Capability Maturity Model Integration CMMI Overview Provided to USC Rick Hefner, Ph'D' 12 November 2

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Capability Maturity Model Integration (CMMI)
OverviewProvided to USCRick Hefner, Ph.D.12
November 2004

• Capability Maturity Model Integration (CMMISM),
  Version 1.1CMMI for Systems Engineering,
  Software Engineering, Integrated Product and
  Process Development, and Supplier Sourcing
  (CMMI-SE/SW/IPPD/SS, V1.1)Staged Representation,
  CMU/SEI-2002-TR-012, ESC-TR-2002-012, March 2002
• http//www.sei.cmu.edu/cmmi

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Capability Maturity Model Integrated (CMMI)

• New standard published in 1999
• Encompasses software engineering, systems
  engineering, integrated product/ process
  development, and acquisition
• Replaces the CMM for Software
• A set of industry best practices for
• Software engineering, systems engineering,
  services
• Project management
• Support (QA, CM, metrics, etc.)
• Organizational infrastructure
• Adopting the CMMI means your organizational and
  project practices are consistent with the
  Industrys best practices

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Whats Included in the CMMI?

• Maturity model documents
• Modules for Engineering (SW/SE), Integrated
  Product/Process Development (IPPD), Acquisition
• Two different representations (staged,
  continuous)
• Appraisal documents
• Appraisal Requirements for CMMI (ARC) guides
  appraisal method developers
• Standard CMMI Appraisal Method for Process
  Improvement (SCAMPI) Method Description Document
  (MDD) high fidelity benchmarking appraisal
  method
• Training modules
• 3 day Introduction to CMMI (staged, continuous
  versions)
• 5 day Intermediate CMMI
• 1 day SCAMPI Appraisal Team Member (ATM)
• 5 day SCAMPI Lead Appraiser
• Appraiser program
• SEI-authorized Lead Appraisers, Appraisal Team
  Members

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CMMI Appraisals

• The formal method from determining whether you
  have achieved a maturity level is a SCAMPI
  (Standard CMMI Appraisal for Process Improvement)
• 1-2 week of evidence reviews and interviews
• 6-10 trained appraisers, led by a SEI-authorized
  Lead Appraiser
• Follows a defined methodology
• Requires evidence of every practice for every
  project
• Produces an AppraisalDisclosure Statement (ADS)
• Less formal methods (class B C appraisals) can
  be used to identify gaps, check progress

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Maturity Levels
Process Areas
Level

• The model is organized as a series of maturity
  levels, 1-5
• The more mature your organization is, the more
  challenging the work you could successfully
  perform
• Tight schedules
• Tight budgets
• Risks
• To achieve a maturity level, you must satisfy the
  expected process areas at that level

Causal Analysis and Resolution Organizational
Innovation and Deployment
5 Optimizing
4 Quantitatively Managed
Quantitative Project Management Organizational
Process Performance
Requirements Development Technical
Solution Product Integration Verification Validati
on Organizational Process Focus Organizational
Process Definition Organizational Training Risk
Management Integrated Project Management (for
IPPD) Integrated Teaming Integrated Supplier
Management Decision Analysis and
Resolution Organizational Environment for
Integration
3 Defined
Requirements Management Project Planning Project
Monitoring and Control Supplier Agreement
Management Measurement and Analysis Process and
Product Quality Assurance Configuration Management
1 Performed
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Disciplines
Process Areas
Level

• CMMI model encompasses the software and systems
  engineering disciplines
• Stated generically as engineering activities
• Amplifications used to discuss SW/SE differences
• Additional disciplines included as add-on process
  areas
• Integrated Product/Process Development (IPPD)
  add-on to the Engineering processes
• Acquisition add-on to the Engineering
  processes

Causal Analysis and Resolution Organizational
Innovation and Deployment
5 Optimizing
Quantitative Project Management Organizational
Process Performance
4 Quantitatively Managed
Requirements Development Technical
Solution Product Integration Verification Validati
on Organizational Process Focus Organizational
Process Definition Organizational Training Risk
Management Integrated Project Management (for
IPPD) Integrated Teaming Integrated Supplier
Management Decision Analysis and
Resolution Organizational Environment for
Integration
3 Defined
Requirements Management Project Planning Project
Monitoring and Control Supplier Agreement
Management Measurement and Analysis Process and
Product Quality Assurance Configuration Management
1 Performed
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Selecting a Discipline to Use

• Different model versions exist
• CMMI-SW -- CMMI-SE/SW/IPPD
• CMMI-SE/SW -- CMMI-SE/SW/IPPD/SS
• You select which disciplines you wish to use,
  based on where you are trying to improve
• Example A company which engineers and builds
  computer systems, by acquisition of COTS hardware
  and development of custom software, using
  integrated teams
• Use CMMI-SW applied only to the software
  development
• Use CMMI-SE/SW applied to the computer system and
  the software
• Use CMMI-SE/SW/IPPD applied to the system,
  software, and use of teams
• Use CMMI-SE/SW/IPPD applied to the system,
  software, teams, and COTS acquisition

