What is This CMMI Anyway BITs Overview to Process Improvement and the CMMI

1
What is This CMMI Anyway? (BITs Overview to
Process Improvement and the CMMI)

• ABQ SPIN
• May 20, 2004

2
Agenda

• What is Process Improvement?
• Why Should You Care About Process Improvement?
• What is a Capability Maturity Model (CMM)?
• What is the CMMI (Integrated Capability Maturity
  Model)?
• Status of CMMI Today
• What Types of Organizations are Using the CMMI?
• Capability Maturity Model, CMM, CMM
  Integration, and CMMI are service marks and
  registered trademarks of Carnegie Mellon
  University

3
What is Process Improvement?
4
A Definition of Process

• a set of activities, methods, practices, and
  transformations that people use to develop and
  maintain systems and associated products (e.g.,
  project plans, security processes, test cases,
  user manuals, etc.)
• May be a process flow diagram
• May be a stepped narrative
• May be both
• Source SEI technical report SEI-93-TR-24,
  Capability Maturity Model for Software

5
Repeatable Process

• Process vs. Defined, Documented and Repeatable
  Process these are two VERY different things

• Consistency across and between projects reduces
  project training and startup
• Increased project understanding due to consistent
  
• Work products and documents
• Planning and reporting
• Methods and techniques
• Reduced project transition disruption

6
Repeatable Process (contd)

• Proven efficiencies and outcomes
• Reduced cost/effort due to reusable products
• Increased reliance on best practices
• Increased teamwork
• Reduced reliance on single individuals knowledge

7
Process Improvement Premise

• If you can guarantee the quality of the
• processes that are used by an organization,
• then you can guarantee the quality of the
• products and services generated by those
• processes

Sheri Clark, BIT
8
Process Institutionalization

• The building and reinforcement of infrastructure
  and corporate culture that supports methods,
  practices, and procedures so that they are a way
  of doing business, even after those who
  originally defined them are gone.

• Top-level commitment and sponsorship
• Resources and support provided
• Understood and integrated vertically and
  horizontally
• In place approximately 3 months or more

9
Principles of Process Change

• Major changes must be sponsored by Senior
  Management
• Focus on fixing the process, not assigning the
  blame
• Understand current process first
• Change is continuous
• Improvement requires investment
• Retaining improvement requires periodic
  reinforcement

10
Why Should You Care About PI?
11
Why Should Care About PI?

• Everyone wants to do their best and to produce
  high quality work
• BUT, not everyone has the infrastructure,
  training or support to do their best.
•  

• To consistently produce a high quality product or
  service
• Everyone must be able to consistently and capably
  do their work.

12
Is this Common sense? YES!

• THEN, why isn't everyone able to consistently do
  their best?
• Why does management make bad scheduling, staffing
  and resource decisions?
• Why do the engineers not meet their deadlines?
• Why do the requirements keep changing?
• Why aren't all of the mistakes corrected before
  they get to the customer?
• Why can't we learn from our past mistakes?
•  

Part of the answer the organization's processes
are immature
13
Immaturity vs. MaturityCharacteristics

• Immature Organizations
• Process improvised during project
• Approved processes being ignored
• Reactive, not proactive
• Unrealistic budget and schedule
• Quality sacrificed for schedule
• No objective measure of quality

• Mature Organizations
• Inter-group communication coordination
• Work accomplished according to plan
• Practices consistent with processes
• Processes updated as necessary
• Well defined roles/responsibilities
• Management formally commits

14
Improvement Advantages

• More visibility into the process more accurate
  understanding of the project's progress
• More reliable and accurate prediction of
  performance
• Success is dependent on the processes skilled
  teams
• Technology supports the processes
• Data and measures are standardized
• Historical data is more accurate and is the basis
  for estimates and predictions
• Risks to the product/project are minimized
• The realization of these benefits directly
  contributes to meeting the customers' needs and
  expectations.

