lecturer: mahdy basharyce.sharif.edu/.../root/presentations/cmmi.pdf · brief introduction •...
TRANSCRIPT
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Sharif University of TechnologySharif University of Technology
Lecturer:
Mahdy BasharySharif University of Technology
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Sharif University of TechnologySharif University of Technology
AgendaAgenda
• Brief Introduction
• Why CMMI:– Why process improvement?
– Why we need integration?
• CMMI Concept– CMMI project objectives.
– CMMI source models
• CMMI Content– CMMI Models
– Model Content
– CMMI Representation
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Sharif University of TechnologySharif University of Technology
Brief IntroductionBrief Introduction
• “Capability Maturity Model® Integration (CMMI) is a process improvement approachthat provides organizations with the essential elements of effective processes. It can be used to guide process improvement across a project, a division, or an entire organization. CMMI helps integrate traditionally separate organizational functions, set process improvement goals and priorities, provide guidance for quality processes, and provide a point of reference for appraising current processes.”
[SEI 2006]
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Sharif University of TechnologySharif University of Technology
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Sharif University of TechnologySharif University of Technology
AgendaAgenda
• Brief Introduction
• Why CMMI:– Why process improvement?
– Why we need integration?
• CMMI Concept– CMMI project objectives.
– CMMI source models
• CMMI Content– CMMI Models
– Model Content
– CMMI Representation
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Sharif University of TechnologySharif University of Technology
Everyone realizes the importance of having a motivated, quality work force but...
• ...even our finest people can’t perform at their best when the process is not understood or operating “at its best.”
PEOPLE
PROCESS
TECHNOLOGY
Major determinants of product cost, schedule, and quality
Need for ProcessNeed for Process
[SEI 2006]
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• Process provides a constructive, high-
leverage focus...
– as opposed to a focus on people
• Your work force, on the average, is as “good” as it is
trained to be.
• Working harder is not the answer.
• Working smarter, through process, is the answer.
– as opposed to a focus on technology
• Technology applied without a suitable roadmap will not
result in significant payoff.
• Technology provides the most benefit in the context of
an appropriate process roadmap.
Motivations for Process Motivations for Process
ImprovementImprovement
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Sharif University of TechnologySharif University of Technology
Process Improvement Process Improvement
BenefitsBenefits
• The quality of a system and it’s products is highly influenced by the quality of the process used to acquire, develop, and maintain it.
• Process improvement increases predictability and consistency of an organization.
• Process improvement reduces additional cost in development of product.
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ExamplesExamples
• Tinker Air Force Base measured an ROI of 7 to 1 over seven years of software process improvement.
• Northrop Grumman Information Technology after three years has reported in one of its units the operationally found defects down 60 percent.
• IBM Global Services, India, report their ROI for process improvement is consistently 4 or 5 to 1
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Sharif University of TechnologySharif University of Technology
AgendaAgenda
• Brief Introduction
• Why CMMI:– Why process improvement?
– Why we need integration?
• CMMI Concept– CMMI project objectives.
– CMMI source models
• CMMI Content– CMMI Models
– Model Content
– CMMI Representation
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Sharif University of TechnologySharif University of Technology
The Frameworks QuagmireThe Frameworks Quagmire
[Sheard 2002]
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Sharif University of TechnologySharif University of Technology
The Benefits of Integrated The Benefits of Integrated
Process Improvement Process Improvement 1. Cost Benefits: integration reduces cost by
reducing following:
• Training in multiple models and appraisal methods.
• Performing multiple appraisals within the same organizations
• Maintaining redundant process assets in a repository.
• Maintaining or purchasing expertise in multiple models.
2. Clarity of Focus • Using a single model cause better
communication between people involved by using a common terminology, common goal,…
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Sharif University of TechnologySharif University of Technology
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The Benefits of Integrated The Benefits of Integrated
Process Improvement (cont.)Process Improvement (cont.)3. Process Integration and Lean
Organizations • Improving an organization as whole is more
productive than improving its disciplines separately.
4. Flexibility and Extension into New Disciplines • Adding a new individual model results in a great
deal of redundancy and often-conflicting representations in the common process-improvement practices. Adding a discipline within an integrated program simply means a few more process area .
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Sharif University of TechnologySharif University of Technology
Performance ResultsPerformance Results
27.7 : 12 : 1164.7 : 1Return on Investment
55%-4%614%Customer Satisfaction
132%7%2050%Quality
255%9%1762%Productivity
90%2%1937%Schedule
87%3%2120%Cost
HighLowNumber of
Data PointsMedianPerformance Category
[SEI 2006]
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Sharif University of TechnologySharif University of Technology
AgendaAgenda
• Brief Introduction
• Why CMMI:– Why process improvement?
– Why we need integration?
• CMMI Concept– CMMI project objectives.
