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CMMI CMMI Arnon Rotem-Gal-Oz Arnon Rotem-Gal-Oz

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Page 1: CMMI Arnon Rotem-Gal-Oz. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes

CMMICMMI

Arnon Rotem-Gal-OzArnon Rotem-Gal-Oz

Page 2: CMMI Arnon Rotem-Gal-Oz. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes

The king’s Ship Wasa - 1628The king’s Ship Wasa - 1628 No SpecificationNo Specification No Architecture descriptionNo Architecture description Changes done on the fly, Changes done on the fly,

often under often under market/customer pressuremarket/customer pressure

Testing ignoredTesting ignored Didn’t know how to tell the Didn’t know how to tell the

clients Noclients No The system last longer than The system last longer than

was ever imaginedwas ever imagined Maintenance costs far Maintenance costs far

exceed ordinary exceed ordinary developmentdevelopment

Page 3: CMMI Arnon Rotem-Gal-Oz. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes

PEOPLE

PROCESSTECHNOLOGY

Page 4: CMMI Arnon Rotem-Gal-Oz. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes

Underlying Premise of Process Underlying Premise of Process ImprovementImprovement

“The quality of a product is largely determined by the

quality of the process that is used to develop and

maintain it.”

Based on TQM principles as taught by Shewhart, Juran, Deming and Humphrey.

Page 5: CMMI Arnon Rotem-Gal-Oz. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes

The Software Development The Software Development ParadoxParadox

High-Quality but Slow to Market Not a LeaderHigh-Quality but Slow to Market Not a Leader

SpeedSpeed

QualityQualityFast to Market but Low Quality

Low CustomerSatisfaction

Fast to Market but Low QualityLow Customer

Satisfaction

[1]Booch[1]Booch

Page 6: CMMI Arnon Rotem-Gal-Oz. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes

What is CMMI?What is CMMI?

CConsultantonsultant

MMoneyoney

MMakingaking

IInitiative nitiative

Page 7: CMMI Arnon Rotem-Gal-Oz. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes

What is CMMI?What is CMMI?

ModelModel

PracticesPractices

Process ImprovementProcess Improvement

Page 8: CMMI Arnon Rotem-Gal-Oz. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes

MModelodel

Say what you doSay what you do

Do what you sayDo what you say

Prove ItProve It

Page 9: CMMI Arnon Rotem-Gal-Oz. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes

CMMI Maturity LevelsCMMI Maturity Levels

[4]Buchholtz & Cordes[4]Buchholtz & Cordes

Page 10: CMMI Arnon Rotem-Gal-Oz. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes

CMMI Process AreasCMMI Process AreasProject Management

: Quantitative Project Management

QPMIPM: Integrated Project Management

RSKM: Risk Management

IT*: Integrated Teaming

ISM**: Integrated Supplier Management

PP: Project Planning

PMC: Project Monitoring and Control

SAM: Supplier Agreement Management

Engineering

RD: Requirements Development

TS: Technical Solution

PI: Product Integration

VER: Verification

VAL: ValidationREQM: Requirements Management

Support

CAR: Causal Analysis and Resolution

DAR: Decision Analysis and Resolution

OEI*: Organizational Environment for Integration

MA: Measurement and Analysis

PPQA: Process & Product Quality Assurance

CM: Configuration Management

Process Management

OID: Organizational Innovation &DeploymentOPP: Organizational Process Performance

OPF: Organizational Process Focus

OPD: Organizational Process Definition

OT: Organizational Training

Level

5 Optimizing

4 Quantitati-vely Managed

3 Defined

2 Managed

1 Initial

CMMI Options: * with Integrated Product & Process Development (IPPD)

** with Supplier Sourcing (SS)

[6]Rudge[6]Rudge

Page 11: CMMI Arnon Rotem-Gal-Oz. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes

Software CMMSoftware CMM software software developmentdevelopment

System Engineering CMMSystem Engineering CMM system system engineeringengineering

Software Acquisition CMMSoftware Acquisition CMM software software acquisitionacquisition

System Security Engineering CMMSystem Security Engineering CMM security security engineeringengineering

FAA-iCMMFAA-iCMM software software engineering, systems engineering, and engineering, systems engineering, and acquisitionacquisition

IPD-CMMIPD-CMMintegrated product developmentintegrated product development

People CMMPeople CMMworkforce workforce

SPICE ModelSPICE Model software software developmentdevelopment

CMMI ReplacesCMMI Replaces

[4]Buchholtz & Cordes[4]Buchholtz & Cordes

Page 12: CMMI Arnon Rotem-Gal-Oz. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes

History of the CMMIHistory of the CMMI1987 1991 1995 1997 2000 2002

First CMMPublished

Model Refinedand Published as

SW-CMM v1.0

SW-CMM v1.1 Published

1993

Software Acquisition (SA-CMM),Systems Engineering (SE-CMM),

Integrated Product Development (IPD-CMM),Organizational Workforce Capability Development (People CMM)

