Transcript CMMI Training Products - A Product Line Approach

CMMI
Why ?
Capability Maturity Model Integration
(CMMI)
Not ?
Capability Maturity Model (CMM)
Dr. Chaw-Kwei Hung
National Cheng-Kung University
[email protected]
March – April 2003
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CMMI
Agenda
• Business Process
• The Evolution of CMM and CMMI – Based Process
Improvement
• Basic Understanding of the CMM
• Basic Understanding of the CMMI
• Should Organization’s Process Improvement be used
CMMI Instead of SW-CMM??
• Taiwan’s System Life Cycle Phases Characteristics
• To Promote CMMI Technology Infusion (CTI) for
Taiwan’s Information Industry
• Q&A
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CMMI
What is a Business Process?
PEOPLE
Major determinants of
product cost, schedule
, and quality
Glue
Unifies the other aspects
TCCHNOLOGY
PROCESS
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CMMI
•
The Evolution of CMM and CMMI-Based
Process Improvement
Carnegic Mellon University – USA DOD Supported Software Engineering
Institute (SEI)
• 1987
– First CMM published as a technical report
• 1989
– Book on the software maturity framework published
• 1991
– CMM V. 1.0 for software published
• 1993/1994
– CMM V. 1.1 for software published, Personal Software Process (PSP
developed by the SEI
• 1995
– New specialized CMM published by the SEI , including CMM’s for
acquisition (SA-CMM), system engineering (SE-CMM), integrated
product development (IPD-CMM) and human resource management
(People-CMM)
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CMMI
The Evolution of CMM and CMMI-Based
Process Improvement (Continue)
• 1996
– Team Software Process (TSP developed by the SEI
• 1997
– AS new Quality Standards continue to emerge, such as EIA/IS 731,
Capability Maturity Model Integration (CMMI) Project by the
USA DOD
• 12/2000
– CMMI V. 1.02 Published (III Translation of Chinese Version)
• 12/2001
– CMMI V. 1.1Pulblished
• 2003
– The SEI has announced - SEI will discontinue any support of CMM after
December 2003
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CMMI
Basic Understanding of the
CMM
(Capability Maturity Model)
Sponsored by the US Department of Defense (DOD) and
National Defense Industrial Association (NDIA)
Collaborative Endeavor
* Software Engineering Institute (SEI)
* Government
* Industry
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CMMI
CMM Structure
• What is the CMM?
– A model for process maturity
– A framework for reliable and consistent
assessments
– A software –industry, community owned guide
– A mechanism for identifying and adopting best
practices
– Used to evaluate an organization’s process
maturity against global standard
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CMMI
CMM Structure
• Maturity Levels
– There are five maturity levels
– Well-defined evolutionary plateaus on a path to
becoming a mature software Organization
– Each level is a layer in the foundation for
continuous process improvement
– Achieving each level establishes a different
component of the software process
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CMMI
CMM Maturity Levels
Continuously
improving
process
Managed
Predictable
process
Standard,
consistent
process
Defined
Repeatable (2)
Disciplined
process
Initial
(1)
Optimizing
(3)
(4)
(5)
(measured)
(standard)
(planed and tracked)
(performed)
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CMMI
Level
CMM Maturity Levels
Key Process Area (KPA) Total 18 KPAs
Focus
5 Optimizing
Continuous
Process
Improvement
4 Managed
Predictable
Process
3 Defined
2 Repeatable
1 Initial
Software
Process Defined
&
Institutionalized
Disciplined
Process
Defeat Prevention
Technology Change Management
Process Change Management
Quantitative Process Management
Software Quality Management
(QPM)(QPM)
Software Product Engineering
Organizational Process Focus
Organizational Process Definition
Training Program
Integrated Software Management
Intergroup Coordination
Peer Reviews
Requirements Management
Software Project Planning
Software Project Tracking and Oversight
Software Subc ontract Management
Software Quality Assurance
Software Configuration Management
Just do it
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CMMI
CMM Appraisal Process
•
The evaluators conduct interviews and review documents
and other intermediate work products to obtain verifiable
evidence of: Commitment, Ability, Activity, Measures,
Verifying information
•
This is done for each KPA
•
Six Steps:
1.
2.
3.
4.
5.
6.
