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Agenda

Agenda . Business Process Basic Understanding of the CMMI CMMI-AM Overview Taiwan’s System Life Cycle Phases (CMMI) Characteristics CMMI Misconceptions and Recommendations CMMI 評鑑實務 與常見缺失改善之經驗分享」 Q & A. What is a Business Process?. Knowledge and skills Self motivation

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Agenda

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  1. Agenda • Business Process • Basic Understanding of the CMMI • CMMI-AM Overview • Taiwan’s System Life Cycle Phases (CMMI) Characteristics • CMMI Misconceptions and Recommendations • CMMI評鑑實務 與常見缺失改善之經驗分享」 • Q & A

  2. What is a Business Process? Knowledge and skills Self motivation Inter-personnel skill Team player PEOPLE Major determinants of product cost, schedule , and quality Glue Unifies the other aspects TCCHNOLOGY PROCESS

  3. Universities 為何需要導入CMMI • 全球化的競爭 • 軟體將是一切產業的基礎建設 • CMMI是確保軟體品質及效率的有效方法

  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 2005 • May 2005 • CMMI Acquisition Module (CMMI-AM) Version 1.1

  6. For More Information About CMMI • System Engineering Web Site: http://sepo.spawar.navy.mil/ • 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

  7. Official Traditional Chinese Translation of CMMI Models Released , May 4 2005 • The BulletinMay 4, 2005Volume 11, Issue 17.........................................................................In this issue...-Official Translation of CMMI Models Released in Traditional Chinese- • Official Translation of CMMI Models Released in Traditional ChineseThe official Traditional Chinese translation of the CMMI models is now available on the SEI Web site. This official translation was sponsored by the Institute for Information Industry (III), a non-profit organization primarily funded by the Ministry of Economic Affairs in Taiwan. The translation was performed by the Information Engineering Institute (IEI) of the IIIand verified by an independent quality assurance team led by Dr. Chaw-Kwei Hung.As CMMI is adopted throughout the world, the demand for official translations of CMMI materials from English into other languages is growing. If you are interested in exploring a translation project with the SEI, please contact the SEI Partner Network at tp-info@sei.cmu.edu. As more official translations become available, the SEI will announce their availabilityFor more information about official translations of CMMI models, see http://www.sei.cmu.edu/cmmi/translations/translations.html

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

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

  10. 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)

  11. 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

  12. CMMI -SE/SW/IPPD/SS CMMI Process Project Engineering Support Management Management Organizational Process Focus Project Planning Requirements Management Configuration Mgmt. • • • • Process and Product Organizational Process Project Monitoring and • • • Requirements Development • Quality Assurance • Definition Control Technical Solution • Measurement & • Organizational Training Supplier Agreement Mgmt. • • Product Integration • Analysis Organizational Process Integrated Project Mgmt. • • Verification • Decision Analysis and • Performance • Integrated Supplier Management Validation • Resolution Organizational Innovation • Risk Management • and Deployment Causal Analysis and • Quantitative Project Mgmt. • Resolution Integrated Teaming • Organizational • Environment for Integration

  13. CMMI-Acquisition Module (AM) What is “Acquisition” The acquisition life cycle may continue throughout the product’s life cycle through disposal

  14. CMMI-AMFocus on Acquisition The acquisition life cycle may continue throughout the product’s life cycle through disposal CMMI Acquisition Module Acquirer Acquisition Planning RFPPrep. Solicita-tion Source Selection Program Leadership Insight / Oversight System Acceptance Transition Developer Plan Design Develop Integrate& Test Deliver CMMI-SE/SW/IPPD/SS

  15. 委外作業與合約流程監控概觀 政府Acquirer (甲方) • 追蹤與監控 • 交付與結案 • 供應商選擇與協議 • 採購計畫 狀態回報 里程碑審查 問題清單 矯正措施 軟體招標需求書(Request for Proposals, RFP) * 需求, 成本, 時程 客戶需求 接受測試準則 供應商協議 發展 驗證(Verification) Progress Reviews Milestone Reviews 準備 需求規劃書 確認(Validation) Acceptance Tests 交付 合約 供應商 (乙方) Supplier

  16. CMMI-AM Structure • Measurement and Analysis • Decision Analysis and Resolution • Transition to Operations and Support • Project Planning • Project Monitor and Control • Integrated Project Management • Risk Management • Solicitation and Contract Monitoring • Requirements Management • Requirements Development • Verification • Validation

  17. 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

  18. Structure of CMMI-AM For CMMI-SW/SE 12 Process Areas 28 Goals 246 Practices … plus 47 self-assessment questions

  19. CMMI Appraisal Method Classes

  20. 臺灣的競爭力

  21. 台灣流程的特性 System Integration Change Control Release Control Version Control Maintenance Planning Requirements Design Quality Assurance Build TAIWAN USA

