CMMI Project Status SPAWAR Systems Center San Diego 6 Nov 2000 Rick Hefner, TRW rick'hefnertrw'com 3

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CMMI Project StatusSPAWAR Systems Center San
Diego6 Nov 2000Rick Hefner, TRW
rick.hefner_at_trw.com(310) 812-7290
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Agenda

• Project History
• CMMI Structure
• Comparisons with SW-CMM v1.1, SE-CMM, and EIA/IS
  731_
• Assessment Methodology
• Training
• Transition Timelines and Strategies

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What is a CMM?

• Capability Maturity Model A reference model of
  mature practices in a specified discipline, used
  to assess a groups capability to perform that
  discipline
• CMMs differ by
• Discipline (software, systems, acquisition, etc.)
• Structure (staged versus continuous)
• How Maturity is Defined (process improvement
  path)
• How Capability is Defined (institutionalization)
• Capability Maturity Model and CMM are used by
  the Software Engineering Institute (SEI) to
  denote a particular class of maturity models

Capability Maturity Model, CMM, CMM
Integration, and CMMI are service marks and
registered trademarks of Carnegie Mellon
University
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Commonly Used CMMs

• Software CMM staged software development
• System Engineering CMM continuous system
  engineering
• System Engineering Capability Model continuous sys
  tem engineering
• Software Acquisition CMM staged software
  acquisition
• System Security Engineering CMM continuous securit
  y engineering
• Personal Software Process staged individual
  software development
• FAA-CMM continuous software engineering, systems
  engineering, and acquisition
• IPD-CMM continuous integrated product development
• People CMM staged workforce
• SPICE Model continuous software development

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What is the Problem?

• Different structures, formats, terms, ways of
  measuring maturity
• Causes confusion, especially when using more than
  one CMM
• Hard to integrate them in a combined improvement
  program
• Hard to use multiple models in supplier selection

SystemsEngr CMM
IPD CMM
FAA iCMM
People CMM
People CMM
Software CMM
SoftwareAcq CMM
ZZZ CMM
SecuritySystems Engr CMM
Systems SecurityEngr CMM
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The CMMI Project

• DoD sponsored collaboration between industry,
  Government, academia
• Over 100 people involved

• U.S. Army, Navy, Air Force
• Federal Aviation Administration
• National Security Agency
• Software Engineering Institute
• ADP, Inc.
• ATT Labs
• BAE
• Boeing
• Computer Sciences Corporation
• EER Systems
• Ericsson Canada
• Ernst and Young
• General Dynamics
• Harris Corporation

• Honeywell
• KPMG
• Litton
• Lockheed Martin
• Motorola
• Northrop Grumman
• Pacific Bell
• Q-Labs
• Raytheon
• Rockwell Collins
• Sverdrup Corporation
• Thomson CSF
• TRW

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CMMI Models
CMMI-SE/SW Staged Representation
CMMI-SE/SW Continuous Representation

• Source Models
• 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)

• Combined System Engineering / Software
  Engineering model
• IPPD version being developed
• Can be applied to
• Just the software engineering projects in an
  organization
• Just the system engineering project in an
  organization
• Both

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CMMI Process Areas - Staged Representation
Level 5 Optimizing
Causal Analysis and Resolution Organization
Innovation Deployment
Quantitative Project Management Organizational
Process Performance
Level 4 Quantitatively Managed
Organizational Process Focus Organizational
Process Definition Organizational
Training Integrated Project Management Risk
Management Decision Analysis and
Resolution Requirements Development Technical
Solution Product Integration Verification
Validation
Level 3Defined
Project Planning Project Monitoring and
Control Configuration Management Product
Process Quality Assurance Supplier Agreement
Management Measurement and Analysis Requirements
Management
Level 2 Managed
Level 1Performed
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Common Features For Each Process Area

• Commitment to Perform includes practices that
  ensure the process is established and will
  endure.
• Establishing organizational policies and
  leadership.
• Ability to Perform includes practices that
  establish the necessary conditions for
  implementing the process completely.
• Resources, organizational structures, and
  training.
• Activities Performed includes practices that
  directly implement a process area.
• Developing plans and procedures, performing work,
  tracking work, and taking corrective actions as
  necessary.
• Directing Implementation includes measurement
  practices that are necessary to collect and
  analyze data related to the process.
• Insight into the performance of the process.
• Verification includes practices that ensure
  compliance with the process that has been
  established.
• Reviews and audits.