15
Some Tangible Evidence

• Recent summary of case studies involving CMMI
  implementation.
• Objectives of study
• Provide credible, objective evidence about
  organizations experiences with CMMI based
  process improvement.
• Focus
• Impact and value added
• Investment and costs incurred
• Conditions of successful adoption, transition,
  and documented improvement
• Pitfalls and obstacles to successful adoption and
  use
• Conduct objective studies that inform the
  development and evolution of the CMMI product
  suite
• Why Make the Switch? Evidence About the
• Benefits of CMMI? 3/10/04 -- SEI

16
Impact Cost1

• 33 decrease in the average cost to fix a defect
  (Boeing, Australia)
• 20 reduction in unit software costs (Lockheed
  Martin Management and Data Systems)
• 15 decrease in defect find and fix costs
  (Lockheed Martin Management and Data Systems)
• 4.5 decline in overhead rate (Lockheed Martin
  Management and Data Systems)
• Improved and stabilized Cost Performance Index
  (Northrop Grumman Defense Enterprise Systems)

17
Impact Cost2

• Increased accuracy in cost estimation (Raytheon
  North Texas Software Engineering)
• 5 improvement in average cost performance index
  with a decline in variation (Raytheon North Texas
  Software Engineering)
• As the organization improved from SW-CMM level 4
  to CMMI level 5
• 2.1 Million in savings in hardware engineering
  processes (reported under non disclosure)

18
Impact Schedule1

• 50 reduction in release turn around time
  (Boeing, Australia)
• 60 reduction in work and fewer outstanding
  actions following pre-test and post-test audits
  (Boeing, Australia)
• Increased theage of milestones met from
  approximately 50 to approximately 95 (General
  Motors)
• Decreased the average number of days late from
  approximately 50 to fewer than 10 (General
  Motors)
• Increased through-put resulting in more releases
  per year (JP Morgan Chase)

19
Impact Schedule2

• Improved and stabilized Schedule Performance
  Index (Northrop Grumman Defense Enterprise
  Systems)
• Met every milestone (25 in a row) on time, with
  high quality and customer satisfaction (Northrop
  Grumman Defense Enterprise Systems)
• Reduced variation in schedule performance index
  (Raytheon North Texas Software Engineering)
• Reduced schedule variance over 20 (reported
  under non disclosure)
• Achieved 95 on time delivery (reported under non
  disclosure)

20
Impact Productivity

• Improved productivity substantially, with
  significantly more rigorous engineering
  practices due to CMMI (Fort Sill Fire Support
  Software Engineering Center)
• Increased productivity after adoption of CMMI
  (Harris Corporation)
• 30 increase in software productivity (Lockheed
  Martin Management and Data Systems)
• Improved software productivity (including reuse)
  from a 1992 baseline by approximately 80 at
  SW-CMM maturity level 5 In 1997 to over 140 at
  CMMI ML 5 in 2001 (Lockheed Martin Systems
  Integration)
• 25 productivity improvement in 3 years (Siemens
  Information Systems Ltd, India)
• Used Measurement Analysis to realize an 11
  increase in productivity,
  corresponding to 4.4M in additional value

21
Impact Quality1

• Reduced software defects substantially, with
  significantly more rigorous engineering
  practices due to CMMI(Fort Sill Fire Support
  Software Engineering Center)
• Substantial decrease in code defects after
  adoption of CMMI (Harris Corporation)
• Reduced software-defects-per-million-delivered-SLO
  C by over 50 compared to defects prior to
  CMMI(Lockheed Martin Systems Integration)
• Reduced defect rate at CMMI ML5 approximately one
  third compared to performance at SW-CMM ML5
  (Lockheed Martin Maritime Systems Sensors
  Undersea Systems)
• Met goal of 20 /- 5 defects per KLOC (Northrop
  Grumman Defense Enterprise Systems)

22
Impact Quality2

• Only 2 of all defects found in the fielded
  system (Northrop Grumman Defense Enterprise
  Systems)
• Reduced identified defects from 6.6 per KLOC to
  2.1 over 5 causal analysis cycles (Northrop
  Grumman Defense Enterprise Systems)
• Increased focus on quality by developers
  (Northrop Grumman Defense Enterprise Systems)
• Improved defect removal before test from 50 to
  70, leaving 0.35 post release defects per KLOC
  (Siemens Information Systems Ltd, India)
• 44 defect reduction following causal analysis
  cycle at maturity level 2 (reported under non
  disclosure)

