Keith Lutz Intel Corporation

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Implementing the CMMI

• Keith LutzIntel Corporation

keith.lutz_at_intel.com
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Abstract for this workshop
Many organizations have found CMMI to be a great
complement to their Lean Six Sigma tool box. The
CMMI framework provides a source of industry best
practices as well as lessons learned from use of
the SW-CMM. The CMMI focuses on the
institutionalization of organizational change,
with guidance in terms of 22 specific process
areas, as well as generic practices that support
any process improvement effort.

• This workshop will cover
• Overview and fundamentals of CMMI
• Considerations when adopting CMMI
• Industry benchmarks from CMMI-based process
  improvement
• Comparison of the Staged and the Continuous
  representation and how each can benefit your
  improvement efforts
• CMMI as an appraisal and benchmarking tool
• Transitioning from CMM to CMMI
• Synergies between Lean Six Sigma and CMMI in IT

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Evolution to CMMI
Systems SecurityEngr CMM
SystemsEngr CMM
PCMM
IPD CMM
CMMI
Software CMM
EIA 731
SoftwareAcq CMM
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CMMI in a Nutshell

• A CMMI model provides a structured view of
  process improvement across an organization
• CMMI can help
• set process improvement goals and priorities
• provide guidance for quality processes
• provide a yardstick for appraising current
  practices

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What is CMMI Process Areas

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Maturity Levels
Focus on continuous, systemic improvement
5-Optimizing
Organization and projects measured and controlled.
4-Quantitatively Managed
Processes established at the org level.
3-Defined
Processes established at the project
level. Predictable.
2-Managed
Ad hoc, chaotic Reliance on individual
1-Initial
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The Capability Levels
5 Optimizing 4 Quantitatively Managed 3
Defined 2 Managed 1 Performed 0 Incomplete
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GG 1 Achieve Specific Goals
The process supports and enables achievement of
the specific goals of the process area by
transforming identifiable input work products to
produce identifiable output work products.
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GP 1.1 Perform Specific Practices
Perform the specific practices of the process
area to develop work products and provide
services to achieve the specific goals of the
process area. The purpose of this generic
practice is to produce the work products and
deliver the services that are expected by
performing the process. These practices may be
done informally, without following a documented
process description or plan. The rigor with which
these practices are performed depends on the
individuals managing and performing the work and
may vary considerably.
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GP 2.1 Establish an Organizational Policy

• Establish and maintain an organizational policy
  for planning and performing the process.
• The purpose of this generic practice is to define
  the organizational expectations for the process
  and make these expectations visible to those in
  the organization who are affected. In general,
  senior management is responsible for establishing
  and communicating guiding principles, direction,
  and expectations for the organization.

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GP 2.2 Plan the Process

• Establish and maintain the plan for performing
  the process.
• The purpose of this generic practice is to
  determine what is needed to perform the process
  and to achieve the established objectives, to
  prepare a plan for performing the process, to
  prepare a process description, and to get
  agreement on the plan from relevant stakeholders.

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GP 2.3 Provide Resources

• Provide adequate resources for performing the
  process, developing the work products, and
  providing the services of the process.
• The purpose of this generic practice is to ensure
  that the resources necessary to perform the
  process as defined by the plan are available when
  they are needed. Resources include adequate
  funding, appropriate physical facilities, skilled
  people, and appropriate tools.

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GP 2.4 Assign Responsibility

• Assign responsibility and authority for
  performing the process, developing the work
  products, and providing the services of the
  process.
• The purpose of this generic practice is to ensure
  that there is accountability for performing the
  process and achieving the specified results
  throughout the life of the process. The people
  assigned must have the appropriate authority to
  perform the assigned responsibilities.

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GP 2.5 Train People

• Train the people performing or supporting the
  process as needed.
• The purpose of this generic practice is to ensure
  that the people have the necessary skills and
  expertise to perform or support the process.

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GP 2.6 Manage Configurations

• Place designated work products of the process
  under appropriate levels of control.
• The purpose of this generic practice is to
  establish and maintain the integrity of the
  designated work products of the process (or their
  descriptions) throughout their useful life.

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GP 2.7 Identify and Involve Relevant Stakeholders

• Identify and involve the relevant stakeholders
  of the process as planned.
• The purpose of this generic practice is to
  establish and maintain the expected involvement
  of stakeholders during the execution of the
  process.

