Capability Maturity Model

1
CapabilityMaturityModel
2
CMM History

• 1986 - Effort started by SEI and MITRE
  Corporation
• assess capability of DoD contractors
• First version published in 1991
• closely related to TQM
• goal is customer satisfaction
• not required that customer be "delighted"

3
Some Fundamental Ideas

• Process improvement is based on small steps,
  rather than revolutionary innovation.
• CMM is not exhaustive or dictatorial.
• CMM focuses on processes that are of value across
  the organization.

4
Levels

• Initial
• Repeatable
• Defined
• Managed
• Optimizing

http//www.estylesoft.com/pictures/cmm_level3.CCC6
E28B8902407D8B1AA608D92EF004.gif
5
Level 1 The Initial Level

• ad hoc, sometimes chaotic
• overcommitment leads to a series of crises
• during a crisis, projects abandon plans
• capability is characteristic of individuals, not
  the organization
• when a good manager leaves, the success leaves
  with them

6
Level 2 The Repeatable Level

• Planning is based on experience with similar
  projects
• past successes can be repeated
• Policies for Managing and Implementation
• installed basic management controls
• track costs and schedules
• notice and deal with problems as they arise

7
Level 3 The Defined Level

• Standard Processes defined across the
  organization and used by all projects
• standard set of roles, activities, quality
  tracking, etc
• each project uses a tailored version of this
  standard process
• Training Program is in place to ensure everyone
  has the skills required for their assigned role

8
Level 4 The Managed Level

• Quantitative Quality Goals
• for both Products and Processes
• Organization-wide Process Database
• meaningful variations in process performance can
  be distinguished from random noise
• actions are then taken to correct the situation
• Products are of predictably high quality

9
Level 5 The Optimizing Level

• Organization has the means to identify weaknesses
  and strengthen the process proactively
• teams analyze defects to determine their cause,
  and disseminate lessons learned throughout the
  organization
• major focus on eliminating waste
• e.g. reduce amount of rework

10
Defect prevention Technology change
management Process change management
Key Process Areas by maturity level
Quantitative process management Software Quality
Management
Organization process focus Organization process
definition Training program Integrated software
management Software product engineering Intergroup
coordination Peer Reviews
Requirements management Software project
planning Software project tracking and
oversight Software subcontract management Software
quality assurance Software Configuration
management
This is a somewhat handy hierarchy of
activities.
11
Don't skip levels

• For example,
• collecting detailed data (level 4) is meaningless
  unless the data is from projects that use a
  consistent process (level 3)

12
Who uses CMM

• 75 of organizations are probably Level One.
• To get to Level Two, you must have control over
  the requirements documents. Hence, shrink-wrap
  companies like Microsoft are Level One.
• 75 of Level Five organizations are in India.

13
Level Comparison - Risk

• Level 1
• Just do it
• Level 2
• problems are recognized and corrected as they
  occur
• Level 3
• problems are anticipated and prevented, or
  impacts minimized
• Levels 4 and 5
• sources of problems are understood and eliminated

14
Level Comparison - People

• Level 1
• success depends on individual heroics
• fire fighting is the way of life
• Level 2
• success depends on individuals
• efforts are supported by management
• Level 3
• people are trained for their role(s)
• groups work together
• Levels 4
• strong sense of teamwork in every project
• Level 5
• strong sense of teamwork across the organization
• everyone does process improvement

15
Level Comparison - Measurement

• Level 1
• ad hoc data collection and analysis
• Level 2
• individual projects use planning data
• Level 3
• data collected for all processes
• data shared across projects
• Levels 4
• data standardized across the organization
• Level 5
• data used for process improvement

16
Quiz 1

• Your Role SQA specialist
• Situation
• Initial Unit Testing reports indicate a bug rate
  of 4.5 / KSLOC.
• Further checking finds
• Average initial bug rate is 3.1 per KSLOC
• StdDev of 0.5
• weighted rate is also higher than average
• What CMM level enables this amount of visibility
  into the process?

17
Quiz 2

• Your Role Project Manager
• Phase Unit Testing
• Problem You notice that design, implementation,
  and testing of the database component will
  probably take 4 weeks instead of the planned 3
  weeks. These tasks are not on the critical path.
  
• Possible Actions?
• and what level CMM characterizes that action?

18
Quiz 3

• Your Role Project Manager
• Phase Planning
• Task Schedule the Testing of the Database
• Estimated Duration 3 days
• Required Resources
• the database requirements specs
• the implementation (source code)
• real data from customer
• test person that has a DB Test certificate
• How do the different capability levels affect
  your ability to schedule and monitor this task?

19
Quiz 4

• Your Role a development team leader
• Problems
• Well into development, you get an email
  indicating a change in the interface requirements
  based on a demo of the prototype done with the
  customer. The change will require a good amount
  of code rework.
• What would be the reaction of groups with
• Level One
• Level Three
• Level Five

20
Next Details of Requirements
21
Definitions

• Each of the five CMM levels is composed of key
  process areas
• each key process area is organized into five
  sections called common features
• common features contain key practices

22
Defect prevention Technology change
management Process change management
Key Process Areas by maturity level
5
4
Quantitative process management Software Quality
Management
Organization process focus Organization process
definition Training program Integrated software
management Software product engineering Intergroup
coordination Peer Reviews
3
Requirements management Software project
planning Software project tracking and
oversight Software subcontract management Software
quality assurance Software Configuration
management
2
23
Definitions

• Each of the five CMM levels is composed of key
  process areas
• each key process area is organized into five
  sections called common features
• common features contain key practices

24
Common Features

• Commitment to Perform
• Ability to Perform
• Activities Performed
• Measurement and Analysis
• Verifying Implementation

25
Defect prevention Technology change
management Process change management
Key Process Areas by maturity level
Quantitative process management Software Quality
Management
Organization process focus Organization process
definition Training program Integrated software
management Software product engineering Intergroup
coordination Peer Reviews
Requirements management Software project
planning Software project tracking and
oversight Software subcontract management Software
quality assurance Software Configuration
management
26
Software Project Planning Goals

• Goals
• Software estimates are documented for use in
  planning and tracking the software project.
• Software Project activities and commitments are
  planned and documented.
• Affected groups and individuals agree to their
  commitments related to the software project.