Team Selection
Maturity Questionnaires (Sample the CMM)
Response Analysis
On-Site Visit – Interview and Document Reviews
Finding – Based on the CMM
KPA Profile
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CMMI
Basic Understanding of the
CMMI
(Capability Maturity Model
Integration)
Sponsored by the US Department of Defense (DOD) and National
Defense Industrial Association (NDIA)
Collaborative Endeavor
(Over 100 People Involved)
* Software Engineering Institute (SEI)
* Government
* Industry
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CMMI
CMMI Source Models
•Capability Maturity Model (CMM) for
Software V2,
draft C (SW-CMM)
•EIA Interim Standard 731, System
Engineering Capability Model (SECM)
•Integrated Product Development Capability
Maturity Model, draft V0.98 (IPD-CMM)
•Supplier Sourcing (SS)
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CMMI
The Frameworks Quagmire
PSP
SDCCR
SW-CMM
People
CMM
SDCE
SCE
SA-CMM
FAAiCMM
ISO
15504*
(SPICE)
IPDCMM*
SECM*
(EIA/IS 731)
SECAM
MIL-STD
-499B*
IEEE Stds. 730,828
829, 830,1012,1016
1028,1058,1063
IEEE
1220 EIA/IS
632
* Not yet released
NATO
AQAP1,4,9
EQA
CMMI*
SE-CMM
SSECMM
MIL-Q
-9858
Trillium
DO178B
DOD
IPPD
AF IPD
Guide
Baldrige
TickIT
Q9000
ISO 10011
MIL-STD-1679
DODSTDDOD-STD
2168
-2167A
MIL-STD498
BS
5750
ISO/IEC
12207
DOD-STD
-7935A
EIA/IEEE
J-STD-016
IEEE
1074
ISO 9000
Series
ISO 15288*
IEEE/EIA
12207
EIA 632*
Also see www.software.org/quagmire
5 June
1998
Courtesy Sarah quag14d:
Sheard,
SPC
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CMMI
CMMI
Future Release and Updates
• After CMMI V1.1 has been published by
December 2001, the SEI will not produce any
updates to the SW-CMM model for training
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CMMI
For More Information
About CMMI
•Go to CMMI Web site
• http://www.sei.cmu.edu/cmmi
•Contact SEI Customer Relations
•Customer Relations
Software Engineering Institute
Carnegie Mellon University
Pittsburgh, PA 15213-3890
FAX: (412) 268-5800
•[email protected]
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CMMI
CMMI Terminology
CMMI Models contain institutionalization (Generic)
and implementation (Specific) parts:
• Front matter
• Process Areas that contain:
Required
– Generic and Specific Goals
Expected
– Generic and Specific Practices
(in Common Features in staged representation)
Informative
– Subpractices
– Notes
– Discipline-specific amplifications
• Glossary and tailoring guidelines
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CMMI
CMMI Model Representations
•The CMMI provides Two
approaches to process
improvement.:
–process capability approach continuous representation
–organizational maturity
approach - staged
representation
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Comparing Model
Representations
CMMI
Staged
Continuous
Capability
ML5
ML4
ML3
ML2
ML 1
PA
PA
PA
Process
Organization
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Structure of the CMMI
Staged Representation
CMMI
Maturity Levels
Process Area 1
Process Area 2
Specific
Goals
Generic
Goals
Common
Commitment
to Perform
Specific
Practices
Process Area n
Ability
to Perform
Features
Directing
Implementation
Verifying
Implementation
Generic
Practices
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CMMI
Staged Improvement Levels
Continuously
improving
process
Quantitatively
(4)
Managed
Predictable
process
Standard,
consistent
process
Defined
Managed
Disciplined
process
Initial
(1)
Optimizing
(2)
(3)
(5)
(measured)
(standard)
(planned and tracked)
(performed)
Not performed (0)
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CMMI
CMMI Maturity Levels
Level
Focus
5 Optimizing
Continuous
Process
Improvement
4 Quantitatively
Managed
Quantitative
Management
3 Defined
Process
Standardization
2 Managed
Basic
Project
Management
Staged Organization of PAs
Organizational Innovation and Deployment (OPD)
Causal Analysis and Resolution (CAR)
Organizational Process Performance (OPP)
Quantitative Project Management (QPM)
(QPM)(QPM)
Requirements Development (RD)
Technical Solution (TS)
Product Integration (PI)
Verification (VER)
Validation (VAL)
Organizational Process Focus (OPF)
Organizational Process Definition (OPD)
Organizational Training (OT)
Integrated Project Management(IPPD)
Risk Management (RSKM)
Integrated Teaming (IT)
Decision Analysis and Resolution (DAR)
