Transcript CMMI - Cirrus Minor

CMMI
Arnon Rotem-Gal-Oz
The king’s Ship Wasa - 1628
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No Specification
No Architecture description
Changes done on the fly,
often under
market/customer pressure
Testing ignored
Didn’t know how to tell the
clients No
The system last longer than
was ever imagined
Maintenance costs far
exceed ordinary
development
PEOPLE
TECHNOLOGY
PROCESS
Underlying Premise of Process
Improvement
“The quality of a product is
largely determined by the
quality of the process that is
used to develop and
maintain it.”
Based on TQM principles as taught by
Shewhart, Juran, Deming and Humphrey.
The Software Development
Paradox
High-Quality but Slow to Market
Not a Leader
Quality
Fast to Market but Low Quality
Low Customer
Satisfaction
Speed
[1]Booch
What is CMMI?
Consultant
Money
Making
Initiative
What is CMMI?
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Model
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Practices
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Process Improvement
Model
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Say what you do
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Do what you say
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Prove It
CMMI Maturity Levels
[4]Buchholtz & Cordes
CMMI Process Areas
CMMI Options: * with Integrated Product & Process Development (IPPD)
** with Supplier Sourcing (SS)
Level
Project Management
Engineering
5 Optimizing
Support
CAR: Causal Analysis
OID: Organizational
and Resolution
Innovation
&Deployment
OPP: Organizational
4 Quantitati- : Quantitative Project
vely
Managed
Management
RD: Requirements
DAR: Decision Analysis OPF: Organizational
Management
Development
and Resolution
Process Focus
TS: Technical
OEI*: Organizational
OPD: Organizational
Solution
Environment for
Integration
Process Definition
IT*: Integrated Teaming
ISM**: Integrated Supplier
Management
2 Managed
Process Performance
IPM
: Integrated Project
QPM
RSKM: Risk Management
3 Defined
Process Management
PI: Product
Integration
Training
PP: Project Planning
VER: Verification
REQM
: Requirements MA: Measurement and
VAL
: Validation
PMC: Project
Management
Monitoring and
Control
SAM: Supplier
Agreement
Management
OT: Organizational
Analysis
PPQA: Process &
Product Quality
Assurance
CM: Configuration
Management
1 Initial
[6]Rudge
CMMI Replaces
Software CMM
software development
System Engineering CMM
system engineering
Software Acquisition CMM
software acquisition
System Security Engineering CMM
security engineering
FAA-iCMM
software engineering,
systems engineering,
and acquisition
IPD-CMM
integrated product
development
People CMM
workforce
SPICE Model
software development
[4]Buchholtz & Cordes
History of the CMMI
1987
First CMM
Published
1991
1993
1995
1997
2002
CMMI-SE/SW
Version 1.0
Published
SW-CMM v1.1
Published
Model Refined
and Published as
SW-CMM v1.0
2000
CMMI Initiative
Launched
CMMI-SE/SW/IPPD/A
Version 1.1
Published
Software Acquisition (SA-CMM),
Systems Engineering (SE-CMM),
Integrated Product Development (IPD-CMM),
Organizational Workforce Capability Development (People CMM)
Developed
[4]Buchholtz & Cordes
Critique of CMMI
“The projects most worth doing are the
ones that will move you DOWN one full
level on your process scale”
(Peopleware) [3]
[3]Demarco & Lister
CMMI vs. Agile
PEOPLE
Process
TECHNOLOGY
The Agile Software Manifesto
•Individuals and interactions
over processes and tools
•Working software
over comprehensive documentation
•Customer collaboration
over contract negotiation
•Responding to change
over following a plan
[7]Agile
CMMI Practices vis-à-vis Agility
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“LEVEL 1”
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Identify scope of work
Perform the work
“LEVEL 2”
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Organizational policy for plan, perform
Requirements, objectives and plans
Adequate resources
Train the people
Assign responsibility and authority
CM for designated work products
Identify and involve stakeholders
Monitor and control to plan and take action if needed
Objectively monitor adherence to process and QA products/services
Review with upper management and resolve issues
KEY {GREEN : Supportive, White: Neutral, RED: Rough Edges}
[5]Jain
CMMI Practices vis-à-vis Agility
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“LEVEL 3”
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“LEVEL 4”
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Maintain as a defined process
Measure the process performance to support environment
Establish and maintain quantitative objectives for the process
Stabilize the performance of one or more sub-processes to determine its
ability to achieve
“LEVEL 5”
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Ensure continuous improvement to support business goals
Identify and correct root causes of defects
KEY {GREEN : Supportive, White: Neutral, RED: Rough Edges}
[5]Jain
Agile vs. Plan Driven
[2]Bohem, Turner
Why Bother with both?
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Introduce Agility to a
CMMI organization
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“Best of Breed”
References
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Software Architecture - A Rational Perspective – G.
Booch (ppt)
People Factors in Software Management: Lessons
From Comparing Agile and Plan-Driven Methods –
B. Bohem, R. Turner Crosstalk, Dec 2003
Peopleware 2nd edition, T. Demarco, T. Lister Dorset
House 1999, ISBN 0-932633-43-9
Introduction to CMMI, E. Buchholtz, A. Cordes, RTP
SPIN Meeting, 2003 (ppt)
CSE Annual Review and Excutive Workshop 2002,
Apurva Jain (ppt)
CMMI® : St George or the Dragon?, T. Rudge,
Thales (ppt)
www.agilemanifesto.org