ch 7(spi)intro tocm-mi2013
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SE423 SPICH-7 INTRODUCTION TO CMMI.
Kittitouch Suteeca
Ref. Panit Watcharawitch, PhD (cantab)
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THE THREE CRITICAL DIMENSIONS
• Process helps an organization’s workforce meet business objective by helping them work smarter, not harder, and with improved consistency.
Note: image from CMMI ® 2nd Edition: Guidelines for Process Integration and Product Improvement, Addison Wesley, 2007
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FIVE PRINCIPAL IDEAS
1. Planning, Tracking and Scheduling Management
2. Requirements Definition and Configuration Control
3. Process Assessment
4. Quality Management and Continuous Improvement
5. Evolutionary Improvement
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HISTORY• CMM was actively developed since 1986 for assessing the ability
of US government contractor’s processes to perform SW project• The CMM Integration has formed to combine 3 models:
• The Capability Maturity Model for SoftWare (SW-CMM) by SEI, 1997• The System Engineering Capability Model (SECM) by EIA 731, 1998• The Integrated Product Development Capability Maturity Model (IPD-CMM) by SEI, 1997
• SEI launched 1st CMMI in 2000 & then version 1.1 in 2002• The latest version is 1.3 in 2010. • CMMI Models
• CMMI for DEVelopment (CMMI-DEV), version 1.2, released on August 2006• CMMI for ACQuisition (CMMI-ACQ), version 1.2, released on November 2007• CMMI for SerViCe (CMMI-SVC) will be released on January 2009
Note
• SEI: Software Engineering Institute (Carnegie Mellon University)
• EIA: Electronic Industries Alliance
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OTHER STANDARDS…• ISO/IEC 12207Software Lifecycle Processes
• ISO/IEC 15939Software Measurement Process
• ISO/IEC 25000Software Product Quality Requirements and Evaluation (SQuaRE)
• ISO/IEC 15504Process Assessment
• ISO 9000 Quality Management System Series
• TSP Team Software Process
• PSP Personal Software Process
• PSM Practical Software Measurement
• SECAM Systems Engineer Capability Assess Model (by INCOSE)
• SE-CMM Systems Engineering CMM by (EPIC)
• SPICE Software Process Improvement and Capability Evaluation
Note
• ISO: International Standard Organization
(International Organization for Standardization)
• IEC: International Electronic Commission
• INCOSE: INternational Council On System Engineering
• EPIC: Enterprise Process Improvement Collaboration
RELATIONSHIPS OF STANDARDS
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ISO/IEC 12207(1995)
ISO/IEC 15939(2002)
ISO/IEC 25000(2005)
ISO/IEC 15504(1997)
TSP (1999)
PSP (1994)
PSM (1999)
CMMI (2000)
SW-CMM v 2 (1997)
SECM (1998)
IPD-CMM (1997)
SE-CMM (1995)
SECAM (1996)
CMM for SW v 1.1 (1993)
ISO 9000(1987)
CMMI v 1.1 (2002)
SPICE(1993)
CMMI-ACQv 1.2 (2007)
CMMI-DEVv 1.2 (2006)
CMMI-SVCv 1.2 (2009)
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• CMMI (Capability Maturity Model Integration) is a process improvement maturity model for the development of products and services. It consists of best practices that address development and maintenance activities that cover the product lifecycle from conception through delivery and maintenance.
• CMMI provides a set of best practices that address:• Productivity• Performance• Costs• Stakeholder Satisfaction
It provides a consistent, enduring framework that accommodates new initiatives.
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MODELSThere are two representations in CMMI:• Staged uses Maturity levels to measure process improvement• Based on SW-CMM• Pre-define set of Process Area (PA)• Define improvement step-by-step for the organization• Apply to organization’s overall maturity
• Continuous uses Capability levels to measure process improvement• Based on SECM• Apply to each Process Area• Characterize improvements relative to individual PA• Organization may choose to improve performance of a single-
related trouble spot, or on several areas that are closely aligned to objectives
The content is nearly identical in both representations
Flexible
Systematic
9STAGED LEVELS
• Focus on process improvementML5:Optimizing
• Process measured and controlledML4:
Quantitatively Managed
• Process characterized for the organization and is proactive
ML3: Defined
• Process characterized for projects and is often reactive
ML2: Managed
• Process unpredictable, poorly controlled, and reactive
ML1: Initial
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CONTINUOUS LEVELS• Defects are prevented, Innovations and
changed are inserted and deployedCL5:Optimizing
• Process is stable and performance is measured
CL4: Quantitatively
Managed
• Project’s process is tailored from organization’s standard processes
CL3: Defined
• Process is planned and institutionalized for consistent performance
CL2: Managed
• Performance is dependent on individual practitioner
CL1: Performed
• Process is unpredictable and poorly controlled
CL0:Incomplete
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DECISION FACTORSWhen selecting a representation…
• Business Factors• Mature knowledge of business objectives
Continuous• Improvement across entire organization Stage
• Cultural Factors• Corporate culture is process based Continuous• Little experience in process improvement Stage
• Legacy• Experience with continuous-based model
Continuous• Experience with stage-based model Stage
Provide guideline
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COMPARISONContinuous Stage
Freedom to select the order Organization have a predefined and proven improvement path
Visibility of the capability in each PA
Set of PA with specific capabilities by each maturity level
Different processes perform at different rates
The same set of PAs mature together
New: Does not have the data to demonstrate ties to ROI
Long history: Have case studies and data that demonstrate ROI
NoteROI: Return Of Investment
