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C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e

CMMISM

CMMI v1.1 Overview

Bob Rassa, Raytheon

CMMI Steering Group Co-Chair

Los Angeles SPIN

Dec 7, 2001

SM CMMI and CMM Integration are service marks of Carnegie Mellon University ® Capability Maturity Model and CMM are registered with the U.S. Patent and Trademark Office


CMMISM

Agenda Topics

•CMMI V1.0 – Discussions• Purpose, Benefits, Early feedback, ROI planning,

Schedule

•SW-CMM Sunset•CMMI V1.1 –changes•CMMI Acquisition•CMMI Workshops & Technology Conference•CMMI –next steps•Q&A•SCAMPI Discussion by Jane Moon


CMMISM

Quick Data Points….. CMMI Steering Group will always have overall oversight & control of CMMI

CMMI SG designated the SEI as Steward for CMMI with OSD agreement

Created Service Mark for CMMI Licenses Transition Partners

Currently there are: 44 Training Transition Partners 39 SCAMPI Transition Partners

SEI is doing FANTASTIC job embracing Systems Engineering!


CMMISM

CMMI Design Goals and BenefitsDesign Goals

• Integrate the source models, eliminate inconsistencies, reduce duplication

• Reduce the cost of implementing model-based process improvement

• Be sensitive to impact on legacy efforts

Benefits• Efficient, effective assessment and improvement across

multiple process disciplines • Reduced training and assessment costs• A common, integrated vision of improvement for all

elements of an organization• Integration of systems engineering and software

environments for additional productivity & quality gains


CMMISM

DiscoveriesAssessment time shows an excellent learning curve

• 40% reduction in assessment time over five Australian assessments

“Shadow assessments” show ease of transition• High maturity CBA IPI at Litton PRC

• Multiple EIA/IS 731 Systems Engineering assessments

Mappings and gap analyses confirm evolutionary expansion from predecessor models

• Government and contractors agree on CMMI’s improved engineering coverage in contract monitoring


CMMISM

CMMI Pilot ResultsSix SCAMPIs accomplished against V1.02

• 6-12 assessment team members• All explored continuous representation• 2 government, 4 industry• 2-4 Projects• 15-21 Interviews

Total on-site hours ranged from 85-137 hours• All went beyond SE/SW• “Equivalent” hours: 77-120; median 92

Most recent SCAMPIs took approximately 85 hours, on-site


CMMISM

Pilot Results: What worked well

Breadth first assessment of Generic Practices

Incremental/continuous consolidation

Effective strategy for initial and follow-up interviews

Prior preparation of interview questions


CMMISM

High Maturity CMMI Workshop Results

• Level of impact and effort in a high maturity organization should be minimal due to natural extension from SW CMM to CMMI.

• CMMI can be especially beneficial to organization with less mature SE groups.

• CMMI provides commonality in process improvement across Software and Systems engineering disciplines. [Approval may be at Engineering VP.]

• Basically CMMI has broadened the base. Implementation has to do with size of the organization.


CMMISM

Value of CMMI

Better incorporates engineering principles that are critical to software intensive systems – and “systems of systems”

Integrated Appraisal Method (Ver. 1.1) will provide a single, consistent method for both internal assessments and external evaluations

Reduces cost of a SW and SE appraisal


CMMISM

Current ROI Value to Programs

-A Business Case for SPI Revised - Measuring ROI from Software Engineering and Management DACS, September 1999see http://www.dacs.dtic.mil/techs/roispi2/

A report by Dod Data & Analysis Center for Software (DACS)found:

Application of SPI to “Example organization with example projects”:

Development costs Reduced 73%Rework costs Reduced 96%Average schedule length Reduced 37%Post-release defects Reduced 80%Weighted risk likelihood Reduced 92%Return on investment 21:1


CMMISM

Improvements from AdoptingSW-CMM

Productivity(increase)

Time to market(reduction)

Post-releasedefect reports(reduction)

Savings vs. cost of software process

improvement (median) 5:1

Per

cen

tag

e Im

pro

vem

ent

Annual Medians

35%

19%

39%

0

5

1015

20

25

30

35

40


CMMISM

Benefits of Continuing Process Improvement

SEI SW-CMM Level 5: For the Right Reasons*

Defects are now nearly all found and fixed before testing begins.

Defects escaping into the field have been reduced from 11% to practically 0%.

Programs consistently reach customer satisfaction and performance targets.

Peer reviews increase total project costs by 4%, but reduced rework during testing by 31%. R.O.I. is 7.75:1.

