CMMI Integrated Capability Maturity Model An Introduction

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CMMI Integrated Capability Maturity Model An
Introduction
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CMMI Reference Source

• Chrissis, Konrad, and Shrum, CMMI Guidelines for
  Process Integration and Product Improvement,
  Addison Wesley, 2003, ISBN 0-321-15496-7

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Objective
Introduce a process-oriented approach to
delivering information technology projects
successfully.
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CMMI Topics

• Introduction
• Process Area Components
• Process Institutionalization
• Process Area Relationships

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Introduction
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Why CMMI?

• Provides a process-focus to development of
  information technology solutions
• Most organizations in software business
• Competition difference maker
• Many maturity models available
• SW-CMM (SEI)
• SECM (EIA)
• Consists of best practices for
• Product development
• Product maintenance
• Provides a life cycle perspective

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Critical Dimensions of Capability Maturity Models
Process
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About Capability Maturity Models

• Process alignment for business conduct
• Process focus provides necessary infrastructure
• Maximize personnel and technology
• Improve competitiveness
• Process management premise
• Improve work product quality
• Focus on organizational process improvement

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What is CMMI?
Systems Engineering Software Engineering CMM
I Integrated Product Process
Development Supplier Sourcing
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Bodies of Knowledge

• Systems Engineering
• Development of total systems
• Software Engineering
• Development of software systems
• Integrated Product and Process Development
• Timely collaboration of stakeholders
• Live cycle oriented
• Satisfy
• Needs
• Expectations
• Requirements
• Supplier sourcing
• Acquisition of materials and services

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Process AreasSystems Engineering

1. Casual Analysis Resolution
2. Configuration Management
3. Decision Analysis Resolution
4. Integrated Project Management
5. Measurement Analysis
6. Organizational Innovation Deployment
7. Organizational Process Definition
8. Organizational Process Focus
9. Organizational Process Performance
10. Organizational Training
11. Product Integration
12. Project Monitoring Control

1. Project Planning
2. Process Product Quality Assurance
3. Quantitative Product Management
4. Requirements Development
5. Requirements management
6. Risk management
7. Supplier Agreement Management
8. Technical Solution
9. Validation
10. Verification

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Process AreasSoftware Engineering

1. Casual Analysis Resolution
2. Configuration Management
3. Decision Analysis Resolution
4. Integrated Project Management
5. Measurement Analysis
6. Organizational Innovation Deployment
7. Organizational Process Definition
8. Organizational Process Focus
9. Organizational Process Performance
10. Organizational Training
11. Product Integration
12. Project Monitoring Control

1. Project Planning
2. Process Product Quality Assurance
3. Quantitative Product Management
4. Requirements Development
5. Requirements management
6. Risk management
7. Supplier Agreement Management
8. Technical Solution
9. Validation
10. Verification

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Process AreasIntegrated Product Process
Development

1. Casual Analysis Resolution
2. Configuration Management
3. Decision Analysis Resolution
4. Integrated Project Management
5. Measurement Analysis
6. Organizational Innovation Deployment
7. Organizational Process Definition
8. Organizational Process Focus
9. Organizational Process Performance
10. Organizational Training
11. Product Integration
12. Project Monitoring Control

1. Project Planning
2. Process Product Quality Assurance
3. Quantitative Product Management
4. Requirements Development
5. Requirements management
6. Risk management
7. Supplier Agreement Management
8. Technical Solution
9. Validation
10. Verification
11. Integrated Teaming
12. Organizational Environment for Integration

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Process AreasSupplier Sourcing

1. Casual Analysis Resolution
2. Configuration Management
3. Decision Analysis Resolution
4. Integrated Project Management
5. Measurement Analysis
6. Organizational Innovation Deployment
7. Organizational Process Definition
8. Organizational Process Focus
9. Organizational Process Performance
10. Organizational Training
11. Product Integration
12. Project Monitoring Control