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PROCESS MODEL COMPONENTS
• Required ComponentsWhat an organization must achieve to satisfy a process
area.• Specific Goals (SG)• Generic Goals (GG)
• Expected ComponentsWhat an organization may implement to achieve a
required component• Specific Practices (SP)• Generic Practices (GP)
• Informative ComponentsDetails that help organizations get started
CMMI MODEL COMPONENTS14
Process Area
Purpose Statement
Introductory Notes
Related Process Areas
Specific Goals Generic Goals
Specific Practice
s
Generic Practice
s
Typical Work
Products
Subpractices
Subpractices
Generic Practice
Elaborations
RequiredNote:
Expected
Informative
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PROCESS AREAS [22]Category Process Area (PA) Maturity LevelProcess Management
Organization Process Focus (OPF) Organization Training (OT) Organization Process Definition (OPD) + IPPD Organization Process Performance (OPP) Organization Innovation and Deployment (OID)
3: Defined3: Defined3: Defined4: QM5: Optimizing
Project Management
Project Planning (PP) Project Monitoring and Control (PMC) Supplier Agreement Management (SAM) Integration Project Management (IPM) + IPPD RiSK Management (RSKM) Quantitative Project Management (QPM)
2: Managed2: Managed2: Managed3: Defined3: Defined4: QM
Engineering REQuirement Management (REQM) Requirement Development (RD) Technical Solution (TS) Product Integration (PI) VERification (VER) VALidation (VAL)
2: Managed3: Defined3: Defined3: Defined3: Defined3: Defined
Support Configuration Management (CM) Process and Product Quality Assurance (PPQA) Measurement and Analysis (MA) Decision Analysis and Resolution (DAR) Casual Analysis and Resolution (CAR)
2: Managed2: Managed2: Managed3: Defined5: Optimizing
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REQUIRED COMPONENTS
Specific Goals
• Describe the unique characteristics that must be present to satisfy the process area
Generic Goals
• Called “generic” because the same goal statement applies to multiple process areas
• Describe the characteristics that must be present to institutionalize the processes that implement a process area.
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EXPECTED COMPONENTS
Specific Practices
Description of an activity considered important to achieve the associated specific goal of the process area.
Generic Practices
Description of an activity considered important to achieve the associated generic goal of the process area.
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INFORMATIVE COMPONENTS
Purpose Statements
Describe the purpose of the process area
Introductory Notes
Describe the major concepts covered in the process area
Related Process Areas
List references to related process areas and reflects the
high-level relationships among the process areas.
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INFORMATIVE COMPONENTS #2
Typical Work Products
List sample output from a specific practice
Subpractices
Detailed description that provides guidance for interpreting and implementing a specific or generic practice
Generic Practice Elaborations
Appear after a generic practice in a process area to provide guidance on how the generic practice should be applied uniquely to the process area
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SUPPORT INFORMATIVE COMPONENTS
Notes
Accompany text nearly any other model component
Examples
Usually in a box nearly any component that provides one or more examples to clarify a concept or described activities
Amplifications
Identification of relation to particular discipline• Hardware Engineering• System Engineering• Software Engineering
References
Pointer to additional or more detailed information
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GENERIC GOALS & GENERIC PRACTICES
GG 1 Achieve Specific GoalsGP 1.1 Perform Specific Practices
GG 2 Institutionalize a Managed ProcessGP 2.1 Establish an Organizational Policy
GP 2.2 Plan and Process
GP 2.3 Provide Resources
GP 2.4 Assign Responsibility
GP 2.4 Train People
GP 2.6 Manage Configuration
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 ProcessGP 3.1 Establish a Defined Process
GP 3.2 Collect Improvement Information
GG 4 Institutionalize a Quantitatively Managed ProcessGP 4.1 Establish Quality Objective for the Process
GP 4.2 Stabilize Subprocess Performance
GG 5 Institutionalize an Optimizing Process
GP 5.1 Ensure Continuous Process Improvement
GP 5.2 Correct Root Causes of Problem
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CMMI MODEL STRUCTURES22
Specific Goals Generic Goals
Specific Practice
s
Generic Practice
s
Staged Continuous
Specific Goals Generic Goals
Specific Practice
s
Generic Practice
s
Process Area n
Process Area 1
…
Mutuality Levels (1-5)Process Area
n
Capability Levels (0-5)
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PROCESS AREAS [22]Category Process Area (PA) Maturity LevelProcess Management
Organization Process Focus (OPF) Organization Training (OT) Organization Process Definition (OPD) + IPPD Organization Process Performance (OPP) Organization Innovation and Deployment (OID)
3: Defined3: Defined3: Defined4: QM5: Optimizing
Project Management
Project Planning (PP) Project Monitoring and Control (PMC) Supplier Agreement Management (SAM) Integration Project Management (IPM) + IPPD RiSK Management (RSKM) Quantitative Project Management (QPM)
2: Managed2: Managed2: Managed3: Defined3: Defined4: QM
Engineering REQuirement Management (REQM) Requirement Development (RD) Technical Solution (TS) Product Integration (PI) VERification (VER) VALidation (VAL)
2: Managed3: Defined3: Defined3: Defined3: Defined3: Defined
Support Configuration Management (CM) Process and Product Quality Assurance (PPQA) Measurement and Analysis (MA) Decision Analysis and Resolution (DAR) Casual Analysis and Resolution (CAR)
2: Managed2: Managed2: Managed3: Defined5: Optimizing
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