  22. Taiwan Information Industry Characteristics我國資訊國力 硬體強 軟體差 　 • 我國資訊國力 硬體強 軟體差 友善列印   【聯合新聞網 記者祁安國／報導】 IDC昨日公布今年最新的全球「資訊社會指標」 (Information Society Index)，我國在全球排名第20，但在亞太地區不如香港、新加坡、韓國，我國號稱是資訊大國，可是這次公布的排行榜，透露出台灣只靠「硬」、欠缺「軟」，資訊教育和普及率在亞洲四小龍中敬陪末座。

  23. September 2005 Taiwan – 18 China – 62 Japan – 100 India – 104 USA – 365 United Kingdom – 29 Korea - 30 March 2006 Taiwan – 26 China – 117 Japan – 131 India – 140 USA – 500 United Kingdom – 35 Korea - 50 Number of CMMI Appraisal by Country

  24. Basic Understanding of the CMMI Taiwan CMMI相關網站 • Carnegie Mellon University– Software Engineering Institute: • http://www.sei.cmu.edu/cmmi/ • SPIN- Sournthren Taiwan: (CMMI技術服務網) http://www.spin-stw.org.tw • SPIN-Taiwan: (CMMI技術服務網) • http://www.cmmi.org.tw/ • TeraQuest • http://www.teraquest.com/ • 自由軟體研發專案(Light-Weight CMMI) http://credit.csie.ncku.edu.tw/opensource/index.htm • 中華民國資訊軟體品質協會: • http://www.csqa.org.tw/ • 中華民國資訊軟體協會: • http://www.cisanet.org.tw/ • 經濟部工業局軟體產業服務團: • http://www.itnet.org.tw/sinet/

  25. Basic Understanding of the CMMI 國內 CMMI 推動情形 • 行政院科技顧問組於『推動台灣策略性服務產業策略規劃會議』第二次策略規劃會議結論： • 提出「推廣CMMI認證制度，提升資訊服務業者之服務品質」-- • 鼓勵廠商建立制度提升服務規模與品質 • 2007年促成 LEVEL-3廠商達50家 • 2008年促成 LEVEL-3廠商達70家及LEVEL-5廠商達5家 • 2008年起大型政府e化專案採購及旗艦計劃之補助，廠商需達CMMI Level-3以上方可參與

  26. 中華電信研究所TVAST技術群CMMI ML2&3導入 導入期間 : 92.10~迄今(於93.10通過CMMI ML2評鑑) 導入內容摘要: 組織規模 : 21專案、215人 模 式：CMMI SE/SW V1.1 成 熟 度：Maturity Level 2&3 表述方式：Staged Representation 評鑑標準：SCAMPI V1.1 導入單位主要研發項目: • 固網行動整合加值與新服務技術 • 智慧型語音整合服務技術研發 • 內容加值服務與管理平台技術 • 目錄服務平臺與多管道訊息整合應用 • 電子商務技術與商務地圖應用技術研發 • IPTV與影視內容管理技術研發 • 電腦視覺與影像處理應用技術研發

  27. 中華電信研究所TOSST技術群CMMI ML2&3導入 導入期間 : 93.12~迄今(於95.1通過CMMI ML2評鑑) 導入內容摘要: 組織規模 : 29專案、520人 模 式：CMMI SE/SW V1.1 成 熟 度：Maturity Level 2&3 表述方式：Staged Representation 評鑑標準：SCAMPI V1.1 導入單位主要研發項目: • 服務供裝及網路資源管理技術研發 • 線路建構技術研發 • 光纖網路器材及監測技術研發 • 用戶迴路維運技術研發 • 網路管理技術研發 • 電信訂單處理整體技術研發 • 批價與業者拆攤帳技術研發 • 出帳與帳務整合技術研發 • 客服互動管理(CIM)技術研發 • PKI服務與網路安全技術之研發

  28. 中華電信數據分公司CMMI ML2&3導入 導入期間 : 93.8~迄今(於94.9通過CMMI ML2評鑑) 導入內容摘要: 組織規模 : 13專案、202人 模 式：CMMI SE/SW V1.1 成 熟 度：Maturity Level 2&3 表述方式：Staged Representation 評鑑標準：SCAMPI V1.1 導入單位主要研發項目: • Data Service Information System • Motor Vehicle and Driver Information System • Construction Engineering Management Information System • Bill On-line Service System • Government Service Network • Maritime Information System • Government Service Platform • e-Procurement Integrated System • Industry/Company Service Platform