– CMMI source models
• CMMI Content– CMMI Models
– Model Content
– CMMI Representation
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Sharif University of TechnologySharif University of Technology
CMMI OverviewCMMI Overview
• Capability Maturity Model Integration
(CMMI) was initiated in 1997 by DoD
and National Defense Industrial
Association (NDIA).
• The development team is made up:
– Government
– Industry
– Software Engineering Institute (SEI).
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Sharif University of TechnologySharif University of Technology
CMMI Development SuppliersCMMI Development Suppliers
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Sharif University of TechnologySharif University of Technology
AgendaAgenda
• Brief Introduction
• Why CMMI:– Why process improvement?
– Why we need integration?
• CMMI Concept– CMMI project objectives.
– CMMI source models
• CMMI Content– CMMI Models
– Model Content
– CMMI Representation
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Sharif University of TechnologySharif University of Technology
CMMI Project ObjectiveCMMI Project Objective
• CMMI has two objectives:
– Initial objective: integration of three specific process-improvement models: software, systems engineering, and integrated product development.
– Longer-term objective: laying a foundation for the later addition of other disciplines (such as supplier sourcing, manufacturing, acquisition, or safety and security) to CMMI.
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Sharif University of TechnologySharif University of Technology
AgendaAgenda
• Brief Introduction
• Why CMMI:– Why process improvement?
– Why we need integration?
• CMMI Concept– CMMI project objectives.
– CMMI source models
• CMMI Content– CMMI Models
– Model Content
– CMMI Representation
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Sharif University of TechnologySharif University of Technology
CMMI Source ModelsCMMI Source Models
• CMMI has three main source models:
IPD-CMM, version 0.98Integrated Product and Process Development
EIA/IS 731Systems Engineering
SW-CMM, draft version 2(c)Software
Source ModelModel Discipline
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History of the CMMIHistory of the CMMI1987 1991 1995 1997 2000 2002
First CMMPublished
Model Refinedand Published as
SW-CMM v1.0
SW-CMM v1.1Published
1993
Software Acquisition (SA-CMM),Systems Engineering (SE-CMM),
Organizational Workforce Capability Development (People CMM)Developed
CMMI InitiativeLaunched
CMMI-SE/SWVersion 1.0Published
CMMI-SE/SW/IPPD/SSVersion 1.1Published
2006
CMMI-SE/SW/IPPD/SSVersion 1.2Published
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Sharif University of TechnologySharif University of Technology
AgendaAgenda
• Brief Introduction
• Why CMMI:– Why process improvement?
– Why we need integration?
• CMMI Concept– CMMI project objectives.
– CMMI source models
• CMMI Content– CMMI Models
– Model Content
– CMMI Representation
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Sharif University of TechnologySharif University of Technology
Maturity ModelsMaturity Models
• A maturity model describes characteristics of effective processes.
– Purpose: to provide guidance for improving your organization’s processes.
– Based on community’s prior experience
– Provides a common language, a framework for implementing improvements
– Can be used as a benchmark for comparing organizations.
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Sharif University of TechnologySharif University of Technology
CMMI DisciplinesCMMI Disciplines
• Systems engineering:– The development of total systems (which may or may not include software)
• Software engineering:– Development of software systems in particular
• Integrated product and process development (IPPD):– Achieving collaboration of relevant stakeholders throughout the life of the product to satisfy customer needs
– Always used with other disciplines (not alone)
• Supplier sourcing:– Supplier source analysis & monitoring supplier activities
• The CMMI project team expects other bodies of knowledge to be incorporated in future.
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Sharif University of TechnologySharif University of Technology
Model Based ImprovementModel Based Improvement
• model-based process improvement begins with management commitment and an appraisal. The findings from this appraisal, in turn, feed action plans. When these plans have been completed, further appraisals are performed and the cycle continues.
Perform
Appraise
Plan
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Sharif University of TechnologySharif University of Technology
CMMI ModelsCMMI Models
• A model is a structured collection of
elements that describe characteristics
of effective processes.
• CMMI Models:
– CMMI-SW
– CMMI-SE/SW
– CMMI-SE/SW/IPPD
– CMMI-SE/SW/IPPD/SS
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Process AreaProcess Area
• Main feature of all CMMI models.
• Process Area are domains in which should be improved.
• Process areas is grouped in four categories: Process Management, Project Management, Engineering, and Support.
• Each model has a set of Process Areas: 22 in CMMI-SE/SW and CMMI-SW, 24 in CMMI-SE/SW/IPPD, and 25 in CMMI-SE/SW/IPPD/SS.
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CMMICMMI--SE/SW/IPPD/SS SE/SW/IPPD/SS
Process AreasProcess Areas• Process Management
– Organizational Process Definition (OPD).
