MethodCMMI

1. MethodCMMI Capability Maturity Model Integration

2. PMO • Purpose • Provide very brief introduction to CMMI • Method • Present highlights of the CMMI V1.2 model • Outcome • General understanding of the major components & terms of the CMMI V1.2 model

3. CMMI - Capability Maturity Model Integration • The CMM/CMMI project is a sponsored collaboration between industry, Government & SEI • Developed by the SW Eng. Institute of Carnegie Mellon University (SEI-CMU) • CMMI Level 3 is required to supply armament systems to DoD • Recognized by INCOSE & PMI as a benchmark for process improvement and appraisal

4. Integration of What? • The CMM Integration project was formed to sort out the problem of using multiple CMMs: • The Capability Maturity Model for Software (SW-CMM) • The Systems Engineering Capability Model (SECM, also known as Electronic Industries Alliance 731, EIA 731) • The Integrated Product Development Capability Maturity Model (IPD-CMM)

5. CMMI • Many organizations adopt it as a systematic method for process improvement • Since April 2002 until June 2006: • ~1580 CMMI appraisals were done • ~64% outside of USA • CMMI V1.2: • A lot simplified than V1.1 • Contains amplifications for HW and Systems Engineering

6. CMMI: a Process Model • A process model is a structured collection of best practices • CMMI model describes the characteristics of effective processes • CMMI model is not a process • CMMI model is not a standard “All models are wrong, but some are useful.” George Box (Quality and Statistics Engineer)

8. Symptoms of Process Failures • Commitments consistently missed • Late delivery • Last minute changes • Costs go higher and higher • No visibility into progress • You’re always being surprised • Quality problems • Too much rework • Functions do not work correctly • Customer complaints after delivery • Poor morale • Employees are frustrated

9. Benefits from CMMI Implementation • Improved schedule and budget predictability • Improved cycle time • Increased productivity • Improved quality • Increased customer satisfaction • Improved employee morale • Increased return on investment • For measured results see http://www.sei.cmu.edu/cmmi/results.html

10. Example Benefit: Schedule Variance • The Software Maintenance Group at Warner Robins Air Logistics Center (CMMI level 5 organization), significantly reduced schedule variance

11. The Process is the Glue • The glue that ties people and technology • Even the finest people cannot perform at their best when the process is not defined well or not followed

12. Common Misconceptions • I don’t need process, I have • really good people • advanced technology • an experienced manager • Process • interferes with creativity • equals bureaucracy • isn’t needed when building prototypes • hinders agility in fast-moving markets • costs too much

13. Staged Continuous ML5 Process Area Capability ML4 0 1 2 3 4 5 ML3 ML2 PA PA ML 1 PA for an established set of process areas across an organization for a single process area or a set of process areas 2 CMMI Model Representations

14. Maturity Levels • An organization continually improves its processes based on a quantitative understanding of the common causes of variation inherent in processes • The organization and projects establish quantitative objectives for quality and process performance and use them as criteria in managing processes. • Quality and process performance is understood in statistical terms and is managed throughout the life of the processes • Processes are well characterized and understood, and are described in standards, procedures, tools, and methods • The organization’s set of standard processes is established and improved over time • The projects have ensured that processes are planned and executed in accordance with policy • The projects employ skilled people who have adequate resources to produce controlled outputs • Existing practices are retained during times of stress ML5 • processes are usuallyad hoc and chaotic • Success in these organizations depends on the competence and initiative of the people in the organization and not on the use of proven processes ML4 ML3 ML2 ML 1

17. Level 5 Generic Practices Optimizing Process Level 4 Generic Practices Quantitatively Managed Process Defined Process Level 3 Generic Practices Managed Process Level 2 Generic Practices Performed Process Process Area Capability (for one PA) Capability

18. How CMMI is Used? • Helps set process improvement objectives and priorities • Helps ensure stable, capable, and mature processes • A guide for improvement of project and organizational processes • With an appraisal method: to diagnose the state of an organization’s current practices

