cmmi in small settings
TRANSCRIPT
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CMMI Made Practical
Concerns with SCAMPI-inducedoverhead in small settings
A Biased Sample
April 2010
SMCMM Integration and SCAMPI are service marks of Carnegie Mellon University.
CMMI, Capability Maturity Model, Capability Maturity Modeling, and CMM are registered in the U.S. Patent and Trademark Office by Ca rnegieMellon University. JuanJo Cukier
SEI-Certified SCAMPI Lead Appraiser
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JuanJo [email protected]
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Index
Objectives Notes CMMI Around the World The Sample Frequent hurdles with
Specific Practices Generic Practices
Conclusions
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JuanJo [email protected]
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Objectives
Quantify experience in 37 SCAMPI classes A, B and C appraisals, on small(and very small) settings
Identify model components that concentrate the greatest number ofweaknesses
Characterize trends in these weaknesses, and suggest their causes
Put forward a concern on model/method interface issues for small settings
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Index
Objectives Notes CMMI Around the World The Sample Frequent hurdles with
Specific Practices Generic Practices
Conclusions
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JuanJo [email protected]
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Notes
37 SCAMPI appraisals 22 Organizations Argentina, Chile, Spain 2006 2009
This does not intend to be a representativesample of appraisals around the world It only summarizes personal experience
It includes a bias, introduced by the Appraisal Team Leader Training and professional experience cause focus in some areas more then others This is mitigated in SCAMPI A thanks to consensus building rules
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7 Software Engineering Institute, Carnegie Mellon University
CMMI Around the World
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CMMI Around the World
Software Engineering Institute, Carnegie Mellon University
155
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The Sample
Country SCAMPI A Class B Class C Total
Argentina 12 1 11 24Spain 6 0 0 6Chile 4 3 0 7Total 22 4 11 37
OU Size Total1 to 20 9 (24%)
20 to 50 17 (46%)50 to 100 11 (30%)
Total 37
All OrganizationalUnits < 100 people
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About my Concern
An useful classification of practices:
Work-Product Oriented
Action Oriented
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-Specify measures-Establish records-Create or release baselines-Establish the project plan
-Review plans that affect the project
-Identify inconsistencies betweenproject work and requirements-Reconcile work and resource levels-Communicate results
Direct Artifacts
Direct Artifacts
Direct Artifacts
X
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Index
Objectives Notes CMMI Around the World The Sample Frequent hurdles with
Specific Practices Generic Practices
Conclusions
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The Bottom 10
# Process Area Practice Description
1 CM SP 3.2 Perform Configuration Audits
2 MA SP 1.4 Specify Analysis Procedures
3 PMC SP 1.4 Monitor Data Management
4 PP SP 3.3 Obtain Plan Commitment
5 PPQA SP 1.1 Objectively Evaluate Processes
6 MA SP 2.2 Analyze Measurement Data
7 PP SP 3.1 Review Plans That Affect the Project
8 PP SP 3.2 Reconcile Work and Resource Levels
9 REQM SP 1.2 Obtain Commitment to Requirements
10 MA SP 2.4 Communicate Results
++ + +/- - --Overhead Induced?
MoreLess
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Recurrent Problems - PPSpecific Practices
SG 1 Establish Estimates SP 1.1 Estimate the Scope of the Project
SP 1.2 Establish Estimates of Work Product and Task Attributes SP 1.3 Define Project Lifecycle SP 1.4 Determine Estimates of Effort and Cost
SG 2 Develop a Project Plan SP 2.1 Establish the Budget and Schedule SP 2.2 Identify Project Risks SP 2.3 Plan for Data Management SP 2.4 Plan for Project Resources SP 2.5 Plan for Needed Knowledge and Skills SP 2.6 Plan Stakeholder Involvement
SP 2.7 Establish the Project Plan SG 3 Obtain Commitment to the Plan
SP 3.1 Review Plans That Affect the Project SP 3.2 Reconcile Work and Resource Levels SP 3.3 Obtain Plan Commitment
The purpose ofProject Planningisto establish and maintain plans thatdefine project activities..
