difference between cmm cmmi
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Evolutionary DifferencesEvolutionary DifferencesBetween CMM for SoftwareBetween CMM for Software
and the CMMIand the CMMI
ESEPG - June 2001Amsterdam, Netherlands
Carnegie MellonSoftware Engineering Institute
SWCMM to CMMI Evolution - 2version ESEPG 2001© 2001 Kasse Initiatives, LLC
WelcomeWelcome
Wilkommen
Bienvenido
WelKom
Bienvenue
BienvenutoVälkommen
TervetuloaWitamy
Huan Yín
? ? ? ? S ? ??S? ? ?
SWCMM to CMMI Evolution - 3version ESEPG 2001© 2001 Kasse Initiatives, LLC
PresentersPresenters
◆ Tim Kasse – Kasse Initiatives LLC!Manager and Principal Consultant!SEI Visiting Scientist!Institute for Systems Science / National University
of Singapore Visiting Fellow
◆ Mike Phillips – Software Engineering Institute!Project Manager - CMMI Product Development
Team
SWCMM to CMMI Evolution - 4version ESEPG 2001© 2001 Kasse Initiatives, LLC
AgendaAgenda
◆ An Integrated Approach
◆ The CMM Explosion
◆ The CMMI Project
◆ Model Representations: Staged andContinuous
◆ Integrated Institutionalization Practices
◆ The Process Areas
◆ Starting the Transition
SWCMM to CMMI Evolution - 5version ESEPG 2001© 2001 Kasse Initiatives, LLC
Adapting anAdapting anAn IntegratedAn Integrated
ApproachApproach
SWCMM to CMMI Evolution - 6version ESEPG 2001© 2001 Kasse Initiatives, LLC
Why an IntegratedWhy an IntegratedApproach?Approach?
◆ Software Engineering is not considered anengineering discipline throughout the worldwhen compared to electrical engineering,mechanical engineering, and civil engineering
◆ Software Engineering’s brief history has beenfilled with problems:!Cost overruns!Schedule slippage!Poor performance compared to specification!Unsatisfied customers
SWCMM to CMMI Evolution - 7version ESEPG 2001© 2001 Kasse Initiatives, LLC
Why an IntegratedWhy an IntegratedApproach? - 2Approach? - 2
◆ Software is becoming such a large factor in thesystems that are being built today that it isvirtually impossible to logically separate the twodisciplines
◆ Demands for software-intensive systems havebeen growing steadily in the government andcommercial marketplaces
◆ Some organizations have developed “productlifecycles” that include systems, software,hardware, marketing, manufacturing, etc.
!Motorola Microsystems - 1985
SWCMM to CMMI Evolution - 8version ESEPG 2001© 2001 Kasse Initiatives, LLC
Why an IntegratedWhy an IntegratedApproach? - 4Approach? - 4
◆ AT&T realized an increase in productivity andproduct quality by creating integrated teamsthat forced marketing, systems, software, andhardware representatives to work together andbe accountable as a team for the delivery of theproduct – 1990
◆ Integrating Systems and Software engineeringactivities enabled Ford Aerospace to regain itscompetitive position in the command andcontrol market place and reach CMM Level 3 atthe same time – 1989 - 1992
SWCMM to CMMI Evolution - 9version ESEPG 2001© 2001 Kasse Initiatives, LLC
The CMMThe CMMExplosionExplosion
SWCMM to CMMI Evolution - 10version ESEPG 2001© 2001 Kasse Initiatives, LLC
The CMM ExplosionThe CMM Explosion
◆ The first CMM (CMM v1.0) was developed forsoftware and released in August 1990
◆ Based on this success and the demand fromother interests CMMs were developed for otherdisciplines and functions!Systems Engineering!People!Integrated Product Development!Software Acquisition!Software Quality Assurance!Measurement!Others…….
SWCMM to CMMI Evolution - 11version ESEPG 2001© 2001 Kasse Initiatives, LLC
The CMM Explosion - 2The CMM Explosion - 2
◆ While organizations found these various CMMsto be useful they also found them to be:!Overlapping!Contradicting!Lacking clean, understandable interfaces!Lacking standardization!Displaying different levels of detail
◆ In addition, many organizations also had todeal with ISO 9001 Audits or TickIT auditsbased on ISO 9000-3
◆ This resulted in expensive, confusing andconflicting process improvement programs
SWCMM to CMMI Evolution - 12version ESEPG 2001© 2001 Kasse Initiatives, LLC
SW-CMM
Also see www.software.org/quagmire
MIL-Q -9858
Trillium Baldrige
IEEE Stds. 730,828829, 830,1012,1016
1028,1058,1063ISO 15504*(SPICE)
People CMM
IPD-CMM*
DODIPPD
SECAMAF IPD Guide
SDCCR
SCE
NATO AQAP1,4,9
BS5750
MIL-STD-498
DOD-STD -2167A
DOD-STD -7935A
MIL-STD-499B*
ISO/IEC12207
IEEE1220 ISO 10011
SDCE
SE-CMM SECM*(EIA/IS 731)
EIA/IS632
ISO 9000Series
EIA/IEEEJ-STD-016
IEEE/EIA12207
EIA 632*
MIL-STD-1679
IEEE 1074
TickITSSE-CMM
ISO 15288*
EQA
* Not yet released
CMMI*
PSP
SA-CMM
Q9000
DOD-STD-2168
quag14d: 5 June 1998
FAA-iCMM
DO-178B
SW-CMM
Courtesy Sarah Sheard, SPC
uagmire
The FrameworksQuagmire
SWCMM to CMMI Evolution - 13version ESEPG 2001© 2001 Kasse Initiatives, LLC
The CMMIThe CMMIProjectProject
SWCMM to CMMI Evolution - 14version ESEPG 2001© 2001 Kasse Initiatives, LLC
The CMMI ProjectThe CMMI Project
◆ The CMM Integration Project was formed to:!Establish a framework to integrate current and
future models!Build an initial set of integrated models
◆ The source models that served as the basis forthe CMMI include:!CMM for Software v2.0 Draft C!EIA – 731 Systems Engineering!IPD CMM (IPD) v0.98a
SWCMM to CMMI Evolution - 15version ESEPG 2001© 2001 Kasse Initiatives, LLC
TheThe CMMI CMMI Project Project
◆ Sponsored by the DOD and the NationalDefense Industrial Association (NDIA)
◆ Collaborative endeavor!Industry!Government!Software Engineering Institute (SEI)
◆ Over 100 people involved
SWCMM to CMMI Evolution - 16version ESEPG 2001© 2001 Kasse Initiatives, LLC
Product Development TeamProject Manager
M. Phillips / D. Ahern
Chief ArchitectR. Bate
Stakeholder/Reviewers
Steering GroupCo-Chairs
A. Dulai / B. Rassa
Reqmts/T&EIPT
Architecture IPT
PA AuthorGroups
AssessmentMeth.IPT
Coordinating IPTTeam Leads
IPPD IPT
Standards Team Lotus Notes Team
Editors (CCB)D. Ahern / M. Konrad
Pilot Planning
IPT = integrated product team
TrainingIPT
CCB
SE/SW/IPPDExpert Teams
New Discipline Teams
CMM IntegrationProject
SWCMM to CMMI Evolution - 17version ESEPG 2001© 2001 Kasse Initiatives, LLC
TheThe CMMI CMMIDevelopment TeamDevelopment Team
◆ U.S. Army, Navy, Air Force◆ Federal Aviation
Administration◆ National Security Agency◆ Software Engineering Institute◆ ADP, Inc.◆ AT&T Labs◆ BAE◆ Boeing◆ Computer Sciences
Corporation◆ EER Systems◆ Ericsson Canada◆ Ernst and Young◆ General Dynamics◆ Harris Corporation
◆ Honeywell◆ KPMG◆ Litton◆ Lockheed Martin◆ Motorola◆ Northrop Grumman◆ Pacific Bell◆ Q-Labs◆ Raytheon◆ Rockwell Collins◆ Sverdrup Corporation◆ Thomson CSF◆ TRW
SWCMM to CMMI Evolution - 18version ESEPG 2001© 2001 Kasse Initiatives, LLC
CMMICMMI Design Goals Design Goals
◆ Integrate the source models, eliminate inconsistencies,reduce duplication
◆ Reduce the cost of implementing model-based processimprovement
◆ Increase clarity and understanding!Common terminology!Consistent style!Uniform construction rules!Common components
◆ Assure consistency with ISO 15504◆ Be sensitive to impact on legacy efforts
SWCMM to CMMI Evolution - 19version ESEPG 2001© 2001 Kasse Initiatives, LLC
CMMIProduct Suite
CMMI-SW
CMMI-SE
CMMI-SE/SW
CMMI-SE/SW/
IPPD
...