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CMMI - Continuous Representation
Causal Analysis and Resolution Organization
Innovation Deployment Quantitative Project
Management Organizational Process
Performance Organizational Process
Focus Organizational Process Definition Organizati
onal Training Integrated Project Management Risk
Management Decision Analysis and
Resolution Requirements Development Technical
Solution Product Integration Verification
Validation Project Planning Project Monitoring
and Control Configuration Management Product
Process Quality Assurance Supplier Agreement
Management Measurement and Analysis Requirements
Management
Level 0
Level 1
Level 2
Level 3
Level 5
Level 4
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Which Representation Should We Use?

• The staged and continuous representations are
  equivalent but expressed in different ways
• Equivalent staging defined
• Staged
• Specific Process Areas for each Maturity Level
• Guides incremental improvement by focusing
  attention on the next levels Process Areas
• Continuous
• Each Process Area has Capability Levels
• Organizations must decide your own improvement
  path
• What level of capability is appropriate for each
  Process Area based on their business needs
• Generally, you should keep the representation you
  started with
• SW-CMM staged EIA 731 continuous

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CMMI Model Components

• CMMI Models contain institutionalization
  (Generic) and implementation (Specific) parts
• Front matter
• Process Areas that contain
• Generic and Specific Goals
• Generic and Specific Practices(in Common
  Features in staged representation)
• Subpractices
• Notes
• Discipline-specific amplifications
• Glossary and model scoping guidelines

Required
Expected
Informative
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SW-CMM v1.1 vs. CMMIProcess Areas
Defect Prevention Causal Analysis and
Resolution Technology Change Mgmt Organizational
Innovation Deployment Process Change
Management Quantitative Process
Mgmt Organizational Process Performance Software
Quality Mgmt Quantitative Project
Management Organization Process
Focus Organization Process Focus Organization
Process Definition Organization Process
Definition Training Program Organizational
Training Integrated Software Mgmt Integrated
Project Management Risk Management Software
Product Engr Requirements Development Technical
Solution Product Integration Intergroup
Coordination Verification Peer Reviews
Validation Decision Analysis and
Resolution Requirements Management Requirements
Management Software Project Planning Project
Planning Software Project Tracking
Oversight Project Monitoring and
Control Software Subcontract Mgmt Supplier
Agreement Management Software Quality
Assurance Product Process Quality Assurance
Software Configuration Mgmt Configuration
Management Measurement and Analysis
LEVEL 5 OPTIMIZING
LEVEL 4 QUANTITATIVELYMANAGED
LEVEL 3 DEFINED
LEVEL 2 REPEATABLE
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SW-CMM v1.1 vs. CMMICommon Features
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SE-CMM and SECM (EIA/IS 731) vs. CMMI Common
Features - Engineering
SE-CMM
CMMI
SECM
Engineering
Engineering
Technical
1.1 Define Stakeholder and System Level
Requirements 1.2 Define Technical
Requirements 1.3 Define Solution 1.4 Assess and
Select 1.5 Integrate System 1.6 Verify System 1.7
Validate System
PA06 Understand Customer Needs and
Expectations PA02 Derive and Allocate
Requirements PA03 Evolve System
Architecture PA01 Analyze Candidate Solutions
PA05 Integrate System PA07 Verify and
Validate System PA04 Integrate Disciplines
Reqs Management RequirementsDevelopment Technica
l Solution Decision Analysis and
Resolution Product Integration Verification Valida
tion
2.3
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SE-CMM and SECM (EIA/IS 731) vs. CMMICommon
Features - Project Management
SE-CMM
SECM
CMMI
Project Management
Management
Project
Project Planning Project Mon and Con Supplier
Agree Mgt Integrated Proj Mgt Risk Management
PA12 Plan Technical Effort PA11 Monitor and
Control Technical Effort PA10 Manage Risk PA09
Manage Configurations PA08 Ensure Quality
2.1 Plan and Organize 2.2 Monitor and Control
2.3 Integrate Disciplines 2.4 Coordinate with
Suppliers 2.5 Manage Risk 2.6 Manage Data 2.7
Manage Configurations 2.8 Ensure Quality
PA04
Support
PA18
Configuration Mgt Proc and Prod QA Meas and
Analysis