  29. ITRI CCL-IP Network Technology Division(K-Division) ML2導入 導入期間 : 91.6~92.8(於92.8通過CMMI ML2評鑑) 導入內容摘要: 組織規模 : 10專案、150人 模 式：CMMI SE/SW V1.1 成 熟 度：Maturity Level 2 表述方式：Staged Representation 評鑑標準：SCAMPI V1.1 導入單位主要研發項目: 1. IP Based Call Server Technology Sublicensing 2. Customer Service System Consulting 3. 4port SOHO Gateway Technical Consulting 4. VoIP Digit Phone Transceiver Consulting 5. SDR-GPRS/W-CDMA Consulting Service 6. Broadband Wireless Communications Industry Promotion 7. Research of Telecom Platform Industry [pure technology research]

  30. ITRI CCL- Internet SW/SE Technology Office (W/N4-Division) ML2導入 導入期間 : 92.8~94.1(於94.1通過CMMI ML2評鑑) 導入內容摘要: 組織規模 : 15專案、170人 模 式：CMMI SE/SW V1.1 成 熟 度：Maturity Level 2 表述方式：Staged Representation 評鑑標準：SCAMPI V1.1 導入單位主要研發項目: • Internet Payment including Multi-Payment Framework • Internet Security including Cryptography、Information Security Management System • Mobile Internet Service including Mobile Commerce、 Gateway/Proxy/Server Add-on Services • Data Mining Technology including Web Content • Biomedical monitoring devices, Smart mobile/phone • Mobile applications, Web-based applications • Medical Engineering, Information and Communication Technologies • Information Integration with Other Hospital Legacy Systems

  31. CMMI 應用於資通訊廠商的影響 • TL導入CMMI之效益 • 建立組織完善之軟體/系統開發流程及專案管理制度 • 落實需求發展及變更管理流程，有效管控需求變更 • 提升計畫主持人之專案規劃及專案監控能力 • 提升專案時程及成本之預估能力 • 落實品保功能並提升軟體/系統產品品質 • 強化專案間之協調溝通及資源平衡 • 建立組織資產館及度量儲存庫，有系統的蒐集及儲存公司之流程及專案資產 • 高層主管較易掌控所轄專案之進度及缺失 • 建立流程持續改善的基礎及機制

  32. CMMI 應用於資通訊廠商的影響 • TL導入CMMI之必要性 • 政府大力推動 • 2008年起廠商需達CMMI Level 3以上方可參與政府e化專案採購及旗艦計畫 • 經濟部工業局編列數億預算(由中華軟體協會及資策會執行)，用以鼓勵及補助廠商導入CMMI制度 • 政府單位刻正積極推廣Acquisition Module，以要求發包及承包單位落實實施CMMI • 國內各大企業(中鋼、中華電信…)期望合作之協力廠商，都是具備CMMI國際水準之優質廠商，以達共創雙贏之目標

  33. CMMI 應用於資通訊廠商的影響 • TL導入CMMI之必要性 • 取得國際化之通行證 • 承接國際(美國…)軟體/系統外包專案，必須具備CMMI Level 3才有資格 • 中國大陸政府推動軟體/系統廠商導入CMMI之積極程度，較之台灣有過之而無不及 • 印度承接世界60%以上之軟體/系統專案是CMMI最佳實證

  34. CMMI 應用於資通訊廠商的影響 • TL實施CMMI之Lesson Learned • 高層主管的支持與堅持是落實CMMI的重要因素 • 流程品保人員須經常實施稽核活動，以達到專案落實執行流程之目的 • 由於組織龐大，現有資訊系統較多，造成度量資料蒐集不易 • 成立軟體工具小組，負責將導入之軟體工具與現有e化系統進行整合，以減少執行流程之負荷 • 需求管理流程須客戶配合才得以發揮成效，因此應積極對客戶進行宣導或教育訓練 • EPG應持續蒐集流程改善建議並進行改善，以使組織流程更臻健全

  35. 委外作業與合約流程監控概觀 政府Acquirer (甲方) • 追蹤與監控 • 交付與結案 • 供應商選擇與協議 • 採購計畫 狀態回報 里程碑審查 問題清單 矯正措施 軟體招標需求書(Request for Proposals, RFP) * 需求, 成本, 時程 客戶需求 接受測試準則 供應商協議 發展 驗證(Verification) Progress Reviews Milestone Reviews 準備 需求規劃書 確認(Validation) Acceptance Tests 交付 合約 供應商 (乙方) Supplier

  36. 台灣軟體 採購流程的特性 • 軟體招標需求書(Request for Proposal, RFP) 不明確 • 軟體招標需求書的成本和時程不合理 • 專案執行追蹤、監控與驗收的問題 • 甲方 (政府) 與供應商(雙方損失 (Acquirer/Supplier Both Failure)