SP 1.2
5%
SP 1.4
6%
SP 2.2
6%SP 2.3
2%SP 2.4
6%SP 2.5
8%
SP 2.6
6%
SP 2.7
5%
SP 2.1
8%
SP 3.1
12%
SP 3.2
12%
SP 3.3
13%SP 1.3
11%#4#7
#8
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Recurrent Problems - PMCSpecific Practices
SG 1 Monitor Project Against Plan SP 1.1 Monitor Project Planning Parameters
SP 1.2 Monitor Commitments SP 1.3 Monitor Project Risks SP 1.4 Monitor Data Management SP 1.5 Monitor Stakeholder Involvement SP 1.6 Conduct Progress Reviews SP 1.7 Conduct Milestone Reviews
SG 2 Manage Corrective Action to Closure SP 2.1 Analyze Issues SP 2.2 Take Corrective Action SP 2.3 Manage Corrective Action
The purpose ofProject Monitoringand Controlis to provide anunderstanding of the projects
progress so that appropriatecorrective actions can be takenwhen the projects performance
deviates significantly from the plan.
.SP 1.1
9%
SP 1.3
7%
SP 1.6
12%
SP 2.1
5%
SP 2.3
10%
SP 2.2
9%
SP 1.7
12%
SP 1.5
10%
SP 1.4
16%
SP 1.2
10%
#3
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Recurrent Problems - MASpecific Practices
SG 1 Align Measurement and Analysis Activities SP 1.1 Establish Measurement Objectives SP 1.2 Specify Measures SP 1.3 Specify Data Collection and Storage Procedures SP 1.4 Specify Analysis Procedures
SG 2 Provide Measurement Results SP 2.1 Collect Measurement Data SP 2.2 Analyze Measurement Data SP 2.3 Store Data and Results SP 2.4 Communicate Results
The purpose ofMeasurement andAnalysisis to develop and sustain ameasurement capability that is usedto support management informationneeds.
SP 2.1
8%
SP 2.3
6%
SP 2 .2
17%
SP 2.4
15%
SP 1.3
10%
SP 1.2
10%
SP 1.1
13%
SP 1.4
21%
#2
#6#10
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Recurrent Problems - MASpecific Practices
Practice Recurrent Problems Overhead Induced?
SP 1.4 Analysis parameters are not specified. --SP 2.2
Metrics do indicate problems, but there is no explanationof the source cause. -
SP 2.4 Communication may not be recorded.Passive, non-proactive communication. +/-
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Recurrent Problems - REQMSpecific Practices
SG 1 Manage Requirements SP 1.1 Obtain an Understanding of Requirements SP 1.2 Obtain Commitment to Requirements SP 1.3 Manage Requirements Changes SP 1.4 Maintain Bidirectional Traceability of Requirements SP 1.5 Identify Inconsistencies Between Project Work and Requirements
The purpose ofRequirementsManagementis to manage therequirements of the projects
products and product componentsand to identify inconsistenciesbetween those requirements and theprojects plans and work products.
SP 1.1
8%SP 1.5
23%
SP 1.4
19%
SP 1.3
19%
SP 1.2
31%
#9
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Recurrent Problems - REQMSpecific Practices
Practice Recurrent Problems Overhead Induced?
SP 1.2 Lack of evidence from the Project Teams commitment. +/-
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Recurrent Problems - CMSpecific Practices
SG 1 Establish Baselines SP 1.1 Identify Configuration Items SP 1.2 Establish a Configuration Management System SP 1.3 Create or Release Baselines
SG 2 Track and Control Changes SP 2.1 Track Change Requests SP 2.2 Control Configuration Items
SG 3 Establish Integrity SP 3.1 Establish Configuration Management Records SP 3.2 Perform Configuration Audits
The purpose ofConfigurationManagementis to establish andmaintain the integrity of workproducts using configurationidentification, configuration control,configuration status accounting, andconfiguration audits.