23
Impact Customer Satisfaction

• Increased award fees by 55 compared to an
  earlier SW-CMM baseline at maturity level 2
  (Lockheed Martin Management and Data Systems)
• Received more than 98 of possible customer award
  fees (Northrop Grumman Defense Enterprise
  Systems)
• Earned a rating of Exceptional in every
  applicable category on their Contractor
  Performance Evaluation Survey (Northrop Grumman
  Defense Enterprise Systems)
• Improved average customer satisfaction rating 10
  (Siemens Information Systems Ltd, India)

24
Impact Return on Investment

• 51 ROI for quality activities (Accenture)
• 131 ROI calculated as defects avoided per hour
  spent in training and defect prevention (Northrop
  Grumman Defense Enterprise Systems)
• Avoided 3.72M in costs due to better cost
  performance (Raytheon North Texas Software
  Engineering)
• As the organization improved from SW-CMM level 4
  to CMMI level 5
• 21 ROI over 3 years (Siemens Information Systems
  Ltd, India)
• Processes for earlier defect detection, improved
  risk management, and better project control
  implemented after showing positive return on
  investment during pilot (Thales TTS)
• 2.51 ROI over 1st year, with benefits amortized
  over less than 6 months (reported under non
  disclosure)

25
What is a Capability Maturity Model (CMM)?
26
What is a CMM?

• Capability Maturity Model (CMM)
• First developed by the SEI (Software Engineering
  Institute)
• A reference model of mature practices in a
  specified discipline, used to assess a groups
  capability to perform that discipline
• Basis is best practices (government, industry,
  military)
• Developed to be generic (used by government,
  industry, military, etc.)

27
What is a CMM? (contd)

• Publicly available, documented, repeatable and
  living
• Used as cornerstones for improving software
  processes, software acquisition, human resources,
  security engineering and systems engineering

28
CMMs Differ by

• Discipline (software, systems, acquisition, etc.)
• Structure (staged versus continuous)
• How Maturity is Defined (process improvement
  path)
• How Capability is Defined (institutionalization)
• CMMI User Group, Nov 13, 2001

29
Commonly Used CMMs
CMMI User Group, Nov 13, 2001
30
Now we have the CMMI

• What is the CMMI?

31
The CMMI

• The CMM Integration is a model that has
  integrated several disciplines / bodies of
  knowledge
• Organizations can use a CMMI model to help
• set process-improvement objectives and priorities
• improve processes
• provide guidance for ensuring stable, capable,
  and mature processes
• serve as a guide for improvement of
  organizational processes .

CMMI-SE/SW/IPPD/SS, V1.1
32
Why the CMMI?

• Systems and software disciplines have
  traditionally not been well integrated
• The importance of software in systems has
  increased dramatically
• The DOD has emphasized the need to make the
  systems/software interface more seamless
• SO, the CMMI
• Integrates systems and software disciplines into
  one process improvement framework
• Provides a framework for introducing new
  disciplines as needs arise

CMMI User Group, Nov 13, 2001
33
CMMI Disciplines

• Currently there are four bodies of knowledge
  available to you when selecting a CMMI model
• Systems engineering (SE)
• covers the development of total systems, which
  may or may not include software
• focus on transforming customer needs,
  expectations, and constraints into product
  solutions and
• supports these product solutions throughout the
  life of the product.

• Software engineering (SW)
• covers the development of software systems
• focus on applying systematic, disciplined, and
  quantifiable approaches to the development,
  operation, and maintenance of software.

CMMI-SE/SW/IPPD/SS, V1.1
34
CMMI Disciplines (cont)

• Integrated Product and Process Development
  (IPPD)
• systematic approach that achieves a timely
  collaboration of relevant stakeholders throughout
  the life of the product to better satisfy
  customer needs, expectations, and requirements.
• The processes to support an IPPD approach are
  integrated with the other processes in the
  organization.

• Supplier Sourcing (SS)
• Projects using suppliers to perform functions or
  add modifications to products that are
  specifically needed by the project.
• When those activities are critical, the project
  benefits from enhanced source analysis and from
  monitoring supplier activities before product
  delivery.
• The supplier sourcing discipline covers acquiring
  products from suppliers under these
  circumstances.

