Why ? Capability Maturity Model Integration (CMMI) Not ? Capability Maturity Model (CMM)

1. Why ?Capability Maturity Model Integration (CMMI)Not ?Capability Maturity Model (CMM) Dr. Chaw-Kwei Hung National Cheng-Kung University hungc@cad.csie.ncku.edu.tw March – April 2003

2. Agenda • Business Process • The Evolution of CMM and CMMI – Based Process Improvement • Basic Understanding of the CMM • Basic Understanding of the CMMI • Should Organization’s Process Improvement be used CMMI Instead of SW-CMM?? • Taiwan’s System Life Cycle Phases Characteristics • To Promote CMMI Technology Infusion (CTI) for Taiwan’s Information Industry • Q & A

3. What is a Business Process? PEOPLE Major determinants of product cost, schedule , and quality Glue Unifies the other aspects TCCHNOLOGY PROCESS

4. The Evolution of CMM and CMMI-Based Process Improvement • Carnegic Mellon University – USA DOD Supported Software Engineering Institute (SEI) • 1987 • First CMM published as a technical report • 1989 • Book on the software maturity framework published • 1991 • CMM V. 1.0 for software published • 1993/1994 • CMM V. 1.1 for software published, Personal Software Process (PSP developed by the SEI • 1995 • New specialized CMM published by the SEI , including CMM’s for acquisition (SA-CMM), system engineering (SE-CMM), integrated product development (IPD-CMM) and human resource management (People-CMM)

5. The Evolution of CMM and CMMI-Based Process Improvement (Continue) • 1996 • Team Software Process (TSP developed by the SEI • 1997 • AS new Quality Standards continue to emerge, such as EIA/IS 731, Capability Maturity Model Integration (CMMI) Project by the USA DOD • 12/2000 • CMMI V. 1.02 Published (III Translation of Chinese Version) • 12/2001 • CMMI V. 1.1Pulblished • 2003 • The SEI has announced - SEI will discontinue any support of CMM after December 2003

6. Basic Understanding of the CMM (Capability Maturity Model) Sponsored by the US Department of Defense (DOD) and National Defense Industrial Association (NDIA) Collaborative Endeavor * Software Engineering Institute (SEI) * Government * Industry

7. CMM Structure • What is the CMM? • A model for process maturity • A framework for reliable and consistent assessments • A software –industry, community owned guide • A mechanism for identifying and adopting best practices • Used to evaluate an organization’s process maturity against global standard

8. CMM Structure • Maturity Levels • There are five maturity levels • Well-defined evolutionary plateaus on a path to becoming a mature software Organization • Each level is a layer in the foundation for continuous process improvement • Achieving each level establishes a different component of the software process

9. CMM Maturity Levels Continuously Optimizing (5) improving process (measured) Managed Predictable (4) process (standard) Standard, Defined (3) consistent process (planed and tracked) Repeatable Disciplined (2) process (performed) Initial (1)

10. 5 Optimizing Defeat Prevention Technology Change Management Process Change Management Continuous Process Improvement Predictable Process Quantitative Process Management Software Quality Management (QPM)(QPM) 4 Managed Software Product Engineering Organizational Process Focus Organizational Process Definition Training Program Integrated Software Management Intergroup Coordination Peer Reviews Software Process Defined & Institutionalized 3 Defined Requirements Management Software Project Planning Software Project Tracking and Oversight Software Subc ontract Management Software Quality Assurance Software Configuration Management Disciplined Process 2 Repeatable CMM Maturity Levels Key Process Area (KPA) Total 18 KPAs Level Focus Just do it 1 Initial

11. CMM Appraisal Process • The evaluators conduct interviews and review documents and other intermediate work products to obtain verifiable evidence of: Commitment, Ability, Activity, Measures, Verifying information • This is done for each KPA • Six Steps: • Team Selection • Maturity Questionnaires (Sample the CMM) • Response Analysis • On-Site Visit – Interview and Document Reviews • Finding – Based on the CMM • KPA Profile

12. Basic Understanding of the CMMI (Capability Maturity Model Integration) Sponsored by the US Department of Defense (DOD) and National Defense Industrial Association (NDIA) Collaborative Endeavor (Over 100 People Involved) * Software Engineering Institute (SEI) * Government * Industry

13. CMMI Source Models • Capability Maturity Model (CMM) for Software V2, draft C (SW-CMM) • EIA Interim Standard 731, System Engineering Capability Model (SECM) • Integrated Product Development Capability Maturity Model, draft V0.98 (IPD-CMM) • Supplier Sourcing (SS)

14. Courtesy Sarah Sheard, SPC

15. CMMI Future Release and Updates • After CMMI V1.1 has been published by December 2001, the SEI will not produce any updates to the SW-CMM model for training

16. For More Information About CMMI • Go to CMMI Web site • http://www.sei.cmu.edu/cmmi • Contact SEI Customer Relations • Customer RelationsSoftware Engineering InstituteCarnegie Mellon UniversityPittsburgh, PA 15213-3890FAX: (412) 268-5800 • customer-relations@sei.cmu.edu

17. CMMI Terminology CMMI Models contain institutionalization (Generic) and implementation (Specific) parts: • Front matter • Process Areas that contain: • Generic and Specific Goals • Generic and Specific Practices(in Common Features in staged representation) • Subpractices • Notes • Discipline-specific amplifications • Glossary and tailoring guidelines Required Expected Informative

