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¿Porqué estamos acá?
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Como consecuencia de un trabajo
conjunto entre la Universidad y la
Industria
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En particular entre la UTN y Motorola
Argentina
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Que a través del Grupo de investigación
en calidad de software
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Y la Organización de la UTN - FRVM
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Que nos invitó el día
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7-Junio
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Ah...me olvidaba…
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10
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9-Agosto
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Y , obviamente,
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y porque nos interesó el tema
“Integración Universidad-Industria en un marco de mejora de proceso de software
basado en CMMI”
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y vinimos.
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16
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En realidad no…
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Gerente de Calidad y Procesos de Motorola
Profesor Adjunto – UTN-FRC
Co-Director: Proyecto de Investigación - CMMI
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En conclusión…
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21
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Agenda
• Breve introducción a CMMI• ¿Qué es?
• Evolución
• Representaciones
• Estructura
• Métodos de evaluación
• Marco de mejora de procesos de software• ¿Por qué?
• Propuesta
• Algunos resultados• Universidad
• Industria Local 22
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23
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Es un modelo de madurez de mejora de procesos parael desarrollo de Productos y Servicios, esta constituidopor un conjunto estructurado de buenas prácticas quehan demostrado ser efectivas en la industria.
¿Qué es CMMI?
Ing. Sistemas Ing. Software
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El proyecto CMMI se formó con el propósito deeliminar el problema de los múltiples modelos demadurez.
CMMI integra múltiples disciplinas en un mismomarco de mejora de procesos permitiendointroducir nuevas disciplinas a medida que senecesiten.
Evolución: CMMI v1.1
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CMMI forservices v1.2
(2007)
CMMI forAcquisition v1.2
(2007)
CMMI fordevelopment v1.2
(2006)
CMMI V1.1
(2002)
CMMI V1.02
(2000)
Software CMM v2. draft C (1997)
CMM for Software v1.1 (1993)
EIA 731 SECM
(1998)
INCOSE SECAM (1996)
System EngineeringCMM v1.1 (1995)
Integrated ProductDevelopment CMM
(1997)
En desarrollo
Evolución: CMMI v1.2
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CMMI forservices v1.2
(2007)
CMMI forAcquisition v1.2
(2007)
CMMI fordevelopment v1.2
(2006)
CMMI V1.1
(2002)
CMMI V1.02
(2000)
Software CMM v2. draft C (1997)
CMM for Software v1.1 (1993)
EIA 731 SECM
(1998)
INCOSE SECAM (1996)
System EngineeringCMM v1.1 (1995)
Integrated ProductDevelopment CMM
(1997)
En desarrollo
Evolución: CMMI v1.2
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Model/Release PA’s/FA’s Goals/Themes*Activities/
Practices**
SW-CMM V1.1 18 52 316
SW-CMM V2c 19 62 318
EIA/IS 731 19 77 383
IPD/CMM v0.98 23 60 865
CMMI V1.1 SE/SW 22 70 417
CMMI V1.1 SE/SW/IPPD
24 76 460
CMMI-DEV V1.2 22 58 199
61 199 1566
*Usados para Rating
** Elementos de Implementación
Estadísticas de Integración
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Por Etapas
◦ Como SW-CMM
◦ Niveles definidos por un conjunto de áreas de procesos.
◦ 5 Niveles (1-5)
◦ Los niveles indican “madurez organizacional”.
Continuo
◦ Como SE-CMM
◦ Niveles definidos para cada área de proceso
◦ 6 Niveles (0-5)
◦ Los niveles indican la capacidad de un área de proceso.
Un Modelo, dos Representaciones
5. Nivel Optimizado
4. Nivel Cuantitativamente Administrado
3. Nivel Definido
2. Nivel Administrado
1. Nivel Inicial
0
1
2
3
4
5
Área de Proceso
1
Área de Proceso
2
Área de Proceso
3
Área de Proceso
4
Área de Proceso
N
Ca
pa
bil
ity L
eve
l
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Equivalencia entre niveles
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Estructura
• Un área de Proceso es un conjunto de Prácticas relacionadas a un área, que cuando son implementadas colectivamente satisfacen un set de objetivos considerados importantes para lograr una mejora en esa área.
• Todas las PA’s de CMMI son comunes a las dos representaciones (continua y por etapas).
Ej: Análisis de causas y resolución.
Área de Proceso 1 Área de Proceso 2
Metas GenéricasMetas Específicas
Prácticas
EspecíficasPrácticas
Genéricas
Área de Proceso N
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Estructura
• Son aplicables a una única Área de Proceso (PA) y apuntan a las características únicas que describen aquello que debería ser implementado para satisfacer el propósito de la misma.
Ej: SG 1 - Determinar las causas de los defectos.
Área de Proceso 1 Área de Proceso 2
Metas GenéricasMetas Específicas
Prácticas
EspecíficasPrácticas
Genéricas
Área de Proceso N
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Estructura
• Son aplicables a todas las PA’s. El logro de estas metas para cada PA significa que la implementación e institucionalización de la misma es efectiva, repetible y duradera.