SWSE
IPPD
Assess
Training
...
Industry
SEI
Government
• Team of Teams • Modeling and
Discipline Experts• Collaborative Process
TheThe CMMI CMMI Solution: Solution:A Product Line ApproachA Product Line Approach
SWCMM to CMMI Evolution - 20version ESEPG 2001© 2001 Kasse Initiatives, LLC
CMMI ModelCMMI ModelRepresentationsRepresentations
SWCMM to CMMI Evolution - 21version ESEPG 2001© 2001 Kasse Initiatives, LLC
CMMI ModelCMMI ModelRepresentationsRepresentations
◆ An organization may choose to approach processimprovement from either the!Process area capability improvement
approach!Organizational maturity improvement approach
SWCMM to CMMI Evolution - 22version ESEPG 2001© 2001 Kasse Initiatives, LLC
CMMI ModelCMMI ModelRepresentations - 2Representations - 2
◆ CMMI models support each approach witha representation!Continuous Representation
" Designed to best support the process areacapability improvement approach
" Uses six capability levels, capability profiles,target staging and equivalent staging asorganizing principles for the model components
!Staged Representation" Designed to best support the organizational
maturity improvement approach" Organizes the process area into five maturity
levels to support and guide process improvement
SWCMM to CMMI Evolution - 23version ESEPG 2001© 2001 Kasse Initiatives, LLC
ContinuousContinuousRepresentationRepresentation
SWCMM to CMMI Evolution - 24version ESEPG 2001© 2001 Kasse Initiatives, LLC
ProcessManagementConcepts
Process AreasModule
Requirements DevelopmentRequirements ManagementTechnical SolutionProduct IntegrationProduct VerificationValidation
EngineeringConcepts
Configuration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisDecision Analysis and ResolutionCausal Analysis and Resolution
Organizational Process FocusOrganizational Process DefinitionOrganizational TrainingOrganizational Process PerformanceOrganizational Innovation and Deployment
ProjectManagementConcepts
Project PlanningProject Monitoring and ControlSupplier Agreement ManagementIntegrated Project ManagementRisk ManagementQuantitative Project Management
Continuous Continuous RepresenationRepresenationCategorization of PAsCategorization of PAs
SupportConcepts
SWCMM to CMMI Evolution - 25version ESEPG 2001© 2001 Kasse Initiatives, LLC
Structure of the CMMIStructure of the CMMIContinuousContinuousRepresentationRepresentation
GenericGoals
& Generic Practices
GenericGoals
& Generic Practices
SpecificGoals
&Specific
Practices
SpecificGoals
& SpecificPractices
RM
PP
QA
CM
SWCMM to CMMI Evolution - 26version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability LevelsCapability Levels
◆ Capability levels of the continuousrepresentation focus on maturing theorganization’s ability to perform, control, andimprove its performance in a process area
◆ Capability levels provide a recommended orderfor approaching process improvement withineach process area
◆ A capability level consists of related specificand generic practices for a process area that,when performed, increase the capability of theorganization in that process area and enhancethe organization’s overall process capability
SWCMM to CMMI Evolution - 27version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Levels - 2Capability Levels - 2
5 Optimizing
4 Quantitatively Managed
3 Defined
2 Managed
1 Performed
0 Incomplete
SWCMM to CMMI Evolution - 28version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability LevelCapability LevelProfile - ContinuousProfile - Continuous
P r o c e s sRM PP PMC etc
5
4
3
2
1
0
C a
p a
b i
l i t
y
SWCMM to CMMI Evolution - 29version ESEPG 2001© 2001 Kasse Initiatives, LLC
StagedStagedRepresentationRepresentation
SWCMM to CMMI Evolution - 30version ESEPG 2001© 2001 Kasse Initiatives, LLC
Organizational Innovation and DeploymentCausal Analysis and Resolution
5 Optimizing
4 Quantitatively Managed
3 Defined
2 Managed
ContinuousProcess Improvement
QuantitativeManagement
ProcessStandardization
BasicProjectManagement
Organizational Process PerformanceQuantitative Project Management
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational Training Integrated Project ManagementRisk ManagementDecision Analysis and Resolution
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
1 Initial
Process AreasLevel Focus
Staged RepresentationStaged RepresentationCategorization of PAsCategorization of PAs
SWCMM to CMMI Evolution - 31version ESEPG 2001© 2001 Kasse Initiatives, LLC
Structure of theStructure of theCMMI StagedCMMI StagedRepresentationRepresentation
Maturity LevelsMaturity Levels
Process Area 1Process Area 1 Process Area 2Process Area 2 Process Area nProcess Area n
SpecificGoals
SpecificGoals
GenericGoals
GenericGoals
Commitmentto Perform
Abilityto Perform
DirectingImplementation
VerifyingImplementation
GenericPractices
GenericPractices
SpecificPractices
SpecificPractices
- elaborations- typical work products- subpractices
- elaborations- typical work products- subpractices
GenericPractices
GenericPractices
GenericPractices
GenericPractices
GenericPractices
GenericPractices
- discipline amplifications- typical work products- subpractices
- discipline amplifications- typical work products- subpractices
SWCMM to CMMI Evolution - 32version ESEPG 2001© 2001 Kasse Initiatives, LLC
Maturity LevelsMaturity Levels
◆ The maturity level of an organization provides away to predict the future performance of anorganization within a given discipline or set ofdisciplines
◆ The maturity level of an organization is adefined evolutionary plateau of processimprovement
◆ Achieving each maturity level results in anincrease in the process capability of theorganization
SWCMM to CMMI Evolution - 33version ESEPG 2001© 2001 Kasse Initiatives, LLC
Maturity Levels - 2Maturity Levels - 2
◆ There are five maturity levels!Initial!Managed!Defined!Quantitatively Managed!Optimizing
◆ Maturity levels are measured by theachievement of the specific and generic goalsthat apply to a predefined set of process areas
SWCMM to CMMI Evolution - 34version ESEPG 2001© 2001 Kasse Initiatives, LLC
OptimizingCausal analysis and resolutionOrganizational innovation & deployment
Quantitatively ManagedQuantitative project managementOrganizational process performance
DefinedDecision analysis & resolutionRisk managementIntegrated product managementOrganizational trainingOrganization process definitionOrganization process focusValidationVerificationProduct IntegrationTechnical solutionRequirements development
ManagedConfiguration managementProcess & product quality assuranceMeasurement & analysisSupplier agreement managementProject monitoring and controlProject planningRequirements management
nax
fully satisfied
not satisfiednot applicablenot rated
Maturity Level: 1
Process Area Profile -Process Area Profile -StagedStaged
SWCMM to CMMI Evolution - 35version ESEPG 2001© 2001 Kasse Initiatives, LLC
CMMI Process AreaCMMI Process AreaContentsContents
◆ Purpose◆ Introductory Notes◆ Goals: Specific and Generic◆ Generic Practices◆ Specific Practices◆ Notes◆ Work Products◆ Subpractices◆ Amplifications◆ Elaborations
SWCMM to CMMI Evolution - 36version ESEPG 2001© 2001 Kasse Initiatives, LLC
GoalsGoals
◆ Specific Goals!Specific goals apply to only one process area and
address the unique characteristics that describewhat must be implemented to satisfy the purpose ofthe process area
◆ Generic Goals!Generic goals apply to more than one process area
!Achievement of each of these goals relative to aprocess area signifies improved control inperforming the process
