements. VALIDATION The purpose of Validation
(VAL) is to demonstrate that a product or product component
fulfills its intended use when placed in its intended environment.
ORGANIZATIONAL PROCESS FOCUS The purpose of Organizational Process
Focus (OPF) is to plan, implement, and deploy organizational
process improvements based on a thorough understanding of the
current strengths and weaknesses of the organizations processes and
process assets. ORGANIZATIONAL TRAINING The purpose of
Organizational Training (OT) is to develop the skills and knowledge
of people so they can perform their roles effectively and
efficiently.
Slide 40
Capability Maturity Model Integration 40/97 Part 2 Part 2
Maturity Level 3: Defined Process Areas ORGANIZATIONAL PROCESS
DEFINITION +IPPD The purpose of Organizational Process Definition
(OPD) is to establish and maintain a usable set of organizational
process assets and work environment standards. IPPD Addition For
IPPD, Organizational Process Definition +IPPD also covers the
establishment of organizational rules and guidelines that enable
conducting work using integrated teams. INTEGRATED PROJECT
MANAGEMENT +IPPD The purpose of Integrated Project Management (IPM)
is to establish and manage the project and the involvement of the
relevant stakeholders according to an integrated and defined
process that is tailored from the organizations set of standard
processes. IPPD Addition For IPPD, Integrated Project Management
+IPPD also covers the establishment of a shared vision for the
project and the establishment of integrated teams that will carry
out objectives of the project.
Slide 41
Capability Maturity Model Integration 41/97 Part 2 Part 2
Maturity Level 3: Defined Process Areas RISK MANAGEMENT The purpose
of Risk Management (RSKM) is to identify potential problems before
they occur so that risk-handling activities can be planned and
invoked as needed across the life of the product or project to
mitigate adverse impacts on achieving objectives. DECISION ANALYSIS
AND RESOLUTION The purpose of Decision Analysis and Resolution
(DAR) is to analyze possible decisions using a formal evaluation
process that evaluates identified alternatives against established
criteria. INTEGRATED TEAMING The purpose of Integrated Teaming is
to form and sustain an integrated team for the development of work
products. INTEGRATED SUPPLIER MANAGEMENT The purpose of Integrated
Supplier Management is to proactively identify sources of products
that may be used to satisfy the projects requirements and to manage
selected suppliers while maintaining a cooperative project-supplier
relationship. ORGANIZATIONAL ENVIRONMENT FOR INTEGRATION The
purpose of Organizational Environment for Integration is to provide
an Integrated Product and Process Development (IPPD) infrastructure
and manage people for integration.
Slide 42
Capability Maturity Model Integration 42/97 Part 2 Part 2
Maturity Level 4: Quantitatively Managed Subprocesses are selected
that significantly contribute to overall process performance As
criteria in managing process the quantitative objects for quality
are established Quantitative objectives are based on: Needs of a
customer End users Organization Process implements For these
processes, detailed measures of process performance are collected
and statistically analyzed
Slide 43
Capability Maturity Model Integration 43/97 Part 2 Part 2
Maturity Level 4: Quantitatively Managed Process Areas
ORGANIZATIONAL PROCESS PERFORMANCE The purpose of Organizational
Process Performance (OPP) is to establish and maintain a
quantitative understanding of the performance of the organizations
set of standard processes in support of quality and
process-performance objectives, and to provide the
process-performance data, baselines, and models to quantitatively
manage the organizations projects. QUANTITATIVE PROJECT MANAGEMENT
The purpose of Quantitative Project Management (QPM) is to
quantitatively manage the projects defined process to achieve the
projects established quality and process-performance
objectives.