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Process Areas Organized by Category
Process Management Organizational Process
Focus Organizational Process Definition Organizati
onal Training Organizational Process
Performance Organizational Innovation and
Deployment
empower
analyze
standardize processes
Project Management Project Planning Project
Monitoring and Control Supplier Agreement
Management Integrated Project Management (for
IPPD) Risk Management Integrated
Teaming Integrated Supplier Management Quantitat
ive Project Management
Support Configuration Management Process and
Product Quality Assurance Measurement and
Analysis Organizational Environment for
Integration Decision Analysis and
Resolution Causal Analysis and Resolution
analyze
Engineering Requirements Development Requirements
Management Technical Solution Product
Integration Verification Validation
employ
measure assist
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Practices

• Practices are the building blocks of the process
  areas
• Example - Project Planning Process Area
• Specific Practice 1.1 - Establish a top-level
  work breakdown structure (WBS) to estimate the
  scope of the project.
• To satisfy the required goals, you are expected
  to perform the practices
• Most commercial and defense projects/organizations
  will implement as written
• You may perform equivalent practices if they have
  an equivalent effect toward satisfying the
  generic or specific goal
• These are termed alternative practices
• Less prevalent in CMMI than in SW-CMM, because
  the CMMI practices are at a slightly higher level
  of abstraction
• Equivalent is a judgment call discuss with
  your appraiser

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Specific Practices vs. Generic Practices

• Apply to a single process area
• Describe activities that implement the process
  area
• Example Requirements Mgmt.
• SG 1 Manage Requirements
• SP 1.1 Obtain an Understanding of Requirements
• SP 1.2 Obtain Commitment to Requirements
• SP 1.3 Manage Requirements Changes
• SP 1.4 Maintain Bidirectional Traceability of
  Requirements
• SP 1.5 Identify Inconsistencies between Project
  Work and Requirements

• Apply to all process areas
• Describe activities that institutionalize the
  process areas
• GG 2 Institutionalize a Managed Process
• GP 2.1 Establish an Organizational Policy
• GP 2.2 Plan the Process
• GP 2.3 Provide Resources
• GP 2.4 Assign Responsibility
• GP 2.5 Train People
• GP 2.6 Manage Configurations
• GP 2.7 Identify and Involve Relevant Stakeholders
• GP 2.8 Monitor and Control the Process
• GP 2.9 Objectively Evaluate Adherence
• GP 2.10 Review Status with Higher Level
  Management
• GG 3 Institutionalize a Defined Process
• GP 3.1 Establish a Defined Process
• GP 3.2 Collect Improvement Information

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Example Specific Practices for Project Planning

• SG 1 Establish EstimatesEstimates of project
  planning parameters are established and
  maintained.
• SP 1.1 Estimate the Scope of the
  ProjectEstablish a top-level work breakdown
  structure (WBS) to estimate the scope of the
  project.
• SP 1.2 Establish Estimates of Work Product and
  Task AttributesEstablish and maintain estimates
  of the attributes of the work products and tasks.
• SP 1.3 Define Project Life CycleDefine the
  project life-cycle phases upon which to scope the
  planning effort.
• SP 1.4 Determine Estimates of Effort and
  CostEstimate the project effort and cost for the
  work products and tasks based on estimation
  rationale.

SG 2 Develop a Project PlanA project plan is
established and maintained as the basis for
managing the project. SP 2.1 Establish the
Budget and ScheduleEstablish and maintain the
projects budget and schedule. SP 2.2 Identify
Project RisksIdentify and analyze project risks.
SP 2.3 Plan for Data ManagementPlan for the
management of project data. SP 2.4 Plan for
Project ResourcesPlan for necessary resources to
perform the project. SP 2.5 Plan for Needed
Knowledge and SkillsPlan for knowledge and
skills needed to perform the project. SP 2.6
Plan Stakeholder InvolvementPlan the
involvement of identified stakeholders. SP 2.7
Establish the Project PlanEstablish and
maintain the overall project plan content.
SG 3 Obtain Commitment to the PlanCommitments
to the project plan are established and
maintained. SP 3.1 Review Plans that Affect the
ProjectReview all plans that affect the project
to understand project commitments. SP 3.2
Reconcile Work and Resource LevelsReconcile the
project plan to reflect available and estimated
resources. SP 3.3 Obtain Plan CommitmentObtain
commitment from relevant stakeholders responsible
for performing and supporting plan execution.
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Generic Practices Apply to All Process Areas
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How Does Industry Use the CMMI?

• Companies use the model to identify process
  improvements
• The model suggests practices a mature
  organization should use
• Companies use the model to set organizational
  improvement goals (Achieve CMMI Level 3 in
  2005)
• Customers use the model to assess contractor
  capability
• May ask an organization about its rating
• May conduct their own appraisal