!Achievement of each of these goals in relationshipto each process area enables the institutionalizationthat will ensure the process is repeatable and lasting
SWCMM to CMMI Evolution - 37version ESEPG 2001© 2001 Kasse Initiatives, LLC
PracticesPractices
◆ Specific Practices
!A specific practice is an activity that is consideredimportant in achieving the specific goal that it ismapped to within a process area
◆ Generic Practices
!Generic practices are practices that apply to anyprocess area because in principle, they can improvethe performance and control of any process
SWCMM to CMMI Evolution - 38version ESEPG 2001© 2001 Kasse Initiatives, LLC
Informative MaterialInformative Material
◆ Subpractices are suggested courses of actionthat correspond to practices and provideadditional insight into the practices
◆ Amplifications contain information that isrelevant to a particular discipline and isassociated with specific practices
◆ Generic practice elaborations are modelcomponents that explain how to apply ageneric practice in the context of the processarea
◆ Typical work products provides examples ofmethods, tools, techniques, etc. that may beused to support the implementation of apractice
SWCMM to CMMI Evolution - 39version ESEPG 2001© 2001 Kasse Initiatives, LLC
IntegratedIntegrated(Institutionalization)(Institutionalization)
PracticesPracticesforfor
CMMI Process AreasCMMI Process Areas
SWCMM to CMMI Evolution - 40version ESEPG 2001© 2001 Kasse Initiatives, LLC
CMMI StagedCMMI StagedRepresentationRepresentationCommon FeaturesCommon Features
◆ Common features are predefined attributes thatsignify whether the implementation andinstitutionalization of a process area areeffective, repeatable, and lasting
◆ Four Common Features!Commitment to perform!Ability to perform!Directing implementation!Verifying implementation
SWCMM to CMMI Evolution - 41version ESEPG 2001© 2001 Kasse Initiatives, LLC
CMMI StagedCMMI StagedRepresentationRepresentationCommon Features - 2Common Features - 2
◆ Implementation!Specific Practices
◆ Institutionalization (Generic Practices)!Commitment to perform!Ability to perform!Directing implementation!Verifying implementation
SWCMM to CMMI Evolution - 42version ESEPG 2001© 2001 Kasse Initiatives, LLC
CMMI ContinuousCMMI ContinuousRepresentationRepresentationGeneric Practices – CL2Generic Practices – CL2
◆ Establish an Organizational Policy◆ Plan the Process◆ Provide Adequate Resources◆ Assign Responsibility and Authority◆ Train People To Perform◆ Configuration Control of Process Work
Products◆ Identify and Involve Relevant Stakeholders◆ Perform Monitor and Control the Process◆ Objectively Verify Adherence To The Process◆ Review Status with Higher-Level Management
SWCMM to CMMI Evolution - 43version ESEPG 2001© 2001 Kasse Initiatives, LLC
GP 2.1: Establish an Organizational Policy
GP 2.2: Plan the ProcessGP 2.3: Provide ResourcesGP 2.4: Assign ResponsibilityGP 2.5: Train peopleGP 2.6: Manage
ConfigurationsGP2.7: Identify and
Involve RelevantStakeholders
GP 2.8: Monitor and Controlthe process
GP 2.9: Objectively Evaluate Adherence
GP 2.10:Review Status withHigher-Level Management
Commitment to Perform
Ability to Perform
Directing Implementation
Verifying Implementation
Staged Continuous
Managed Level (2)
InstitutionalizationInstitutionalizationInstitutionalizationInstitutionalizationInstitutionalizationInstitutionalizationInstitutionalizationInstitutionalizationMappingMappingMappingMappingMappingMappingMappingMapping
SWCMM to CMMI Evolution - 44version ESEPG 2001© 2001 Kasse Initiatives, LLC
ContinuousContinuousRepresentationRepresentation
SWCMM to CMMI Evolution - 45version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 0Capability Level 0
◆ Capability Level 0 deals with Incompleteprocesses
◆ An incomplete process is a process that iseither not performed or only performed partially!One or more specific goals of the process are not
performed
SWCMM to CMMI Evolution - 46version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 1Capability Level 1
◆ Capability Level 1 deals with Performedprocesses
◆ A Performed process supports and enables thework needed to produce identified output workproducts using identified input work products
◆ The process performance may not be stableand may not meet specific objectives such asquality, cost, and schedule, but useful work canbe done
◆ A critical distinction between an incompleteprocess and a performed process is that aperformed process satisfies all of the specificgoals of the process area
SWCMM to CMMI Evolution - 47version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 1 - 2Capability Level 1 - 2
◆ GP 1.1 Identify Work Scope!Identify the scope of the work to be performed and
work products to be produced and communicate thisinformation to those performing the work
!The purpose of this practice is to ensure that thepeople doing the work have a commonunderstanding of the work to be performed and workproducts to be produced
SWCMM to CMMI Evolution - 48version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 1 - 3Capability Level 1 - 3
◆ GP 1.2 Perform Basic Activities!Perform the basic activities of the process to
develop work products and provide services toachieve the specific goals of the process area
!The purpose of this practice is to produce the workproducts and deliver the services that are expectedfrom performing the process
!These activities may be done informally, notfollowing a documented process description or plan
SWCMM to CMMI Evolution - 49version ESEPG 2001© 2001 Kasse Initiatives, LLC
Continuous andContinuous andStagedStaged
RepresentationsRepresentations
SWCMM to CMMI Evolution - 50version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 2Capability Level 2
◆ Capability Level 2 deals with Managedprocesses
◆ The managed process achieves the specificobjectives such as quality, cost, and schedule
◆ A critical distinction between a performedprocess and a managed process is the extentto which a process is managed!A managed process is planned and the performance
of the process is managed against the plan
!Corrective actions are taken when the actual resultsand performance deviate significantly from the plan
SWCMM to CMMI Evolution - 51version ESEPG 2001© 2001 Kasse Initiatives, LLC
Staged:Staged:Commitment toCommitment to
PerformPerform
SWCMM to CMMI Evolution - 52version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 2Capability Level 2Generic PracticesGeneric Practices
◆ GP 2.1 Establish an Organizational Policy!Establish and maintain an organizational policy for
planning and performing the process
◆ The purpose of this practice is to define theorganizational expectations for the process andmake these expectations visible to those in theorganization who are affected
SWCMM to CMMI Evolution - 53version ESEPG 2001© 2001 Kasse Initiatives, LLC
Staged: Ability toStaged: Ability toPerformPerform
SWCMM to CMMI Evolution - 54version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 2Capability Level 2Generic Practices - 2Generic Practices - 2
◆ GP 2.2 Plan the Process!Establish and maintain the requirements, objectives,
and plan for performing the process◆ The purpose of this practice is to:
!Determine what is needed to perform the processand achieve the established objectives
!Prepare a plan for performing the process
!Get agreement on the plan from relevantstakeholders
◆ Establishing and maintaining a plan includesdocumenting it and changing it as necessary
SWCMM to CMMI Evolution - 55version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 2Capability Level 2Generic Practices - 3Generic Practices - 3
◆ GP 2.3 Provide Resources!Provide adequate resources for performing the