Slide 44
Capability Maturity Model Integration 44/97 Part 2 Part 2
Maturity Level 5: Optimizing Focuses on continually improving
process performance through: Incremental technological improvements
Innovative technological improvements Both processes are the
organizations set of measurable improvement activities
Slide 45
Capability Maturity Model Integration 45/97 Part 2 Part 2
Maturity Level 5: Optimizing Process Areas ORGANIZATIONAL
INNOVATION AND DEPLOYMENT The purpose of Organizational Innovation
and Deployment (OID) is to select and deploy incremental and
innovative improvements that measurably improve the organizations
processes and technologies. The improvements support the
organizations quality and process- performance objectives as
derived from the organizations business objectives. CAUSAL ANALYSIS
AND RESOLUTION The purpose of Causal Analysis and Resolution (CAR)
is to identify causes of defects and other problems and take action
to prevent them from occurring in the future.
Slide 46
Capability Maturity Model Integration 46/97 Part 2 Part 2
Skipping Maturity Levels Through staged representations an
organization should evolve to establish a culture of excellence
Each maturity level forms a necessary foundation on which to build
the next level Trying to skip maturity level is usually
counterproductive
Slide 47
Capability Maturity Model Integration 47/97 Part 2 Part 2
Required, Expected, and Informative Components The components of
CMMI model are grouped into these three categories : 1.Required:
Specific and generic goals Must be achieved by an organizations
planned and implemented process Essential to rating the achievement
of a process area Only the statement of the specific or generic
goal is a required model component The title of a specific or
generic goal and any other notes are considered informative model
components
Slide 48
Capability Maturity Model Integration 48/97 Part 2 Part 2
Required, Expected, and Informative Components 2.Expected: Specific
and generic practices Describe what an organization will typically
implement to achieve a required components Only the statement of
the practice is a expected model component The title of a practice
and any notes associated with the practice are considered
informative model components
Slide 49
Capability Maturity Model Integration 49/97 Part 2 Part 2
Required, Expected, and Informative Components 3.Informative:
Subpractices Typical work products Discipline amplifications
Generic practice elaborations Goal and practice titles Goal and
practice notes Referrers Provide details that help model users get
started in thinking about how to approach goals and practices
Slide 50
Capability Maturity Model Integration 50/97 Part 2 Part 2 Model
Components Process areas Cluster of related practices in an area
When performed collectively, satisfy a set of goals considered
important for improvement in that area Specific goals Apply to a
process area and address the unique characteristics Describe what
must be implemented to satisfy the process area Specific practices
Activity that is considered important in achieving the associated
specific goal Describe the activities expected to result in
achievement of the specific goals of a process area
Slide 51
Capability Maturity Model Integration 51/97 Part 2 Part 2 Model
Components Common features Organize the generic practices of each
process area Commitment to perform (CO) Ability to perform (AB)
Directing implementation (DI) Verifying implementation (VE) Typical
work products Provides example outputs from a specific or generic
practice Subpractices Detailed description that provide guidance
for interpreting specific or generic practices
Slide 52
Capability Maturity Model Integration 52/97 Part 2 Part 2 Model
Components Discipline amplifications Contain information relevant
to a particular discipline Associated with specific practices
Generic goals Used in appraisals to determine whether a process
area is satisfied Generic practices Provide institutionalization to
ensure that the processes associated with the process area will be
effective, repeatable and lasting
Slide 53
Capability Maturity Model Integration 53/97 Part 2 Part 2 Model
Components Generic practice elaborations Appear in each process
area to provide guidance on how the generic practices should
uniquely be applied to the process area
Slide 54
Capability Maturity Model Integration 54/97 Part 2 Part 2
Specific Practices vs. Generic Practices Apply to a single process
area Describe activities that implement the process area Example
