Transcript Integrated Project Management IPM (Without IPPD

SPIN-BG Seminar
1. Intermediate Concepts of CMMI
2. CMMI Continuous Representation Overview
3. The future of CMMI
Author: Kiril Karaatanasov
E-mail: [email protected]
Date: 20.07.2015
Intermediate Concepts of CMMI
What is it about?
Intermediate Concepts of CMMI - Benefits
• In depth understanding of the model
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Generic Goals and Practices
Structure - maturity levels/categories/disciplines
Appraisal requirements
PA contents – specific goals and practices
PA relationships
• SCAMPI overview
• Discussions on practical implementation of the model
• Continuous & Staged
– Differences
– Equivalent staging
Intermediate Concepts of CMMI - Format
• 5 day course
• 1st day is dedicated to overview of the model
• All process areas are reviewed in depth during the 2nd through 4th
day
– For each process area 20 minutes presentation either by student or one
of the instructors
– ~20 minutes free discussion on each process area
– Process areas are presented in logical groupings different from
categories/maturity levels
• 5th day is dedicated to the examination
• Multiple exercises facilitating learning are conducted
• The instructors
– only 7 people from SEI world wide and are very carefully selected
– Are open to questions
Intermediate Concepts of CMMI – Rating
(Assignment and Exam)
• 1/3 of the rating is based on a pre-class assignment - a
presentation of one process area
• 1/3 of the rating is from a closed book examination
– 2 hour examination with open questions
– Questions on the first 6 chapters of the model and the
Glossary
– Score of 80% or higher is ok, 70% to 80% - remedial action
– The Book is better then the Technical Reports – newer
terminology, both representations
• 1/3 of the rating is related to class participation
Pre-class Assignment
• Power point presentation of one process area, including
– Importance, Benefits
– Related Process Areas (dependencies)
– Specific Goals & Practices
– “Critical” Specific Practices
– Relation to Generic Practices
– Real life experience, ideas
Intermediate Concepts of CMMI – Further Options
• “Introduction to CMMI” Instructor
– Allows to conduct “Introduction to CMMI” trainings
– Requires: monitoring by SEI during the first training sessions, affiliation
with SEI transition partner
• SCAMPI B & C Team Leader Training
– Allows: to conduct B & C class appraisals; there is still no official
requirement to have completed this course to perform B & C appraisals
– Requires: 10 years experience in the field, participation in 2 SCAMPI A
or B class appraisals
• SCAMPI Lead Appraiser
– Allows to conduct A class appraisals that generate organization ratings
– Requires: 10 years experience in the field, participation in 2 SCAMPI A
or one A and one B class appraisals
All of these require affiliation with transition partner &
approval of the candidate by SEI
Intermediate Concepts of CMMI – Links
• Intermediate Concepts of CMMI
http://www.sei.cmu.edu/products/courses/cmmiintermed-concepts.html
• SCAMPI B & C Team Leader training
http://www.sei.cmu.edu/products/courses/p53.html
• SCAMPI Lead Appraiser Training
http://www.sei.cmu.edu/products/courses/scampitraining.html
CMMI Continuous Representation Overview
Why continuous might be better?
Continuous has the features needed for SME !!!
1. Capability Level 1 is the needed level of performance to
eliminate major risks
2. Allows flexible approach addressing business goals
NOT formal requirements
3. Case studies by SEI on adoption in SME are based on
continuous
CMMI Continuous Representation Overview
Continuous
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5 Generic Goals
Basic and Advanced Specific
Practices for engineering PAs
Progress can be made on PA by
PA basis
Rating via Achievement Profile i.e.
ratings on different PAs
Allows flexible approach
addressing business need
Defines Capability Level 1 useful
for SME
Equivalent staging permits
comparison to Staged
Staged
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2 Generic Goals
Only one set of Specific practices
per process area
Progress is made on groups of
PAs related to a maturity level
Organizational Maturity Level
Rating
Progress is made on well defined
path
Allows somewhat easier transition
from CMM
Maturity Ratings are easy for
customers like Hotel star rating
What are the capability levels?