1. Project Planning
2. Process Product Quality Assurance
3. Quantitative Product Management
4. Requirements Development
5. Requirements management
6. Risk management
7. Supplier Agreement Management
8. Technical Solution
9. Validation
10. Verification
11. Integrated Teaming
12. Organizational Environment for Integration
13. Integrated Supply Management

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Model Representation

• Continuous Representation
• Flexible approach to process improvement
• Problem-area orientation
• Aligned to business objectives
• Staged Representation
• Systematic and structured
• One step at a time approach
• One step foundation for the next

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Comparative Advantages of Model Alternatives
Continuous Representation Staged Representation
Explicit freedom to select order of improvement to best meet organization objectives and minimize risk Predetermined/predefined improvement path
Increased visibility of capability achieved in individual process areas Focuses on set of processes that provide a specific capability at each maturity level
Capability-level rating for improvement used internally Provide a maturity-level rating that is used and usable both internally and externally
Permits improvements of different processes to be performed at different rates Summarizes process improvement in a simple, single number form
Newer approach does not yet have ROI data Relatively long history with proven ROI data
Easy migration from SECM Easy migration for Software CMM
Affords easy comparison to ISO/IEC 15504 Comparable to but not corresponding with ISO/IEC 15504
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Factors for Consideration

• Business
• Mature knowledge of itself
• Strong mapping of processes to business
  objectives
• Cultural
• Ability to deploy a process improvement program
• Legacy
• Previous experience with process improvement
  programs

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Advantages of CMMI

• More detailed coverage of product life cycle
• Incorporates lessons learned from previous phases
• Better addresses needs of organizations at higher
  maturity levels
• Opportunity to eliminate stovepipes and barriers
• Promotes collaboration across disciplines
• Shifts focus to end product

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Process Area Components
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Process Area Components

• Required
• What an organization must achieve to satisfy a
  process area
• Expected
• What an organization will typically implement to
  achieve a required component
• Informative
• Provide supporting details on approaching
  development of required and expected components

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CMMI Model Components
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CMMI Model Components

• Purpose statement informative component that
  describes the purpose of the process area
• Introductory notes informative component that
  describes the major concepts covered in the
  process area
• Related process areas informative component
  that discusses the high-level relationships among
  the process areas
• Specific goals a required component that
  describes the unique characteristics that must be
  present to satisfy a process area
• Generic goals a required component that
  describes characteristics needed to
  institutionalize the process area. Statement
  appears in multiple process areas

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CMMI Model Components

• Practices-to-Goals Relationship Tables expected
  components that illustrate and describe the
  relationships among the practices
• Specific practices expected component that
  describes an activity considered important in
  achieving an associated specific goal
• Typical work products informative component
  that lists sample outputs from specific practices
• Sub-practices informative component that
  provides guidance for interpreting and
  implementing a specific practice
• Generic practices expected component that
  describes an activity considered important in
  achieving the associated generic goal.

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Process AreasSystems Engineering

1. Casual Analysis Resolution
2. Configuration Management
3. Decision Analysis Resolution
4. Integrated Project Management
5. Measurement Analysis
6. Organizational Innovation Deployment
7. Organizational Process Definition
8. Organizational Process Focus
9. Organizational Process Performance
10. Organizational Training
11. Product Integration
12. Project Monitoring Control

1. Project Planning
2. Process Product Quality Assurance
3. Quantitative Product Management
4. Requirements Development
5. Requirements management
6. Risk management
7. Supplier Agreement Management
8. Technical Solution
9. Validation
10. Verification

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Process Institutionalization
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Meaning of Institutionalization

• Ingrained in the organizational fabric
• Commitment to following the process
• Consistency in executing the process
• Way of doing business
• Standard operating methodology

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Types of Institutionalized Processes

• Performed
• Managed
• Defined
• Quantitatively Managed
• Optimizing

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Performed Processes

• Set of steps, methods, or techniques to
• Accomplish work
• Produce work products