19. CMMI Constellations • Constellation is a new term in CMMI ver. 1.2 • Existing: • CMMI for development (CMMI-Dev) • Under development: • CMMI for services (CMMI-SVC) • CMMI for acquisition (CMMI-ACQ)

20. CMMI Model Structure IPPD additions (Integrated Product and Process Development) Development components CMMI-Dev with IPPD CMMI-Dev Core model components

21. CMMI Training and Appraisal • Implementing CMMI requires formal training and appraisal • CMMI model is accompanied by formal training services and material provided by SEI partners • Formal appraisal process is called SCAMPI: Standard CMMI Appraisal Method for Process Improvement

22. SCAMPI Family: 3 Classes of Appraisal Methods

23. Example Path for CMMI Rating • SCAMPI C – to evaluate procedures and templates • Update & implement improved procedures • Several SCAMPI B – to evaluate practices • Implement corrective actions • Several SCAMPI B – to verify readiness • Implement corrective actions • SCAMPI A – rating appraisal It takes about 2 years to reach level 2 and 3 years to reach level 3

24. The Golden Triangle Management sponsorship and visible commitment Effective process improvement Internal employees with quality consultantsresponsible for the implementation of the process improvement Certified CMMI appraiser

25. CMMI Model - Continuous Representation

26. Quality Productivity Risk Rework CMMI Model - Staged Representation

27. Process Area Specific Goals(SG) Generic Goals(GG) Generic Practices(GP) Specific Practices(SP) Process Areas (PAs) Goals Legend: Expected Required

28. Example: Requirements Management (RM) Process Area • SG 1 Manage Requirements • Requirements are managed and inconsistencies with project plans and work products are identified • SP 1.1 Obtain an Understanding of Requirements • SP 1.2 Obtain Commitment to Requirements • SP 1.3 Manage Requirements Changes • SP 1.4 Maintain Bidirectional Traceability of Requirements • SP 1.5 Identify Inconsistencies Between Project Work and Requirements

29. RM PA – Specific Practices

30. Two Important Terms in CMMI • Establish and maintain • Includes documentation and usage • Procedure/policy is documented and it must be used throughout the organization • Institutionalization • The ingrained (deeply rooted) way of doing business that an organization follows routinely as part of its corporate culture

31. Institutionalization – Generic Goals for Capability Level 2 • 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

32. GP – Generic Practices for Capability Level 2

33. Capability Level 3 Generic Goals • GG 3 Institutionalize a Defined Process • GP 3.1 Establish a Defined Process • GP 3.2 Collect Improvement Information

34. GP – Generic Practices for Capability Level 3

35. Capability Level 4 Generic Goals • GG 4 Institutionalize a Quantitatively Managed Process • The process is institutionalized as a quantitatively managed process • GP 4.1 Establish Quantitative Objectives for the Process • GP 4.2 Stabilize Sub-process Performance

36. GP – Generic Practices for Capability Level 4

37. Capability Level 5 Generic Goals • GG 5 Institutionalize an Optimizing Process • The process is institutionalized as an Optimizing process • GP 5.1 Ensure Continuous Process Improvement • GP 5.2 Identify and correct the root causes of defects and other problems in the process.

38. GP – Generic Practices for Capability Level 5

39. Equivalent Staging – Levels 2 & 3 • To achieve maturity level 2, all process areas assigned to maturity level 2 must achieve capability level 2 or higher • To achieve maturity level 3, all process areas assigned to maturity levels 2 and 3 must achieve capability level 3 or higher

40. Equivalent Staging – Levels 4 & 5 • To achieve maturity level 4, all process areas assigned to maturity levels 2, 3, and 4 must achieve capability level 3 or higher.In addition, some processes* must achieve capability level 4. • To achieve maturity level 5, all process areas must achieve capability level 3 or higher. In addition, some processes* (the same as in level 4) must achieve capability level 5. * the processes are selected based, in part, on the quality and process-performance objectives of the organization and projects. Details are specified in maturity level 4 process areas.

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