cmmi overview

CMMI Overview – January 2004

CMMI Overview

Presented by:

Bruce Boyd

28 January 2004

2CMMI Overview – January 2004

Agenda

• Why use a Process Model?

• CMMI Structure

• Comparisons with SW-CMM and EIA/IS 731

• A Sampling of CMMI Process Areas

• Available Training

• Appraisals

• CMMI at Boeing St. Louis


Early Process Improvement

• The theories of process management are a synthesis of the concepts of Deming, Crosby, Juran, and others.

• Over the past 30 years, these theories have been used to address problems common to many organizations.

• Solutions have been discovered, but a gap existed between the state of the practice and the state of the art.

• Many of these concepts have been used to build process-improvement models.


What Is a Process Model?

• A model is a structured collection of elements that describe characteristics of effective processes.

• Processes included are those proven by experience to be effective.


How Is a Model Used?

• A model is used:– to help set process improvement objectives and

priorities, improve processes, and provide guidance for ensuring stable, capable, and mature processes

– as a guide for improvement of organizational processes

• A model provides:– a place to start – the benefit of a community’s prior experiences– a common language and a shared vision– a framework for prioritizing actions


Categories of Process Improvement Benefits

• Process improvement benefits fall into eight general categories:–improved schedule and budget predictability–improved cycle time–increased productivity–improved quality (as measured by defects)–increased customer satisfaction–improved employee morale–increased return on investment–decreased cost of quality


What is a CMM?

• Capability Maturity Model: A reference model of mature practices in a specified discipline, used to assess a group’s capability to perform that discipline

• CMMs differ by–Discipline (software, systems, acquisition, etc.)–Structure (staged versus continuous)–How Maturity is Defined (process improvement path)–How Capability is Defined (institutionalization)

• “Capability Maturity Model®” and CMM® are used by the Software Engineering Institute (SEI) to denote a particular class of maturity modelsCapability Maturity Model®, CMM®, CMM Integration, and CMMI are service marks and registered trademarks of Carnegie Mellon University


So Many Models, So Little Time

SoftwareCMM

SoftwareCMM

SystemsSecurity

Engr CMM

SystemsSecurity

Engr CMM

SystemsEngrCMM

SystemsEngrCMM

PeopleCMM

PeopleCMM

YA-CMMYA-

CMM

FAAiCMMFAA

iCMM

IPDCMMIPD

CMMSoftware

AcqCMM

SoftwareAcqCMM

EIA 731EIA 731

• Different structures, formats, terms, ways of measuring maturity

• Causes confusion, especially when using more than one model

• Hard to integrate them in a combined improvement program

• Hard to use multiple models in supplier selection


Bridging the Divide

CMMI:

• Integrates systems and software disciplines into one process improvement framework.

• Provides a framework for introducing new disciplines as needs arise.


The CMMI Project

• DoD sponsored collaboration between industry, Government, SEI

• Over 100 people involved (1997 – 2001)• 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• Lockheed Martin• Motorola• Northrop Grumman• Pacific Bell• Q-Labs• Raytheon• Reuters• Rockwell Collins• SAIC• Software Productivity Consortium• Sverdrup Corporation• TeraQuest• Thomson CSF• TRW


CMMI ModelsSource Models

• Capability Maturity Model for Software V2, draft C (SW-CMM V2C)

• EIA Interim Standard 731, System Engineering Capability Model (SECM)

• Integrated Product Development Capability Maturity Model, draft V0.98 (IPD-CMM)

CMMI-SE/SW

Staged

Representation

CMMI-SE/SW

Continuous

Representation

• Combined System Engineering / Software Engineering model

• Can be applied to:– Just the software engineering

projects in an organization– Just the system engineering projects

in an organization– Both– IPPD/SS can be used in either/both


CMMI Product Suite

• Models–Disciplines

»Systems Engineering SE»Software Engineering SW»Integrated Product and

Process Development (IPPD)

»Supplier Sourcing (SS)–Representations

»Staged»Continuous

• Training–Model

»Introduction to CMMI»Intermediate Concepts

–Instructor Training–Lead Appraiser

• Appraisal methods–Appraisal Requirements

for CMMI (ARC)–SCAMPI Method Description

Document (MDD)