18. CMMI Model Representations • The CMMI provides Two approaches to process improvement.: • process capability approach - continuous representation • organizational maturity approach - staged representation

19. Comparing Model Representations Staged Continuous ML5 ML4 Capability 0 1 2 3 4 5 ML3 ML2 ML 1 PA PA PA Organization Process

20. Process Area 1 Process Area 2 Process Area n SpecificGoals GenericGoals Common Features Ability to Perform Directing Implementation Commitment to Perform VerifyingImplementation SpecificPractices GenericPractices Structure of the CMMI Staged Representation Maturity Levels

21. Staged Improvement Levels Continuously Optimizing (5) improving process Quantitatively Managed (measured) Predictable (4) process (standard) Standard, Defined (3) consistent process (planned and tracked) Managed Disciplined (2) process (performed) Initial (1) Not performed (0)

22. 5 Optimizing Organizational Innovation and Deployment (OPD) Causal Analysis and Resolution (CAR) Continuous Process Improvement Quantitative Management Organizational Process Performance (OPP) Quantitative Project Management (QPM) (QPM)(QPM) 4 Quantitatively Managed Requirements Development (RD) Technical Solution (TS) Product Integration (PI) Verification (VER) Validation (VAL) Organizational Process Focus (OPF) Organizational Process Definition (OPD) Organizational Training (OT) Integrated Project Management(IPPD) Risk Management (RSKM) Integrated Teaming (IT) Decision Analysis and Resolution (DAR) Organizational Environment for Integration (OEI) Process Standardization 3 Defined Requirements Management (REQM) Project Planning (PP) Project Monitoring and Control Supplier Agreement Management (SAM) Measurement and Analysis (M&A) Process and Product Quality Assurance (PPQ) Configuration Managemen (CM)t Basic Project Management 2 Managed CMMI Maturity Levels Level Staged Organization of PAs Focus 1 Initial

23. Process Management (5) Organizational Process Focus (OPF) (L3) Organizational Process Definition (OPD) (L3) Organizational Training (OT) (L3) Organizational Process Performance (OPP) (L4) Organizational Innovation and Deployment (OID)(L5 Project Planning (PP) (L2) Project Monitoring and Control (PMC) (L2) Supplier Agreement Management (SAM) (L2) Integrated Project Management(IPPD) (L3) Integrated Teaming (IT) (L3) Risk Management (RSKM) (L3)Quantitative Project Management (QMP) (L4) Project Management (7) Engineering (6) Requirements Management (REQM) (L2) Requirements Development (RD) (L3) Technical Solution (TS) (L3) Product Integration (PI) (L3) Verification (VER) (L3) Validation (VAL) (L3) Support (6) Configuration Management (CM) (L2) Process and Product Quality Assurance (PPQ)2 Measurement and Analysis (M&A) (L2) Causal Analysis and Resolution (CAR) (L5) Decision Analysis and Resolution (DAR) (L3) Organizational Environment for Integration (OEI) (L3) Category Continuous Organization of PAs

24. CMMI Appraisal Method • ARC, V1.0 Assessment Requirements for CMMI Version 1.0 • SCAMPI Method – Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

25. CMMI Appraisal Method Classes

26. CMMI Training Model • Introduction to CMMI (Member of SCAMPI assessment team required) • Intermediate Training • Instructor Training • Lead Appraiser

27. Taiwan’s System Life Cycle Processes Characteristics Implementation System Integration System Deployment Planning System Req System Design TAIWAN USA

28. Taiwan’s System Life-cycle Processes Characteristics • Productivity High – Implementation Phase • Big Gap between Education (University Software Engineering) and Industry • Opportunity for Improvement Phases – System Requirements and Design, Planning and System Integration • Has approximately 1000+ software companies and a high volume of small companies • No Training • No Continuous Process Improvement – Cost?? • Hardware and Software –Not Balance in the world market • Lack of Software Profile (Understanding) • All National Programs such SI-Soft, e-Learning, …etc depend on Core Technology - Software

29. CMMI Promotion to Information Industry Organization’s Driver • Financial Performance (Profit) • Customer’s Satisfaction • Operational (Organizational ) Performance • Learning and Innovation

30. CMMI Technology Infusion (CTI) Objectives • To Promote CMMI Technology Infusion (CTI) for Taiwan’s Information Industry • To Understanding the Software/System Process Improvement for Your Organization • Support/Supervise Your Organization “Phases Approach” to Achieve Standard CMMI Assessment Method for Process Improvement (SCAMPI)- CMMI Class A Rating • With Minimum Cost

31. CTI Promotion Phases Approach –Road Map Selection Criteria Selection Criteria @2 Organization Gap Analysis CMMI Execution (6-10 Months) @1 CMMI Training for SEPG (3-4 Months) Selection Criteria @4 Formal SEI SCAMPI Class A Appraisals (1 Month) Selection Criteria @3 CMMI Class B/Class C Appraisals (3 Months) CMMI Level 2 Total 13 – 18 Months ( Org. Process Improvement and to Get CMMI Level 2 SCAMPI

32. Solutions?CMMI

33. Q & A