• Capability Levels reflect the process improvement
achievement in particular process area
• Capability levels go from 0 to 5
• Capability Levels are cumulative i.e. Capability Level 3
builds upon and includes all of Capability Level 2
Capability Level 0 – Incomplete
• Some of the specific goals are not satisfied i.e. some
specific practices are not performed
• There is significant risk associated with the work being
performed
Capability Level 1 – Performed
• All specific goals of the process area are satisfied
• All base practices are performed
• Essential activities are performed and the work is
accomplished
• However, the definition, planning, monitoring, and
controlling of the process may be incomplete
• The process may be unstable and inconsistently
implemented
Capability Level 1 is relatively easy to achieve, but it provides real
tangible benefit. In environment with few people dedicated to the
company success this might be enough.
For example to achieve Requirements Management Capability Level
1 only 3 specific practices need to be addressed.
Capability Level 2 - Managed
• A capability level 2 process is a managed process
• A managed process is a performed process that is also planned and
executed in accordance with policy; employs skilled people having
adequate resources to produce controlled outputs; involves relevant
stakeholders; is monitored, controlled, and reviewed; and is relevant
for adherence to its process description
• A managed process is institutionalized (i.e. ingrained in the way
work is performed
• Processes are managed to achieve objectives that are established
for the process, such as cost, schedule and quality objectives
Capability Level 3 - Defined
• A capability level 3 process is a defined process
• A defined process is a managed process whose
description is tailored from the organization’s set of
standard processes according to the organization’s
tailoring guidelines.
• This contributes work products, measures, and other
process-improvement information to the organizational
process assets
• The organization’s set of standard processes are
established and improved over time.
Capability Level 4: Quantitatively Managed
• A Capability Level 4 process is quantitatively managed
• A quantitatively managed process is a defined process that is
controlled using statistical and other quantitative techniques.
• Quantitative objectives for the product quality, service quality, and
process performance are established and used as criteria in
managing the process.
• People performing the process are directly involved in quantitatively
managing the process
• Statistical predictability is achieved
Capability Level 5: Optimizing
• A capability level 5 process in an optimizing process
• An optimizing process is a quantitatively managed process that is
changed and adapted to meet relevant current and projected
business objectives
• Focus is on continually improving the range of process performance
through incremental and innovative technological improvements
• Quantitative process improvement objectives are established
• Process improvement is inherently part of everybody’s role, resulting
in cycles of continual improvement.
Base & Advanced Practices
• In the engineering process areas in continuous
representation there are specific practices which are
relevant at certain capability level
• Base Practices are specific practices applicable at
capability level 1
• Advanced Practices are specific practices applicable at
capability level 2 and 3
• Some Advanced Practices extend Base Practices
• In staged representation when Advance Practice extends
Base Practice only the Advance practice is listed. Base
is included as informative elements
Example – Requirements Management Evolution
GP 5.1 Ensure Continuous Process Improvement
CL 5 GP 5.2 Correct Root Causes of Problems
GP 4.1 Establish Quantitative Objectives for the Process
CL 4 GP 4.2 Stabilize Sub-process Performance
GP 3.1 Establish Defined Process
CL 3 GP 3.2 Collect Improvement Information
SP 1.2-2 Obtain Commitment to Requirements
SP 1.4-2 Maintain bi-directional Traceability
GP 2.1 Establish an Organizational Policy
GP 2.2 Plan the Process
GP 2.3 Provide Resources
GP 2.4 Assign Responsibility
CL 2 GP 2.5 Train People
GP 2.6 Manage Configurations
GP 2.7 Identify and Involve Relevant Stakeholders
GP 2.8 Monitor & Control the Process
GP 2.9 Objectively Evaluate Adherence
GP 2.10 Review Status with Higher Level Management
SP 1.1-1 Obtain Understanding of Requirements
SP 1.3-1 Manage Requirements Changes
CL 1 SP 1.5-1 Identify Inconsistencies between Project Work and Requirements
GP 1.1 Perform Base Practices
Equivalent Staging - 1
• Allows comparison to Maturity Levels
• It defines what combination of capability level and
process areas corresponds to each maturity level
– To achieve ML 2 you must achieve CL 2 in all PAs of ML2
– To achieve ML 3 you must achieve CL 3 in all PAs of ML2 and
ML 3
– To achieve ML 4 you must achieve CL 3 in all PAs of ML2, ML 3
and ML 4
– To achieve ML 5 you must achieve CL 3 in all PAs of ML2, ML
3, ML 4 and ML 5
Achieving ML 3 in the PA’s of ML 4 and ML 5 means
that CL 4 and/or CL 5 is achieved in selected by the
organization Process Areas
CAR
OID
QPM
ML 5
ML 4
Maturity Level 3
OPP
OEI
DAR
ISM
IT
RM
IPM
OT
OPD
OPF
Maturity Level 2
VAL
VER
PI
TS
RD
CM
PPQA
MA
SAM
PMC
CL 5
CL 4
CL 3
CL 2
CL 1
PP
REQM
Equivalent Staging - 2
Process Area Dependencies?