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GP 2.8 Monitor and Control the Process

• Monitor and control the process against the plan
  for performing the process and take appropriate
  corrective action.
• The purpose of this generic practice is to
  perform the direct day-to-day monitoring and
  controlling of the process. Appropriate
  visibility into the process is maintained so that
  appropriate corrective action can be taken when
  necessary. Monitoring and controlling the process
  involves measuring appropriate attributes of the
  process or work products produced by the process.

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GP 2.9 Objectively Evaluate Adherence

• Objectively evaluate adherence of the process
  against its process description, standards, and
  procedures, and address noncompliance.
• The purpose of this generic practice is to
  provide credible assurance that the process is
  implemented as planned and adheres to its process
  description, standards, and procedures. This
  generic practice is implemented, in part, by
  evaluating selected work products of the process.
  

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GP 2.10 Review Status with Higher Level
Management

• Review the activities, status, and results of the
  process with higher level management and resolve
  issues.
• The purpose of this generic practice is to
  provide higher level management with the
  appropriate visibility into the process.

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GP 3.1 Establish a Defined Process

• Establish and maintain the description of a
  defined process.
• The purpose of this generic practice is to
  establish and maintain a description of the
  process that is tailored from the organizations
  set of standard processes to address the needs of
  a specific instantiation. The organization should
  have standard processes that cover the process
  area, as well as have guidelines for tailoring
  these standard processes to meet the needs of a
  project or organizational function. With a
  defined process, variability in how the processes
  are performed across the organization is reduced
  and process assets, data, and learning can be
  effectively shared.

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GP 3.2 Collect Improvement Information

• Collect work products, measures, measurement
  results, and improvement information derived from
  planning and performing the process to support
  the future use and improvement of the
  organizations processes and process assets.
• The purpose of this generic practice is to
  collect information and artifacts derived from
  planning and performing the process. This generic
  practice is performed so that the information and
  artifacts can be included in the organizational
  process assets and made available to those who
  are (or who will be) planning and performing the
  same or similar processes. The information and
  artifacts are stored in the organizations
  measurement repository and the organizations
  process asset library.

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GP 4.1 Establish Quantitative Objectives for the
Process

• Establish and maintain quantitative objectives
  for the process, which address quality and
  process performance, based on customer needs and
  business objectives.
• The purpose of this generic practice is to
  determine and obtain agreement from relevant
  stakeholders about specific quantitative
  objectives for the process. These quantitative
  objectives can be expressed in terms of product
  quality, service quality, and process
  performance.

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GP 4.2 Stabilize Subprocess Performance

• Stabilize the performance of one or more
  subprocesses to determine the ability of the
  process to achieve the established quantitative
  quality and process-performance objectives.
• The purpose of this generic practice is to
  stabilize the performance of one or more
  subprocesses of the defined process, which are
  critical contributors to overall performance,
  using appropriate statistical and other
  quantitative techniques. Stabilizing selected
  subprocesses supports predicting the ability of
  the process to achieve the established
  quantitative quality and process-performance
  objectives.

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GP 5.1 Ensure Continuous Process Improvement

• Ensure continuous improvement of the process in
  fulfilling the relevant business objectives of
  the organization.
• The purpose of this generic practice is to select
  and systematically deploy process and technology
  improvements that contribute to meeting
  established quality and process-performance
  objectives.

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GP 5.2 Correct Root Causes of Problems

• Identify and correct the root causes of defects
  and other problems in the process.
• The purpose of this generic practice is to
  analyze defects and other problems that were
  encountered in a quantitatively managed process,
  to correct the root causes of these types of
  defects and problems, and to prevent these
  defects and problems from occurring in the
  future.

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Categories of Process Improvement Benefits

• Process improvement benefits fall into one of
  eight general categories
• Improved schedule and budget predictability
• Improved cycle time
• Increased productivity
• Improved quality (as measured by defects)
• Increased customer satisfaction
• Improved employee morale
• Increased return on investment
• Decreased cost of quality
• Benefits realized by organizations using the
  Software CMM are expected with CMMI.