Ej: GG 1 – Logar Metas Específicas.
Área de Proceso 1 Área de Proceso 2
Metas GenéricasMetas Específicas
Prácticas
EspecíficasPrácticas
Genéricas
Área de Proceso N
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Estructura
• Es una actividad considerada importante para el logro de la meta específica asociada.
• Consta de subprácticas, productos típicos de trabajo y diversos elementos informativos (ejemplos: aclaraciones).
Ej: SP 1.1 – Seleccionar datos de defectos para análisis.
Área de Proceso 1 Área de Proceso 2
Metas GenéricasMetas Específicas
Prácticas
EspecíficasPrácticas
Genéricas
Área de Proceso N
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Estructura
• Son prácticas aplicables a todas las PA’s debido a que en un principio pueden mejorar la performance y el control de cualquier proceso.
Ej: GP 1.1 – Realizar Prácticas Específicas.
Área de Proceso 1 Área de Proceso 2
Metas GenéricasMetas Específicas
Prácticas
EspecíficasPrácticas
Genéricas
Área de Proceso N
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Asegura la consistencia entre las clasificaciones obtenidas de cada evaluación entre distintas organizaciones.
CLASIFICACIÓN CMMI
CLASE A
CLASE B
CLASE C
Características Clase A Clase B Clase C
Cantidad de
EvidenciasAlta Media Baja
¿Genera
Clasificación?Si No No
Necesidad de
RecursosAlta Media Baja
Tamaño del
Equipo
Evaluador
Grande Mediano Chico
Método de Evaluación SCAMPI
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¿Por qué?
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39
Experiencia pasada...
Motorola Document Classification, File Name, Rev Number Add additional legal text here if required by your local Legal Counsel. MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2007
Camino recorrido
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Title of Presentation May 4, 2011
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42
Esfuerzo real de confección de PIIDs
COPQ
15%
COQ
17%
15 hs x
PA x Proy
4.5 hs x
PA x Proy
4 hs x
PA x Proy
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43
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44
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Ejemplos de modelos de mejora
¿Qué está mal?
Act Plan
DoCheck
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Nada!
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Simplificando la implementación
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49
Aprender
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51
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52
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53
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54
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55
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56
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57
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58
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59
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60
Lecciones Aprendidas
‘’
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In God we trust all others must show data
61
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Evaluaciones
40 evaluaciones
62
6; 15%
9; 22%
25; 63%
Métodos de evaluación
CBA IPI
SCAMPI
Informal
21; 52%19; 48%
Modelos de referencia utilizados
CMM v1.1
CMMI v1.1
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Relación de hallazgos y riesgos por PA
63
CAR
CM
IPMOID
OT PMC
PP
PPQA
QPM
0.00
0.20
0.40
0.60
0.80
1.00
1.20
1.40
1.60
1.80
2.00
0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00 9.00
Av
era
ge
Nu
mb
er
of
fin
din
gs
Average Risks Severity
Relationship between Findings and Risks Severity by PA
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Relación de hallazgos y riesgos por meta
64
CM-SG1
OT-GG2
PMC-SG1
PPQA-GG2
PP-SG2
PP-SG3
QPM-SG1
RSKM-SG2
0.00
0.20
0.40
0.60
0.80
1.00
1.20
0.0 0.5 1.0 1.5 2.0 2.5 3.0
Av
era
ge
Nu
mb
er
of
fin
din
gs
Average Risks Severity
Relationship between Findings and Risks by Goal
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Hallazgos por área de proceso
65
0
10
20
30
40
50
60
70
80
PP
CM
PM
C
PP
QA
OT
OP
D
IPM
QP
M
REQ
M
OP
F
RSK
M
OID
VER
CA
R
IPM
+IP
PD
RD PI
MA
OP
P
VA
L
TS
SAM
DA
R
ISM IT
OEI
NA
Hallazgo por PA's
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Hallazgos por práctica: Ejemplo PP
66
0
2
4
6
8
10
12
14
GP
2.1
GP
2.2
GP
2.3
GP
2.5
GP
2.7
GP
2.8
GP
2.9
GP
3.1
GP
4.1
SP1
.1
SP1
.2
SP1
.3
SP1
.4
SP2
.1
SP2
.2
SP2
.4
SP2
.5
SP2
.6
SP2
.7
SP3
.2
SP3
.3
GG2 GG2 GG2 GG2 GG2 GG2 GG2 GG3 GG4 SG1 SG1 SG1 SG1 SG2 SG2 SG2 SG2 SG2 SG2 SG3 SG3
1
3
1 1 1
4
1 1 1
6
2
1
3
6
7
3
2
6
8
1
14
Hallazgo por Práctica Genérica y Específica
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Prácticas seleccionadas
• PP - SP3.3 Obtain Commitment
• PMC - SP1.1 Monitor Project Planning Parameters
• CM - SP1.2 Establish a Configuration Management System
67
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Análisis Cualitativo• 8 líderes de proyectos entrevistados
• Principales causas identificadas
• Incorporadas junto con la investigación realizada a los productos generados y a generar
68
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E-learning framework
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Inversión 70
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Calendario
~20 meses
71
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Esfuerzo
Total: ~1031 Hs
Evaluaciones: ~147 Hs
72
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Personas directamenteinvolucradas
11
Andriano, Natalia
Bartó, Carlos
Bruno, Juan Pablo
Cuevas, Juan Carlos
García Favre, Gonzalo
Gonzalez, Claudio
Izaurralde, Paula
Marzo, Luciano
Ruiz de Mendarozqueta, Álvaro
Rubio, Diego
Viola, Pablo 73
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En fin…
74
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estos son los datos iniciales
75
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porque como dijimos
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“in God we trust…”
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aunque a veces…
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Public, Diego Rubio, 1.0.0
MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2007
¿Cómo sigue?