• The model chapters 1 through 6 recommend for Support, Project
Management and Process Management to first address
fundamental (basic) and then progressive (advanced) Process
Areas
• Generally Process areas that appear on higher maturity levels
depend for effective implementation on process areas from the
lower maturity levels.
– This does not mean you cannot benefit form process areas at higher
maturity levels. Only the effect may be limited
– The best example for this is Causal Analysis and Resolution (CAR)
• There are no mandatory as per the model inter-dependencies
The future of CMMI
What to expect?
New elements in CMMI Architecture
• From CMMI-SE/SW/IPPD/SS to CMMISE/SW+IPPD+SS
– Small step to clarity that gives green light to further expansion
• Constellations will allow to expand the model into new
domains or parts of the lifecycle. Constellations will
reuse as much as possible
– CMMI-SE/SW+IPPD+SS current is CMMI-Development
constellation
– After the release of CMMI v1.2, a CMMI-Services constellation
will be released. It will probably reuse all PAs except the
engineering areas
CMMI Expansions
• Hardware discipline will be added, thus emphasizing that
CMMI is applicable to this part of the organization’s
activities
• Broader coverage of development environment
– Current coverage is limited to parts of OEI PA
– Key aspects like safety, security and business continuity may be
addressed
– One option is to provide extension to existing PAs similar to
IPPD in IPM PA
– Another possibility is to add new PA - Work Environment (WE)
CMMI simplifications
• One model (book) containing both representations,
similar to the book “CMMI: Guidelines for Process
Integration and Product Improvement”
• Removing:
– Advanced Practices
– Common Features
• SAM, ISM couple may be revised.
– Latest articles point ISM will not be removed
• COTS selection may be moved away from SAM possibly
to TS PA
• Increased elaborations for the generic practices at
Capability Level 4 and 5 in the different process areas
CMMI 1.2 Timeline
• Forecast is:
– Late 2005 – pilot version of CMMI 1.2
– Late 2006 – release
Links and materials
• “CMMI v1.2 What’s Changing?” By Mike Philips,
http://www.sei.cmu.edu/news-at-sei/columns/cmmi-infocus/cmmi-in-focus.htm
• “CMMI v1.2 and Beyond” By Mike Philips,
http://www.sei.cmu.edu/news-at-sei/columns/cmmi-infocus/2004/3/cmmi-in-focus-2004-3.htm
• “CMMI®--Version 1.2 and Beyond!” presentation by Mike
Philips, April 6, 2005, available at SEIR
Questions?
Backup
The 5 Generic Goals
1.
2.
3.
4.
5.
Achieve Specific Goals
Institutionalize a Managed Process
Institutionalize a Defined Process
Institutionalize a Quantitatively Managed Process
Institutionalize an Optimizing Process
Level 1: Achieve Specific Goals
1. Perform Base Practices
Level 2: Establish a Managed Process
1. Establish an Organizational Policy
2. Plan the Process
3. Provide Resources
4. Assign Responsibility
5. Train People
6. Manage Configurations
7. Identify and Involve Relevant Stakeholders
8. Monitor and control the Process
9. Objectively Evaluate Adherence
10. Review Status with Higher Level Management
Level 3: Institutionalize a Defined Process
1. Establish a Defined Process
2. Collect Improvement information
•
Processes are reused across similar projects.
– Each instance of the process uses common base through
tailoring.
– This allows to reduce variation throughout the organization,
compare performance and consistently implement
improvements
– Tailoring may not modify the process, just consciously select it.
•
Improvement information is fed back from projects to
the organization.
Level 4: Institutionalize a Quantitatively Managed
Process
1. Establish Quantitative Objectives for the Process
2. Stabilize sub-process Performance
Level 5: Institutionalize an Optimizing Process
1. Ensure Continuous Process Improvement
2. Correct Root Causes of Problems