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Advantages of Each Representation

• Staged
• Provides a roadmap for implementing
• groups of process areas
• sequencing of implementation
• Familiar structure for those transitioning from
  the Software CMM
• Continuous
• Provides maximum flexibility for focusing on
  specific process areas according to business
  goals and objectives
• Familiar structure for those transitioning from
  EIA 731

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Industry Results
Reference John D. Vu. Software Process
Improvement Journey From Level 1 to Level 5.
7th SEPG Conference, San Jose, March 1997.
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Increased Productivity and Quality

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Benefits of Continuing Process Improvement

• Benefits Achieved at SW-CMM Level 5
• Defects are now nearly all found and fixed before
  testing begins.
• Defects escaping into the field have been reduced
  from 11 to practically 0.
• Programs consistently reach customer satisfaction
  and performance targets.
• Peer reviews increase total project costs by 4,
  but reduced rework during testing by 31.
  R.O.I. is 7.751.
• Reference Yamamura and Wigle, Boeing Space and
  Transportation Systems, Crosstalk, Aug, 1997.

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Intel Results
Proactive Alert Corrective Action
Customer Satisfaction
Low Variation To Estimates
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Maturity Levels Capability Levels
5-Optimizing
4-Quantitatively Managed
3-Defined
2-Managed
0-Incomplete
1-Initial
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Representing Capability Levels for a Single
Process Area

• The process area capability of an implemented
  process can be represented by a bar.

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Capability Profile
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Process Areas Capability ProfilesEquivalent to
Staged Maturity Levels
TargetProfile 2
TargetProfile 3
TargetProfile 4
TargetProfile 5
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Maturity Levels are like College Degrees
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Capability Levels are like Continuing Education
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Exercise Maturity Levels
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Exercise - Capability Profiles
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SCAMPI Method for Appraisal

• The Standard CMMI Appraisal Method for Process
  Improvement (SCAMPI) process provides benchmark
  quality ratings to organizations striving to
  achieve Capability Maturity Model Integration
  (CMMI) maturity levels.
• SCAMPI Lead Appraiser Body of Knowledge
• Who is appraised at what level?
  http//www.sei.cmu.edu/cmmi/results.html
• 3113 appraisals have been reported to the SEI
  in 70 months (through Mar 2008)

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Appraisal Against a Capability Profile
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Published Appraisal Results
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Transitioning from CMM to CMMI

• Sunset Information for SW-CMM
• The SW-CMM was retired on December 31, 2005.
• All SW-CMM appraisal results from CBA IPI and SCE
  appraisals will expire on December 31, 2007.
• After December 31, 2007, all SW-CMM ratings will
  be considered invalid and should not be
  advertised.

• SW-CMM v1.1 to CMMI SE/SW v1.1 Mapping
• http//www.sei.cmu.edu/cmmi/adoption/pdf/stsc-mapp
  ings.pdf
• - USAF Software Technology Support Center

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Lean And Six Sigma
Lean Efficiency Eliminate WASTE TPT Reduction
Inventory Reduction Productivity Improvement
Producing what is needed, when it is needed, with
the minimum amount of materials, equipment,
labor, space.
X
X
VALUE ADD
NON-VALUE ADD
VALUE ADD
VALUE ADD
NON-VALUE ADD
VALUE ADD
Six Sigma Effectiveness Solves root cause 80/20
focus of defects, DPMO Reduced Re-work Cost
Savings On time delivery
Factors that contribute the most to the
underperforming process are identified
eliminated or controlled. Processes meet/ exceed
customer expectations each time.
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CMMI and Six Sigma

• CMMI tells you WHAT
• Causal Analysis and Resolution
• Quantitative Project Management
• Decision Analysis Resolution
• Organizational Process Definition
• Measurements and Analysis
• Requirements Development

• Six Sigma tells you HOW
• Pareto Chart, Regression Analysis
• Control Charts, Control Plan, Failure Mode Effect
  Analysis
• Cause and Effect Matrix
• Process Mapping, SIPOC
• Measurements Systems Evaluation
• CFQ indicators (Critical For Quality),
  Stakeholder Analysis

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PPQA Improvement - Six Sigma Project
Effort
Mentoring
Activity Reviews
Audits
SPC charts used to measure and compare output
during times with varying FTE HC
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For More Information About CMMI

• Go to CMMI Web site
• http//www.sei.cmu.edu/cmmi
• Contact SEI Customer Relations
• Customer RelationsSoftware Engineering
  InstituteCarnegie Mellon UniversityPittsburgh,
  PA 15213-3890FAX [phone]
• customer-relations_at_sei.cmu.edu

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Questions?
Keith Lutz keith.lutz_at_intel.com