  37. 台灣採購流程的特性 1.軟體招標需求書(Request for Proposal, RFP) 不明確 開標前 • 主席或委員臨時增加需求，當場要求廠商允諾 • 議價時告訴廠商只有這些預算，若不承接以後不用來本機關承案 • 故意在標單上填寫特殊規定來排除其他廠商，如未寫清楚退押標金住址或公司負責人 (有些單位允許當場補寫修改) • 承辦人不明瞭軟體招標書的需求，胡亂拷貝其他廠商規格撰寫成的軟體招標需求書因而造成無廠商可承接或搶標後私下處理 在得標後需求增加 • 軟體招標需求書無明確規範，事後廠商進行系統分析訪談時，另外拿一本詳細規格或新表單。 • 軟體招標需求書無明確規範，事後廠商 系統分析訪談時功能架構大修改。

  38. 台灣採購流程的特性 2.軟體招標需求書的成本和時程不合理 • 要求廠商概括承受其它不相關軟體系統及硬體維護 • 夾雜與開發本系統不相關的 軟硬體 • 保固後要求廠商百分之二十架構修改，但廠商無法量化數據百分之二十因而造成全部依客戶需求修改 • 開發工時不客觀(如有廠商先開發，但由其它廠商得標) • 專案開發驗收一次給錢造成廠商增加人力成本及硬體成本 • 預算不合理只有 100 預算作 200 事情 • 時程不合理且沒有估算 • 只有編預算但立院或議院未通過就開標，造成廠商結案無法如期收款或要排隊領款

  39. 台灣採購流程的特性 3. 專案執行追蹤、監控與驗收的問題 • 承辦單位承辦人更換造成推翻部分或全部需求與承諾 • 採購單位與承辦單位、使用單位不協調，導致開發完成後進行驗收時使用單位不簽名 • 驗收會議記錄中，要求廠商承諾非合約書以外大量修改 • 驗收後無法收到款項(預算被挪用) • 政府臨時政策需求要求廠商慨括承受 • 大廠商拿到標案後，扣除20%又轉包給公司，然後該公司又轉包給小廠商，因此100的政府預算，真正用到建設上的經費也許只有50，承辦人交付與結案的時候因擔心不結案會被記過，因而成果品質低落，可能只有原有30%之功能，而廠商可能還要隔年再補去年的計畫。

  40. 台灣採購流程的特性 4.政府與供應商 雙方損失 (Government and Suppliers Both Failure) • 軟體開發總價決標 – 最低標導致品質降低 • 承辦人不敢採評審標而採用最低標(造成人頭公司搶標如500萬案子由無經驗100萬公司承案) • 評審標之評審委員評鑑標準應予以公開透明化,所選取之評鑑委員應採隨機選取,不應以主辦機關之口袋名單,而造成保護特定廠商。 • 怕圖利廠商不敢對原本開發廠商作合理議價。 • 承辦人怕評審標麻煩造成軟體品質降低。 • 因廠商不專業造成專案延誤或廢標無法履行合約 • 承辦人無專業技能無法評估合理開發成本及工時造成雙方損失 • 承辦人怕預算執行不力專案無法驗收而記過，因而造成軟體品質降低 • 由於最低標，所以供應商無法提升產品品質

  41. Objectives – Using CMMI and CMMI-AM • Using CMMI to Encourage Good Contractor Practices • Using CMMI-AM to Improve Acquisition Practices

  42. Acquirer/Supplier Mismatch

  43. The Acquirer’s Concern • How capable is a contractor teamto deliver an operational capability? • How well is my Program performing? During source selection: Ongoing: Maturity Levels at the organizational level are necessary but not sufficientto provide answers to these questions at the program level.

  44. Requirements: Input or Output? You RECEIVErequirements from your customer • Operational needs You DELIVERrequirements to your supplier • Through the solicitation, SOW, SOO, and/or contract Your job is • To ensure the quality of the inputs • To convert the inputs to the high-quality outputs

  45. Requirements Process Flow End User Acquirer Contractor 2 Contractor 1 Develop User Scenarios, Product Specifications Develop Requirements Inspect Requirements Refine Requirements N Approve Y Baseline Requirements Manage Requirements Manage Requirements

  46. Roles and Information Exchange PMO Contractor Functional Requirements Pre-award activities • RFP prep. • Contract Award Post-award activities • monitor & oversee progress • quality of tangibles Develop, customize, integrate • software • systems • COTS Status Information Sub- contractors Interim Documents, Tangibles Directions, Corrections Deliverables

  47. CMMI評鑑實務與常見缺失改善之經驗分享」

  48. Agenda • Taiwan’s SCAMPI Experience • 14 CMMI SCAMPI Lesson Learned and Recommendations

  49. 1. Senior and Middle Management Support • Required Interview with Company’s Senior and Middle Managers • To get their Commitments • No Free $$

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