* Reference: Yamamura and Wigle, Boeing Space and Transportation Systems, Crosstalk, Aug, 1997.


CMMISM

CMMI ScheduleDecember 2000

• CMMI-SE/SW v1.02, CMMI-SE/SW/IPPD v1.02 (initial use versions)

• CMMI-SE/SW/IPPD/A v1.02d (draft for initial piloting)

January 2002

• CMMI-SE/SW v1.1, CMMI-SE/SW/IPPD v1.1 (full use versions)

Spring 2002

• CMMI-SE/SW/IPPD/SS v1.1 (full use version)

• V1.1 model and method training

December 2003 Complete sunset period for SW-CMM, EIA/IS 731

December 2005 CMM Transition Partner Licenses end


CMMISM

SW-CMM Sunset Definition EstablishedAfter publication of CMMI Dec 2001:

• No more updates to SW-CMM model or training

• SW-CMM Introduction Training provided until Dec 2003

• Transition partners may train SW-CMM after Dec 2003

• Book Capability Maturity Model-Guidelines… will be published if there is continuing market

Assessment implications after Dec 2001:

• No more updates to CBA IPI and SCE methods

• CBA IPI Lead Assessors (LA) and SCE Lead Evaluators (LE) will continue to be trained through December 2003

• Authorized LAs and LEs will need to transition to SCAMPI within two years of termination of training

NOTE: LA and LE authorizations expire 2 years after certification.This means that by December 2005, there will be no more authorized Lead Assessors or Lead Evaluators, nor will any be authorized.


CMMISM

DoD Policy, SW-CMM Level 3Current DoD Policy per “Gansler Memo” of Oct 99 now requires all Defense contractors for ACAT-I programs (Acquisition Category I) to be SW-CMM Level 3 or equivalent

DoD intent to move from “software only” to “software and systems engineering” declared, via CMMI

Policy update by January is planned; presently being coordinated internal to OSD for feedback.

Initial step might be statement that CMMI is “equivalent” under existing policy.

NDIA SEC is doing the Industry input coordination


CMMISM

V1.1 –changesModel changes focused on consistency in terminology

Training changes match model changes, improve training clarity

Assessment Method changed-• Method embraces external evaluations as well as

internal assessments• SCAMPI now stands for “Standard CMMI

Appraisal Method for Process Improvement”• MDD is now Method Description Document vs

Method Definition Document


CMMISM

V1.1 –changes - 2

Method Description Document:• Covers both External “evaluations” as well as

internal “assessments”• SCE v3.0 incorporated into new SCAMPI• Emphasis moves from “discovery” to

“validation”• Emphasis added on pre-assessment activities to

reduce on-site team time

Jane Moon will cover SCAMPI in far more detail in the following presentation…

All CMMI V1.1 changes were process through the CMMI Configuration Control Board


CMMISM

Model changes – 1Changes driven by:

• Change Requests submitted from multiple sources– Public Review– Training course participants– CMMI Pilots

• Peer and CCB reviews

Changes focused on terminology, informative material, clarifications, consistency

Architecture issues (representations, PA additions/deletions, advanced practices) were excluded from change:

• Would NOT allow PT to “re-engineer” the model so soon

• Wanted to maintain stability for early adopters


CMMISM

Model changes - 2

Terminology rigorously reviewed and updated• “Plan” versus “strategy”

• “Process” versus “process area”

• “Assessment” versus “appraisal”

Consistent use of “mischievous” terms• “process capability”

• “life cycle”

• “senior management”

Equivalence between representations clarified

Attention to “architecture” and “design” practices increased


CMMISM

Model Changes - SpecificsGoals (69)

• 1 Deleted (OPD)

• 1 Changed (OT)

• 2 Clarified (TS,PI)

Specific Practices (218)

• 1 Added (OPD)

• 1 Deleted (VER)

• 27 Clarified

Generic Practices (17)

• 1 Deleted (GP 1.1)

• 4 Clarified (GPs 2.8, 2.9, 4.1, 5.2)


CMMISM

Model Metrics

Release PAs/ Goals/ Activities/

FAs Themes* Practices**

SW-CMM V1.1 18 52 316

SW-CMM V2C 19 62 318

EIA/IS 731 19 77 383

IPD-CMM V0.98 23 60 865

CMMI V1.0 SE/SW 22 70 417

CMMI V1.02 SE/SW/IPPD 24 76 460

CMMI V1.1 24 75 459

* Ratable components

** Key to implementation effort

61 1566199


CMMISM

“Acquisition” Discipline

CMMI-SE/SW/IPPD/a v1.02d released in 2000

“a” is acquisition discipline related to a contract-related acquisition of vendors & suppliers for a specific effort