Available Models

• The following CMMI Models exist:– SE/SW Staged– SE/SW Continuous– SE/SW/IPPD Staged– SE/SW/IPPD Continuous– SE/SW/IPPD/SS Staged– SE/SW/IPPD/SS Continuous– SW Staged– SW Continuous

• The SW-only models are identical to the SE/SW models except that the SE amplifications have been removed (delta = about 7 pages)


Staged

ML 1

ML2

ML3

ML4

ML5

. . .for an established set of process areas across anorganization

Continuous

. . .for a single process areaor a set of process areas

PA PA

Pro

cess

Are

a C

apab

ility

0

1 2

3

4

5

PA

Model Representations


Why Does CMMI Have Two Representations?

• Source Model Heritage–Software CMM--Staged–SECM--Continuous–IPD CMM--Hybrid

• Proponents for each type of representation were part of CMMI product development team.

• Selecting a single representation approach became “too hard”.

• A compromise was made to initially support two representations of the model with equivalent content.


Advantages of Each Representation

Staged Representation:

• Provides a roadmap for implementing:–groups of process areas–sequencing of implementation

• Familiar structure for those transitioning from the SW-CMM

Continuous Representation:

• Provides maximum flexibility for focusing on specific process areas according to business goals and objectives.

• Familiar structure for those transitioning from the systems engineering community.


CMMI StructureOne 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


Model Components

• Process Areas (PA)– Specific Goals (SG) Required

» Specific Practices (SP) Expected– Typical Work Products Informative– Sub-practices Informative– Notes Informative– Discipline Amplifications Informative– References Informative

– Generic Goals (GG) Required» Generic Practices (GP) Expected

– Generic Practice Elaborations Informative


Staged Representation: The Maturity Levels

Process unpredictable, poorly controlled and reactive

Process characterized for projects and is often reactive

Process characterized for the organization and is proactive

Process measuredand controlled

Focus on processimprovement

Optimizing

QuantitativelyManaged

Defined

Initial

Managed

Optimizing

Defined

1

2

3

4

5


Staged Representation:Process Areas by Maturity Level

Organizational Innovation and DeploymentCausal Analysis and Resolution5 Optimizing

4 Quantitatively Managed

3 Defined

2 Managed

Continuous process improvement

Quantitativemanagement

Processstandardization

Basicprojectmanagement

Organizational Process PerformanceQuantitative Project Management

Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational Training Integrated Project ManagementIntegrated Supplier ManagementRisk ManagementDecision Analysis and ResolutionOrganizational Environment for IntegrationIntegrated Teaming

Requirements Management Project PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management

1 Initial

Process AreasLevel Focus

(IPPD)(IPPD)

(SS)


Requirements ManagementRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidation

Engineering

ProjectManagement

Project PlanningProject Monitoring and ControlSupplier Agreement ManagementIntegrated Project Management(IPPD)Integrated Supplier Management (SS)Integrated Teaming (IPPD)Risk ManagementQuantitative Project Management

Organizational Process FocusOrganizational Process DefinitionOrganizational TrainingOrganizational Process PerformanceOrganizational Innovation and Deployment

ProcessManagement

Configuration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisCausal Analysis and ResolutionDecision Analysis and ResolutionOrganizational Environment for Integration (IPPD)

Support

Continuous Representation: Organization of Process Areas

Category Process Area


Continuous Representation:The Capability Levels

5 Optimizing

4 Quantitatively Managed

3 Defined

2 Managed

1 Performed

0 Incomplete


Process Area Capability Profile

A process area capability profile may be represented by a set of points in two dimensions.–the process dimension

»“What” you do–the capability dimension

»“How well” you do it

Cap

abil

ity

(Ho

w w

ell)

Process Area (What you do)


P r o c e s s A r e a

RM PP PMC etc

5

4

3

2

1

0

C a

p a

b i

l i t

y

An Example Process Area Capability Profile


Model Componentsand the Capability Profile

GenericGoals

& Generic Practices

GenericGoals

& Generic Practices

SpecificGoals

&Practices

SpecificGoals

& Practices


Distinctions Between Levels

• performed vs. managed

– the extent to which the process is planned; performance is managed against the plan; corrective actions are taken when needed