planned process, developing the work products, andproviding the services of the process
◆ The purpose of this practice is to ensure thatthe resources needed are available when theyare needed!Adequate funding!Appropriate physical facilities!Skilled people or training, mentoring, and coaching
to help the existing workforce gain the necessaryknowledge and skills
!Appropriate tools
SWCMM to CMMI Evolution - 56version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 2Capability Level 2Generic Practices - 4Generic Practices - 4
◆ GP 2.4 Assign Responsibility!Assign responsibility and authority for performing
the process, developing the work products, andproviding the services of the process
◆ The purpose of the practice is to ensure thatthere is accountability over the life of theprocess for performing the planned processand achieving the specified results!People assigned must have the appropriate
authority!Assignment and authority must be assured over the
life of the process
SWCMM to CMMI Evolution - 57version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 2Capability Level 2Generic Practices - 5Generic Practices - 5
◆ GP 2.5 Train People!Train the people performing or supporting the
planned process as needed
◆ Training supports the successful performing ofthe process by:!Establishing a common understanding of the
process!Imparting the knowledge and skills needed to
perform the process or support the performing of theprocess
◆ Overview training should be provided to thosewho interact with those performing the work
SWCMM to CMMI Evolution - 58version ESEPG 2001© 2001 Kasse Initiatives, LLC
Staged: DirectingStaged: DirectingImplementationImplementation
SWCMM to CMMI Evolution - 59version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 2Capability Level 2Generic Practices - 6Generic Practices - 6
◆ GP 2.6 Manage Configurations!Place designated work products of the process
under appropriate levels of configurationmanagement
◆ The purpose of this practice is to establish andmaintain the integrity of the work productsthroughout their useful life
◆ The points in the lifecycle that each“designated” work product will be placed underconfiguration management must be defined
SWCMM to CMMI Evolution - 60version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 2Capability Level 2Generic Practices - 7Generic Practices - 7
◆ GP 2.7 Identify and Involve RelevantStakeholders!Identify and involve the relevant stakeholders as
planned
◆ The purpose of this practice is to establish andmaintain the expected involvement ofstakeholders during the execution of theprocess
◆ The objective of planning the stakeholderinvolvement is to assure that the interactionsnecessary to the process are accomplished
SWCMM to CMMI Evolution - 61version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 2Capability Level 2Generic Practices - 8Generic Practices - 8
◆ GP 2.8 Monitor and Control the Process!Monitor and control the process against the plan and take
appropriate corrective action
◆ The purpose of this practice is to perform the directday-to-day monitoring and controlling of the processimplementation!Collect and analyze measures of actual performance against
the plan
!Review accomplishments and results of the implementedprocess against the planned process
! Identify and evaluate the effects of significant deviations fromthe planned process
!Take corrective action when progress differs significantly fromthe plan and track to closure
SWCMM to CMMI Evolution - 62version ESEPG 2001© 2001 Kasse Initiatives, LLC
Staged: VerifyingStaged: VerifyingImplementationImplementation
SWCMM to CMMI Evolution - 63version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 2Capability Level 2Generic Practices - 9Generic Practices - 9
◆ GP 2.9 Objectively Evaluate Adherence!Objectively evaluate adherence of the process, and
the work products and services of the process to theapplicable requirements, objectives, and standards,and address non-compliance
SWCMM to CMMI Evolution - 64version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 2Capability Level 2Generic Practices - 10Generic Practices - 10
◆ The purpose of this practice is to providecredible assurance that:!The process is implemented as planned!The planned process satisfies the relevant policies,
requirements, standards, and objectives!The implemented process satisfies the planned
process!The results of following the process satisfy their
requirements and standards
◆ Evaluation of adherence is typically done bypeople who are not directly responsible formanaging or performing the activities of theprocess
SWCMM to CMMI Evolution - 65version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 2Capability Level 2Generic Practices - 11Generic Practices - 11
◆ GP 2.10 Review Status and with Higher-LevelManagement!Review the activities, status, and results of the
process with higher-level management and resolveissues
◆ The purpose of this practice is to provide thehigher-level management with the appropriatevisibility into the process
SWCMM to CMMI Evolution - 66version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 2Capability Level 2Generic Practices - 12Generic Practices - 12
◆ Higher-level management oversight reviewsshould allow the senior managers tounderstand:
!What processes are being followed on the projects
!Are those processes efficient
!Are those processes effective
!Is following the processes producing the requiredproduct quality
SWCMM to CMMI Evolution - 67version ESEPG 2001© 2001 Kasse Initiatives, LLC
ContinuousContinuousand Stagedand Staged
RepresentationRepresentation
SWCMM to CMMI Evolution - 68version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 3Capability Level 3
◆ Capability Level 3 deals with Defined processes◆ A defined process is a managed process that
is:!Tailored from the organization’s set of standard
processes and related organizational process assetsaccording to the organization’s tailoring guidelines
!Has a maintained process description!Contributes work products, measures, and other
process improvement information to theorganization’s process assets
SWCMM to CMMI Evolution - 69version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 3 - 2Capability Level 3 - 2
◆ Institutionalization also implies the breadth anddepth of implementation of the process and thelength of time the process has been in placeare appropriate to ensure that it is ingrained aspart of the way the work is performed
SWCMM to CMMI Evolution - 70version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 3Capability Level 3Generic PracticesGeneric Practices
◆ GP 3.1 Establish Defined Process!Establish and maintain the description of the defined
process
◆ The purpose of this practice is to establish adescription of the process that is tailored fromthe organization’s set of standard processes toaddress the needs of a specific instantiation
◆ Variability in how the processes are performedacross the organization is reduced
SWCMM to CMMI Evolution - 71version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 3Capability Level 3Generic Practices - 2Generic Practices - 2
◆ GP 3.2 Collect Improvement Information!Collect work products, measures, measurement
results, and improvement information derived fromplanning and performing the process to support thefuture use and improvement of the organization’sprocesses and process assets
◆ The purpose of this practice is to collectinformation and artifacts derived from planningand performing the process and store them inthe organizational measurement repository andthe organizational library of process-relateddocumentation