CMMI-SE/SW/IPPD/SS, V1.1
35
CMMI Product Suite

• Models
• Disciplines
• Systems Engineering (SE)
• Software Engineering (SW)
• Integrated Product Process Development (IPPD)
• Supplier Sourcing (SS)
• Representations
• Staged
• Continuous

• Training
• Model
• Introduction to CMMI
• Intermediate Concepts
• Instructor
• Lead Assessor
• Appraisal Methods
• Assessment Requirements for CMMI (ARC)
• SCAMPI Method Description Document (MDD)

36
One Model, Two Representations

• Capability Maturity Model for Software V2, draft
  C (SW-CMM V2C)
• EIA Interim Standard 731, System Engineering
  Capability Model (SECM)
• Integrated Product Development Capability
  Maturity Model, draft V0.98 (IPD-CMM)

CMMI User Group, Nov 13, 2001
37
Staged vs Continuous Representation
38
Why Two Representations?

• Source Model Heritage
• Software CMM--Staged
• SECM--Continuous
• IPD CMM--Hybrid
• Proponents for each type of representation were
  part of CMMI product development team
• Selecting a single representation approach became
  too hard
• A compromise was made to initially support two
  representations of the model with equivalent
  content.

CMMI User Group, Nov 13, 2001
39
Staged Model Structure
40
Staged Model

• Staged Model
• 5 Maturity Levels
• Each Maturity Level defined by (Key) Process
  Areas (KPAs/PAs)
• Provides a roadmap for implementing
• groups of process areas
• sequencing of implementation

• Maturity Levels
• A maturity level is a well-defined evolutionary
  plateau on the path to becoming a mature
  organization
• Each level is a layer in the foundation for
  continuous process improvement
• Maturity levels CANNOT BE SKIPPED

41
Maturity Levels
42
Process Areas

• Process Areas (PAs) are clusters of related
  practices performed collectively to achieve a set
  of goals
• They are the major building blocks in
  establishing the process capability of an
  organization
• Each process area has been defined to reside at a
  given maturity level

43
Staged Example Software CMM
Key Process Area
Results
Key Process Area
Level
Focus
Process change management
Process improvement
5
Technology change management
is institutionalized
Optimizing
Defect prevention
Quality
4
Software quality management
Product and process
Managed
Quantitative process management
are quantitatively
controlled
Peer Reviews
Technical practices are
3
Intergroup coordination
integrated with
Defined
Software product engineering
management practices
Integrated software management
and institutionalized
Training program
Organization process definition
Organization process focus
Software configuration management
2
Project management
Software quality assurance
practices are
Repeatable
Software subcontract management
institutionalized
Risk
Software project tracking and oversight
Software project planning
Requirements management
1
Process is informal and
Initial
ad
-
hoc
10
CMM
-
10
version 1/98
From Software Engineering Institute (SEI)
44
Staged Model Rating

• Organization will be receive a Maturity rating
• Measuring process maturity (Level 1 to 5) as
  defined by model --- each Level is defined by a
  grouping of process areas (PAs)
• ALL process areas within each Level must be
  satisfied to achieve a specific maturity level
  rating (e.g., ALL 6 PAs in L2 of SW-CMM must be
  completely satisfied to be a Level 2)

45
Continuous Model Structure
46
Continuous Model

• Continuous Model
• 5 or 6 Capability Levels (dependent on specific
  CMM)
• Each Capability Level defined by Process Areas
  and Generic Practices
• Provides maximum flexibility for focusing on
  specific process areas according to business
  goals and objectives

• Capability Level
• A capability level is a well-defined evolutionary
  plateau describing the capability of a process
  area.
• Each level is a layer in the foundation for
  continuous process improvement
• Thus, capability levels are cumulative (e.g., a
  higher capability level includes the attributes
  of the lower levels)

CMMI User Group, Nov 13, 2001
47
Process and Capability

• An organizations process maturity may be
  represented by a set of points in two dimensions
• the process dimension What you do
• the capability dimension How well you do it

