SPIN-BG Seminar

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SPIN-BG Seminar

1. Intermediate Concepts of CMMI
2. CMMI Continuous Representation Overview
3. The future of CMMI

Author Kiril Karaatanasov E-mail
kiril_at_karaatanasov.info Date 23.05.2021
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Intermediate Concepts of CMMI

• What is it about?

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Intermediate Concepts of CMMI - Benefits

• In depth understanding of the model
• 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

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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

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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

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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

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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
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Intermediate Concepts of CMMI Links

• Intermediate Concepts of CMMI http//www.sei.cmu.e
  du/products/courses/cmmi-intermed-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/scampi-training.html

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CMMI Continuous Representation Overview

• Why continuous might be better?

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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

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CMMI Continuous Representation Overview

• Continuous
• 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
• 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

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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

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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

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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.
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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

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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 organizations
  set of standard processes according to the
  organizations tailoring guidelines.
• This contributes work products, measures, and
  other process-improvement information to the
  organizational process assets
• The organizations set of standard processes are
  established and improved over time.

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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

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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
  everybodys role, resulting in cycles of
  continual improvement.

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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

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Example Requirements Management Evolution
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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 PAs of ML 4 and ML 5 means
that CL 4 and/or CL 5 is achieved in selected by
the organization Process Areas
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Equivalent Staging - 2
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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

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The future of CMMI

• What to expect?

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New elements in CMMI Architecture

• From CMMI-SE/SW/IPPD/SS to CMMI-SE/SWIPPDSS
• 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/SWIPPDSS 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

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CMMI Expansions

• Hardware discipline will be added, thus
  emphasizing that CMMI is applicable to this part
  of the organizations 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)

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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

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CMMI 1.2 Timeline

• Forecast is
• Late 2005 pilot version of CMMI 1.2
• Late 2006 release

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Links and materials

• CMMI v1.2 Whats Changing? By Mike Philips,
  http//www.sei.cmu.edu/news-at-sei/columns/cmmi-in
  -focus/cmmi-in-focus.htm
• CMMI v1.2 and Beyond By Mike Philips,
  http//www.sei.cmu.edu/news-at-sei/columns/cmmi-in
  -focus/2004/3/cmmi-in-focus-2004-3.htm
• CMMI--Version 1.2 and Beyond! presentation by
  Mike Philips, April 6, 2005, available at SEIR

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Questions?
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Backup
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The 5 Generic Goals

1. Achieve Specific Goals
2. Institutionalize a Managed Process
3. Institutionalize a Defined Process
4. Institutionalize a Quantitatively Managed Process
5. Institutionalize an Optimizing Process

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Level 1 Achieve Specific Goals

1. Perform Base Practices

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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

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Level 3 Institutionalize a Defined Process

• Establish a Defined Process
• 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.

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Level 4 Institutionalize a Quantitatively
Managed Process

1. Establish Quantitative Objectives for the Process
2. Stabilize sub-process Performance

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Level 5 Institutionalize an Optimizing Process

• Ensure Continuous Process Improvement
• Correct Root Causes of Problems