Requirements Mgmt. SG 1 Manage Requirements SP 1.1Obtain an
Understanding of Requirements SP 1.2Obtain Commitment to
Requirements SP 1.3Manage Requirements Changes SP 1.4Maintain
Bidirectional Traceability of Requirements SP 1.5Identify
Inconsistencies between Project Work and Requirements Apply to all
process areas Describe activities that institutionalize the process
areas GG 2 Institutionalize a Managed Process GP 2.1 Establish an
Organizational Policy GP 2.2 Plan the Process GP 2.3 Provide
Resources GP 2.4 Assign Responsibility GP 2.5 Train People GP 2.6
Manage Configurations GP 2.7 Identify and Involve Relevant
Stakeholders GP 2.8 Monitor and Control the Process GP 2.9
Objectively Evaluate Adherence GP 2.10 Review Status with Higher
Level Management GG 3 Institutionalize a Defined Process GP 3.1
Establish a Defined Process GP 3.2 Collect Improvement
Information
Slide 55
Capability Maturity Model Integration 55/97 Part 3 Part 3 Model
Terminology
Slide 56
Capability Maturity Model Integration 56/97 Part 3 Part 3
Terminology Evolution In any CMMI model, the terminology used and
how it is defined are important for understanding the content When
developing the CMMI model, the Product Team started with the
terminology used in the source model Terminology is not consistent
Some terms were abandoned
Slide 57
Capability Maturity Model Integration 57/97 Part 3 Part 3
Common Terminology with Special Meaning Adequate, Appropriate, As
Needed Words used to interpret goals and practices in light of
organizations business objectives Establish and Maintain This
phrase connotes a meaning beyond the component terms; it includes
documentation and usage Customer Party (individual, project, or
organization) responsible for accepting the product or for
authorizing payment Stakeholder Group or individual that is
affected by or in some way accountable for the outcome of an
undertaking
Slide 58
Capability Maturity Model Integration 58/97 Part 3 Part 3
Common Terminology with Special Meaning Relevant Stakeholder The
term used to designate a stakeholder that is identified for
involvement in specific activities and is included in an
appropriate plan Manager Refers to a person who provides technical
and administrative directions Control to those performing tasks or
activities Project Manager Person responsible for planning,
directing, controlling, structuring, and motivating the project
Responsible for satisfying the customer
Slide 59
Capability Maturity Model Integration 59/97 Part 3 Part 3
Common Terminology with Special Meaning Senior Manager Refers to a
management role at a high enough level in an organization Primary
focus of the person filling The role is the long-term vitality of
the organization, rather than short-term project and concerns and
pressures Shared Vision Common understanding of guiding principles
Includes mission, objectives, expected behavior, values, and final
outcomes developed and used by the group, such as organization,
project or team
Slide 60
Capability Maturity Model Integration 60/97 Part 3 Part 3
Common Terminology with Special Meaning Organization Typically an
administrative structure in which people collectively manage one or
more projects as a whole, and whose projects share a senior manager
and operate under the same policies Enterprise Enterprise
illustrates the larger entity not always reached by the word
organization Development Implies not only development activities,
but also maintenance activities
Slide 61
Capability Maturity Model Integration 61/97 Part 3 Part 3
Common Terminology with Special Meaning Discipline Refers to the
bodies of knowledge available when selecting a CMMI model Project
Managed set of interrelated resources that delivers one or more
products to a customer or end user Product Mean any tangible output
that is a result of a process It is intended for delivery to an
customer or end user
Slide 62
Capability Maturity Model Integration 62/97 Part 3 Part 3
Common Terminology with Special Meaning Work Product Mean any
artifact produced by a process These artifacts include files,
documents, parts of the product, services, processes,
specifications, and invoices Product Component Any work product
that must be engineered (requirements defined and designs developed
and implemented) to achieve the intended use of the product
throughout its life Appraisal Examination of one or more processes
by a trained team of professionals Usage of appraisal reference
model as the basis for determining strengths and weakness
Slide 63