“a” is now renamed SS (Supplier Sourcing)

CMMI-SE/SWE/IPPD/SS will be released in Spring 2002

• Will retain V1.1 designation since we are merely adding a discipline and clarifications specific for the discipline


CMMISM

Leave V1.1 SAM specific goals or practices unchangedAdd amplifying informational material to discuss how they are applied in a more formal acquisition processAdd amplification related to SP2.1-1 that clearly says if COTS won’t do, consider building or outsourcing new development

Rename ISM – Integrated Sourcing ManagementMove Determine Sourcing Options to ISM SG1, make it SP1.1-1 and renumber the other threeAdd new SG3 – Monitor and Analyze Supplier’s Performance, move SSM SP3.2-1 thru SP3.4-1, and renumber SP3.1-1 thru SP3.3-1Renumber SSM SG3 as SG4Include amplifying informational material

to emphasize that the sourcing issues are important when you have to choose custom-made products or integrated COTS products

Eliminate Quantitative Supplier Management (QSM) Clearly state that ISM is covered as part of QPM

SS Incorporation Plans


CMMISM

CMMI – What is next?

CMMI v1.1 is the stable version of CMMI

No updates are planned for the immediate future

• Feedback will be collected by the CMMI Steward (SEI) and used to plan any future update

• Process in place to collect Change Requests and take action when appropriate

• We are probably looking at five years for CMMI v1.1

May add System Acquisition discipline for government acquisition of major programs


CMMISM

Systems AcquisitionDoD exploring advisability of creating a separate discipline to help acquisition process within government/military organizations

• Would need flexibility to be applicable to small acquisition organizations as well as large

• Some acquisition organizations do a good bit of systems engineering, others do not

If started, would begin in early-to-mid 2002

Needs good early buy-in from the Acquisition community


CMMISM

CMMI – What is next - 2

Emphasis through 2003 is on adoption/transition from legacy models

• Quarterly transition workshops will augment and compliment annual User Workshop

• “Communities of Practice” will be encouraged– Course instructors– CMMI Appraisers– Transition Implementation Teams

“Technical Notes” and “Special Reports” will compliment V1.1 Product Suite:

• Managing COTS integration• Making attribute tradeoffs in design• Mapping CMMI with other standards and models• Adding prototypical coverage for specific interests (e.g.,

safety, security)


CMMISM

CMMI Conferences/WorkshopsCMMI Technology Conference & User Group

• Nov 13-15, 2001, Denver CO• Over 300 attendees, 50 presentations

CMMI Tech Conf & User Group, 2nd annual• Nov 11-14, 2002, Denver CO• Call for Participation is posted

CMMI Transition Workshops, 1-1/2 day• Jan 14-18 2002, Orlando FL• Also April, July, October• Conducted in conjunction with 3-day CMMI Intro


CMMISM

Early Adopters


CMMISM

For More Information About CMMI• Go to CMMI Website

– http://www.sei.cmu.edu/cmmi

– http://www.sei.cmu.edu/cmmi/products/ public- release.html

• Contact SEI Customer RelationsCustomer RelationsSoftware Engineering InstituteCarnegie Mellon UniversityPittsburgh, PA 15213-3890FAX: (412) [email protected]

mailto:[email protected]







CMMISM

Internet Sources

http://www.sei.cmu.edu/cmmi/

http://seir.sei.cmu.edu/seir/

http://jo.sei.cmu.edu/pub/english.cgi/0/323123

http://seir.sei.cmu.edu/seir/

http://jo.sei.cmu.edu/pub/english.cgi/0/323123


CMMISM

Additional Information

Charts of potential use in CMMI process improvement efforts


CMMISM

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-CMMSECM(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

The Frameworks Quagmire (before)


CMMISM

CMMI

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

DODIPPD

AF IPD Guide

NATO AQAP1,4,9

BS5750

MIL-STD-498

DOD-STD -2167A

DOD-STD -7935A

MIL-STD-499B*

ISO/IEC12207

IEEE1220 ISO 10011EIA/IS

632

ISO 9000Series

EIA/IEEEJ-STD-016

IEEE/EIA12207

EIA 632*

MIL-STD-1679

IEEE 1074

TickITSSE-CMM

ISO 15288*

EQA

* Not yet released

PSP

SA-CMM

Q9000

DOD-STD-2168

quag14d: 5 June 1998

FAA-iCMM

DO-178B

The Frameworks Quagmire (now)


CMMISM

CMMI PolicyThe OSD CMMI Sponsors, at Steering Group recommendation and with Industry sponsor concurrence, have established the sunset schedule for the SW-CMM legacy model (SW-CMM v1.1) to be three years after formal release of CMMI-SE/SW/IPPD, which occurred in December 2000. The Electronic Industries Association G47, owners of EIA/IS-731, have also agreed to this sunset policy and schedule for that source document. The CMMI source model sunset will therefore occur in December, 2003.