• managed vs. defined

– the scope of application of the process descriptions, standards, and procedures (i.e., project vs. organization)

• defined vs. quantitatively managed

– the predictability of process performance is ensured by addressing special causes of process variation

• quantitatively managed vs. optimizing

– the process is continuously improved by addressing common causes of process variation


Summary

• There is one CMMI Model with two representations, Staged and Continuous

• The material in both representations is the same just organized differently

• Each representation provides different ways of implementing processes

• Equivalent Staging provides a mechanism for relating Maturity Levels to Capability Levels

• The CMMI model should be applied using intelligence, common sense, and professional judgment

SW-CMM V1.1 vs. CMMI V1.1

Defect Prevention Causal Analysis and ResolutionTechnology Change Mgmt Organizational Innovation & DeploymentProcess Change Management

Quantitative Process Mgmt Organizational Process PerformanceSoftware Quality Mgmt Quantitative Project Management

Organization Process Focus Organization Process Focus Organization Process Definition Organization Process DefinitionTraining Program Organizational TrainingIntegrated Software Mgmt Integrated Project Management

Risk ManagementSoftware Product Engr Requirements Development

Technical SolutionProduct Integration

Intergroup Coordination VerificationPeer Reviews Validation

Decision Analysis and Resolution

Requirements Management Requirements ManagementSoftware Project Planning Project PlanningSoftware Project Tracking & Oversight Project Monitoring and ControlSoftware Subcontract Mgmt Supplier Agreement ManagementSoftware Quality Assurance Product & Process Quality Assurance Software Configuration Mgmt Configuration Management

Measurement and Analysis

LEVEL 5OPTIMIZING

LEVEL 4MANAGED

LEVEL 3DEFINED

LEVEL 2REPEATABLE

28

Key Process Areas (KPAs) Process Areas (PAs)


Define &Improve SEProcess

ManageRisk

ManageRisk

ManageTechnology

DefineStkhldr &Sys Level Rqmnts

Monitor &Control

Monitor &Control

IntegrateDisciplines

IntegrateDisciplines

ManageConfigurations

ManageConfigurations

ManageCompetency

Environment

Management

Technical

Manage SE SupportEnvironment

CoordinatewithSuppliers

CoordinatewithSuppliers

ManageData

ManageData

DefineTechnicalProblem

DefineSolution

Assess &Select

IntegrateSystem

VerifySystem

ValidateSystem

Plan &Organize

Plan &Organize

Ensure Quality

SECM Focus Areas


A Sampling of CMMI® Process Areas


Project Management Process Areas

• There are eight Project Management Process Areas.– Project Planning– Project Monitoring and Control– Integrated Project Management (IPPD)– Risk Management– Supplier Agreement Management– Quantitative Project Management– Integrated Supplier Management (SS)– Integrated Teaming (IPPD)


Specific Practices (CL1 - “Base Practices”)

SP1.1-1: Estimate the Scope of the ProjectSP1.2-1: Establish Estimates of Work

Product and Task AttributesSP1.3-1: Define Project Life CycleSP1.4-1: Determine Estimates of Effort and

CostSP2.1-1: Establish Budget and ScheduleSP2.2-1: Identify Project RisksSP2.3-1: Plan for Data ManagementSP2.4-1: Plan for Project ResourcesSP2.5-1: Plan for Needed Knowledge and

SkillsSP2.6-1: Plan Stakeholder InvolvementSP2.7-1: Establish the Project PlanSP3.1-1: Review Plans that Affect the

ProjectSP3.2-1: Reconcile Work and Resource

LevelsSP3.3-1: Obtain Plan Commitment

PP - Capability Level 1

Project PlanningGeneric Practices (CL1))

GP1.1: Perform Base Practices

If all of the base practices are performed,

Then, the associated Specific Goals and Generic Goal 1 are satisfied,

So, the Process Area is rated at Capability Level 1 (CL1) - Performed.

If all of the base practices are performed,

Then, the associated Specific Goals and Generic Goal 1 are satisfied,

So, the Process Area is rated at Capability Level 1 (CL1) - Performed.