– Organizational Process Focus (OPF).
– Organizational Process Performance (OPP).
– Organizational Innovation and Deployment (OID).
– Organizational Training (OT).
• Project Management– Project Planning (PP)
– Project Monitoring and Control (PMC)
– Integrated Project Management (IPM)
– Integrated Project Management (IPM)
– Supplier Agreement Management (SAM)
– Risk Management (RSKM)
– Integrated Project Management for IPPD (IPM)
– Integrated Teaming (IT)
– Integrated Supplier Management (ISM)
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CMMICMMI--SE/SW/IPPD/SS SE/SW/IPPD/SS
Process AreasProcess Areas• Engineering
– Requirements Management (REQM)
– Requirements Development (RD)
– Technical Solution (TS)
– Product Integration (PI)
– Verification (VER)
– Validation (VAL)
• Support– Configuration Management (CM)
– Process and Product Quality Assurance (PPQA)
– Measurement and Analysis (MA)
– Decision Analysis and Resolution (DAR)
– Causal Analysis and Resolution (CAR)
– Organizational Environment for Integration (OEI)
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Sharif University of TechnologySharif University of Technology
AgendaAgenda
• Brief Introduction
• Why CMMI:– Why process improvement?
– Why we need integration?
• CMMI Concept– CMMI project objectives.
– CMMI source models
• CMMI Content– CMMI Models
– Model Content
– CMMI Representation
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Sharif University of TechnologySharif University of Technology
Content ClassificationContent Classification
• There three types of materials in CMMI Models:– Required: These items are essential to the model and to an understanding of what is needed for process improvement and demonstrations of conformance to the model.
– Expected: these items may not be fully essential, and in some instances they may not be present in an organization that successfully uses the model. Nevertheless, expected material is presumed to play a central role in process improvement
– Informative: materials provide useful guidance for process improvement, and in many instances they may offer clarification regarding the intended meaning of the required and expected components.
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Required MaterialRequired Material
• The sole required component of the CMMI models is the "goal."
• A goal represents a desirable end state, the achievement of which indicates that a certain degree of project and process control has been achieved.
• There are two type of goal:– Specific Goal: These goals are unique to a single process area.
– Generic Goal: These goals may apply across all of the process areas.
• Each process area has between one and four specific goals; the entire CMMI-SE/SW/IPPD/SS model (version 1.1) includes a total of 55 specific goals.
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Expected MaterialExpected Material
• The only expected component of the CMMI models is the statement of a "practice."
• A practice represents the "expected" means of achieving a goal.
• CMMI lets you to use Alternative practices instead of using CMMI practices.
• There are two types of practice:– Specific Practice: these are unique to a single process area .– Generic Practice: these may be apply across all process area.
• Between two and seven specific practices are mapped to each specific goal; the entire CMMI-SE/SW/IPPD/SS version 1.1 model includes a total of 189 specific practices, which are mapped to the 55 specific goals
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Goal & Practice ExampleGoal & Practice Example
CAR SP 2.2-1: Evaluate the effect of
changes on process performance.
CAR SG 2: Root causes of defects and
other problems are systematically
addressed to prevent their future
occurrence.
OPP SP 1.2-1: Establish and maintain
definitions of the measures that are to
be included in the organization's
process performance analyses.
OPP SG 1: Baselines and models that
characterize the expected process
performance of the organization's set of
standard processes are established
and maintained.
PMC SP 2.1-1: Collect and analyze the
issues and determine the corrective
actions necessary to address the
issues.
PMC SG 2: Corrective actions are
managed to closure when the project's
performance or results deviate
significantly from the plan.
REQM SP 1.1-1: Develop an
understanding with the requirements
providers on the meaning of the
requirements.
REQM SG 1: Requirements are managed
and inconsistencies with project plans
and work products are identified.
Specific PracticeSpecific Goal
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Informative MaterialsInformative Materials
• There are 10 type of Informative Materials:1111.... Purpose: Purpose: Purpose: Purpose: a brief statement of purpose for the
process area.
2222.... Introductory Note: Introductory Note: Introductory Note: Introductory Note: A section including multiple introductory notes that apply to the entire process area follows the purpose statement.
3333.... Reference: Reference: Reference: Reference: Explicit pointing from one process area to all or part of another process area.
4444.... Name: Name: Name: Name: An acronym for a goal, practice, process area name. (i.e.: MA SG 1)
5555.... PracticePracticePracticePractice----totototo----Goal Relationship Table: Goal Relationship Table: Goal Relationship Table: Goal Relationship Table: a table that maps each practice to corresponding goal.
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Informative Materials (cont.)Informative Materials (cont.)
6666.... Note: Note: Note: Note: like “introductory note” but in other places.
7777.... Typical Work Products: Typical Work Products: Typical Work Products: Typical Work Products: artifacts produced by a practice.
