Transcript Cursus CMMI

Capability Maturity Model Integration
(CMMI)
Universiteit van Amsterdam
Jan Jaap Cannegieter
Rini van Solingen
Objectives of this lecture
Basic knowledge of CMMI
Basic insight in Software Process Improvement
Understanding the value of CMMI
Share experiences
Have fun
SYSQA B.V.
Operational
Testing
Improvement
Benchmarking
Assessments /
quick scans
Tools
Support
Coördination
Execution
Tactical
Requirements
Quality
assurance
Strategic
Auditing
Edit quality
systems
Requirements
development
Requirements
management
Information
analysis
COTS selection
Edit
business case
SPI
Assessments /
quick scans
QA in projects
Controlling
outsourcing
Edit quality plan
Inspections /
reviews
Evaluations
Products
Projects
Processes
Suppliers
Mediation
Education and training
Implementing:
CMMI, ITIL,
ASL, BISL,
RUP, SDM,
DSDM, Agile,
PRINCE 2,
PROQA
LogicaCMG
Founded 1969 Founded 1964
Floated in 1983 Floated in 1995
30 December 2002
Merger between
Logica and CMG
Founded in 1968
Floated in 1988
19 September 2005
Announcement of
offer for Unilog
Founded 1969
Floated in 1985
21 August 2006
Announcement of offer
for WM-data
 A large international company in ICT-services
with a leading position in Europe
 About 40.000 employees
 Active in 41 countries
 Euro 4.5 billion revenue
 Large porfolio for all application domains
 Over 40 years of experience in ICT-services
Software
Boeing 747
• 8.000.000 lines of software
• Equals about 250.000 pages
• Equals 2.000 CMMI books
Every defect can be fatal!
•
•
•
•
•
•
Ariane-missile: 1 Billion Euro
Radar Guam: 255 Casualties
Altitude meters Boeing 757: 189 Casualties
Deutsche Telecom: 50 million Euro
Postbank - 55.000 Double withdrawals
.....
Software Characteristics
Intangible
Not physical (no weight, volume, .....)
Not measurable (difficult to test)
No production, only development
Flexible
Software often contains defects
Very young engineering discipline
Software ‘rules’ still unknown
Software Problems
Typical visible problems
– low productivity
– low predictability (budget and planning)
– low quality
– high maintenance costs (>70%)
Typical underlying problems
– little experience with used technology
– insufficient understanding of processes
– ineffective process monitoring
– ad-hoc management
Software Successes – Best in Class
85% of projects within budget and planning
1 Defect per 100.000 lines of code
50 times reduction failures after release
50% reduction of Time to Market with 90%
reuse
Many companies develop software according to
CMMI level 5
What is Quality?
“The extend in which something is capable
to be used for a dedicated purpose”
(Van Dale Dictionary)
Views on Quality
Value-view
Productview
Transced
ent-view
Quality
Processview
User-view
Bron: Garvin, D., Sloan Management Review, 1984
Therefore: Improve!
Software everywhere in society
Software in life critical systems
Users demand predictable and reliable software
development
Software development without problems is
possible
Continuous improvement and measurement is
a prerequisite
It’s time for software engineering!
Starting point CMMI
“All models are wrong, but
some of them are useful”
History of CMMI
Department of Defense
Software Engineering Institute
1987 – 1991: Capability Maturity Model for
Software
90’s: much more CMM’s
2000 – 2002: CMMI: integrated model for SW,
SE, IPPD en SS
2006: CMMI framework and CMMI DEV
2007: CMMI ACQ and CMMI SVC
Component 1: Process Area’s
Grouped activities
– Requirements management
– Project planning
– Risk Management
– Validation
Contains specific goals and practices
Example 1: Requirements Management
SG 1 Manage Requirements
SP 1.1 Obtain an Understanding of Requirements
SP 1.2 Obtain Commitment to Requirements
SP 1.3 Manage Requirements Changes
SP 1.4 Maintain Bidirectional Traceability of Requirements
SP 1.5 Identify Inconsistencies between Project Work and
Requirements
Example 2: Risk Management
SG 1 Prepare for Risk Management
SP 1.1 Determine Risk Sources and Categories
SP 1.2 Define Risk Parameters
SP 1.3 Establish a Risk Management Strategy
SG 2 Identify and Analyze Risks
SP 2.1 Identify Risks
SP 2.2 Evaluate, Categorize, and Prioritize Risks
SG 3 Mitigate Risks
SP 3.1 Develop Risk Mitigation Plans
SP 3.2 Implement Risk Mitigation Plans
Process Areas
Process Management
Organizational process focus
Organizational process definition
Organizational training
Organizational process performance
Organizational innovation and
development
Engineering
Requirements management
Requirements development
Technical solution
Product integration
Verification
Validation
Project Management
Project planning
Project monitoring and control
Supplier agreement management
Risk management
Integrated teaming
Quantitative project management
Support
Configuration management
Process and product quality assurance
Measurement and analysis
Decision analysis and resolution
Causal analysis and resolution
Organizational environment for integr.
