Introduction to Capability Maturity Model Integration CMMIsm Version 1'1

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Introduction to Capability Maturity Model
Integration (CMMIsm) Version 1.1

• UNIT 1Model-Based Process Improvement

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UNIT 1

• Topics introduced in this unit include
• Process definition
• The Process Model .. Why is it important?
• CMMI.. Integration?
• Benefits pf SPI
• CMMI Model Representations

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Definition of a Process

• A process is a set of practices performed to
  achieve a given purpose. It may include tools,
  methods, materials and people.
• A system is a set of parts acting toward the
  achievement of a common goal.

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Process vs People vs Technology

• Productivity, quality and so on can be improved
  by making people work harder but this is the
  worst option. Working harder is not the answer,
  working smarter through process is.
• Applying technology does not yield significant
  results in a process void.
• Concentrating on process can yield much greater
  results than simply working harder and can
  improve by orders of magnitude and organisations
  performance

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The Process Management Premise

• The quality of a system is highly influenced by
  the quality of the process used to acquire,
  develop and maintain it.
• Belief in this premise has long been held in
  manufacturing (ISO standards).
• Maybe sometimes you can produce a quality product
  from a poor process sometimes maybe a poor
  product from a quality processwhy not minimise
  the risk.

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Poor Processes

• Processes are ad hoc and improvised by
  practitioners and their management.
• Process descriptions are not rigorously followed
  or enforced.
• Performance is highly dependent on current
  practitioners.
• Understanding of the current status of a project
  is limited.
• Immature processes result in fighting fires
• There is no time to improveinstead,
  practitioners are constantly reacting.
• Firefighters get burned.
• Embers might rekindle later

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Better Processes

• Process descriptions are consistent with the way
  work actually is done.
• They are defined, documented, and continuously
  improved.
• Processes are supported visibly by management and
  others.
• They are well controlledprocess fidelity is
  evaluated and enforced.
• There is constructive use of product and process
  measurement.

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What is a Process Model?

• A model is a structured collection of elements
  that describe characteristics of effective
  processes.
• A model has structure so that it is ordered and
  therefore useful and applied.
• Processes characterised by a model are those
  proven by experience to be effective.

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How is a Model Useful?

• A model can be used
• With an appraisal methodology to assess
  capability and guide the improvement of an
  organisations processes by helping set
  improvement priorities
• To help ensure stable, capable and mature
  processes

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Why is a Model Important?

• A model provides
• a place to start
• the benefit of prior experiences
• a common language and a shared vision
• a framework for prioritising actions
• a way to define what improvement means for your
  organisation

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Many models exist.

• It is not our purpose here to outline and explain
  the various quality and improvement models from
  organisations such as SEI, ISO, EIA. We recommend
  you to view this website where comparative
  studies can be found.
• http//www.sei.cmu.edu

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CMM Integrationsm Project

• Representatives from industry, academia and
  government together and under the auspices of the
  SEI at CMU, formed a project to
• build an initial set of integrated models
• establish a framework to enable integration of
  future models
• create an associated set of appraisal and
  training products

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Source Models

• Source models serving as the starting point for
  CMMI were
• SW-CMM (software) V2.0 Draft C
• EIA/IS-731 (systems engineering)
• IPD-CMM (integrated product development)V0.98

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Improving Processes
CMMI and SCAMPI Method
Appraisal Team
Appraisal Requirements
Findings, Recommendations
Actual Practice
The Process
Organization/ Projects
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What are the benefits?

• SPI conferences are held twice each year.
• The following data are extracted from these
  conferences.

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• Increased productivity

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• Increased customer satisfaction. Increased
  employee morale

customer satisfaction
Percent of Respondents Reporting Excellent or
Good
100
80
staff morale
60
40
20
Initial
Repeatable
Defined
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Improved effort estimation
140
Boeing Effort Estimation
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-140
Without Historical Data
With Historical Data
Variance between 20 to - 145
Variance between - 20 to 20

(Mostly Level 1 2)
(Level 3)
(Based on 120 projects in Boeing Information
Systems)
John D. Vu. Software Process Improvement
JourneyFrom Level 1 to Level 5. 7th SEPG
Conference, San Jose, March 1997.
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Hewlett Packard

• Improved cycle time. Increased ROI

• Challenge ML 3 in 36 months
• Improvement run as a project
• Deployment/adoption progress monitored and
  measured
• Benefits in 12 months
• reduced cycle time from 21 to 14 months
• open major defects reduced from 4.6 to 1.6
• fewer missed deadlines
• ROI of 91 (savings of 2M/yr)

Source Lowe and Cox, Implementing the
capability maturity model for software
development, Hewlett Packard Journal, August
1996.
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Improved quality as measured by defects
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Improved schedule and budget predictability
Percent of Respondents Reporting Excellent or
Good
100
ability to meet schedule
80
ability to meet budget
60
40
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Defined
Initial
Repeatable
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Appraisal Worthwhile?
98
accurately identified problems
92
accurately identified strengths
86
CMM valuable roadmap
90
SPI based on appraisal

• The assessment was well worth the money and
  effort we spent it had a major positive effect
  on the organization.

74
agree or strongly agree
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Potential SPI Problems
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Degree of SPI Success
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Need to change?Effects of Missing Elements
Source Ambrose, 1987
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Tasks

• Research to identify the number and nature of
  established frameworks.
• Research company profiles and identify those
  software development organisations who are
  engaged in quality initiatives