SPIN-BG Seminar

1. Intermediate Concepts of CMMI2. CMMI Continuous Representation Overview3. The future of CMMI

Author: Kiril Karaatanasov

E-mail: kiril@karaatanasov.info

Date: 19.04.23

Intermediate Concepts of CMMI

What is it about?

Intermediate Concepts of CMMI - Benefits

• In depth understanding of the model– Generic Goals and Practices– Structure - maturity levels/categories/disciplines– Appraisal requirements – PA contents – specific goals and practices– PA relationships

• SCAMPI overview• Discussions on practical implementation of the model• Continuous & Staged

– Differences– Equivalent staging

Intermediate Concepts of CMMI - Format

• 5 day course• 1st day is dedicated to overview of the model• All process areas are reviewed in depth during the 2nd through 4th

day– For each process area 20 minutes presentation either by student or one

of the instructors

– ~20 minutes free discussion on each process area

– Process areas are presented in logical groupings different from categories/maturity levels

• 5th day is dedicated to the examination• Multiple exercises facilitating learning are conducted• The instructors

– only 7 people from SEI world wide and are very carefully selected

– Are open to questions

Intermediate Concepts of CMMI – Rating (Assignment and Exam)

• 1/3 of the rating is based on a pre-class assignment - a presentation of one process area

• 1/3 of the rating is from a closed book examination– 2 hour examination with open questions– Questions on the first 6 chapters of the model and the

Glossary– Score of 80% or higher is ok, 70% to 80% - remedial action– The Book is better then the Technical Reports – newer

terminology, both representations

• 1/3 of the rating is related to class participation

Pre-class Assignment

• Power point presentation of one process area, including

– Importance, Benefits

– Related Process Areas (dependencies)

– Specific Goals & Practices

– “Critical” Specific Practices

– Relation to Generic Practices

– Real life experience, ideas

Intermediate Concepts of CMMI – Further Options

• “Introduction to CMMI” Instructor– Allows to conduct “Introduction to CMMI” trainings– Requires: monitoring by SEI during the first training sessions, affiliation

with SEI transition partner

• SCAMPI B & C Team Leader Training– Allows: to conduct B & C class appraisals; there is still no official

requirement to have completed this course to perform B & C appraisals– Requires: 10 years experience in the field, participation in 2 SCAMPI A

or B class appraisals

• SCAMPI Lead Appraiser– Allows to conduct A class appraisals that generate organization ratings– Requires: 10 years experience in the field, participation in 2 SCAMPI A

or one A and one B class appraisals

All of these require affiliation with transition partner & approval of the candidate by SEI

Intermediate Concepts of CMMI – Links

• Intermediate Concepts of CMMI http://www.sei.cmu.edu/products/courses/cmmi-intermed-concepts.html

• SCAMPI B & C Team Leader training http://www.sei.cmu.edu/products/courses/p53.html

• SCAMPI Lead Appraiser Training http://www.sei.cmu.edu/products/courses/scampi-training.html

CMMI Continuous Representation Overview

Why continuous might be better?

Continuous has the features needed for SME !!!

1. Capability Level 1 is the needed level of performance to eliminate major risks

2. Allows flexible approach addressing business goals NOT formal requirements

3. Case studies by SEI on adoption in SME are based on continuous

CMMI Continuous Representation Overview

Continuous

• 5 Generic Goals

• Basic and Advanced Specific Practices for engineering PAs

• Progress can be made on PA by PA basis

• Rating via Achievement Profile i.e. ratings on different PAs

• Allows flexible approach addressing business need

• Defines Capability Level 1 useful for SME

• Equivalent staging permits comparison to Staged

Staged

• 2 Generic Goals

• Only one set of Specific practices per process area

• Progress is made on groups of PAs related to a maturity level

• Organizational Maturity Level Rating

• Progress is made on well defined path

• Allows somewhat easier transition from CMM

• Maturity Ratings are easy for customers like Hotel star rating

What are the capability levels?

