Transcript Mapping OGC PRINCE 2 to SEI CMMI 1.1

ASSESMENT Of TRANSITION From
‘QUALITY In a PROJECT ENVIRONMENT’COMPONENT Of PRINCE 2
To
‘PROCESS & PODUCT QUALITY ASSURANCE’PROCESS AREA Of CMMI 1.1
Ahmad Luqman
[email protected]
Presentation Layout
•
•
•
•
•
•
•
Introduction (PRINCE, CMMI)
Literature Review
Mapping
Conclusion
Future Enhancement(s)
References & Bibliography
Q&A
2
Objective
• Develop an assessment of transformation from OGCPRINCE 2 to SEI-CMMI 1.1
3
PRINCE
• PRoject IN Controlled Environment [1]
• Developed by Central Computer and Telecommunications
Agency (CCTA) in 1989
• United Kingdom Government’s de facto standard for IT
Project Management
• PRINCE 2 launched in 1990
• Now operated by the Office of Government Commerce
(OGC), England
4
PRINCE 2
®
5
CMMI
• Capability Maturity Model Integration [2]
• An integrated framework for maturity models and
associated products that integrate the two key disciplines
that are inseparable in a systems development activity;
software engineering and systems engineering
• Developed in Aug 2001, by SEI, CMU, Pittsburgh
Pennsylvania USA. SEI is being financed by DoD
6
CMMI 1.1 Structure
®
Process Area 1
Process Area 2
Specific Goals
Specific Practices
Process Area n
Generic Goals
Capability Levels
Generic Practices
7
Literature Review
• How ISO 9001 Compares with the CMM; Marck C. Paulk,
SEI, CMU; 0740-7459/94/$04.00 © 1994 IEEE; Jan 1995
[3].
– The main difference between these two: is the explicit
emphasis of the CMM on continuous process
improvement. ISO 9001 addresses only the minimum
criteria for an acceptable quality system
8
Literature Review
(Cont…)
• The Frameworks Quagmire; Sheard, Sarah; Crosstalk,
Volume 10, No. 9; Sept 1997 [5].
– Many companies have begun documenting processes in
response to ISO 9000 in 1994 on of the various
capability maturity models, or perhaps to other
standards
9
Literature Review
(Cont…)
• Project management & business development Integrating
strategy, structure, processes and projects; AP Van Der
Merwe; 5th International Symposium of PM YUPMA 2001;
Yugoslavia; 28 to 30 May 2001 [6].
– Project close out is not normally seen as part of the
project, neither is commercial operation
10
Literature Review
(Cont…)
• Capability Maturity Model Integration 1.1 Continuous
Representation; SEI, CMU; CMU/SEI-2002-TR-028 ESC-TR2002-028 Aug 2002 [7].
– The continuous representation uses capability levels to
measure process improvement
11
Literature Review
(Cont…)
• Managing Successful Projects with PRINCE 2; Bob Assirati,
The Stationery Office, OGC, London, UK; 2004 [8].
– There are certain aspects of Project Management that
are well covered by existing and proven methods and
are therefore excluded from PRINCE 2. Examples of
these aspects are: People management techniques,
Generic planning techniques
12
Problem Definition
• PRINCE 2 is not intended to cover all aspects relevant to
Project Management & Product Development, e.g.
– People management techniques such as motivation,
delegation and team leadership
– Generic planning techniques such as Gantt Chart and
Critical Path Analysis
– The creation of corporate Quality management & Quality
assurance mechanisms
– Contract and procurement issues
– Allocation of risk ownership
• This is the job of other methods, although PRINCE must
interface with them to enable information on such areas
 Organizations concerned with PRINCE 2 certification often
question its overlap with the CMMI. As such; there was no
transformation mechanism available between these
concerned standards in the contemporary market
13
Solution
• OGC PRINCE 2 Processes map to most appropriate different
Practices of SEI CMMI 1.1 analysis provides answer to some
common questions about the mapping of these standards
14
Work Performed
•
Research is primarily based upon two features;
– Leading Case Studies across the world
– Incorporation of real time data through questionnaires
•
Case Studies are;
1.PRINCE2 Case study (with CMM), Ericsson Services Ireland, Oct 2002
2.PRINCE2 Case study, Registers of Scotland Executive Agency, Sept 2002
3.PRINCE2 Case study, Enterprise Risk Management, Fleet Information
Management Unit, UK, Oct 2002
4.PRINCE2 Case study, Electricity Supply Board Ireland, April 2002.