In order to provide additional refinement and update based on the continuing CMMI pilot program while maintaining the overall stability of the Product Suite, CMMI v1.1 is planned for release later this year. The minor product suite update will include the provision for external evaluations using the CMMI models as well as assessments for internal process improvement.


CMMISM

One Model, Two Representations

Maturity Level 5 OID, CAR

Maturity Level 4 OPP, QPM

Maturity Level 3 REQD, TS, PI, VER, VAL, OPF, OPD, OT, IPM, RSKM, DAR

Overview Introduction Structure of the Model Model Terminology Maturity Levels, Common Features, and Generic Practices Understanding the Model Using the Model

Maturity Level 2 REQM, PP, PMC, SAM, MA, PPQA, CM

Appendixes

Engineering REQM, REQD, TS, PI, VER, VAL

Project Management PP, PMC, SAM IPM, RSKM, QPM

Process Management OPF, OPD, OT, OPP, OID

Process Management PAs - Goals - Practices

Support CM, PPQA, MA, CAR, DAR

Appendixes

CMMI-SE/SWStaged

Overview Introduction Structure of the Model Model Terminology Capability Levels and Generic Model Components Understanding the Model Using the Model

CMMI-SE/SWContinuous


CMMISM

EIA/IS 731Systems Engineering

Capability

SW-CMM Software Capability

Maturity Model

Supports

CapabilityMaturityModel

Integration(CMMI)

IPPD CMM SA CMM

IEEE/EIA12207Software Life CycleProcesses

EIA 632Processes forEngineering a System

Systems Engineering Guidelines and CMMI

DOD 5000


CMMISM

CMMI Support to DoD Acquisition

RFPPreparation

SolicitationSource

SelectionContract Management

AcquisitionPlanning

CMMI Training, Mentoring

Independent Advisor to PM Throughout Lifecycle

CMMI Evaluation Training and RFP

Advice

Contractor Performance

(and Development, etc)

Workshops, Training, Assessments

B&P etc.

CMMI-SE/SW/IPPD

Evaluation Coaching


CMMISM

CMMI-SE/SW/IPPD/SS - Continuous

CMMI

Engineering SupportProcess

ManagementProject

Management

• Organizational Process Focus• Organizational Process Definition• Organizational Training• Organizational Process Performance• Organizational Innovation and Deployment

• Project Planning• Project Monitoring and Control• Supplier Agreement Mgmt.• Integrated Project Mgmt.• Risk Management• Quantitative Project Mgmt.

• Requirements Management• Requirements Development• Technical Solution• Product Integration• Verification• Validation

• Configuration Mgmt.• Process and Product Quality Assurance• Measurement & Analysis• Decision Analysis and Resolution• Causal Analysis and Resolution

IPPD

• Organizational Environment for Integration • Integrated Team

Acquisition

• Supplier Selection and Monitoring• Integrated Supplier Management• Quantitative Supplier Management


CMMISM

CMMI-SE/SW/IPPD/SS - Staged

Initial(1)

Defined(3)

Managed(2)

Ad hoc, chaotic processes

QuantitativelyManaged

(4)

Optimizing(5)

ProcessStandardization

(11 PAs)

ContinuousProcess

Improvement(2 PAs)

•Organization Environment for Integration (OEI)•Integrated Team (IT)

• Supplier Selection and Monitoring (SSM)

* Additional PA goals and activities added for IPPD

•Quantitative Supplier Management (QSM)

•Requirements Management (REQM)•Project Planning (PP)•Project Monitoring and Control (PMC)•Supplier Agreement Management (SAM)•Measurement and Analysis (M&A)•Process and Product Quality Assurance (PPQA)•Configuration Management (CM)

•Requirements Development (RD)•Technical Solution (TS)•Product Integration (PI)•Verification (VER)•Validation (VAL)•Organizational Process Focus (OPF)•Organizational Process Definition (OPD)•Organization Training (OT)•Integrated Project Management (IPM) *•Risk Management(RSKM)•Decision Analysis and Resolution (DAR)