Process performed well and continuously improved
5
Capability (How well)
4
3
Process not performed
2
. . . .
1
0
Process (What you do) Process Areas
CMMI User Group, Nov 13, 2001
48
Process Areas

• Process Areas (PAs) are a cluster of related
  practices
• They are the major building blocks in
  establishing process capability.
• Example PA Requirements Management

49
Continuous Example CMMI

• Project Planning
• Project Monitoring
• and Control
• Supplier Agreement
• Management
• Integrated Project
• Management
• Integrated Teaming
• Integrated Supplier Management
• Quantitative Supplier Management
• Risk Management
• Quantitative Project
• Management

• Organizational Process
• Focus
• Organizational Process
• Definition
• Organizational Training
• Organizational Process
• Performance
• Organizational Innovation
• and Deployment

• Requirements Management
• Requirements Development
• Technical Solution
• Product Integration
• Verification
• Validation

• Configuration
• Management
• Process Product
• Quality Assurance
• Measurement Analysis
• Decision Analysis
• Resolution
• Causal Analysis
• Resolution
• Organizational
• Environment
• for Integration

CMMI User Group, Nov 13, 2001
50
Capability Levels (cont)
51
Representing Process Capability
The capability of an implemented process can be
represented by a single bar
CMMI User Group, Nov 13, 2001
52
Continuous Model Rating

• Organization will be receive a Capability
  Profile
• Measuring process process capability (Level 0 to
  5) for each Process Area
• The higher the rating, the more mature the
  organizations processes are in that area

53
Why develop a rating?

• Using either continuous or staged models, a
  rating will
• Show organizational strengths and weaknesses
• Assist the organization in prioritizing
  improvements and targeting capabilities
• Assist the organization in tracking its
  improvement efforts

54
Model Summary - 1

• There is one CMMI Model with two representations,
  Staged and Continuous
• The material in both representations is the same
  just organized differently
• Each representation provides different ways of
  implementing processes
• The CMMI model should be applied using
  intelligence,common sense, and professional
  judgment

CMMI User Group, Nov 13, 2001
55
Model Summary - 2

• Continuous
• Flexible in its application so the organization
  can choose which areas to emphasize
• Provides equivalent staging to compare to staged
  representation

• Staged
• Structured for implementation based on proven
  grouping and ordering of processes

CMMI User Group, Nov 13, 2001
56
Advantages

• Advantages of Staged Representation
• Provides a roadmap for implementing
• groups of process areas
• sequencing of implementation
• Familiar structure for those transitioning from
  the SW-CMM

• Advantages of Continuous Representation
• Provides maximum flexibility for focusing on
  specific process areas according to business
  goals and objectives
• Familiar structure for those transitioning from
  the systems engineering community

CMMI User Group, Nov 13, 2001
57
2 Different Views of the CMMI

• Same Process Areas Different Organization

58
Process Areas Grouped by Maturity Levels Staged
CMMI

• Maturity Level 2 (ML2) Managed
• Requirements Management
• Project Planning
• Project Monitoring and Control
• Supplier Agreement Management
• Measurement and Analysis
• Process and Product Quality Assurance
• Configuration Management

59
Process Areas Grouped by Maturity Levels Staged
CMMI
Maturity Level 3 (ML3) - Defined

• Requirements Development
• Technical Solution
• Product Integration
• Verification
• Validation
• Organizational Process Focus
• Organizational Process Definition
• Organizational Training

• Integrated Project Management for IPPD
• Risk Management
• Integrated Teaming
• Integrated Supplier Management
• Decision Analysis and Resolution
• Organizational Environment for Integration

60
Process Areas Grouped by Maturity Levels Staged
CMMI

• ML4 Quantitatively Managed
• Organizational Process Performance
• Quantitative Project Management

• ML5 Optimizing
• Organizational Innovation and Deployment
• Causal Analysis and Resolution

61
Process Areas Grouped by Domains Continuous CMMI

• Process Management PAs
• Organizational Process Focus
• Organizational Process Definition
• Organizational Training
• Organizational Process Performance
• Organizational Innovation and Deployment
• Italics denotes advanced PAs