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Managed Process

• Performed process that is planned and executed
  per policy
• Employs skilled people with adequate resources to
  produce controlled outputs
• Involves relevant stakeholders
• Monitored, controlled, and reviewed
• Evaluated for adherence to process description

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Defined Process

• Managed process
• Tailored from an organizations set of standard
  procedures following tailoring guidelines
• Has a maintained process description
• Contributes work products , measures, and other
  process improvement information to organizations
  process assets and body of knowledge
• Clearly states
• Purpose
• Inputs
• Entry criteria
• Activities
• Roles
• Measures
• Verification steps
• Outputs
• Exit criteria

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Quantitatively Managed Process

• Defined process that is controlled using
  statistical and/or other quantitative techniques
• Product quality, service quality, and process
  performance attributes are measurable and
  controlled
• Included activities
• Identifying the sub-processes
• Identifying and measuring product and process
  attributes
• Identifying and addressing special causes of
  sub-process variation
• Managing each selected sub-process
• Predicting ability of process to satisfy
  established quantitative quality and
  process-performance objectives
• Taking corrective actions as required

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Optimizing Processes

• Quantitatively Managed Process that is
  changed/adapted to meet relevant current and
  projected business objectives
• Focus on continually improving process
  performance through incremental and innovative
  technical improvements
• Address
• Common causes of process variations
• Root causes of defects and anomalies
• Identify
• Evaluate
• Improve
• Deploy

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Differences Among Processes

• Performed versus Managed
• Extent to which process is managed
• Managed versus Defined
• Scope of application of process descriptions,
  standards, and procedures
• Defined versus Quantitatively Managed
• Degree of predictability of process performance
• Quantitatively Managed versus Optimized
• Presence of continuous improvement through
  addressing common causes of process variation

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Relationships Among Processes

• Performed
• Managed
• Defined
• Quantitatively Managed
• Optimized

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Relationships Among Process Areas
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Categories of CMMI Process Areas

• Process Management
• Product Management
• Engineering
• Support

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Process Management

• CMMI Process Areas
• Organizational Process Focus
• Organizational Process Definition
• Organizational Training
• Organizational Process Performance
• Organizational Innovation and Deployment
• Fundamental Process Management Areas
• Capability to document and share
• Best practices
• Organizational process assets
• Learning across the organization
• Progressive Process Management
• Improved capabilities to achieve quantitative
  objectives for quality and process performance

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Fundamental Process Management Areas
Organization's process needs and objectives
Training for projects and supportgroups in
standard process andassets
OT
Training needs
Senior Management
Standard processes otherassets
Project Management, Support, Engineering Process
Areas
Standard processes otherassets
Organization's business objectives
OPF
OPD
Improvement information
Resources coordination
Process-improvement proposalsparticipation in
defining, assessingand deploying processes
OPF Organizational Process Focus OT -
Organizational Training OPD Organizational
Process Definition
Such as lessons learned, data and artifacts
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Progressive Process Management
Organization
Improvements
Cost benefit datafrom piloted improvements
OID
Quality process-performance
Progress toward achieving business objectives
Project Management, Support, Engineering Process
Areas
Quality process-performance
OPP
Senior Management
Commonmeasures
Ability to develop anddeploy standardprocesses
assets
Process performance capability data
Fundamental Process Management Process Areas
objectives, measures, baselines, models
OID Organizational Innovation and
Deployment OPP Organizational Process
Performance
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Project Management

• CMMI Areas
• Project planning
• Project monitoring and control
• Supplier agreement management
• Integrated project management
• Risk management
• Integrated supplier management
• Quantitative project management
• Fundamental Project Management Process Areas
• Progressive Project Management Process Areas

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Fundamental Project Management Process Areas

• Address activities related to
• Establishing and maintaining project plan
• Establishing and maintaining commitments
• Monitoring progress versus plan
• Taking corrective actions
• Managing supplier agreements

