Transcript Generic Practice in IPPD

CMMI
(Capability Maturity Model–
Integrated)
Overview
Dan Weinberger
Mgr., Software Process Engineering
iDEN Systems Division, Motorola Inc.
Prof. Paul Rogoway, Judea and Samaria University
and Consultant to Motorola Corporate Quality
What we will Discuss
 CMMI – why, provenance, releases
 Terminology shifts from CMM
 How is the CMMI different from CMM
 Maturity Level definition has changed
 Level by Level content changes
 Process Area structure
 Summary
In a hurry? – see pp. 29-30 & 34
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CMMI Background 1 of 4
Motivation/requirements
 Integrate the many CMMs: software, systems
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engineering, integrated product [and process]
development,SW acquisition,people
Integrate the assessment process
Strengthen process areas at higher maturity levels
Strengthen link of model to business results
Add benefit from SPI experience over many years
Harmonize with international process standards, e.g.
ISO/IEC 15504 (SPICE)
Respond to specific change requests
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CMMI Background 2 of 4
Who ? Whence ? What ?
 Project Team
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Sponsors: OSD + NDIA, other Govt. orgs.
Steering Group: DoD, SEI, Defense industry
SEI Proj. Mgr., 40+ authors, 60 Stakeholder/Reviewers
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CMM SW v1.1, CMM SW v2.0d, EIA IS731, IPD v0.98
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Continuous and staged representations of:
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 Source models:
 Products
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 CMMI-SE/SW
 With and without IPPD
ARC (Assessment Requirements for CMMI)
SCAMPI (Standard CMMI Assessment Method for Process
Improvement)
Training
Common CMM framework (CCF) for easy extensibility
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CMMI Background 3 of 4
CMMI Releases
 First Release of CMMI – August 1999
 Numerous public comment periods
 Current Status
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Version 1.02 of CMMI-SE/SW and CMMISE/SW/IPPD released Dec. 4,‘00
Version 1.02d of CMMI-SE/SW/IPPD/A (addition of
the Acquisition discipline amplification)
Version 1.1 Dec. 2001 – next major release
Training 
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CMMI Background 4 of 4
Training
 Introductory classes for SE/SW
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Staged
Continuous
 CMMI Intermediate concepts class
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For prospective CMMI teachers and Lead
Assessors
 Lead Assessor training (SCAMPI)
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CMMI Terminology 1 of 2
Vocabulary Shift
 KPA is now Process Area (PA)
 Key Practices are now Practices
 “Software” dropped from many terms
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“Organization’s Standard SW Process” (OSSP) is now
“Organization’s Set of Standard Processes”
“Project’s defined software process” now simply
“project’s defined process”
 CAF -> ARC (Assessment Requirements for
CMMI)
 CBA-IPI -> SCAMPI (Standard CMMI Assessment
Method for Process Improvement)
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CMMI Terminology 2 of 2
New Terms in the CMMI
 Generic Goals and Practices
 Process architectures
 Process elements
 Product life cycle
 Organizational support environment
 Organizational measurement repository
 Project development plan
 Achievement/Target capability level profile
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Overview 1 of 4
CMMI Broadens Scope
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Project
Initiation
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System
Requirements
Baselined
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5
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System
Requirements
Allocated
Contract
Book
Baselined &
Approved
Design
Readiness
System Test
Readiness
Ready for
Field
Test
System Engineering
Software Engineering
Integrated Product & Process Development
• Current CMM-SW covers Allocated SW Reqts -> SW Test
• Integrated CMMI-SE/SW covers Product Development
• Integrated CMMI-SE/SW/IPPD adds collaborative support
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Overview 2 of 4
CMMI Is Tailorable
 Staged Model
Optimizing
Quantitatively Managed
Defined
Managed
Performed
 Continuous Model
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Every PA [goal] can be at any Capability Level
Raises the bar for high maturity organizations
An organization can choose, for example, to be at
least at Level 3 for all PAs, at Level 4 for a small
number, and at Level 5 for a select few
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Overview 3 of 4
CMMIs Are Configurable
 CMMI has a modular design to fit the varied needs of
users, or to fit the needs of a single organization at
various times in its improvement path
Disciplines
Today:
Pick a combination of disciplines
Improvement
Approach
• Software
Maturity
• System Engineering
or
• Integrated P&P Dev.
Capability
Future:
• Acquisition
CMMI-1
CMMI-2
CMMI-3
• Hardware Engineering
• People\
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Pick Staged or
Continuous
SEI can generate a custom CMMI,
Training & Assessment Tool
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Overview 4 of 4
Model Structural Terms
 Generic Goals (GGs)
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Apply to all Process Areas
GGs for Institutionalizing each Level
 Generic Practices
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Define activities for each GG
 Common Features
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Apply to Staged only !