• Project Management PAs
• Project Planning
• Project Monitoring and Control
• Supplier Agreement Management
• Integrated Project Management for IPPD (or
  Integrated Project Management)
• Risk Management
• Integrated Teaming
• Integrated Supplier Management
• Quantitative Project Management

62
Process Areas Grouped by Domains Continuous CMMI

• Engineering PAs
• Requirements Development
• Requirements Management
• Technical Solution
• Product Integration
• Verification
• Validation

• Support PAs
• Configuration Management
• Process and Product Quality Assurance
• Measurement and Analysis
• Organizational Environment for Integration
• Decision Analysis and Resolution
• Causal Analysis and Resolution

Italics denotes advanced PAs
63
CMMI Process Areas

• Project Planning
• Project Monitoring
• and Control
• Supplier Agreement
• Management
• Integrated Project
• Management
• Integrated Teaming
• Integrated Supplier Management
• Quantitative Supplier Management
• Risk Management
• Quantitative Project
• Management

• Organizational Process
• Focus
• Organizational Process
• Definition
• Organizational Training
• Organizational Process
• Performance
• Organizational Innovation
• and Deployment

• Requirements Management
• Requirements Development
• Technical Solution
• Product Integration
• Verification
• Validation

• Configuration
• Management
• Process Product
• Quality Assurance
• Measurement Analysis
• Decision Analysis
• Resolution
• Causal Analysis
• Resolution
• Organizational
• Environment
• for Integration

CMMI User Group, Nov 13, 2001
64
Status of CMMI Today
65
Brief History CMMI

• 1992 Software CMM created
• 1994 Systems Engineering CMM created
• 1998 CMMI Product Suite initiated
• 2001 CMMI-SE/SW V1.0 released
• 2002 CMMI-SE/SW/IPPD/SS V1.1 Product Suite
  released
• 2003 16,000 people trained in Intro to CMMI
  150 SCAMPI benchmark appraisals in at least 12
  countries CMMI web site hits exceed 1M/month

66
CMMI Today

• Stable Version 1.1 CMMI Product Suite was
  released January 2002.
• Errata sheets cover known errors and changes with
  book publication.
• FAQs are generated to cover broader issues.
• Yahoo has CMMI Process Improvement and Lead
  Appraiser Group sites.
• CMMI web pages hits have surpassed 1M/month
  45K/day

67
CMMI Adoption Trends Website Visits

• 262 organizations visited the CMMI Website more
  than 200 times during September 2003
• 30 defense contractors
• 8 DoD activities
• 33 universities
• 166 commercial companies
• 25 government agencies

68
AdoptionWhat else is happening now?

• Publication of SEI Series Book with
  Addison-Wesley others include
• CMMI Distilled Second Edition
• Systematic Process Improvement Using ISO
  90012000 and CMMI
• Balancing Agility and Discipline
• Practical Insight into CMMI
• Annual NDIA/SEI CMMI User Workshop
• Denver Hyatt Technical Center
• 400 attendees in 2003
• Mappings taken on by IEEE

69
How about SEI Publications?

• Technical notes and special reports
• Interpretive Guidance Project Preliminary Report
• CMMI and Product Line Practices
• CMMI and Earned Value Management
• Interpreting CMMI for Operational Organizations
• Interpreting CMMI for COTS Based Systems
• Interpreting CMMI for Service Organizations
• Interpreting CMMI for Acquisition (CMMI-AM)
• Providing Safety and Security Assurance (in
  progress)
• Demonstrating the Impact and Benefits of CMMI

70
What Types of Organizations are Using CMMI?
71
Boeing, Australia

• Making transition to CMMI from SW-CMM and EIA
  731 early CMMI pilot in Australia
• Results on One Project
• 33 decrease in the average cost to fix a defect
• Turnaround time for releases cut in half
• 60 reduction in work from Pre-Test and Post-Test
  Audits passed with few outstanding actions
• Increased focus on product quality
• Increased focus on eliminating defects
• Developers seeking improvement opportunities

Product cost
Schedule / cycle time
Quality
In Processes is there a Pay-Off? Terry Stevenson,
Boeing Australia, Software Engineering Australia
2003 conference.
72
Lockheed Martin MDS (ISS)