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Fundamental Project Management Process Areas
PMC
Status, issues, results of process andproduct
evaluations, measures, analyses
Corrective action
Status, issues,results
Corrective action
Re-plan What to monitor
Support, Engineering Process Areas
PP
What to build
What to do
SAM
Commitments
Supplieragreement
Measurement needs
Supplier
Product-component requirements, technical
issuescompleted product components, acceptance
reviews tests
PMC Project Monitoring Control PP Project
Planning SAM Supplier Agreement Management
Of progress and milestone reviews
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Progressive Project Management Process Areas

• Addresses activities related to
• Establishing a defined process tailored from
  organizations set of standard processes
• Coordinating/collaborating with relevant
  stakeholders
• Managing risk
• Forming/sustaining integrated teams
• Quantitatively managing the associated defined
  processes

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Progressive Project Management Process Areas
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CPM
1
RSKM
2
13
5
3
11
IPM
Process Management Process Areas
4
IT
10
14
9
6
8
ISM
Engineering and Support Process Areas
Fundamental Project Management Process Areas
7
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Progressive Project Management Process Areas

1. Statistical management data
2. Process-performance objectives, baselines, models
3. Organizations standard processes and supporting
   assets
4. Lessons learned, performance, and planning data
5. Quantitative objectives sub-processes to
   statistically manage projects composed defined
   processes
6. (a) Product architecture for structuring teams
   (b) Projects defined process coordination
   commitments issues to resolve
7. Monitoring data as part of supplier agreement
8. Integrated work environment and people practices
9. Integrated team management for performing
   engineering processes
10. Project performance data
11. Identified risks
12. Risk exposure due to unstable processes
13. Projects composed defined process
14. (a) Risk taxonomies and parameters(b) Risk
    status(c) Risk mitigation plans(d) Corrective
    action

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Progressive Project Management Process Areas

• IPM Integrated Project Management
• ISM Integrated Supplier Management
• IT Integrated Training
• QPM Quantitative Project Management
• RSKM Risk Management

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CMMI Engineering Process Areas

• Addresses development and maintenance activities
  shared across engineering disciplines
• Includes
• Requirements development
• Requirements management
• Technical solution
• Product integration
• Verification
• Validation

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CMMI Engineering Process Areas
REQM
Requirements
Pr0d8ct andproduct componentrequirements
TS
PI
RD
Product components
Alternative solutions
Customer
Product
Requirements
Product componentswork products,verification
validation reports
VAL
VER
Customer needs
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CMMI Engineering Process Areas

• PI Product Integration
• RD Requirements Development
• REQM Requirements Management
• TS Technical Solution
• VAL Validation
• VER - Verification

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CMMI Support Process Areas

• Addresses process areas that support product
  development and maintenance
• Includes
• Configuration management
• Process and product quality assurance
• Measurement and analysis
• Organizational environment for integration
• Decision analysis and resolution
• Causal analysis and resolution
• Fundamental Support Process Areas
• Address essential support functions used by all
  process areas
• Progressive Support Process Areas
• Provides projects and organizations with improved
  support capabilities

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Fundamental Support Process Area
Processes work productsstandards
procedures
Measurements, analysis
MA
PPQA
All Process Areas
Quality andnon-compliancereports
Information needs
Configuration items,change requests
Business,audit reports
CM
CM Configuration Management MA Measurement
and AnalysisPPQA Process and Product Quality
Assurance
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Progressive Support Process Areas
Organization
OEI
IPPD Infrastructure
CAR
Ability to develop deploy IPPDprocesses and
supporting assets
Process improvementproposals
Integrated work environment people practices
IPPD knowledge skill needs
All Process Areas
Defects andother problems
Selected issues
DAR
Formalevaluations
CAR Causal Analysis and Resolution DAR
Decision Analysis and Resolution OEI
Organizational Environment for Integration