Developed

CMMI InitiativeLaunched

CMMI-SE/SWVersion 1.0Published

CMMI-SE/SW/IPPD/AVersion 1.1Published

[4]Buchholtz & Cordes[4]Buchholtz & Cordes

Page 13: CMMI Arnon Rotem-Gal-Oz. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes

Critique of CMMICritique of CMMI

““The projects most worth doing are the The projects most worth doing are the ones that will move you DOWN one full ones that will move you DOWN one full level on your process scale” level on your process scale” (Peopleware) [3](Peopleware) [3]

[3]Demarco & Lister[3]Demarco & Lister

Page 14: CMMI Arnon Rotem-Gal-Oz. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes

CMMI vs. AgileCMMI vs. Agile

PEOPLE

TECHNOLOGYProcess

Page 15: CMMI Arnon Rotem-Gal-Oz. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes

The Agile Software ManifestoThe Agile Software Manifesto

•Individuals and interactionsIndividuals and interactions over processes and toolsover processes and tools

•Working softwareWorking software over comprehensive documentationover comprehensive documentation

•Customer collaborationCustomer collaboration over contract negotiationover contract negotiation

•Responding to changeResponding to change over following a planover following a plan

[7]Agile[7]Agile

Page 16: CMMI Arnon Rotem-Gal-Oz. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes

CMMI Practices vis-à-vis AgilityCMMI Practices vis-à-vis Agility

““LEVEL 1”LEVEL 1” Identify scope of workIdentify scope of work Perform the workPerform the work

““LEVEL 2”LEVEL 2” Organizational policy for plan, performOrganizational policy for plan, perform Requirements, objectives and plansRequirements, objectives and plans Adequate resourcesAdequate resources Train the peopleTrain the people Assign responsibility and authorityAssign responsibility and authority CM for designated work productsCM for designated work products Identify and involve stakeholdersIdentify and involve stakeholders Monitor and control to plan and take action if neededMonitor and control to plan and take action if needed Objectively monitor adherence to process and QA products/servicesObjectively monitor adherence to process and QA products/services Review with upper management and resolve issuesReview with upper management and resolve issues

KEY {KEY {GREEN : SupportiveGREEN : Supportive, White: Neutral, , White: Neutral, RED: Rough EdgesRED: Rough Edges}}

[5]Jain[5]Jain

Page 17: CMMI Arnon Rotem-Gal-Oz. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes

CMMI Practices vis-à-vis AgilityCMMI Practices vis-à-vis Agility

““LEVEL 3”LEVEL 3” Maintain as a defined processMaintain as a defined process Measure the process performance to support environmentMeasure the process performance to support environment

““LEVEL 4”LEVEL 4” Establish and maintain quantitative objectives for the processEstablish and maintain quantitative objectives for the process Stabilize the performance of one or more sub-processes to determine its Stabilize the performance of one or more sub-processes to determine its

ability to achieveability to achieve

““LEVEL 5”LEVEL 5” Ensure continuous improvement to support business goalsEnsure continuous improvement to support business goals Identify and correct root causes of defectsIdentify and correct root causes of defects

KEY {KEY {GREEN : SupportiveGREEN : Supportive, White: Neutral, , White: Neutral, RED: Rough EdgesRED: Rough Edges}}[5]Jain[5]Jain

Page 18: CMMI Arnon Rotem-Gal-Oz. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes

Agile vs. Plan DrivenAgile vs. Plan Driven

[2]Bohem, Turner[2]Bohem, Turner

Page 19: CMMI Arnon Rotem-Gal-Oz. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes

Why Bother with both?Why Bother with both?

Introduce Agility to a Introduce Agility to a CMMI organizationCMMI organization

““Best of Breed” Best of Breed”

Page 20: CMMI Arnon Rotem-Gal-Oz. The kings Ship Wasa - 1628 No Specification No Specification No Architecture description No Architecture description Changes

ReferencesReferences1.1. Software Architecture - A Rational Perspective – G. Software Architecture - A Rational Perspective – G.

Booch (ppt)Booch (ppt)

2. People Factors in Software Management: Lessons From Comparing Agile and Plan-Driven Methods – B. Bohem, R. Turner Crosstalk, Dec 2003

3. Peopleware 2nd edition, T. Demarco, T. Lister Dorset House 1999, ISBN 0-932633-43-9

4. Introduction to CMMI, E. Buchholtz, A. Cordes, RTP SPIN Meeting, 2003 (ppt)

5. CSE Annual Review and Excutive Workshop 2002, Apurva Jain (ppt)

6.6. CMMICMMI®® : St George or the Dragon?, T. Rudge, : St George or the Dragon?, T. Rudge, Thales (ppt)Thales (ppt)

7. www.agilemanifesto.org