• SW CMM ML2 (1993) to ML 3 (1996) to CMMI ML5
  (2002)
• Results
• Award Fees during 2002 gained 45 of unrealized
  award fees at ML2
• 1996 - 2002
• Increased software productivity by 30
• 16 reduction in Dollars/KLOC
• Decreased defect find and fix costs by 15

Customer satisfaction
Productivity
Product cost
Quality
Internal data shared through Collaboration
August 2003.
73
General Motors Corporation

• CMMI focus 2001
• Goal is Integration of Supplier Work GM Project
  Execution
• Results
• Improved schedule projects met milestones and
  were fewer days late

Schedule / cycle time
Camping on a Seesaw GMs ISS Process
Improvement Approach. Hoffman, Moore Schatz,
SEPG 2003.
74
CMMI Transition Status

• As of 4/30/04
• Training
• Introduction to CMMI 18,513 trained
• Intermediate CMMI 919 trained
• Introduction to CMMI Instructors 242 trained
• SCAMPI Lead Appraisers 421 trained
• Authorized
• Introduction to CMMI V1.1 Instructors - 191
• SCAMPI V1.1 Lead Appraisers 315

75
Current Status -- Appraisals

• SCAMPI v1.1 appraisals conducted from April 2002
  release of SCAMPI v1.1 through December 2003 and
  reported to the SEI by January 2004
• 223 appraisals
• 200 organizations
• 99 participating companies
• 19 reappraised organizations
• 848 projects
• 43 Non-USA organizations

76
(No Transcript)
77
Maturity Profile by All Reporting Organizations
of Organizations
Based on most recent appraisal of 148
organizations reporting a maturity level rating
78
Reporting Organizational Categories
Based on 200 organizations
79
Maturity Profile by Categories
of Organizations
Based on most recent appraisal of 148
organizations reporting organization categories
and a maturity level rating
80
Organization TypeBased on Primary Standard
Industrial Classification (SIC) Code
Based on 98 organizations reporting SIC code.
For more information visit http//www.osha.gov/os
hstats/sicser.html
81
Organization SizeBased on the total number of
employees within the area of the organization
that was appraised
Based on 194 organizations reporting size data
82
Maturity Profile by Organization Size Based on
the total of employees within the area of the
organization that was appraised
of Organizations
Based on 146 organizations reporting size data
and maturity level rating
83
Model Representations Selected
Number of Appraisals
Based on 223 appraisals
84
Disciplines Selected
SE System Engineering SW Software
Engineering IPPD Integrated Product and
Process Development SS Supplier Sourcing
Number of Appraisals
See http//www.sei.cmu.edu/cmmi/background/aspec.h
tml for Allowable Models Combinations
Based on 223 appraisals reporting coverage
85
US and International Categories
Based on 200 organizations
86
Maturity Profile -- US and International
of Organizations
Based on 62 U.S. organizations and 86 Non-USA
organizations reporting their maturity level
rating
87
Countries where Appraisals have been Performed
and Reported
Red country name New additions with this
reporting
88
CMMI V1.2 Plan

• Single book, single course strategy begun
• V1.2, like the Addison-Wesley book, will
  consolidate both staged and continuous
  representations
• Single course for Intro to CMMI will be created
  for release this fall
• SCAMPI refinements will compliment the strategy
• Improved architecture will allow post V1.2
  expansion
• Expansions (e.g. Safety and Security) possible
  for existing models
• Extensions of the life cycle (Operations,
  Services) could expand use of a common
  organizational framework

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For More Information About CMMI

• Go to CMMI Website
• http//sei.cmu.edu/cmmi
• http//seir.sei.cmu.edu/seir/
• https//bscw.sei.cmu.edu/pub/bscw.cgi/0/79783
• http//dtic.mil/ndia (first, second, and third
  annual CMMI Conferences)
• http//seir.sei.cmu.edu/pars (publicly released
  SCAMPI summaries)

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Contact Information

• Sheri Clark
• BIT
• 505-823-6568
• Srclark02_at_earthlink.net
• www.bitspi.com