• Capability Levels reflect the process improvement achievement in particular process area

• Capability levels go from 0 to 5

• Capability Levels are cumulative i.e. Capability Level 3 builds upon and includes all of Capability Level 2

Capability Level 0 – Incomplete

• Some of the specific goals are not satisfied i.e. some specific practices are not performed

• There is significant risk associated with the work being performed

Capability Level 1 – Performed

• All specific goals of the process area are satisfied• All base practices are performed• Essential activities are performed and the work is

accomplished• However, the definition, planning, monitoring, and

controlling of the process may be incomplete• The process may be unstable and inconsistently

implemented

Capability Level 1 is relatively easy to achieve, but it provides real tangible benefit. In environment with few people dedicated to the company success this might be enough.

For example to achieve Requirements Management Capability Level 1 only 3 specific practices need to be addressed.

Capability Level 2 - Managed

• A capability level 2 process is a managed process

• A managed process is a performed process that is also planned and executed in accordance with policy; employs skilled people having adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is relevant for adherence to its process description

• A managed process is institutionalized (i.e. ingrained in the way work is performed

• Processes are managed to achieve objectives that are established for the process, such as cost, schedule and quality objectives

Capability Level 3 - Defined

• A capability level 3 process is a defined process

• A defined process is a managed process whose description is tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines.

• This contributes work products, measures, and other process-improvement information to the organizational process assets

• The organization’s set of standard processes are established and improved over time.

Capability Level 4: Quantitatively Managed

• A Capability Level 4 process is quantitatively managed

• A quantitatively managed process is a defined process that is controlled using statistical and other quantitative techniques.

• Quantitative objectives for the product quality, service quality, and process performance are established and used as criteria in managing the process.

• People performing the process are directly involved in quantitatively managing the process

• Statistical predictability is achieved

Capability Level 5: Optimizing

• A capability level 5 process in an optimizing process

• An optimizing process is a quantitatively managed process that is changed and adapted to meet relevant current and projected business objectives

• Focus is on continually improving the range of process performance through incremental and innovative technological improvements

• Quantitative process improvement objectives are established

• Process improvement is inherently part of everybody’s role, resulting in cycles of continual improvement.

Base & Advanced Practices

• In the engineering process areas in continuous representation there are specific practices which are relevant at certain capability level

• Base Practices are specific practices applicable at capability level 1

• Advanced Practices are specific practices applicable at capability level 2 and 3

• Some Advanced Practices extend Base Practices• In staged representation when Advance Practice

extends Base Practice only the Advance practice is listed. Base is included as informative elements

Example – Requirements Management Evolution

CL 5 GP 5.1 Ensure Continuous Process Improvement GP 5.2 Correct Root Causes of Problems

CL 4 GP 4.1 Establish Quantitative Objectives for the Process GP 4.2 Stabilize Sub-process Performance

CL 3 GP 3.1 Establish Defined Process GP 3.2 Collect Improvement Information

CL 2

SP 1.2-2 Obtain Commitment to Requirements SP 1.4-2 Maintain bi-directional Traceability 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 & Control the Process GP 2.9 Objectively Evaluate Adherence GP 2.10 Review Status with Higher Level Management

CL 1

SP 1.1-1 Obtain Understanding of Requirements SP 1.3-1 Manage Requirements Changes SP 1.5-1 Identify Inconsistencies between Project Work and Requirements GP 1.1 Perform Base Practices

Equivalent Staging - 1

• Allows comparison to Maturity Levels• It defines what combination of capability level and

process areas corresponds to each maturity level– To achieve ML 2 you must achieve CL 2 in all PAs of ML2– To achieve ML 3 you must achieve CL 3 in all PAs of ML2 and

ML 3

– To achieve ML 4 you must achieve CL 3 in all PAs of ML2, ML 3 and ML 4

– To achieve ML 5 you must achieve CL 3 in all PAs of ML2, ML 3, ML 4 and ML 5

Achieving ML 3 in the PA’s of ML 4 and ML 5 means that CL 4 and/or CL 5 is achieved in selected by the organization Process Areas

Equivalent Staging - 2

CL 5CL 4CL 3CL 2CL 1

RE

QM

PP

PM

C

SA

M

MA

PP

QA

CM

RD

TS PI

VE

R

VA

L

OP

F

OP

D

OT

IPM

RM IT ISM

DA

R

OE

I

OP

P

QP

M

OID

CA

R

Maturity Level 2Maturity Level 3

ML

5

ML

4

Process Area Dependencies?