GGs for
 Commitment, Ability to Perform, Directing Implementation,
Verification
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Measurement replaced by Directing Implementation
Activities (CF) is now Practices
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CMM to CMMI Maturity Levels
 24 Process Areas in Levels 2 - 5
(# PA’s)
 L1: Initial ->
L0: Not Performed
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L1: Performed
 L2: Repeatable(6) ->
Managed (7)
 L3: Defined(7) ->
Defined (11/13)
 L4: Managed(2) -> Quantitatively Managed (2)
 L5: Optimizing(3) ->
Optimizing (2)
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CMMI Capability Levels
Continuous
- Model Only
 6 Levels of capability
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L0
L1
Not Performed
Performed
 Specific practices (activities) performed but
institutionalizing generic practices are not
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Level 2 - 5 same objective as CMM
 Each PA may be implemented at its own
Capability Level !
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L2: Managed 1 of 2
Process Areas – Managed Level
 Similar to CMM,
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Requirements Management
Project Planning
Project Monitoring and Control (Project Tracking & Oversight)
Supplier Agreement Management (expanded from Subcontract
Management)
Process and Product Quality Assurance (expanded SQA)
Configuration Mgmt. (“Software” dropped)
 Measurement is “promoted” and receives focus
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Measurement and Analysis (huge change; “[The organization]
develops and sustains a measurement capability in support of
management information needs" )
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L2: Managed 2 of 2
IPPD Changes – Managed Level
 New Practice added to Project Planning
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Plan Stakeholder Involvement
 New Practice added to Project Monitoring and
Control
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Monitor Stakeholder Involvement
 New Generic Practice added to Directing
Implementation (all Process Areas at Level 2)
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Identify and Involve Relevant Stakeholders
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L3: Defined 1 of 3
Process Areas – Defined Level
 Similar to CMM
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Organizational Process Focus
Organizational Process Definition
Organizational Training (Training Program)
Integrated Project Management (Integrated SW Mgmt – risk
management + Intergroup Coordination)
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Decision Analysis and Resolution (applies to planning,
budgeting, architecture, design, supplier selection, test
planning, logistics, project control, and production)
Risk Management (…identifies potential problems before
they occur, so that risk-handling activities may be invoked as
needed…)
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L3: Defined 2 of 3
Engineering Process Areas
 CMM’s Software Product Engineering is replaced by
5 PA’s
Direct influence of Systems Engineering model
 The new PA’s are:
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Requirements Development (produces requirements + preliminary
functional architecture)
Technical Solution (transforms product requirements into a
specification of physical components and interfaces)
Product Integration
Verification (includes Peer Reviews; did we build the product right?)
Validation (did we build the right product?)
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L3: Defined 3 of 3
IPPD Changes for Defined Level
 Integrated Project Management given a collaborative
focus – goals for:
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Using Shared Vision
Organizing Integrated Teams
 New PA: Organizational Environment for Integration
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Provide IPPD Infrastructure – share vision, integrate work
environment
Manage People for Integration – leadership, incentives
 New PA: Integrated Teaming
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The purpose of Integrated Teaming is to form and sustain an
integrated team for the development of products.
Like Intergroup Coordination but much much more
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Process Areas at
L4: Quantitatively Managed
 Organizational Process Performance
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Formerly a goal of QPM, now a PA to emphasize its importance
Provides the organizational data, baselines, and models to
support quantitative management of both the organization's and
the projects' processes
 Quantitative Project Management
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Combines CMM’s SQM (product) and QPM (process)
“…quantitatively manage the project’s defined process to
achieve the project’s established quality and process
performance objectives
 Statistical control
 Quantitative quality goals and controls during the project
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Process Areas
at L5: Optimizing
 Process Change Management and Technology Change
Management have been restructured into Organizational
Innovation and Deployment
 Continually select and deploy incremental and innovative
improvements
 Identification and evaluation of potential changes, prioritized using
quantitative performance measures produced by Organizational
Process Performance (L4)
 Technology here is to support, enhance or automate processes (the
Technical Solution PA addresses the broader areas of technology)
 Defect Prevention has been transformed into Causal
Analysis and Resolution
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Identifies causes of defects in the project’s defined process to take
action to prevent them from occurring in the future
Broadened to address “other problems” besides defects, e.g. cycle
time
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Staged 1 of 3
Specifics & Generics in Staged Model
 PA - Project Monitoring and Control
 SG1 Monitor Project Against Plan
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SP
SP
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SP
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1.1 Monitor Project Planning Parameters
1.2 Monitor Commitments
Specific Practices
1.3 Monitor Risks
Correspond to Activities
1.4 Monitor Data Management
In the CMM
1.5 Monitor Stakeholder Involvement
1.6 Conduct Progress Reviews
1.7 Conduct Milestone Reviews
 SG2 Manage Corrective Action to Closure
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SP 2.1 Analyze Issues
SP 2.2 Take Corrective Action
SP 2.3 Manage Corrective Action
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Staged 2 of 3
Specifics & Generics in Staged Model
 GG2 Institutionalize a Managed Process
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GP
GP
GP
GP
GP
GP
GP
GP
GP
GP
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2.1 CO1
2.2 AB1
2.3 AB2
2.4 AB3
2.5 AB4
2.6 DI1
2.7 DI2
2.8 DI3
2.9 VE1
2.10 VE2
Establish an Organizational Policy
Plan the Process
Provide Resources
For all L2 Process Areas
Assign Responsibility
Train People
Manage Configurations
Identify and Involve Relevant Stakeholders
Monitor and Control the Process
Objectively Evaluate Adherence
Review Status with Higher-level Mgmt.