SWCMM to CMMI Evolution - 72version ESEPG 2001© 2001 Kasse Initiatives, LLC
Commitment to Perform
Ability to Perform
Directing Implementation
Verifying Implementation
Staged Continuous
Capability Level 2 GPs plus
GP 3.1: Establish aDefined Process
GP 3.2: Collect ImprovementInformation
Defined Level (3)
InstitutionalizationInstitutionalizationInstitutionalizationInstitutionalizationInstitutionalizationInstitutionalizationInstitutionalizationInstitutionalizationL 3 MappingL 3 MappingL 3 MappingL 3 MappingL 3 MappingL 3 MappingL 3 MappingL 3 Mapping
SWCMM to CMMI Evolution - 73version ESEPG 2001© 2001 Kasse Initiatives, LLC
InstitutionalizationInstitutionalizationGeneric PracticesGeneric Practices
GP 2.1: Establish an Organizational PolicyGP 2.2: Plan the ProcessGP 2.3: Provide ResourcesGP 2.4: Assign ResponsibilityGP 2.5: Train PeopleGP 2.6: Manage ConfigurationsGP2.7: Identify and Involve Relevant StakeholdersGP 2.8: Monitor and Control the ProcessGP 2.9: Objectively Evaluate AdherenceGP 2.10: Review Status with Higher-Level Management
GP 3.1: Establish a Defined ProcessGP 3.2: Collect Improvement Information
ML 2CL 2
ML 3CL 3
SWCMM to CMMI Evolution - 74version ESEPG 2001© 2001 Kasse Initiatives, LLC
ContinuousContinuousRepresentationRepresentation
(Implicit in the Staged(Implicit in the StagedRepresentation with theRepresentation with theFull Implementation ofFull Implementation of
the Process Areasthe Process AreasAt Maturity Level 4)At Maturity Level 4)
SWCMM to CMMI Evolution - 75version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 4Capability Level 4
◆ Capability Level 4 deals with QuantitativelyManaged processes
◆ Quantitative objectives for product quality,service quality, and process performance are:!Established and used as criteria for managing the
process throughout its life!Understood in statistical terms
◆ The quantitative objectives are based on:!The capability of the organization’s set of standard
processes!The needs of the customer, end users, organization,
and process implementers
SWCMM to CMMI Evolution - 76version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 4Capability Level 4Generic PracticesGeneric Practices
◆ GP 4.1 Establish Quality Objectives!Establish and maintain quantitative objectives for
the process about quality and process performancebased on customer needs and business objectives
◆ The purpose of this practice is to determineand obtain agreement from relevantstakeholders on specific quantitative objectivesfor the process about product quality, servicequality, and process performance
SWCMM to CMMI Evolution - 77version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 4Capability Level 4Generic Practices - 2Generic Practices - 2
◆ GP 4.2 Stabilize Subprocess Performance!Stabilize the performance of one or more
subprocesses of the process to determine its abilityto achieve the established quantitative quality andprocess performance objectives
◆ The purpose of this practice is to stabilize theperformance of one or more subprocesses ofthe defined process that are critical contributorsto the overall performance using appropriatestatistical and other quantitative techniques
SWCMM to CMMI Evolution - 78version ESEPG 2001© 2001 Kasse Initiatives, LLC
ContinuousContinuousRepresentationRepresentation
(Implicit in the Staged(Implicit in the StagedRepresentation with theRepresentation with theFull Implementation ofFull Implementation of
the Process Areasthe Process AreasAt Maturity Level 5)At Maturity Level 5)
SWCMM to CMMI Evolution - 79version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 5Capability Level 5
◆ Capability Level 5 deals with Optimizingprocesses
◆ An optimizing process is a quantitativelymanaged process that is changed to meetrelevant current and projected businessobjectives
◆ An optimizing process focuses on continuallyimproving the process performance throughboth incremental and innovative technologicalimprovements
SWCMM to CMMI Evolution - 80version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 5 - 2Capability Level 5 - 2
◆ Process improvements are selected based on:!The identification of common causes of process
variation!A quantitative understanding of their expected
contribution to achieving the organization’s processimprovement objectives versus the cost and impactto the organization
◆ Process improvements are identified,evaluated, and deployed into the organizationin a systematic manner
SWCMM to CMMI Evolution - 81version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 5 - 3Capability Level 5 - 3
◆ Critical distinction between an optimizingprocess and a quantitatively managed process
!Quantitatively managed process is concerned withaddressing special causes of process variation andproviding statistically predictable results – howeverthese results may not be sufficient to achieve theestablished objectives
!An optimizing process addresses common causesof variation and focuses on changing the process toimprove process performance in order to achievethe established quantitative process improvementobjectives
SWCMM to CMMI Evolution - 82version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 5Capability Level 5Generic PracticesGeneric Practices
◆ GP 5.1 Ensure Process ImprovementObjectives!Ensure continuous improvement of the process in
fulfilling the relevant business goals of theorganization
◆ The purpose of this practice is to select andsystematically deploy process and technologyimprovements that contribute to meetingestablished quality and performance objectivesfor the process
SWCMM to CMMI Evolution - 83version ESEPG 2001© 2001 Kasse Initiatives, LLC
Capability Level 5Capability Level 5Generic Practices - 2Generic Practices - 2
◆ GP 5.2 Correct Common Causes of Problems!Identify and correct the root causes of defects and
other problems in the process
◆ The purpose of this practice is to:!Analyze defects and other problems that were
encountered!Take action to correct the root cause of the defects
and other problems that were encountered!Prevent these defects and problems from occurring
in the future
SWCMM to CMMI Evolution - 84version ESEPG 2001© 2001 Kasse Initiatives, LLC
The Process AreasThe Process Areas
SWCMM to CMMI Evolution - 85version ESEPG 2001© 2001 Kasse Initiatives, LLC
RequirementsRequirementsManagementManagement
◆ Bi-Directional Traceability is now explicitlyasked for in Requirements Management!Hard to determine if the delivered product matches
the requirements and approved requirementschange requests and nothing more withoutrequirements traceability
◆ A requirement is traceable if:!You know the source of each requirement!Why the requirement exists!What requirements are related to it!How that requirement relates to other information
such as systems designs, implementations, anduser documentation
SWCMM to CMMI Evolution - 86version ESEPG 2001© 2001 Kasse Initiatives, LLC
RequirementsRequirementsManagement - 2Management - 2
◆ Requirements Management is expected tooperate in parallel with RequirementsDevelopment and Technical Solution and offersupport as new requirements are discoveredand requirements change requests are made
SWCMM to CMMI Evolution - 87version ESEPG 2001© 2001 Kasse Initiatives, LLC
RD
RM
The Requirements ManagementThe Requirements Managementand Requirements Developmentand Requirements DevelopmentPartnershipPartnership
SWCMM to CMMI Evolution - 88version ESEPG 2001© 2001 Kasse Initiatives, LLC
Project PlanningProject Planning
◆ There is a heavier emphasis on having adetailed Work Breakdown Structure