8888.... Subpractices: Subpractices: Subpractices: Subpractices: Subpractices provide a decomposition of practices meaning and the activities that they might entail as well as an elaboration of their use.
9999.... Discipline AmplificationsDiscipline AmplificationsDiscipline AmplificationsDiscipline Amplifications: these fit a content to a specific discipline.
10101010.... Generic Practice ElaborationsGeneric Practice ElaborationsGeneric Practice ElaborationsGeneric Practice Elaborations: these customize a generic practice for specific process area.
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An ExampleAn Example
[SEI 2002]Organization Process Focus Process Area
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AgendaAgenda
• Brief Introduction
• Why CMMI:– Why process improvement?
– Why we need integration?
• CMMI Concept– CMMI project objectives.
– CMMI source models
• CMMI Content– CMMI Models
– Model Content
– CMMI Representation
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CMMI RepresentationCMMI Representation
• A CMMI representation is an approach to how to apply a CMMI model to improve our process.
• There was a three type of representation in agile source models:
– Staged: Staged: Staged: Staged: SW-CMM used this representation.
– Continuous: Continuous: Continuous: Continuous: EIA/IS 731 used this representation
– Hybrid: Hybrid: Hybrid: Hybrid: IPD-CMM used this representation. It’s a mix down of pervious representation.
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Staged RepresentationStaged Representation
• This uses predefined road map for organizational improvement based on proven grouping and ordering of processes and associated organizational relationships.
• The term "staged" comes from the way that the model describes this road map as a series of "stages" that are called "maturity levels."
• Each maturity level has a set of process areas that indicate where an organization should focus to improve its organizational process.
• Progress occurs by satisfying the goals of all process areas in a particular maturity level.
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Process unpredictable, poorly controlled and reactive1
2Process characterized for projects and is often reactive
3Process characterized for the organization
4Process measured and statistically controlled
5Emphasis on continuous improvement
Optimizing
Initial
Quantitatively Managed
Defined
Managed
CMMI Maturity LevelsCMMI Maturity Levels
Low Maturity
High Maturity
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Continuous RepresentationContinuous Representation
• Continuous models provide less specific guidance on the order in which improvement should be accomplished.
• They are called continuous because no discrete stages are associated with organizational maturity.
• The order of accomplishment process areas is defined by company that uses it.
• Instead of maturity level there is capability profile which shows capability level in each process area.
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Causal Analysis and ResolutionOrganization Innovation & DeploymentQuantitative Project ManagementOrganizational Process PerformanceOrganizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project ManagementRisk Management Decision Analysis and ResolutionRequirements DevelopmentTechnical Solution Product IntegrationVerification ValidationProject PlanningProject Monitoring and ControlConfiguration ManagementProduct & Process Quality AssuranceSupplier Agreement ManagementMeasurement and AnalysisRequirements Management
Capability ProfileCapability Profile
Level0
Level1
Level2
Level3
Level5
Level4
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Capability LevelsCapability Levels
GG 5: The process is institutionalized as an optimizing process.CL 5
GG 4: The process is institutionalized as a quantitatively
managed process.
CL 4
GG 3: The process is institutionalized as a defined process.CL 3
GG 2: The process is institutionalized as a managed process.CL 2
GG 1: The process supports and enables achievement of the
specific goals of the process area by transforming identifiable
input work products to produce identifiable output work
products.
CL 1
No goal.CL 0
Generic GoalCapability
Level
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Building CapabilityBuilding Capability
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PerformedPerformed
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ManagedManaged
Respiratory
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DefinedDefined
Respiratory
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Quantitatively Managed Quantitatively Managed
Respiratory
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Optimizing Optimizing
Respiratory
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CMMI RepresentationCMMI Representation
• The risk of losing support for CMMI was too great if it summarily eliminated either representation or tried to find a single "hybrid" solution.
• CMMI uses two representation: Staged, Continuous
• Process areas between two Representation are same but their organization are different.
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Overview of CMMI Process Overview of CMMI Process
AreasAreasProject Management
QPM: Quantitative
Project Management
IPM: Integrated
Project Management
RSKM: Risk
Management
IT*: Integrated
Teaming
ISM**: Integrated
Supplier ManagementPP: 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-velyManaged
3 Defined
2 Managed
1 Initial
CMMI Options: * with Integrated Product & Process Development (IPPD)
** with Supplier Sourcing (SS)
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Equivalent Staging Equivalent Staging
• To reinforce the concept of one model
with two views or representations,
CMMI provides a mapping to move
from the continuous to the staged
perspective.
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Maturity Level 2Maturity Level 2
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Maturity Level 3Maturity Level 3
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Maturity Level 4Maturity Level 4
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Maturity Level 5Maturity Level 5
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