•Organizational Process Performance (OPP)•Quantitative Project Management (QPM)

•Organizational Innovation and Deployment (OID) •Causal Analysis and Resolution (CAR)

•Integrated Supplier Management (ISM)

Basic Project Management

(7 PAs)

QuantitativeManagement

(2 PAs)

Focus


CMMISM

CMMI aids organizations to …Improve delivery of promised performance, cost, and schedule

Collaborate with external stakeholders and manage their expectations

Provide competitive world-class products and services

Implement an integrated enterprise business and engineering perspective

Master system-of-systems evolutionary development complexity

Use common, integrated, and improving processes for systems and software


CMMISM

CMMI also aids organizations to …Implement proactive program management techniques

Develop project leaders who look ahead and not over their shoulder

Develop a staff who use best practices to cope with changing development, technology, and customer environments

Enable staff to move between projects and still use the same processes

Create and improve processes that adapt to a changing business environment


CMMISM

CMMI is….

a process improvement method that provides a set of best practices that address productivity, performance, costs, and stakeholder satisfaction.

It is NOT

– <a set of “bolt-on processes” that last only as long as the wheel is squeaking. CMMI provides a consistent, enduring framework that accommodates new initiatives.>

– <like the SW-CMM or SE-CMM, in that CMMI focuses on the total software intensive system problem.>

– <like single-discipline models that can result in confusion and higher costs. It also facilitates enterprise-wide process improvement.>


CMMISM

Achieve Specific Goals.

Generic Goals (GG):

Institutionalize a Defined Process.

Institutionalize an Optimizing Process.

Generic Practices (GP):

Establish org. policy.Plan the process. Provide resources.Assign responsibility.Train people.Perform managed process.

Manage configurations.Identify & involve relevant stakeholders.Monitor and control the process.Objectively verify adherence.Review status with mgmt.

Institutionalize a Managed Process.

Establish a defined process.Collect improvement information.

Identify work scope.Perform base practices.

Establish quality objectives.Stabilize subprocess performance.

Ensure continuous process improvement.Correct common cause of problems.

1

CapabilityLevel:

2

3

4

5

Institutionalize a Quantitatively Managed Process.

(None) (None)0 (Incomplete)

(Performed)

(Managed)

(Defined)

(Quantitatively Managed)

(Optimizing)


CMMISM

CMMI & SA-CMM Mapping

1PA = Process Areas

2KPA = Key Process Areas

3ML = Maturity Level

CMMI PA1

ML3 5: OptimizingOrganizational Innovation and DeploymentCasual Analysis and Resolution

ML 4: Quantitative ManagementQuantitative Project ManagementQuantitative Supplier ManagementOrganizational Process Performance

ML 3: DefinedIntegrated Supplier ManagementIntegrated Project ManagementOrganizational Process DefinitionRisk ManagementOrganizational TrainingOrganizational Process FocusDecision Analysis and ResolutionTechnical SolutionProduct IntegrationVerificationValidationRequirements Development

ML 2: ManagementProcess and Product Quality AssuranceRequirements ManagementProject PlanningProject Monitoring and ControlMeasurement and AnalysisConfiguration ManagementSupplier Selection and Monitoring

SA-CMM KPA2

ML 5: OptimizingAcquisition Innovation ManagementContinuous Process ImprovementML 4: Quantitative ManagementQuantitative Process ManagementQuantitative Acquisition Management

ML 3: DefinedContract Performance ManagementProject Performance ManagementProcess Definition and MaintenanceAcquisition Risk ManagementTraining Program

ML 2: ManagementEvaluationRequirements Dev. and ManagementSoftware Acquisition PlanningProject ManagementContract Tracking and OversightSolicitationTransition to Support


CMMISM

CMMI Model Representations

PA PA

Continuous

Ca

pab

ility

0

1

2

3

4

5Process

PA

ML 1

Staged

ML2

ML3

ML4

ML5

Organization


CMMISM

“Process Improvement Improvement” -1

The CMMI model builds upon the legacy:

• Expanded model scope

– Risk Management

– Verification and Validation

– Requirements Development and Traceability

• Better coverage of quantitative engineering management


CMMISM

“Process Improvement Improvement” -2

The CMMI Product Suite provides a foundation for enterprise wide improvement and adds:

• New emphasis on products and services as well as process

• Emphasis on both process capability and organizational maturity

• Early emphasis on Measurement and Analysis


CMMISM

CMMI Model Structure

Process Area 1

Commitmentto Perform

Abilityto Perform

DirectingImplementation

VerifyingImplementation

GenericPractices

Common Features

SpecificGoals

Capability Levels

Staged Continuous

RequiredExpected

Maturity Levels

SpecificPractices

GenericPractices

SpecificPractices

GenericGoals

GenericGoals

SpecificGoals

Process Area 2 Process Area n Process Area 1 Process Area 2 Process Area n


CMMISM

CMMI Process Area Contents

Purpose

Introductory Notes

Goals: Specific and Generic

Generic Practices

Specific Practices

Notes

Work Products

Subpractices

Amplifications

Elaborations

Required

Expected

Informative

CMMI PAs in PSP and TSP

5 Optimizing

4 Quantitatively Managed

3 Defined

2 Managed

Continuous processimprovement

Product and processquality

Engineering process

Project management

Organizational innovation and deployment Causal analysis and resolution

Organizational process performance Quantitative project management

Requirements management Project planning Project monitoring and control Supplier agreement management Measurement and analysis Process and product quality assurance Configuration management

Level Focus Process Areas (PA)

Requirements development Technical solution Product integration Verification Validation Organizational process focus Organizational process definition Organizational training Integrated project management Risk management Integrated teaming Decision analysis and resolution Organizational environment for integration

CMMI SE/SW Staged Representation Process Area addressed at the project level when using PSP and TSP


CMMISM

Assessment Class Attributes

NoNoYesRating?

LowMediumHigh

Relative:• Cost/Duration• Confidence• Accuracy

• Quick Look• Incremental• Gap analysis

• Initial• Incremental• Self-assessment

• Benchmark• Baseline establishmentUsage Mode

Class CClass BClass AAttributes

Reference: Assessment Requirements for CMMI (ARC)


CMMISM

Standard CMMI Assessment Method for Process Improvement (SCAMPI)

Based on CMM®-Based Appraisal for Internal Process Improvement (CBA IPI) and EIA IS 731 Appraisal Method

Satisfies all of the ARC requirements for a Class A method

Must be led by authorized SCAMPI Lead Assessor

Tailorable to organization and model scope

Artifacts:

• SCAMPI Method Description

• Appraisal questionnaire, work aids, templates


CMMISM

Training Opportunities

Introduction toCMMI

(Staged)

Introduction toCMMI

(Continuous)

IntermediateConceptsin CMMI

SCAMPILead Assessor

Training

InstructorTrainingfor CMMI


CMMISM

SW-CMM Benefit Data

Boeing

Lockheed Martin

Motorola


CMMISM

Benefits at Boeing -1

… while cycle times improved 36%.

Projects operating at Maturity Level 3 increased productivityby 62%...

Reference: Scott Griffin, Chief Information Officer, The Boeing Company, SEPG Conference, 2000.


CMMISM


Both customer...

… and employee satisfaction increased

with rising maturity levels.


CMMISM


Planning was more accurate.

Defects could be detected

much earlier.

Product quality increased with rising maturity

levels.


CMMISM

Benefits at Lockheed Martin

As errors declined...

...productivity increased by 80%.

Reference: SEPG Conference, 1999.


CMMISM

Benefits at Motorola

Cost, cycle time, and defect density dropped sharply.

Quality, cycle time, and productivity improved

dramatically.


CMMISM

Anticipated Benefits at Northrop Grumman

Reference: Freeman, Hinkey, and Martak, “Integrated Engineering Process,” SEPG Conference, March 1999.


CMMISM

Anticipated Benefits of CMMI -1

Northrop Grumman:

– Projects need more than just software process improvement

– Integrated processes essential for effective teamwork

– Repeatable SE and SW processes

– Reduction of SW errors; predictable schedules; markedly lower costs


CMMISM

The CMMI Product Line Approach

Industry

SEI

Government

• Team of Teams • Modeling and

Discipline Experts• Collaborative Process

SWSE

IPPD

Assess

Training

...

Acquisition

CMMIProduct Suite

CMMI-SE/SW

CMMI-SE/SW/

IPPD

...CMMI-SE/SW/IPPD/A

c s a r n e g i e m e l l o n o f t w a r e e n g i n e e r i n g i n s t i t u t e cmmi sm cmmi...

Documents

r e e n g i n e e r

r n e g i e

n s t i t u t e cmmi

o n o f t w

cmmi design goals

cmmi pilot results

agenda topics cmmi v1

schedule swcmm sunset