Organizational Environment for Integration (OEI)
Requirements Management (REQM)
Project Planning (PP)
Project Monitoring and Control
Supplier Agreement Management (SAM)
Measurement and Analysis (M&A)
Process and Product Quality Assurance (PPQ)
Configuration Managemen (CM)t
1 Initial
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CMMI
Category
Continuous Organization of PAs
Process
Management
(5)
Organizational Process Focus (OPF) (L3)
Organizational Process Definition (OPD) (L3)
Organizational Training (OT) (L3)
Organizational Process Performance (OPP)
(L4)
Organizational Innovation and Deployment
(OID)(L5
Project Planning (PP) (L2)
Project Monitoring and Control (PMC) (L2)
Supplier Agreement Management (SAM)
(L2)
Integrated Project Management(IPPD) (L3)
Integrated Teaming (IT) (L3)
Risk Management (RSKM) (L3)
Quantitative Project Management (QMP)
(L4)
Requirements
Management (REQM) (L2)
Requirements Development (RD) (L3)
Technical Solution (TS) (L3)
Product Integration (PI) (L3)
Verification (VER) (L3)
Validation (VAL) (L3)
Project
Management
(7)
Engineering
(6)
Support
(6)
Configuration Management (CM) (L2)
Process and Product Quality Assurance
(PPQ)2
Measurement and Analysis (M&A) (L2)
Causal Analysis and Resolution (CAR) (L5)
Decision Analysis and Resolution (DAR)
(L3)
Organizational Environment for Integration
(OEI) (L3)
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CMMI
CMMI Appraisal Method
• ARC, V1.0 Assessment Requirements for
CMMI Version 1.0
• SCAMPI Method – Standard CMMI
Assessment Method for Process
Improvement (SCAMPI) Method Definition
Document (MDD)
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CMMI
CMMI Appraisal Method Classes
Summary Characteristic Class A Class B Class C
ARC requirements
All
Most
Some
applicable
Amount of objective
High Medium
Low
evidence gathered
Ratings generated
Yes
NO
No
Resource needed
High
Medium
Low
ISO 15504 comfomance
Yes
Partial
No
Large
Medium
Small
Team size
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CMMI
CMMI Training Model
• Introduction to CMMI (Member of SCAMPI
assessment team required)
• Intermediate Training
• Instructor Training
• Lead Appraiser
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CMMI
Taiwan’s System Life Cycle Processes Characteristics
Planning
System Req
System Design
Implementation
System Integration
System Deployment
TAIWAN
USA
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CMMI
Taiwan’s System Life-cycle
Processes Characteristics
• Productivity High – Implementation Phase
• Big Gap between Education (University Software
Engineering) and Industry
• Opportunity for Improvement Phases – System Requirements
and Design, Planning and System Integration
• Has approximately 1000+ software companies and a high
volume of small companies
– No Training
– No Continuous Process Improvement – Cost??
• Hardware and Software –Not Balance in the world market
– Lack of Software Profile (Understanding)
– All National Programs such SI-Soft, e-Learning, …etc depend on Core
Technology - Software
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CMMI
CMMI Promotion
to Information Industry
Organization’s Driver
• Financial Performance (Profit)
• Customer’s Satisfaction
• Operational (Organizational ) Performance
• Learning and Innovation
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CMMI
CMMI Technology Infusion (CTI)
Objectives
• To Promote CMMI Technology Infusion
(CTI) for Taiwan’s Information Industry
• To Understanding the Software/System
Process Improvement for Your
Organization
• Support/Supervise Your Organization
“Phases Approach” to Achieve Standard
CMMI Assessment Method for Process
Improvement (SCAMPI)- CMMI Class A
Rating
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CMMI
CTI Promotion Phases Approach –
Road Map
Selection
Criteria
@1
CMMI Training
for SEPG
(3-4 Months)
Selection
Criteria
@2 Organization
Gap Analysis
CMMI Execution
(6-10 Months)
Selection
Criteria
CMMI
Level 2
@4 Formal SEI
Selection
SCAMPI
Criteria
Class A
Appraisals
(1 Month)
@3 CMMI
Class B/Class C
Appraisals
(3 Months)
Total 13 – 18 Months
( Org. Process Improvement and to Get CMMI Level 2 SCAMPI
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CMMI
Solutions?
CMMI
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CMMI
Q&A
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