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Staged 2 of 3
Specifics & Generics in Staged Model
 GG3 Institutionalize a Defined Process
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In addition to GP 2.1 – 2.10
GP 3.1 (AB1) Establish a Defined Process
GP 3.2 (DI4) Collect Improvement Information
For all L3, L4, & L5 Process Areas
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Continuous 1 of 3
Specifics & Generics in Continuous Model
 PA - Project Monitoring and Control
 SG1 Monitor Project Against Plan
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SP
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1.1 Monitor Project Planning Parameters
1.2 Monitor Commitments
1.3 Monitor Risks
1.4 Monitor Data Management
1.5 Monitor Stakeholder Involvement
1.6 Conduct Progress Reviews
1.7 Conduct Milestone Reviews
 SG2 Manage Corrective Action to Closure
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SP 2.1 Analyze Issues
SP 2.2 Take Corrective Action
SP 2.3 Manage Corrective Action
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Continuous 2 of 3
Specifics & Generics in Continuous Model
 GG1 Achieve Specific Goals
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GP 1.1 Identify Work Scope
GP 1.2 Perform Base Practices
 GG2 Institutionalize a Managed Process
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GP
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GP
GP
GP
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2.1 CO1
2.2 AB1
2.3 AB2
2.4 AB3
2.5 AB4
2.6 DI1
2.7 DI2
2.8 DI3
2.9 VE1
2.10 VE2
Establish an Organizational Policy
Plan the Process
Provide Resources
Assign Responsibility
Train People
Manage Configurations
Identify and Involve Relevant Stakeholders
Monitor and Control the Process
Objectively Evaluate Adherence
Review Status with Higher-level Mgmt.
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Continuous 3 of 3
Specifics & Generics in Continuous Model
 GG3 Institutionalize a Defined Process
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GP 3.1 Establish a Defined Process
GP 3.2 Collect Improvement Information
 GG4 Institutionalize a Quantitatively Managed
Process
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GP 4.1 Establish Quality Objectives
GP 4.2 Stabilize Subprocess Performance
 GG5 Institutionalize an Optimizing Process
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GP 5.1 Ensure Continuous Process Improvement
GP 5.2 Correct Common Cause of Problems
Applies to each Process Area !
As well as product faults
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What you can learn from the Model
Documents
 Both Staged & Continuous model
documents have:
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Model Structure
Model Terminology
Understanding the Model
Using the Model
 In addition to the PA definitions.
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So what’s Changed from CMM SW v1.1,
Really ?
 Clarification of “Measurement”
 Expansion of Software Product Engineering
 Support for Risk Management and Decision
Making
 “Redundant” common feature definitions
have become “Generics”
 The “mitosis” of SQM / QPM into Process
Capability + Quant. Process Management
 PCM + TCM -> Organizational Innovation and
Deployment
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And what else has changed?
 SE, IPPD & (soon) Acquisition
disciplines
 Integration of CMMs into “one” model
 Support for Staged and Continuous
 Model support – ARC, SCAMPI, Training,
Transition Plan
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Thorough defined
Transition Plan couched in legalese
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Benefits of using the CMMI (1 of 2)
 Better alignment with Total Product Mgmt.
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Focuses on alignment of process with business goals
and results
Covers more of the development life-cycle
Makes possible an integrated assessment to cover
multiple discipline-based assessments SW,SE,IPPD
 Evolutionary
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Relatively smooth transition from CMM 1.1 to CMMI SW
Staged
More precise definitions for measurement practices and
Risk Management
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Benefits of Using the CMMI (2 of 2)
 Tailorable to organization’s needs
(Staged and/or Continuous)
 Clear and unambiguous at higher
maturity levels
 Intentional closer compatibility with emerging
international standards
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“A26. The method shall define a mechanism for translating
assessment observations into associated process attribute
outcomes in accordance with ISO/IEC TR 15504-2 [SPICE] clause
7.6.”
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Risks of Using the CMMI
 CMMI IPPD is not soup yet…
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V1.1 Release target 12/01 ( 2.25 yrs from Day 1 )
CMMI SW/SE training piloted
SCAMPI pilots under way
Transitioning from CMM requires re-orientation
Continuous or Staged ?
When used for maturity verification the bar is higher
Linkage to ISO 9000 & 9000:2000 has been done on
a case by case basis – no consensus among ISO
registrars at this time on ISO – CMMI equivalency
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For more information
 http://www.sei.cmu.edu/cmmi/
CMMISM
•General Information
•News and Communications
•Publications and Transition Materials
•Product Suite
•Organizing Documents
•Related Web Pages
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