?????? ? CMMI??

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???????CMMI??
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??

• ??????(Software Process Improvement)
• CMMI????
• ?????
• ????
• ?????
• ????
• ???????
• ?????
• ????

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Quality Leverage Points
Everyone realizes the importance of having a
motivated, quality work force but...
PEOPLE

• ...even our finest people cant perform at their
  best when the process is not understood or
  operating at its best.

TECHNOLOGY
PROCESS
Major determinants of product cost, schedule, and
quality
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?????????
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Why focus on process?

• Process provides a constructive, high-leverage
  focus...
• as opposed to a focus on people
• Your work force is as good as it is trained to
  be.
• Working harder is not the answer.
• Working smarter, through process, is the answer.
• as opposed to a focus on technology
• Technology applied without a suitable roadmap
  will not result in significant payoff.
• Technology provides the most benefit in the
  context of an appropriate process roadmap.

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SEI ?CMM

• CMM(Capability Maturity Model)
• 1986 ?11 ?????,1987 ?9 ???????????,1993???????????
  
• ????????????????????????
• ??????????????,??????????????????
• ??????????????,??????????????????????,?????????,??
  ?????????????????????????????

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CMMI ?????

• ?????????CMM ?????????
• ??????????????
• 1. ?????????????(SW-CMM V2.0 ??)
• 2. ???????????(EIS/IS)731
• 3. ??????????????(IPD-CMM)V0.98

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History of the CMMI
1987
1991
1995
1997
2000
2002
1993
First CMM Published
SW-CMM v1.1 Published
CMMI-SE/SW Version 1.0 Published
Model Refined and Published as SW-CMM v1.0
CMMI Initiative Launched
CMMI-SE/SW/IPPD/A Version 1.1 Published
Software Acquisition (SA-CMM), Systems
Engineering (SE-CMM), Integrated Product
Development (IPD-CMM), Organizational Workforce
Capability Development (People CMM) Developed
4Buchholtz Cordes
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CMMI ???

• ??????????????????,?????????????????,????????

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??????(components)
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????
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??CMM(I)??(IDEAL ??)

• ??????,????CMMI ????????,?????SEI ????IDEAL ???
• ???????????,????????????????,??????????????????
• ??????
• ????(Initiating)
• ????(Diagnosing)
• ????(Establishing)
• ????(Acting)
• ????(Learning)

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IDEAL ??-????(Initiating)

• ???????????,?????????????,???????,??,??????,??????
  ??
• (1) ?????(Stimulus for Change)
• (2) ??????(Set Context)
• (3) ?????(Build Sponsorship)
• (4) ??????(Charter Infrastructure)

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IDEAL ??-????(Diagnosing)

• ?????????,?????????
• ??????????????????,???????????????????????????
• ??????????????,??????????????
• (1) ?????????????(Characterize Current Desired
  Status)
• (2) ??????(Develop Recommendations)

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IDEAL ??-????(Establishing)

• ??????,??????????
• ????????????????????,??????????,??????????????????
  ????????,???????,?????????,?????????????,?????????
  ??
• (1) ??????(Set Priorities)
• (2) ??????(Develop Approach)
• (3) ??????(Plan Actions)

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IDEAL ??-????(Acting)

• ????,?????
• ???????????,????????????,??????????????????,??????
  ????,???????????????????
• (1) ??????(Create Solution)
• (2) ?????????(Pilot/Test Solution)
• (3) ??????(Refine Solution)
• (4) ??????(Implement Solution)

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IDEAL ??-????(Learning)

• ?????????????,???????
• ??IDEAL ????????,???????????,???????????,?????????
  ,?????,????????????????
• (1) ?????(Analyze and Validate)
• (2) ????????(Propose Future Actions)

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CMM(I)???

• ?????????SEI ????????(Lead Assessor)???????????,??
  ??????
• ?????????

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CMM(I)???

• ????????????

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CMMI????(Process areas, PA)

• A process area (PA) is a cluster of related
  practices in an area that, when performed
  collectively, satisfy a set of goals considered
  important for making significant improvement in
  that area.
• Practices are actions to be performed to achieve
  the goals of a process area.
• All CMMI process areas are common to both
  continuous and staged representations.
• A process area is NOT a process description.