SP 1.1
4%SP 1.2
4%
SP 2.1
4%
SP 2.2
13%SP 3.1
0%
SP 3 .2
53%
SP 1.3
22%
#1
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Recurrent Problems - CMSpecific Practices
Practice Recurrent Problems Overhead Induced?
SP 3.2Not all baselines are audited, nor sampling criteriaexists. --
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Recurrent Problems - PPQASpecific Practices
SG 1 Objectively Evaluate Processes and Work Products SP 1.1 Objectively Evaluate Processes SP 1.2 Objectively Evaluate Work Products and Services
SG 2 Provide Objective Insight SP 2.1 Communicate and Ensure Resolution of Noncompliance Issues SP 2.2 Establish Records
The purpose ofProcess andProduct Quality Assuranceis toprovide staff and management withobjective insight into processes andassociated work products.
SP 2.2
12%
SP 2.1
28%
SP 1.2
24%
SP 1.1
36%
#5
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Recurrent Problems - PPQASpecific Practices
Practice Recurrent Problems Overhead Induced?
SP 1.1Not all processes are evaluated (GP2.9 is not fullysupported). --
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Index
Objectives Notes CMMI Around the World The Sample Findings Problematic Process Areas Frequent hurdles with
Specific Practices Generic Practices
Conclusions
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Recurrent ProblemsGeneric Practices
GG 2 Institutionalize a Managed Process
GP 2.1 Establish an organizational policy GP 2.2 Plan the process GP 2.3 Provide resources GP 2.4 Assign responsibility GP 2.5 Train People GP 2.6 Manage configurations
GP 2.7 Identify and involve relevant stakeholders GP 2.8 Monitor and control de process GP 2.9 Objectively evaluate adherence GP 2.10 Review status with higher level management
Institutionalization: The ingrainedway of doing business that anorganizationfollows routinely as part of itscorporate culture.
GP 2.3
1%
GP 2.5
5%
GP 2.10
17%
GP 2.9
12%
GP 2.8
18%
GP 2.711%
GP 2.6
6%
GP 2.4
9%
GP 2.213%
GP 2.1
8%
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Recurrent ProblemsGeneric Practices
Practice Recurrent Problems Overhead Induced?
GP 2.1Not all Project Team members have a policyknowledge adequate to their role. -
GP 2.2There is not always planning of the process in anyform. -
GP 2.4Responsibility for the process is not always explicit.
-GP 2.6
Not all relevant process artifacts are underconfiguration management. --
GP 2.7Not all stakeholders are identified.
There is not always evidence of involvement. +GP 2.8 In general, processes are not monitored according
to their planning (GP2.2). +GP 2.9
Relevant sub-processes and deliverables are notalways evaluated. --
GP 2.10There is no evidence of the review beyond thecrafting of a report on process status.
++
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Temario
Objectives Notes CMMI Around the World The Sample Findings Problematic Process Areas Frequent hurdles with
Specific Practices Generic Practices
Conclusions
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Conclusions
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Organization
Model
Method
PP/SP2.7Lets plan ourprojects
PP/SP3.1Lets reviewother plansthat may affect
our project
Lets recordour review,
even if therewerent anyissues
Effortpu
tonthein
ternalsell
Degreeof
trueinstitutionalization
Inefficiencies?
Need to simplify the appraisal method (ie:all practice should have a direct artifact)
Input standardization
Variability reduction
Preserve SCAMPI A as a benchmark method
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Conclusions
Some potential pointers
Add an essential characteristic to SCAMPI A?Accuracy
Repeatability
Cost/Resource Effectiveness
MeaningfulnessARC Compliance
Non-intrusion: The appraisal methods minimum objective evidence requirementsdoes not influence the organizations process design
Tailor the method further for small/micro settings?
Review conflicting conditional practices? Align interpretation of meaningful direct artifacts for conditional practices?
More than 50% of the current CMMI market might be interested.
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