◆ Includes a focus on the project having thenecessary Knowledge and Skills to execute theproject according to the estimations and plan
SWCMM to CMMI Evolution - 89version ESEPG 2001© 2001 Kasse Initiatives, LLC
Project Planning - 2Project Planning - 2
◆ Data Management or the planning andmaintaining of project data items and theircontents has been added to the list of projectmanagement concerns
◆ Requires administrative control of project data,both deliverable and non-deliverable!Some large, critical projects demand that even
Engineering Notebooks with daily entries be placedunder control for audit purposes
!Covers all other forms of data such as CD-ROMs,Disks, Notebooks, etc
!Part of Project Planning process area
SWCMM to CMMI Evolution - 90version ESEPG 2001© 2001 Kasse Initiatives, LLC
Project Planning - 3Project Planning - 3
◆ Estimation focuses on size and complexitywhile effort and cost, and schedule aredetermined and established respectively basedon the size estimation
◆ Estimate size and/or relative difficulty orcomplexity
◆ Determine the project effort and cost based onthe size and complexity estimations
◆ Establish and maintain the project schedulebased on the size and complexity estimations
SWCMM to CMMI Evolution - 91version ESEPG 2001© 2001 Kasse Initiatives, LLC
Project Planning - 4Project Planning - 4
◆ The identification and involvement of stakeholders isan important evolution of the “all affected groups”statement that appeared frequently in the SWCMM
◆ The required plan for stakeholder interaction includes:!List of all relevant stakeholders
!Rationale for stakeholder involvement
!Expected roles and responsibilities
!Relationships between stakeholders
!Relative importance of stakeholder to project success byphase
!Resources needed to ensure relevant stakeholder interaction
!Schedule for phasing of stakeholder interaction
SWCMM to CMMI Evolution - 92version ESEPG 2001© 2001 Kasse Initiatives, LLC
Project Planning - 5Project Planning - 5
◆ The commitment process is now explicitlydefined in Specific Practice 3.3
SWCMM to CMMI Evolution - 93version ESEPG 2001© 2001 Kasse Initiatives, LLC
Project Monitoring andProject Monitoring andControlControl
◆ Monitoring Commitments has also beenelevated to specific practice level - (SP 1.2)
◆ Monitoring Risks and Stakeholder Involvementis also more strongly emphasized in the CMMIcompared to the SWCMM
◆ Monitoring Stakeholder Involvement is explicitlybrought out and enables the Generic Practice2.6 – Identify and Involve RelevantStakeholders
SWCMM to CMMI Evolution - 94version ESEPG 2001© 2001 Kasse Initiatives, LLC
Process and ProductProcess and ProductQuality AssuranceQuality Assurance
◆ Stresses the objective evaluation of productsas well as processes!!
◆ Evaluation criteria must be established basedon business objectives!What will be evaluated?!When or how often will a process be evaluated?!How will the evaluation be conducted?!Who must be involved in the evaluation?
SWCMM to CMMI Evolution - 95version ESEPG 2001© 2001 Kasse Initiatives, LLC
ConfigurationConfigurationManagementManagement
◆ The idea of “Software Library” has beenreplaced by the more encompassing“Configuration Management System”
◆ A configuration management systemincludes:!The storage media
!The procedures
!The tools for accessing the configuration system
SWCMM to CMMI Evolution - 96version ESEPG 2001© 2001 Kasse Initiatives, LLC
Supplier AgreementSupplier AgreementManagementManagement
◆ Replaces the initial ideas found in SubcontractManagement
◆ Now incorporates the original intent ofSubcontract Management as well as lessonslearned over the past 7 years J
SWCMM to CMMI Evolution - 97version ESEPG 2001© 2001 Kasse Initiatives, LLC
Supplier AgreementSupplier AgreementManagement - 2Management - 2
Project
SisterDivisions
Other Projectsin Business
Unit
Off-the-ShelfProducts
Subcontractors
Contractors
SWCMM to CMMI Evolution - 98version ESEPG 2001© 2001 Kasse Initiatives, LLC
Measurement andMeasurement andAnalysisAnalysis
◆ Provides a description of a measurementinitiative that involves the following:!Specifying the objectives of measurement and
analysis such that they are aligned with establishedinformation needs and business objectives
!Defining the measures to be used, the datacollection process, the storage mechanisms, theanalysis processes, the reporting processes, andthe feedback processes
!Implementing the collection, storage, analysis, andpresentation of the data
!Providing objective results that can be used inmaking business judgments and taking appropriatecorrective actions
SWCMM to CMMI Evolution - 99version ESEPG 2001© 2001 Kasse Initiatives, LLC
Measurement andMeasurement andAnalysis - 2Analysis - 2
◆ An organization that barely passes theMeasurement and Analysis Common Featurerequirements of CMM for Software would notpass the measurement requirements of CMMI
◆ Sets up the organization to evolve itsmeasurement program from basic projectmanagement measures to those based on theorganization’s set of standard processes tostatistical control of selected subprocessesaccording to the organization’s business needs
SWCMM to CMMI Evolution - 10version ESEPG 2001© 2001 Kasse Initiatives, LLC
RequirementsRequirementsDevelopmentDevelopment
◆ The concepts presented in RequirementsDevelopment are consistent with very modernpublications on Requirements Engineering
◆ Clearly defines the need for identification andcare of stakeholders
◆ Incorporates the interface ideas of SystemsEngineering and Software Engineering withregards to gathering, analyzing, documenting,and maintaining requirements found in CMMfor Software v1.1 and expands on them
SWCMM to CMMI Evolution - 10version ESEPG 2001© 2001 Kasse Initiatives, LLC
RequirementsRequirementsDevelopment -2Development -2
◆ Requirements Development together with TechnicalSolution truly shows the recursive and iterative natureof developing requirements:
Stakeholder Needs
Customer Requirements
Product and ProductComponent Requirements
Requirements Analysis
Derived Requirements
Allocation to ProductFunctions and ProductComponents includingObjects, People,and associated Processesor People
SWCMM to CMMI Evolution - 10version ESEPG 2001© 2001 Kasse Initiatives, LLC
RequirementsRequirementsDevelopment - 3Development - 3
◆ The Requirements Development PA includes adescription of developing an operationalconcept and operational scenarios to refineand discover new requirements, needs, andconstraints that include the interaction of theproduct, the end user and the environment
◆ It also includes a strong focus on interfacerequirements
◆ It suggests the use of models, simulations, andprototyping to perform risk assessments toreduce the cost and risk of productdevelopment
◆ It is very tightly coupled to the TechnicalSolution process area
SWCMM to CMMI Evolution - 10version ESEPG 2001© 2001 Kasse Initiatives, LLC
RequirementsRequirementsDevelopment - 4Development - 4
◆ It emphasizes the idea of starting the processof requirements validation very early in theproduct lifecycle
SWCMM to CMMI Evolution - 10version ESEPG 2001© 2001 Kasse Initiatives, LLC
Spiral Model of theSpiral Model of theProduct RequirementsProduct RequirementsEngineering ProcessEngineering Process
START
Requirements elicitation
Requirements validationRequirements documentation
Requirements analysisand negotiation
Agreedrequirements
Draft Requirementsdocument
Requirementsdocument and
validation report
Informal statement ofrequirements
Decision point:accept documentor re-enter spiral
Gerald Kotonya and Ian Sommerville, Requirements Engineering, John Wiley and Sons, 1998