5.PRINCE2 Case study, PRINCE2 & PMI/PMBoK, A combined Approach at
Getronics, The APM Group Limited, Buckinghamshire, UK, 2002
6.PRINCE2 Case Study, National Health Service, Bucks, UK, July 2003
7.CMMI Case Study, United Space Alliance (Boeing Company / Lockheed
Martin Corporation), NASA, LLC, 2001
8.Australian Experiences with CMMI, Terry Rout, David Marshall, Angela
Tuffley & Adrian Pitman, Software Quality Institute, Griffith University,
Australian Defense Material Organization, Australia
15
Mapping Approach
• Divide the Standard to the lowest level
• Compare the Typical Artifact & Work Product
• Based upon Case studies & Questionnaire, assign weights
i.e. Strong, Medium and Weak to one-to-one mapping
16
PRINCE 2 Breakup
®
PRINCE 2 Breakup
PRINCE 2
8 Components
3 Techniques
8 Processes
Planning Process
Designing a Plan
Defining & Analyzing Prod. Identifying Activities Depend.
Estimating
Scheduling
Analyzing Risks
All Previously planned info.
Completing a Plan
Risk Log
Input Update Output
17
CMMI 1.1 Breakup
®
CMMI 1.1 Breakup
CMMI 1.1
Staged Representation
Process Management
Continuous Representation
Project Management
Engineering
Support
Project Planning
3 Specific Goals
5 Generic Goals
14 Specific Practices
2.2-1(Identify Project Risks)
4 Sub Practice
Identified risks
Risk priorities
Risk impacts & probability of occurrence
18
Achievement
• Map serve as an indicator of correspondence
between the PRINCE 2 to CMMI 1.1, rather than as an
implementation guideline
19
Conclusion
PRINCE 2 (Quality in a Project Environment-Component) to
CMMI 1.1 (Process & Product Quality Assurance-Process Area)
Customer’s Quality Expectations (SU)
CMMI
Practices
GP 2.7
Acceptance Criteria
SP 1.2-1
W
Evaluation Reports
Project Approach (SU)
GP 2.1
W
Establish an Organizational Policy
GP 2.2
S
Plan the Process
GP 2.2
W
Plan the Process
Typical Artifacts
Quality Planning- Project Quality Plan (IP1)
Stage or Team Quality Plan (SB1)
Strength
Most Relevant Work Products
M
Identify & Involve Relevant Stakeholders
Product Descriptions & Quality Criteria (CS1)
Quality Control (CS2)
-
-
-
GP 2.8
W
Monitor & Control the Process
Quality Log (IP)
SP 2.2-1
W
Evaluation Logs
Project Issues
SP 1.2-1
W
Noncompliance Reports
External to Project (ISO, Quality Policy, QMS,
& Quality Assurance)
GP 2.1
M
Establish an Organizational Policy
20
Future Research
Risk Management (RM) component of PRINCE 2 can be mapped
to RM of in CMMI 1.1
21
References & Bibliography
1. Managing Successful Projects with PRINCE 2; Bob Assirati,
OGC- London-UK; 2004
2. CMMI Guidelines for Process Integration & Product
Improvement; Mary Beth Chrissis, Mike Konarad, Sandy
Shrum; ISBN 0321154967; SEI-CMU-USA; 2004
3. How ISO 9001 Compares with the CMM; Marck C. Paulk,
SEI, CMU; 0740-7459/94/$04.00 © 1994 IEEE; Jan 1995
4. SEI & Enterprise Process Improvement Collaboration,
Systems Engineering Capability Assessment Model An IPD
CMM; International Council on Systems Engineering vol
1, v0.9. CMU; 28 Oct 1996
5. The Frameworks Quagmire; Sheard, Sarah; Crosstalk,
Volume 10, No. 9; Sept 1997
22
References & Bibliography
(Cont…)
6. Project management & business development Integrating
strategy, structure, processes and projects; AP Van Der
Merwe; 5th International Symposium of PM YUPMA 2001;
Yugoslavia; 28 to 30 May 2001
7. Capability Maturity Model Integration 1.1 Continuous
Representation; SEI, CMU; CMU/SEI-2002-TR-028 ESC-TR2002-028 Aug 2002.
8. Managing Successful Projects with PRINCE 2; Bob Assirati,
The Stationery Office, OGC, London, UK; 2004
23
Q
&
A
Thank You
Ahmad Luqman