CMMI v 1.2 basics

CMMI Version 1.2 Basics : 

CMMI Version 1.2 Basics

History of CMMs : 

3 History of CMMs CMM v1.0 (Software) was the first to be developed Others were developed subsequently: SE CMM (Systems Engineering) CMM Integrated Product Development CMM SA (Software Acquisition) CMM People CMM

Why Integrate? : 

4 Why Integrate? Adaptability to enterprise needs designed for evolution to meet current and future enterprise-wide process improvement needs can add new process areas, generic improvement approach still applies

CMMI - SE/ SW : 

5 CMMI - SE/ SW Systems Engineering Covers the development of total systems, which may or may not include software Focus on transforming customer needs, expectations, and constraints into product solutions and supporting those product solutions throughout the product life cycle Software Engineering Covers the development of software systems Focus on applying systematic, disciplined, and quantifiable approaches to the development, operation and maintenance of software CMMI - SE/SW covers both

Why Use CMMI SE/SW? : 

6 Why Use CMMI SE/SW? Increased dependency between systems engineering and software engineering Low maturity of the interfaces between systems engineering and software engineering

What’s New in CMMI Ver 1.2 : 

7 What’s New in CMMI Ver 1.2

CMMI® Framework : 

8 CMMI® Framework Constellation: Collection of CMMI® components that includes the model, its training materials and appraisal-related documents for an area of interest. CMMI models for development, services and acquisition Model for development provides amplifications for the systems engineering, software engineering, and hardware engineering disciplines “Additions” used to expand constellations for specific additional content - CMMI® Dev has one such addition (CMMI® - Dev + IPPD) (In V1.1, IPPD was a discipline.) Based on the initial efforts to maximize commonality among CMMI models, 16 of the 22 process areas of CMMI-DEV comprise the process improvement core for the three areas of interest currently being pursued: development, acquisition, and services.

Concept of Constellations : 

9 Concept of Constellations Latest version of CMMI i.e. CMMI ver 1.2 for Development was launched in Aug’06 Constellation: Collection of CMMI® components that includes the model, its training materials and appraisal-related documents for an area of interest Other constellations in making Acquisition Services

Concept of Maturity : 

10 Concept of Maturity Software Process Maturity Extent to which a specific process is explicitly defined, managed, measured, controlled and effective Implies a potential growth in capability and indicates both the richness of an organization’s software process and the consistency with which it is applied in projects throughout the organization Maturity Level A well defined evolutionary plateau toward achieving a mature software process Each level provides a layer in the foundation for continuous process improvement

Staged Approach : 

11 Staged Approach Proven sequence of typical areas to focus on for improvement Permits comparison across organizations - assessment results can be summarized into a single rating Easy migration from SW-CMMSM

The Five Levels of Process Maturity : 

12 The Five Levels of Process Maturity Initial (1) Managed (2) Defined (3) Quantitatively Managed (4) Optimizing (5) © Software Engineering Institute Process unpredictable, poorly controlled and reactive Process characterized for projects and is often reactive Process characterized for the organization and is proactive Process measured and controlled Improvement Institutionalized Continuous Process Improvement Quantitative Management Process Standardization Basic Project Management

Level 1 Process Areas : 

13 Level 1 Process Areas There are no Process Areas at Level 1

The Initial Level (1) : 

14 The Initial Level (1) Environment not stable for developing and maintaining systems Inadequate management and engineering practices Ineffective planning Reaction-driven commitment systems Emphasis on development and testing during crisis Success depends on having exceptional people Unpredictable process capability Unpredictable schedules, budgets, functionality, and quality Few stable processes

Level 2 Process Areas : 

15 Level 2 Process Areas Focus is on enabling institutionalizing Project Management Practices Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management Instilling basic discipline into project management practices. Each project may follow their own set of processes.

The Managed Level (2) : 

16 The Managed Level (2) Policies for managing projects Planning and managing based on experience Allows repeatability of successful practices Specific processes implemented by the projects may differ Realistic project commitments Costs, schedules and functionality tracked Requirements and work products are baselined Standards defined and conformed to Strong customer-supplier relationship with subcontractors A measurement process is in place

Level 3 Process Area : 

17 Level 3 Process Area Focus is on developing technical/ engineering practices integrating it with management practices and institutionalizing it. Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition + IPPD Organizational Training Integrated Project Management + IPPD Risk Management Decision Analysis and Resolution Developing engineering practices, integrating them with management practices and standardizing processes across the organization

The Defined Level (3) : 

18 The Defined Level (3) Organization-wide standard processes Effective engineering practices Integration of engineering and management processes Reuse of organizational learning Process Engineering Group (PEG) Organization-wide training program Project’s “Defined Process” Good management insight into the technical progress on all projects

Level 4 Process Area : 

19 Level 4 Process Area Focus is on quantitatively managing project and organization wide performance Organizational Process Performance Quantitative Project Management Quantitatively manage organizational processes

The Quantitatively Managed Level (4) : 

20 The Quantitatively Managed Level (4) Quantitative goals for projects and processes Variation in process performance narrowed Meaningful variations can be distinguished from random variation Products are of high quality Projects are controlled quantitatively

Level 5 Process Area : 

21 Level 5 Process Area Focus is on continuously improving project and organizational capability Continuously improve project and organizational capability through innovations & do root cause analysis for common causes Organizational Innovation and Deployment Causal Analysis and Resolution

The Optimizing Level (5) : 

22 The Optimizing Level (5) Organization focused on process improvement incremental advances in existing processes innovations using new technologies and methods Proactive identification of weaknesses to strengthen processes Goal of preventing occurrence of defects through error-cause removal Cost-Benefit analyses of introducing new technologies and proposed process changes

Skipping Maturity Levels : 

23 Skipping Maturity Levels Counter-productive Each level builds a foundation for succeeding levels Required leverage for implementing processes effectively and efficiently However, processes described at a higher maturity level can be used

Continuous Model : 

24 Continuous Model Allows you to select the order of improvement that best meets your organization’s business objectives Enables comparisons across and among organizations on a process-area-by-process-area basis Provides an easy migration from models with a continuous representation to CMMI Uses predefined sets of process areas to define an improvement path for an organization

Structure of PA : 

25 Structure of PA No common features

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