• The model chapters 1 through 6 recommend for Support, Project Management and Process Management to first address fundamental (basic) and then progressive (advanced) Process Areas

• Generally Process areas that appear on higher maturity levels depend for effective implementation on process areas from the lower maturity levels.– This does not mean you cannot benefit form process areas at higher

maturity levels. Only the effect may be limited

– The best example for this is Causal Analysis and Resolution (CAR)

• There are no mandatory as per the model inter-dependencies

The future of CMMI

What to expect?

New elements in CMMI Architecture

• From CMMI-SE/SW/IPPD/SS to CMMI-SE/SW+IPPD+SS– Small step to clarity that gives green light to further expansion

• Constellations will allow to expand the model into new domains or parts of the lifecycle. Constellations will reuse as much as possible– CMMI-SE/SW+IPPD+SS current is CMMI-Development

constellation– After the release of CMMI v1.2, a CMMI-Services constellation

will be released. It will probably reuse all PAs except the engineering areas

CMMI Expansions

• Hardware discipline will be added, thus emphasizing that CMMI is applicable to this part of the organization’s activities

• Broader coverage of development environment– Current coverage is limited to parts of OEI PA– Key aspects like safety, security and business continuity may be

addressed– One option is to provide extension to existing PAs similar to

IPPD in IPM PA– Another possibility is to add new PA - Work Environment (WE)

CMMI simplifications

• One model (book) containing both representations, similar to the book “CMMI: Guidelines for Process Integration and Product Improvement”

• Removing:– Advanced Practices– Common Features

• SAM, ISM couple may be revised.– Latest articles point ISM will not be removed

• COTS selection may be moved away from SAM possibly to TS PA

• Increased elaborations for the generic practices at Capability Level 4 and 5 in the different process areas

CMMI 1.2 Timeline

• Forecast is:

– Late 2005 – pilot version of CMMI 1.2

– Late 2006 – release

Links and materials

• “CMMI v1.2 What’s Changing?” By Mike Philips, http://www.sei.cmu.edu/news-at-sei/columns/cmmi-in-focus/cmmi-in-focus.htm

• “CMMI v1.2 and Beyond” By Mike Philips, http://www.sei.cmu.edu/news-at-sei/columns/cmmi-in-focus/2004/3/cmmi-in-focus-2004-3.htm

• “CMMI®--Version 1.2 and Beyond!” presentation by Mike Philips, April 6, 2005, available at SEIR

Questions?

Backup

The 5 Generic Goals

1. Achieve Specific Goals

2. Institutionalize a Managed Process

3. Institutionalize a Defined Process

4. Institutionalize a Quantitatively Managed Process

5. Institutionalize an Optimizing Process

Level 1: Achieve Specific Goals

1. Perform Base Practices

Level 2: Establish a Managed Process

1. Establish an Organizational Policy

2. Plan the Process

3. Provide Resources

4. Assign Responsibility

5. Train People

6. Manage Configurations

7. Identify and Involve Relevant Stakeholders

8. Monitor and control the Process

9. Objectively Evaluate Adherence

10.Review Status with Higher Level Management

Level 3: Institutionalize a Defined Process

1. Establish a Defined Process2. Collect Improvement information

• Processes are reused across similar projects. – Each instance of the process uses common base through

tailoring. – This allows to reduce variation throughout the organization,

compare performance and consistently implement improvements

– Tailoring may not modify the process, just consciously select it.

• Improvement information is fed back from projects to the organization.

Level 4: Institutionalize a Quantitatively Managed Process

1. Establish Quantitative Objectives for the Process

2. Stabilize sub-process Performance

Level 5: Institutionalize an Optimizing Process

1. Ensure Continuous Process Improvement

2. Correct Root Causes of Problems