Capability Maturity Model Integration 63/97 Part 3 Part 3
Common Terminology with Special Meaning Tailoring Guidelines
Tailoring a process makes, alters, or adapts the process
description for a particular end Used to enable organizations to
implement standard processes appropriately in their projects
Tailoring guidelines cover Selecting a standard process Selecting
an approved life-cycle model Tailoring the selected standard
process and life-cycle model to fit project needs Verification
Confirms that work products properly reflect the requirements
specified to them
Slide 64
Capability Maturity Model Integration 64/97 Part 3 Part 3
Common Terminology with Special Meaning Validation Confirms that
the product, as provided, will fulfill its intended use Quality and
Process-Performance Objectives Covers objectives and requirements
for product quality, service quality, and process performance
Standard Refers to the formal mandatory requirements developed and
used to prescribe consistent approaches to development
Slide 65
Capability Maturity Model Integration 65/97 Part 3 Part 3
CMMI-Specific Terminology CMMI Product Suite Complete set of
products developed around the CMMI concept CMMI Framework Basic
structure that organizes CMMI components Enables new discipline to
be added to CMMI so that the new discipline will integrate with the
existing one
Slide 66
Capability Maturity Model Integration 66/97 Part 3 Part 3
CMMI-Specific Terminology CMMI Model Refers to one, some, or entire
collection of possible models that can be generated from the CMMI
Framework Peer Review Review of work products performed by peers
during development of the work products to identify defects for
removal Organizations Set of Standard Processes Contains the
definitions of the processes that guide all activities in an
organization
Slide 67
Capability Maturity Model Integration 67/97 Part 3 Part 3
CMMI-Specific Terminology Process Consists of activities that can
be recognized as implementations of practices in a CMMI model
Managed Process Performed process that is planned and executed in
accordance with policy Defined Process Managed process tailored
from the organizations set of standards processes according to the
organizations tailoring guidelines
Slide 68
Capability Maturity Model Integration 68/97 Part 3 Part 3
CMMI-Specific Terminology Organizational Process Assets Artifacts
that relate to describing, implementing, and improving processes
Include the following: Organizations set of standard processes,
including the process architectures and process elements
Descriptions of life-cycle models approved for use Guidelines and
criteria for tailoring the organizations set of standard processes
Organizations measurement repository Organizations process asset
library
Slide 69
Capability Maturity Model Integration 69/97 Part 3 Part 3
CMMI-Specific Terminology Process Architectures Describes the
ordering, interfaces, interdependencies, and other relationships
among the process elements in a standard process Product Life Cycle
Period of time, consisting of phases, that begins when a product is
conceived and ends when the product is no longer available for
use
Slide 70
Capability Maturity Model Integration 70/97 Part 3 Part 3
CMMI-Specific Terminology Organizations Measurement Repository
Repository used to collect and make available measurement data on
processes and work products Organizations Process Asset Library
Library of information used to store and make available process
assets that are potentially useful to those who are defining,
implementing, and managing processes in the organization Document
Collection of data, regardless of the medium on which it is
recorded, that generally has permanence of the medium on which it
is recorded, that generally has permanence and can be read by
humans or machines
Slide 71
Capability Maturity Model Integration 71/97 Part 4 Part 4
Common Features, Generic Goals, and Generic Practices
Slide 72
Capability Maturity Model Integration 72/97 Part 4 Part 4
Characteristics of Institutionalization Critical aspect of process
improvement; important concept within each maturity level Managed
process is institutionalized by doing the following: Adhering to
organizational policies Following established plans and process
descriptions Providing adequate resources (including funding,
people, and tools) Assigning responsibility and authority for
performing the process Training the people performing and
supporting the process Placing designated work products under
appropriate levels of configuration management Identifying and