SWCMM to CMMI Evolution - 10version ESEPG 2001© 2001 Kasse Initiatives, LLC
Technical SolutionTechnical Solution
◆ Technical Solution practices apply not only tothe product and product components but alsoto services and product-related processes
◆ Technical Solutions are presented as beingdeveloped interactively with product orproduct component requirements definition
◆ Technical Solution stresses the need fordeveloping alternative solutions
SWCMM to CMMI Evolution - 10version ESEPG 2001© 2001 Kasse Initiatives, LLC
Technical Solution - 2Technical Solution - 2
◆ Quality Factors (e.g., maintainability,expandability, reliability) were discussed in theCMM/SW Level 4 KPA Software QualityManagement – “Quality goals for the project’ssoftware products are defined, monitored, andrevised throughout the software lifecycle”
◆ CMMI discusses the quality factors first inRequirements Development and emphasizestheir importance in Technical Solution
SWCMM to CMMI Evolution - 10version ESEPG 2001© 2001 Kasse Initiatives, LLC
Product IntegrationProduct Integration
◆ Product Integration presents the concepts toachieve complete product integration throughprogressive assembly of product components,in one stage or in incremental stages,according to a defined integration strategy
◆ It stresses the careful analysis and selection ofthe optimum integration strategy!The basis for effective product integration is an
integration strategy that uses combinations oftechniques in an incremental manner
SWCMM to CMMI Evolution - 10version ESEPG 2001© 2001 Kasse Initiatives, LLC
Product Integration - 2Product Integration - 2
◆ It points out the need to establish and maintainthe environment required to support theintegration of the product components
◆ It introduces the concept of product componentand product assembly Checkout, to evaluateits performance and suitability
◆ It presents the idea of applying (ProductIntegration, Verification, and Validation) insuccessive triplets until the product is ready forpackaging and delivery
SWCMM to CMMI Evolution - 10version ESEPG 2001© 2001 Kasse Initiatives, LLC
Product Integration - 3Product Integration - 3
◆ It stresses the effective management of allinterfaces to ensure that all interfaces will becomplete and compatible!Interface descriptions
!Interface data
◆ Packaging and Delivery is specifically calledout in Specific Practice 3.4 – an improvementover the information provided in the SWCMM
◆ Inspecting Product Elements Upon Receipt isan activity that is not well done in the industrytoday and deserves the attention that is nowdefined in the CMMI!
SWCMM to CMMI Evolution - 11version ESEPG 2001© 2001 Kasse Initiatives, LLC
VerificationVerification
◆ Verification is used to assure that selectedwork products meet their specifiedrequirements
◆ Verification assures “You built it right”
◆ Expects a verification strategy that addressesthe specific actions, resources, andenvironments that will be required for workproduct verification to be developed!Developed concurrently and iteratively with the
product and product component designs
SWCMM to CMMI Evolution - 11version ESEPG 2001© 2001 Kasse Initiatives, LLC
Verification - 2Verification - 2
◆ Captures the ideas of using:!Peer Reviews!Load, stress and performance testing!Functional decomposition based testing!Simulation!Prototypes!Observations and demonstrations!Operational scenario testing
as they apply to ensuring that the requirementsare being addressed at each phase of thedevelopment lifecycle from a systems, andsoftware point of view
SWCMM to CMMI Evolution - 11version ESEPG 2001© 2001 Kasse Initiatives, LLC
ValidationValidation
◆ Validation is used to demonstrate that aproduct or product component fulfills itsintended use when placed in its intendedoperational environment
◆ Validation assures “You built the right thing”
SWCMM to CMMI Evolution - 11version ESEPG 2001© 2001 Kasse Initiatives, LLC
Risk ManagementRisk Management
◆ The concepts inherent to Risk Managementfinally made it to Process Area status!Risk Identification!Risk Assessment!Risk Analysis!Risk Prioritization!Risk Mitigation!Risk Contingency Planning
◆ The ideas behind Risk Contingency Planningand Risk Mitigation have been merged but aredefinitely clearer
SWCMM to CMMI Evolution - 11version ESEPG 2001© 2001 Kasse Initiatives, LLC
Decision and AnalysisDecision and Analysis
◆ Decision and Analysis helps determine whichissues should be examined by formal decisionanalysis
◆ Decision and Analysis presents the concepts ofidentifying alternatives to issues that have asignificant impact on meeting objectives,analyzing the alternatives, and selecting oneor more alternatives that best supportprescribed objectives
◆ Decision and Analysis is a new concept for thesoftware world whose time has certainly come
SWCMM to CMMI Evolution - 11version ESEPG 2001© 2001 Kasse Initiatives, LLC
Organizational ProcessOrganizational ProcessDefinitionDefinition
◆ The wording for this process area has changedsubtly but significantly from that of the SWCMM!Establish and maintain a usable set of
organizational process assets including theorganization’s set of standard processes
!Acknowledges that an organization may utilize morethan one standard process to handle its productlines and business needs
◆ Process Database evolved into OrganizationalMeasurement Repository
SWCMM to CMMI Evolution - 11version ESEPG 2001© 2001 Kasse Initiatives, LLC
Integrated ProjectIntegrated ProjectManagementManagement
◆ Integrated Project Management takes on the aspects ofIntegrated Software Management and IntergroupCoordination that were found in the SWCMM!The project is conducted using a defined process that is tailored
from the organization's set of standard processes
◆ It also emphasizes the need to proactively integrate theconcepts in the Project Plan and all supporting planssuch as:!Quality assurance plans!Configuration management plans!Risk management strategy!Verification strategy!Validation strategy!Product integration plans
SWCMM to CMMI Evolution - 11version ESEPG 2001© 2001 Kasse Initiatives, LLC
Organizational ProcessOrganizational ProcessPerformancePerformance
◆ The Organizational Process Performanceprocess area was developed to helporganizations set the stage for quantitativeprocess management:!Baselines and models that characterize
the expected process performance of theorganization's set of standard processes areestablished and maintained
SWCMM to CMMI Evolution - 11version ESEPG 2001© 2001 Kasse Initiatives, LLC
Performance BaselinesPerformance Baselines
◆ The organization’s process performancebaselines measure performance for theorganization’s set of standard processes atvarious levels including:!Individual processes (e.g., test case inspection
element)
!Sequence of connected processes
!Processes for the complete lifecycle
!Processes for developing individual work products
SWCMM to CMMI Evolution - 11version ESEPG 2001© 2001 Kasse Initiatives, LLC
PerformancePerformanceBaselines - 2Baselines - 2
◆ There may be several process performancebaselines to characterize performance forsubgroups of the organization – Examplesinclude:!Product Line
!Application domain
!Complexity
!Team size
!Work product size
SWCMM to CMMI Evolution - 12version ESEPG 2001© 2001 Kasse Initiatives, LLC
Quantitative ProjectQuantitative ProjectManagementManagement
◆ This Process Area combines the concepts ofQuantitative Process Management andSoftware Quality Management from theSWCMM point of view
◆ The concepts of quantitative management andstatistical process control are strongly presentin this process area.