Building Process Capability

PerformedProcess

PerformedProcess

Level 2Generic

PracticesManagedProcess

ManagedProcess

Level 3Generic

PracticesDefinedProcess

DefinedProcess

Level 4Generic

Practices

QuantitativelyManagedProcess

QuantitativelyManagedProcess

Level 5Generic

PracticesOptimizing

Process

OptimizingProcess

Cap

ability

See: CMMI Distilled, Page 99


Specific Practices (CL1 + CL2 + CL3)

All CL1 Base PracticesAll CL2 Advanced Practices (if any)All CL3 Advanced Practices (if any)

PP - Capability Level 5

Project PlanningGeneric Practices (CL1 + CL2 + CL3 + CL4 +

CL5)

GP1.1: Perform Base PracticesGP2.1: Establish an Organizational PolicyGP2.2: Plan the ProcessGP2.3: Provide ResourcesGP2.4: Assign ResponsibilityGP2.5: Train PeopleGP2.6: Manage ConfigurationsGP2.7: Identify and Involve Relevant

StakeholdersGP2.8: Monitor and Control the ProcessGP2.9: Objectively Evaluate AdherenceGP2.10: Review Status with Higher Level

ManagementGP3.1 Establish a Defined ProcessGP3.2 Collect Improvement InformationGP4.1 Establish Quality ObjectivesGP4.2 Stabilize Subprocess PerformanceGP5.1 Ensure Continuous Process

ImprovementGP5.2 Correct Common Cause of Problems

If all of the CL1, CL2, and CL3 Specific Practices are performed,

And all of the CL1, CL2, CL3, CL4, and CL5 Generic Practices are performed,

Then, the Process Area is rated at Capability Level 5 (CL) - Optimizing.

If all of the CL1, CL2, and CL3 Specific Practices are performed,

And all of the CL1, CL2, CL3, CL4, and CL5 Generic Practices are performed,

Then, the Process Area is rated at Capability Level 5 (CL) - Optimizing.


Support Process Areas

There are six Support Process Areas:– Configuration Management– Process and Product Quality Assurance– Measurement and Analysis – Causal Analysis and Resolution– Decision Analysis and Resolution– Organizational Environment for Integration (IPPD)


Understanding Support Processes

• Support process areas cover the practices that support product development, maintenance, and acquisition.

• They provide essential processes used by all the CMMI process areas, and are typically used in the context of performing other processes.


Engineering Process Areas

• There are six Engineering Process Areas.– Requirements Management– Requirements Development– Technical Solution– Product Integration– Verification– Validation


Engineering Process Areas

RD PI

Val

CustomerTS

Ver

REQMRequirements

Customer needs

Product & product component requirements

Product components, work products, verification and validation reports

Productcomponents

Alternativesolutions

Require-ments

Product


Process Management Process Areas

• There are five Process Management Process Areas:– Organizational Process Focus– Organizational Process Definition– Organizational Training– Organizational Process Performance – Organizational Innovation and Deployment


Understanding Process Management Process Areas

• The process management PAs apply across the organization as a whole and provide details that support the Capability Level 3 Generic Goal.

• For selected PAs, the organization has standard processes, which individual projects tailor to their needs.


About IPPD

Integrated Product and Process Development

• IPPD affects all process areas.

• IPPD is not a discipline like SE or SW.

• Rather, it is a way of doing business.

• IPPD is employed in conjunction with the CMMI disciplines (software and systems engineering).

• Implementation of IPPD shapes how you perform the work in these disciplines.


IPPD - Definition

IPPD provides a systematic approach to

product development that achieves a timely

collaboration of relevant stakeholders

throughout the product life cycle to better

satisfy customer needs.