Component 2: generic components
Level 2 Institutionalize a Managed Process
- Establish an Organizational Policy
- Plan the Process
- Provide Resources
- Assign responsibility
- Train People
- Management Configurations
- Monitor and Control the Process
- Objectively Evaluate Adherence
- Review Status with Higher Level Management
Component 2: generic components
Level 3 – Institutionalize a defined process
– Establish a Defined Process
– Collect Improvement Information
Level 4 – Institutionalize a quantitavely managed
process
– Establish Quatitative Objectives for the Process
– Stabilize Subprocess Performance
Level 5 – Institutionalize a Optimizing Process
– Ensure Continuous Process Improvement
– Correct Root Causes for Problems
CMMI – Staged Maturity levels
Optimizing
Organizational Innovation and Deployment
Causal Analysis and Resolution
Continuous
improvement
Quantitatively
managed
Predictable
process
Defined
Standard
process
Managed
Disciplined
process
Initial
Organizational Process Performance
Quantitative Project Management
Requirements development
Technical Solution
Product Integration
Verification
Validation
Org. Process Focus
Org. Process Definition
Organizational Training
Integrated Project Management
Risk Management
Integrated Teaming
Integrated Supplier Management
Decision Analysis and Resolution
Org. Environment for Integration
Requirements management
Measurement and Analysis
Project Planning
Process and Product Quality Assurance
Project Monitoring and Control
Supplier Agreement Management Configuration Management
CMMI: Continuous
5
4
3
2
1
0
RM
PP
PM&C SAM M&A QA
CM
…
CMMI Continuous
GD/GP
N5
GD/GP
N5
GD/GP
N5
GD/GP
N4
GD/GP
N4
GD/GP
N4
GD/GP
N3
GD/GP
N3
GD/GP
N3
GD/GP
N2
GD/GP
N2
GD/GP
N2
SD/SP
SD/SP
SD/SP
Procesgebied x
Procesgebied y
Procesgebied z
Staged versus continuous
Staged:
maturity levels
Process area 1
Process area 2
Specific
goals
Specific
practices
Process area n
Generic
goals
Continuous:
capability levels
Generic
practices
The difference shown in an other way
Process area
Measurement and analysis
You can’t control what you can’t
measure
Common questions:
1. What is the size of your system?
2. How long do you need to properly develop a feature
of a certain size?
3. How long will a change request take to be
implemented?
4. What is the chance that your product fails?
5. Where do you need to improve most?
6. Will your end-user be happy?
7. How many defects do you (probably) release to your
customer?
Measurement & Analysis – PA - SG
– SG 1 Align Measurement and Analysis Activities
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SP 1.1 Establish Measurement Objectives
SP 1.2 Specify Measures
SP 1.3 Specify Data Collection and Storage Procedures
SP 1.4 Specify Analysis Procedures
– SG 2 Provide Measurement Results
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•
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SP 2.1 Collect Measurement Data
SP 2.2 Analyze Measurement Data
SP 2.3 Store Data and Results
SP 2.4 Communicate Results
Measurement & Analysis – PA - GG
– GG 2 Institutionalise a Managed Process
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•
•
•
•
•
•
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GP 2.1 Establish an Organizational Policy
GP 2.2 Plan the Process
GP 2.3 Provide Resources
GP 2.4 Assign Responsibility
GP 2.5 Train People
GP 2.6 Manage Configurations
GP 2.7 Identify & Involve Relevant Stakeholders
GP 2.8 Monitor and Control the Process
GP 2.9 Objectively Evaluate Adherence
GP 2.10 Review Status with Higher-Level Management
0
Sep-95
Aug-95
Jun-95
Jul-95
May-95
Apr-95
Mar-95
Feb-95
Jan-95
Dec-94
Nov-94
Oct-94
140
Sep-94
Aug-94
Jun-94
Jul-94
May-94
Apr-94
Mar-94
Feb-94
Quality: Example from Practice
Number of Defects detected per Month
120
100
80
60
40
20
Minimum data per project
Planned and spend time
Planned and spend throughput time
Planned and actual size
Defects, administered in moments of injection
and detection
Software Process Improvement
Need for change
Perform assessment
Set objectives
Develop plan
Make preparations
Implement
Changing attitude towards
quality
Assure and measure
Perform evaluation
Critical success factors SPI / CMMI
 Management commitment
 Involvement of all stakeholders
 Need for improvement
 Prioritization of actions
 Planning and control of the CMMI-implementation
 Clear goals
 Use change management
 Assurance of the new processes
 Communication with all stakeholders
 Sensitivity for organizational context
 Availability of resources
What is the value of CMMI for companies?
Source of best practice
Standard in the IT-business
Proven technology
Saving money
Saving time extention
Higher quality
Satisfied customers
What is the value of CMMI for you?
Source of best practices
Secret guideline
Mature professional
Structuring your projects
Being ahead of technical oriented professional
Managing a business is improving it
CMMI: the facts
Best-practice maturity model for process
improvement
Category
Average
Low
High
Costs
20%
3%
87%
Time
37%
2%
90%
Productivity
62%
9%
255%
Quality
50%
7%
132%
Customer satisfaction
14%
-4%
55%
4.7 : 1
2:01
27.7 : 1
ROI
Investment: 2.500 per employee per year
Change of failure: 58%
More information
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http://www.sei.cmu.edu (official cmmi pages)
http://cmmi.pagina.nl/
http://www.kleinecmmi.nl
De kleine CMMI voor ontwikkeling - 978012117739
Software Process Improvement – 90 440 0698 3
Kwaliteitszorg in ICT-projecten – 90 440 0369 0
CMMI Guidelines of process integration and product
improvement - 0321154967
 CMMI® Distilled - 0201735008
 Practical Insight into the CMMI - 1580536255
 Software Process Improvement – 020117782x