L2 GP

Not in SE-CMM
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SE-CMM and SECM (EIA/IS 731) vs. CMMICommon
Features - Process Management
SE-CMM
SECM
CMMI
Environment
Organization
Process Management
PA13 Define Organizations SE Process PA14 Improve
Organizations SE Process PA17 Provide Ongoing
Knowledge and Skills PA15 Manage Product Line
Evolution PA16 Manage SE Support
Environment PA18 Coordinate With Suppliers
3.1 Define and Improve the SE Process 3.2 Manage
Competency 3.3 Manage Technology 3.4 Manage SE
Support Environment
Org Process Focus Org Process Def Organizational
Tng Quant Project Mgt Org Process Perf Causal An
Res Org Innovation and Deployment (IPPD
Extension) Organizational Environment Integration
L4 GP
L4 GP
L5 GP
2.4
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CMMI Assessment Requirements (CAR)

• Similar to the current CMM Appraisal Framework
  (CAF) V1.0
• A guide to assessment method developers
• Specifies the requirements for classes of
  assessment methods
• Class A Full, comprehensive assessment methods
• Class B Initial, incremental, self-assessments
• Class C Quick-look
• Method developers can declare which class their
  method fits
• Method buyers will understand the implications of
  the method proposed

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Standard CMMI Assessment Method for Process
Improvement (SCAMPI)

• A Class A Method
• Similar to CBA IPI method
• Led by authorized Lead Assessor
• Tailorable to organization and model scope
• SEI will continue to compile results
• Rules of evidence have been expanded
• Products
• SCAMPI Method Description
• In work
• Maturity questionnaire, work aids, templates
• Incorporation of SECM appraisal methods
• Reducing the cost of assessments

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CMMI Lead Assessor Program

• Similar to existing SEI Lead Assessorand Lead
  Evaluator programs
• To be administered by SEI
• Will transition current SW SE Lead Assessors
• Specific requirements, steps under discussion
• Lead Assessor requirements
• Introduction to CMMI Training
• Assessment team experience
• Advanced CMMI Training
• SCAMPI Lead Assessor Training or Upgrade
  Training (for current Lead Assessors)

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Expectations

• We have simplified the method, but
• CMMI models have more process areas and more
  practices than each of the individual source
  models
• Our goal
• Assuming an organization of 3-6 projects, 6-9
  team members, experienced Lead Assessor
• SCAMPI assessment of all process areas through
  Levels 2-5 in 2-3 weeks
• SCAMPI assessment of process areas through Levels
  3 in 1-2 weeks

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Introduction to the CMMI CourseStaged
Continuous (Separate Courses)

• Introduction course will enable the participant
  to
• Understand the importance of defined processes
• Understand the rationale for process improvement
• Comprehend the CMMI model
• Identify ways of applying the CMMI model for
  process improvement
• Broad audience
• Systems and software developers
• Systems and software managers
• Practitioners of disciplines that support systems
  and software
• Government and industry acquirers of
  software-intensive systems
• Other courses in development

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CMMI Transition Plan

• Development Phase
• Development of CMMI products
• Verification and validation of CMMI products

• Transition Phase
• Approval of initial CMMI products for public
  release
• Evidence of sufficient use
• Transition planning to help organizations use
  CMMI products

• Sustainment Phase
• Upkeep and continuous improvement of the product
  suite
• Additional evidence of adoption and use

Pilots
V1.0 Aug 2000
V1.1 Aug 2001
SW-CMM, EIA 731 phased out Aug 2003
V0.2 Aug 1999
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How Do I Transition My Organization?

• Decide whether the staged or continuous
  representation is more appropriate
• Decide the scope of the improvement effort
• Software projects only
• Systems engineering projects only
• All projects
• Perform an gap analysis of your current practices
  against the model changes from SW-CMM and/or EIA
  731
• New Process Areas
• New Common Features
• New/different practices
• Do you need a new infrastructure to cover a new
  discipline?
• Do you want a comprehensive assessment?
  Informal/formal?
• Set goals, develop a plan, implement the plan,
  assess progress

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Summary

• Organizations that are currently using SW-CMM
  v1.1 or EIA/IS 731 should be able to smoothly
  transition
• http//www.sei.cmu.edu/cmmi/
• CMMI Model, SCAMPI Method Description
• IPPD Model (when available)
• CMMI news, presentations, articles,
  correspondence
• FAQs (Frequently Asked Questions)
• CMMI Plans and Schedules
• CMMI Transition Plan