◆ Quantitative Project Management is tightlycoupled with Organizational ProcessPerformance, taking standard processmeasures from it to achieve stability ofsubprocesses and providing information backto it once the statistical control boundaries areestablished
SWCMM to CMMI Evolution - 12version ESEPG 2001© 2001 Kasse Initiatives, LLC
QuantitativeQuantitativeManagement ConceptsManagement Concepts
◆ Quantitative Management is tied to theorganization’s strategic goals for productquality, service quality, and processperformance
◆ When higher degrees of quality andperformance are demanded, the organizationand projects must determine if they have theability to improve the necessary processes tosatisfy the increased demands
SWCMM to CMMI Evolution - 12version ESEPG 2001© 2001 Kasse Initiatives, LLC
QuantitativeQuantitativeManagementManagementConcepts - 2Concepts - 2
◆ Achieving the necessary quality and processperformance objectives requires stabilizing theprocesses that contribute most to theachievement of those objectives!Reducing process variation is an important aspect
to quantitative management:" It is important to focus on subprocesses that can
be controlled to achieve a predictableperformance
◆ Assuming the technical requirements can bemet, the next decision is to determine if it iscost effective
SWCMM to CMMI Evolution - 12version ESEPG 2001© 2001 Kasse Initiatives, LLC
QuantitativeQuantitativeManagementManagementConcepts - 3Concepts - 3
◆ Successful application of QuantitativeManagement concepts must look closely to:!The business demands!The capability of existing processes!The ability of the organization to bring processes
and subprocesses under statistical control in a costeffective manner
◆ Statistical process control is often betterfocused on organizational areas such asProduct Lines where there is high similarity ofprocesses, than on the organization’s entire setof products
SWCMM to CMMI Evolution - 12version ESEPG 2001© 2001 Kasse Initiatives, LLC
Quantitative ProjectQuantitative ProjectManagement ConceptsManagement ConceptsReferencesReferences
◆ Some sources that can help to reallyunderstand what is behind this Process Areaare:!Measuring the Software Process by William Florac
and Anita Carleton.
!Statistical Methods for Software Quality by AdrianBurr and Mal Owen
!Understanding Variation by Donald Wheeler
SWCMM to CMMI Evolution - 12version ESEPG 2001© 2001 Kasse Initiatives, LLC
OrganizationalOrganizationalInnovation andInnovation andDeploymentDeployment
◆ Combined Process Change Management andTechnology Change Management from theSWCMM point of view
◆ Just Do It! – Or once one has the innovationideas identified and analyzed against theorganization’s business objectives and costmeasures, get it tried and expanded whereverpossible throughout the organization
◆ Subpractices are excellent and provide a solidpicture of what is required for this process area
SWCMM to CMMI Evolution - 12version ESEPG 2001© 2001 Kasse Initiatives, LLC
OrganizationalOrganizationalInnovation andInnovation andDeployment OverviewDeployment Overview
◆ The Organizational Innovation and Deploymentprocess area suggests the selection anddeployment of incremental and innovativetechnological improvements that can improvethe organization’s ability to meet its quality andprocess performance objectives
SWCMM to CMMI Evolution - 12version ESEPG 2001© 2001 Kasse Initiatives, LLC
OrganizationalOrganizationalInnovation andInnovation andDeployment Overview - 2Deployment Overview - 2
◆ Process and technology improvements that willbe deployed are selected from proposalsbased on the following criteria:!A quantitative understanding of the organization’s
current quality and process performance
!Estimates of the improvement resulting from thedeployment
!The resources and funding available for thatdeployment
!The expected benefits weighed against the cost andimpact to the organization
SWCMM to CMMI Evolution - 12version ESEPG 2001© 2001 Kasse Initiatives, LLC
ConstageduousConstageduousViewpointViewpoint
SWCMM to CMMI Evolution - 12version ESEPG 2001© 2001 Kasse Initiatives, LLC
ConstageduousConstageduousViewpointViewpoint
◆ CMMI Framework provides the opportunity toapply the principles of both the staged andcontinuous representations in a processimprovement oriented manner or a manner thatmight be labeled “Constageduous”
SWCMM to CMMI Evolution - 13version ESEPG 2001© 2001 Kasse Initiatives, LLC
ConstageduousConstageduousViewpoint - 2Viewpoint - 2
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SWCMM to CMMI Evolution - 13version ESEPG 2001© 2001 Kasse Initiatives, LLC
The Standard BarThe Standard BarHas Been RaisedHas Been Raised
Old StandardHeight
New StandardHeight
The Standard Bar has been raised – Lessonslearned over the past 7 years have now beenincorporated into this integrated CMM
Lessons Learned
SWCMM to CMMI Evolution - 13version ESEPG 2001© 2001 Kasse Initiatives, LLC
Tim KasseTim KasseKasse Initiatives LLCKasse Initiatives LLC
30 West Sheffield Avenue30 West Sheffield AvenueGilbert, Arizona 85233Gilbert, Arizona 85233
U.S.A.U.S.A.Tel: +1 480 855 1101Tel: +1 480 855 1101
E-mail: E-mail: E-mail: E-mail: kassetckassetckassetckassetc@@@@aolaolaolaol.com.com.com.com
Web Site: www.Web Site: www.Web Site: www.Web Site: www.kasseinitiativeskasseinitiativeskasseinitiativeskasseinitiatives.com.com.com.com
SWCMM to CMMI Evolution - 13version ESEPG 2001© 2001 Kasse Initiatives, LLC
For More InformationFor More InformationAbout CMMIAbout CMMI
◆ Go to CMMI Website!http://www.sei.cmu.edu/cmmi!http://www.sei.cmu.edu/cmmi/products/public-
release.html◆ Contact SEI Customer Relations
Customer RelationsSoftware Engineering InstituteCarnegie Mellon UniversityPittsburgh, PA 15213-3890FAX: (412) 268-5800customer-relations@sei.cmu.edu
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