27
Software Project Planning1. Commitment to Perform

• Commitment 1 -- A project software manager is
  designated to be responsible for negotiating
  commitments and developing the project's software
  development plan.
• Commitment 2 -- The project follows a written
  organizational policy for planning a software
  project.

28

• This policy typically specifies that
• The system requirements allocated to software are
  used as the basis for planning the software
  project.
• The software project's commitments are negotiated
  between
• the project manager,
• the project software manager, and
• the other software managers.
• Involvement of other engineering groups in the
  software activities is negotiated with these
  groups and is documented.
• Affected groups review the software project's
• software size estimates,
• effort and cost estimates,
• schedules, and
• other commitments.
• Senior management reviews all software project
  commitments made to individuals and groups
  external to the organization.
• The project's software development plan is
  managed and controlled.

29
Software Project Planning2. Ability to Perform

• Ability 1 -- A documented and approved statement
  of work exists for the software project.
• Ability 2 -- Responsibilities for developing the
  software development plan are assigned.
• Ability 3 -- Adequate resources and funding are
  provided for planning the software project.
• Ability 4 -- The software managers, software
  engineers, and other individuals involved in the
  software project planning are trained in the
  software estimating and planning procedures
  applicable to their areas of responsibility.

30

• The statement of work covers
• scope of the work,
• technical goals and objectives,
• identification of customers and end users,
• imposed standards,
• assigned responsibilities,
• cost and schedule constraints and goals,
• dependencies between the software project and
  other organizations,
• resource constraints and goals, and
• other constraints and goals for development
  and/or maintenance.
• The statement of work is reviewed by
• the project manager,
• the project software manager,
• the other software managers, and
• other affected groups.
• The statement of work is managed and controlled.

31
Software Project Planning3. Activities Performed

• Activity 1 -- The software engineering group
  participates on the project proposal team.
• Activity 2 -- Software project planning is
  initiated in the early stages of, and in parallel
  with, the overall project planning.
• Activity 3 -- The software engineering group
  participates with other affected groups in the
  overall project planning throughout the project's
  life.
• Activity 4 -- Software project commitments made
  to individuals and groups external to the
  organization are reviewed with senior management
  according to a documented procedure.
• Activity 5 -- A software life cycle with
  predefined stages of manageable size is
  identified or defined.
• Activity 6 -- The project's software development
  plan is developed according to a documented
  procedure.
• Activity 7 -- The plan for the software project
  is documented.
• Activity 8 -- Software work products that are
  needed to establish and maintain control of the
  software project are identified.
• Activity 9 -- Estimates for the size of the
  software work products (or changes to the size of
  software work products) are derived according to
  a documented procedure.
• Activity 10 -- Estimates for the software
  project's effort and costs are derived according
  to a documented procedure.
• Activity 11 -- Estimates for the project's
  critical computer resources are derived according
  to a documented procedure.
• Activity 12 -- The project's software schedule is
  derived according to a documented procedure.
• Activity 13 -- The software risks associated with
  the cost, resource, schedule, and technical
  aspects of the project are identified, assessed,
  and documented.
• Activity 14 -- Plans for the project's software
  engineering facilities and support tools are
  prepared.
• Activity 15 -- Software planning data are
  recorded.

32
Software Project Planning4. Measurement and
Analysis

• Measurement 1 -- Measurements are made and used
  to determine the status of the software planning
  activities.
• Examples of measurements include
• completions of milestones for the software
  project planning activities compared to the plan
  and
• work completed, effort expended, and funds
  expended in the software project planning
  activities compared to the plan.

33
Software Project Planning5. Verifying
Implementation

• Verification 1 -- The activities for software
  project planning are reviewed with senior
  management on a periodic basis.
• Verification 2 -- The activities for software
  project planning are reviewed with the project
  manager on both a periodic and event-driven
  basis.
• Verification 3 -- The software quality assurance
  group reviews and/or audits the activities and
  work products for software project planning and
  reports the results.

34
Defect prevention Technology change
management Process change management
Key Process Areas by maturity level
Quantitative process management Software Quality
Management
Organization process focus Organization process
definition Training program Integrated software
management Software product engineering Intergroup
coordination Peer Reviews
Requirements management Software project
planning Software project tracking and
oversight Software subcontract management Software
quality assurance Software Configuration
management
35
Process Area Peer Reviews3. Activities
Performed

• Activity 1 - Peer reviews are planned, and the
  plans are documented.
• Activity 2 - Peer reviews are performed according
  to a documented procedure.
• Activity 3 - Data on the conduct and results of
  the peer reviews are recorded.

36

• Reviewers have assigned roles in peer reviews.
• Readiness and completion criteria for the peer
  reviews are specified and enforced.
• Checklists are used to identify criteria for the
  review of the software work products in a
  consistent manner.
• The checklists are tailored to the specific type
  of work product and peer review.
• Examples of items addressed by tailoring the
  checklist include
• compliance with standards and procedures,
• completeness,
• correctness,
• rules of construction, and
• maintainability.

37
and on it goes
The full lists of activities can be found
at http//www2.umassd.edu/swpi/sei/tr25f/tr25.html