• Reporte técnico completo• Benchmark con otras fuentes de información (ej. SEI)
• Encuesta/entrevistas de validación• Resultados
• Productos generados
• e-learning• Guías de implementación
• Análisis de fortalezas, oportunidades de mejoras, etc.
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Muchísimas gracias!!
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Un poco de humor para terminar…
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Preguntas
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Versiones
84
Versión Fecha Cambios realizados Autor
1.0.0_Draft_A Mayo-2008 Versión inicial basado en presentaciones anteriores
Diego Rubio
1.0.0_Draft_B Junio-2008 Adición de Material para presentación en Villa María
Diego Rubio
1.0.0_Draft_C Junio-2008 Cosméticos luego de revisión y adición de material de
evaluaciones
Diego Rubio
1.0.0_Daft_D Agosto-2008 Cambios por la nueva fecha y actualización de estado de avance
Diego Rubio
1.0.0_Draft_E Agosto-2008 Actualizada luego de revisión Diego Rubio
1.0.0 Agosto-2008 Baseline Diego Rubio
Public, Diego Rubio, 1.0.0
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Back-Up slides
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Veamos quien les habla…
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Y de paso deciden si se quedan
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O huyen…pero cuidado hacia dónde…
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Public, Diego Rubio, 1.0.0
MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2007
Diego
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Nací en Córdoba
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(y todavía lo reconozco)
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Ingeniero en Sistemas de Información
Magister en Ingeniería de Software
Certified Software Quality Engineer - ASQ
Certified Six Sigma Black Belt – ASQ CSSBB & Motorola DSS BB
Senior Member – ASQ
Motorola Six Sigma Green Belt
Motorola Corporate GB instructor
Auditor interno ISO 9001:2000
Public, Diego Rubio, 1.0.0
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y…
Public, Diego Rubio, 1.0.0
MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2007
REQUERIDOS
Indican qué deben cumplir las organizaciones para satisfacer un Área de Proceso. Los componentes requeridos en CMMI son los metas específicas y genéricas.
ESPERADOS
INFORMATIVOS
Componentes de un Área de Proceso
Área de Proceso 1 Área de Proceso 2
Metas GenéricasMetas Específicas
Prácticas
EspecíficasPrácticas
Genéricas
Área de Proceso N
Public, Diego Rubio, 1.0.0
MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2007
REQUERIDOS
ESPERADOS
Describen las prácticas que una organización normalmente implementará para el logro de un set determinado de metas.
INFORMATIVOS
Área de Proceso 1 Área de Proceso 2
Metas GenéricasMetas Específicas
Prácticas
EspecíficasPrácticas
Genéricas
Área de Proceso N
Componentes de un Área de Proceso
Public, Diego Rubio, 1.0.0
MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2007
REQUERIDOS
ESPERADOS
INFORMATIVOS
Ayuda a los usuarios del modelo a entender las metas y las prácticas y la forma de conseguirlas.Proveen detalle.Conformado por todo los componentes restantes (Ejemplo: subprácticas, productos típicos de trabajo, ampliaciones disciplinarias).
Área de Proceso 2
Metas GenéricasMetas Específicas
Prácticas
EspecíficasPrácticas
Genéricas
PropósitoNotas
Introductorias
Áreas de
P. relacionadas
Productos
Típicos de
Trabajo
Sub
PrácticasElaboraciones
de Prácticas
Genéricas
Sub
Prácticas
Componentes de un Área de Proceso
Public, Diego Rubio, 1.0.0
MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2007
REQUERIDOS
ESPERADOS
INFORMATIVOS
Ayuda a los usuarios del modelo a entender las metas y las prácticas y la forma de conseguirlas.Proveen detalle.Conformado por todo los componentes restantes (Ejemplo: subprácticas, productos típicos de trabajo, ampliaciones disciplinarias).
Notas Ejemplos
Amplificaciones Referencias
Componentes de un Área de Proceso
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