involving relevant stakeholders Monitoring and controlling the
performance pf the process against the plans for performing the
process and taking corrective actions
Slide 73
Capability Maturity Model Integration 73/97 Part 4 Part 4
Characteristics of Institutionalization Objectively evaluating the
process, its work products, and its services for adherence to the
process descriptions, objectives, and standards, and addressing
noncompliance Reviewing the activities, status, and results of the
process with higher level management, and taking corrective action
Defined process is institutionalized by doing the following:
Addressing the items that institutionalize a managed process
Establishing the description of the defined process for the project
or organizational unit Collecting work products, measures, and
improvement information derived from planning and performing the
defined process Quantitatively managed process is institutionalized
by doing the following: Addressing the items that institutionalize
a defined process Controlling the process using statistical and
other quantitative techniques such as product quality, service
quality, and process performance
Slide 74
Capability Maturity Model Integration 74/97 Part 4 Part 4
Characteristics of Institutionalization Optimizing process is
institutionalized by doing the following: Addressing the items that
institutionalize a quantitatively managed process Improving the
process based on an understanding of the common causes; process
focuses on continually improving the range of process
performance
Slide 75
Capability Maturity Model Integration 75/97 Part 4 Part 4
Generic Goals In staged representation, every process area has only
one generic goal Generic goal describes what institutionalization
must be achieved to satisfy a process area Each process area at
maturity level 2 contains the following generic goal GG 2
Institutionalize a managed process ( the process is
institutionalized as a managed process) GG 3 Institutionalize a
defined process ( the process is institutionalized as a defined
process)
Slide 76
Capability Maturity Model Integration 76/97 Part 4 Part 4
Common Features Predefined attributes that group generic practices
into categories Model components not rated in any way There are
four common features in CMMI model: Commitment to perform groups
the generic practices related to creating policies and securing
sponsorship Ability to perform groups the generic practices related
to ensuring that the project and/or organization has the resources
it needs Directing implementation - groups the generic practices
related to managing the performance of the process, managing the
integrity of its work products, and involving relevant stakeholders
Verifying implementation - groups the generic practices related to
review by higher level management and objective evaluation of
conformance to process descriptions, procedures, and standards
Slide 77
Capability Maturity Model Integration 77/97 Part 4 Part 4
Generic Practices Listed by Common Feature Common features
categories: Commitment to perform: GP 2.1 Establish and
organizational policy Ability to perform: GP 2.2 Plan the process
GP 2.3 Provide resources GP 2.4 Assign responsibility GP 2.5 Train
people GP 3.1 Establish a defined process
Slide 78
Capability Maturity Model Integration 78/97 Part 4 Part 4
Generic Practices Listed by Common Feature Directing implementation
GP 2.6 Manage configurations GP 2.7 Identify and involve relevant
stakeholders GP 2.8 Monitor and control the process GP 3.2 Collect
improvement information Verifying implementation GP 2.9 Objectively
evaluate adherence GP 2.10 Review status with higher level
management
Slide 79
Capability Maturity Model Integration 79/97 Part 5 Part 5
Framework Interactions
Slide 80
Capability Maturity Model Integration 80/97 Part 5 Part 5 Four
Categories of CMMI Process Areas 1.Process Management process areas
contain the cross-project activities related to defining, planning,
resourcing, deploying, implementing, monitoring, controlling,
appraising, measuring, and improving processes. 2.Project
Management process areas cover the project management activities
related to planning, and controlling the project.
Slide 81
Capability Maturity Model Integration 81/97 Part 5 Part 5 Four
Categories of CMMI Process Areas 3. Engineering process areas cover
the development and maintenance activities that are shared across
engineering disciplines. 4. Support process areas cover the
activities that support product development and maintenance.