Scope of IPPD

CMMI SE/SW/IPPD adds to CMMI SE/SW:–Two new process areas

»Organizational Environment for Integration»Integrated Teaming

–A revised Integrated Project Management (IPPD) process area (adds SG3 and SG4)

–IPPD amplifications and references–New glossary definitions and acronyms–Overview material

CMMI Overview – January 2004

Training and Appraisals


Available Training

• “CMMI Overview”– Internal Boeing St. Louis 6-hour class

• “Understanding the CMMI”– Software Productivity Consortium– 2-day class

• “Introduction to CMMI”, Staged or Continuous– Software Engineering Institute or Transition Partners– 3-day class– Required for Lead Appraisers and Appraisal Team Members

• “Intermediate Concepts of CMMI Models”– Software Engineering Institute– 5-day class– Required for Lead Appraisers


• Similar to the current CMM Appraisal Framework (CAF) V1.0–A guide to appraisal method developers

• Specifies the requirements for classes of appraisal methods–Class A: Full, comprehensive appraisal methods–Class B: Initial, incremental, self-appraisals–Class C: Quick-look

• Method developers can declare which class their method fits

• Implications of the desired class of appraisal

Appraisal Requirements for CMMI (ARC) v1.1


Standard CMMI Appraisal Method for Process Improvement (SCAMPI)

• Class A method similar to CBA IPI

• Led by authorized Lead Appraiser

• Tailorable to organization and model scope

• Source selection appraisals or process monitoring are tailoring options of SCAMPI

• SCAMPI Method Definition Document V1.1

• SCAMPI Class B & C methods are being piloted


• Similar to existing SEI Lead Assessorand Lead Evaluator programs– Administered by SEI

• Transitioned current SW & SE Lead Assessors or Evaluators, as well as new candidates

• Lead Appraiser requirements:– Introduction to CMMI Training – Appraisal team experience– Intermediate CMMI Training– SCAMPI Lead Appraiser Training

CMMI Lead Appraiser Program


Summary Organizational Maturity Profile

From: Process Maturity ProfileCMMI® v1.1SCAMPISM v1.1 Appraisal ResultsFirst LookSeptember 2003Software Engineering InstituteCarnegie-Mellon University


Keys to CMMI Deployment in STL

• Primary goal is to achieve performance improvement, not get assessed at a certain level

• Integrated, usable process set

– Integrated process set for all engineering disciplines

– Designed for engineer’s daily use, not for the convenience of assessors

– Maintain compliance with IDS common process model

• Project ownership of organizational assets

– Processes/Training/Metrics/Tools

– Organizational infrastructure established for overall direction, oversight, and project collaboration

• Core support for deployment of processes and metrics on projects

• Phased project deployment approach

– Targeting the majority of projects in STL

– Queue projects in “pipeline” to move organization forward in maturity


Engineering Organization Set of Standard Processes (EOSSP)

Project PlanningProject Planning• Project Planning• Engineering Estimating• Project Scheduling• Project Organization• Project Staffing

Project ManagementProject Management• Project Management• Project Quantitative Mgmt.• Project Reviews• Project Training• Risk Management

Engineering Development

Engineering Development

• Requirements Development• Design and Implementation• System Integ. and

Verification• Validation• Requirements Management• Decision Analysis and

Resolution

S/W DevelopmentS/W Development• Software Design• Software Implementation• Software Testing • Software Qualification Testing

Quality AssuranceQuality Assurance• Quality Process Audit and

Product Evaluation • S/W Quality Problem Tracking• H/W Quality Prob. Tracking

Product ManagementProduct Management• Peer Review• Problem Handling• Configuration Management

Process ManagementProcess Management• Project Process Set Definition• Project Process Maintenance


Process/Training Philosophy

• Processes are CMMI and ISO compliant

– Will incorporate most aspects of PMBP in 2004

• Processes - checklist-type format that can be used by engineer who has been trained to do the job (what to do)

• Background material is supplied with each process that describes the purpose of the process steps (why we do it this way)

• Training material focuses on skills and methodology (how to do it)

• Project defined work instructions are required by the processes to elaborate the specifics unique to the project

• Process tailoring and waivers are available if necessary


For More Information About CMMI

–Go to CMMI Website

» http://sei.cmu.edu/cmmi

» http://seir.sei.cmu.edu/seir/

» http://www.ndia.org/ (annual CMMI Conference)

–Assistance for government organizations:

Software Technology Support CenterHill AFBhttp://www.stsc.hill.af.mil

» SW-CMM v1.1 to CMMI v1.1 Mappings

cmmi overview – january 2004 cmmi overview presented by: bruce boyd 28 january 2004

Documents

divide cmmi

process model

following cmmi models

cmm integration

processimprovement models

cmmi structure comparisons

model hard