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CMMI????(PA)??

• ????,???????????????,?????????????????????????????
  ???

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?????PA

• ????????????,???????????????????
• ?????????????,????????????????,??????????(????????
  ???)?
• (1) ????(Requirements Development)
• (2) ????(Requirements Management)
• (3) ??????(Technical Solution)
• (4) ????(Product Integration)
• (5) ??(Verification)
• (6) ??(Validation)

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?????PA

• ?????????????????????
• (1) ????(Project Planning)
• (2) ????(Project Monitoring and Control)
• (3) ???????(Supplier Agreement Management)
• (4) ???????(Integrated Project Management , IPM
  IPPD)
• (5) ????(Risk Management)
• (6) ???????(Quantitative Project Management)

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?????PA

• ???????????????????????????????????????????????
• (1) ??????(Organizational Process Focus)
• (2) ??????(Organizational Process Definition)
• (3) ????(Organizational Training)
• (4) ??????(Organizational Process Performance)
• (5)???????(Organizational Innovation and
  Deployment)

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?????PA

• ??????????????????????????????
• ?????????????,???????????????
• (1) ????(Configuration Management)
• (2) ?????????(Process and Product Quality
  Assurance)
• (3) ?????(Measurement and Analysis)
• (4) ?????????(Organizational Environment for
  Integration)
• (5) ?????????(Decision Analysis and Resolution)
• (6) ?????????(Causal Analysis and Resolution)

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Comparison of RepresentationsStaged
Continuous

• Process improvement is measured using capability
  levels.
• Capability level is the achievement of process
  improvement within an individual process area.
• Process area capability pertains to the
  maturity of a particular process across an
  organization.

• Process improvement is measured using maturity
  levels.
• Maturity level is the degree of process
  improvement across a predefined set of process
  areas.
• Organizational maturity pertains to the
  maturity of a set of processes across an
  organization

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Advantages of Each Representation

• Staged
• Provides a roadmap for implementing
• groups of process areas
• sequencing of implementation
• Familiar structure for those transitioning from
  the Software CMM
• Continuous
• Provides maximum flexibility for focusing on
  specific process areas according to business
  goals and objectives
• Familiar structure for those transitioning from
  EIA 731

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CMMI ????????

• ???
• ??????????,???????????????
• ?????????????????,?????????????????
• ??????????????????????
• ???????? (Initial)
• ???????? (Managed)
• ???????? (Defined)
• ??????????? (Quantitatively Managed)
• ????????? (Optimizing)

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?????????
???? ???? ?? ??
????5 ??? ???????(OID) ?????????(CAR)
????4 ???? ??????(QPM) ??????(OPP)
????3 ???? ??????(IPM) ????(RSKM) ??????(OPF) ??????(OPD) ????(OT) ????(RD) ??????(TS) ????(PI) ??(VER) ??(VAL) ?????????(DAR)
????2 ???? ????(PP) ???????(PMC) ???????(SAM) ????(REQM) ?????(MA) ?????????(PPQA) ????(CM)
????1 ????
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Categories of benefits

• Process improvement benefits fall into these
  general categories
• improved schedule and budget predictability
• improved cycle time
• increased productivity
• increased customer satisfaction
• improved employee morale
• increased return on investment
• improved quality (as measured by defects)
• decreased cost of quality

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Results Boeing Effort Estimation
Improved schedule and budget predictability
Reference John D. Vu. Software Process
Improvement JourneyFrom Level 1 to Level 5.
7th SEPG Conference, San Jose, March 1997.
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Improved cost cycle time

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Increased productivity and quality

Lockheed Martin Naval Electronics Surveillance
Systems (NESS) - Radar Systems - Syracuse
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Measurable return on investment
Process improvement provides measurable return
on investment.

• Return on software improvement investment was
  reported to be between 51 and 81.
• (Herbsleb 94)

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Improved program performance

• Performance to contract
• Cost at Completion Budget
• Increases in productivity
• 150 over 5 years
• Industry Cost / Schedule Estimation Tool (COCOMO)
  projects 20 reduction in effort for 1 level
  improvement
• Decreases in Cost of Nonconformance
• 40 down to 10
• Increased customer satisfaction
• ROI 51 and greater
• Raytheon Missile Systems Software Center

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