Slide 82
Capability Maturity Model Integration 82/97 Part 6 Part 6 Using
CMMI Models
Slide 83
Capability Maturity Model Integration 83/97 Part 6 Part 6 Using
CMMI Models Interpreting CMMI Models Every CMMI model provides a
set of publicly available criteria describing the characteristics
of organizations that have successfully implemented process
improvement These criteria can be used by organizations to improve
their processes for developing, acquiring, and maintaining products
and services
Slide 84
Capability Maturity Model Integration 84/97 Part 6 Part 6
Appraisal and Benchmarking Process appraisals focus on identifying
improvement opportunities The appraisal principles for CMMI model:
Senior-management sponsorship A focus on the organizations business
objectives Confidentiality for interviewees Use of a documented
appraisal method Use of a process reference model as a base A
collaborative team approach A focus on actions for process
improvement
Slide 85
Capability Maturity Model Integration 85/97 Part 6 Part 6
Appraisal Requirements for CMMI (ARC) Contains a set of criteria
for developing, defining, and using appraisal methods based on CMMI
products Provides requirements for multiple types of appraisal
methods ARC document uses the CMMI models as its associated
reference models
Slide 86
Capability Maturity Model Integration 86/97 Part 6 Part 6
ISO/IEC 15504 Compatibility and Conformance The CMMI Product Suite
was designed to achieve ISO/IEC 15504 compatibility and conformance
There are two aspects of conformance: Model compatibility Appraisal
conformance
Slide 87
Capability Maturity Model Integration 87/97 Part 6 Part 6
Making the Transition to CMMI Describing three transition
scenarios: First two assume the organization has already begun its
improvement efforts using either the Software CMM or the EIA/IS 731
Third scenario assumes that the organization has not used a
particular reference model for current improvement efforts
Slide 88
Capability Maturity Model Integration 88/97 Part 6 Part 6
Organizations with Software CMM Experience Organizations initially
making the transition to CMMI: Seeking to update their
process-improvement efforts to incorporate the improvements Gain
the additional breadth of coverage afforded in CMMI models
Organizations that have achieved a high level of maturity: Wish to
make the transition more quickly Taking advantage of the additional
coverage described in CMMI model
Slide 89
Capability Maturity Model Integration 89/97 Part 6 Part 6
Organizations with EIA/IS 7 31 Experience Involves some
reorganization of specific practices under specific goals and
process areas The addition of informative materials
Slide 90
Capability Maturity Model Integration 90/97 Part 6 Part 6
Organizations New to CMM-Type Models Assumed to be in one of two
categories: May have undertaken process-improvement efforts under
other quality initiatives (ISO 9000, Malcolm Baldrige) May be
considering such efforts because of the mounting evidence of
business value resulting from such a commitment May approach
improvement by using either a continuous or staged
representation
Slide 91
Capability Maturity Model Integration 91/97 Part 6 Part 6
Training Key element in the ability of organizations to adopt CMMI
Key part of the product suite
Slide 92
Capability Maturity Model Integration 92/97 Part 6 Part 6
Tailoring Perspectives Tailoring - process whereby only a subset of
a model is used to suit the needs of a specific domain of
application Involves the selection of options for use in an
appraisal
Slide 93
Capability Maturity Model Integration 93/97 Part 6 Part 6 Model
Tailoring Perspectives Viewed from two perspectives: Related to use
of a model for process improvement Focus on identifying the process
areas and practices that support an organizations business needs
and objectives Related to use of a model for benchmarking Process
areas, in some circumstances, may be determined to be not
applicable if the process area is outside of the organizations
scope of work
Slide 94
Capability Maturity Model Integration 94/97 Part 6 Part 6 Model
Tailoring for Smaller Projects High-level plan is typically
available that has been developed for a group of projects Defines
the organization, resources, training, management participations,
and quality assurance reporting descriptions for all projects
Slide 95
Capability Maturity Model Integration 95/97 Conclusion CMMI
Benefits CMMI product users can expect to: Efficiently and
effectively improve and assess multiple disciplines across their
organization Reduce costs (including training) associated with
improving and assessing processes Deploy a common, integrated
vision of process improvement that can be used as a basis for
enterprise-wide process improvement efforts. Improved
Processes
Slide 96
Capability Maturity Model Integration 96/97 Conclusion The
promise... CMMI team is working to assure the CMMI Product Suite
addresses needs of software and systems engineering communities of
practice Use of an integrated model to guide enterprise process
improvement promises to be one of the more sustainable &
profitable initiatives that any organization might pursue
Slide 97
Capability Maturity Model Integration 97/97 Literature CMMI SM
for Systems Engineering, Software Engineering, Integrated Process
Development, and Supplier Sourcing Generic Practices CMMI Overview
Measurement within the CMMI Why should you Care about CMMI?