CMMI December 3 rd 2014. Copyright © 2014 Accenture All rights reserved. See Accenture's Data Classification and Protection Standard.Data Classification

CMMI

December 3rd 2014

Copyright © 2014 Accenture All rights reserved. <Unrestricted> See Accenture's Data Classification and Protection Standard.

The aim of the presentation is to introduce Capability Maturity Model Integrated (CMMI) process improvement approach to students of Software Project Management course at Faculty of Informatics and Information Technologies at Slovak University of Technology

The presentation will describe at high level what is CMMI about, and a case study will be presented, describing the preparation to CMMI appraisal and appraisal process itself in a service and consulting company

Objective of the presentation

https://sites.accenture.com/publishing/ProtectingAccenture/Infrastructure/EnterpriseSecurityStandards/Pages/EnterpriseSecurityStandards.aspx


Graduate at Slovenská Vysoká Škola Technická

– Elektrotechnická Fakulta

14 years in Národná banka Slovenska

– Establishment of new Computing Centre, development of payment system, lead applications maintenance team

8 years Accenture Technology Solutions

– Software Delivery Life Cycle processes and methodology, Internal and External Audits, CMMI, P-CMM, ITIL

– Business Continuity and Information Security

Introduction of Accenture – Presenters

Vladimír Šatura

Accenture Technology Solutions

Plynárenská 7/C Bratislava 821 09 Slovakia



Introduction of CMMI

Use Case: CMMI Appraisal at service and consulting company

Agenda




v1.02 (2000)V1.02 (2000)v1.1 (2002)V1.1 (2002)

History of CMMs

CMM for SoftwareV1.1 (1993)

Systems Engineering CMM V1.1 (1995)

EIA 731 SECM (1998)

INCOSE SECAM (1996)

Integrated Product Development CMM(1997)

Software CMM V2, draft C (1997)

CMMI for Development V1.2 (2006)

CMMI for Acquisition V1.2 (2007)

Software AcquisitionCMM V1.03 (2002)

V1.2 (2009)CMMI for Services

CMMI for AcquisitionV1.3 (2010)

CMMI for DevelopmentV1.3 (2010)

CMMI for ServicesV1.3 (2010)

developed by Carnegie Mellon University – Software Engineering Institute and currently owned by CMMI Institute.

• based on actual practices

• outlines best practices

• 5 levels of maturity

• used for a process improvement program

Capability Maturity Model Integrated (CMMI) is a framework for mature processes



Levels of CMMI

Initial 1 (Ad-hoc, heroes)

“Just Do It”

Managed2 (Basic Project Management)

“We recognize our problems and are correcting them”

Defined3 (Process

standardization)“We anticipate and prevent problems”

Quantitatively Managed4 (Quantitatively Managed)

“We see the sources of individual problems and eliminate them”

Optimizing5 (Continuous Improvement)

“We see common sources of problems and eliminate

them”

Disciplined process

Standard, consistent process

Predictable process

Continuously improving process



• Mature Organization

• Processes are defined and documented

• Roles and responsibilities are clear

• Management plans, monitors and communicates

• Product and process are measured

• Quality, cost and schedule are predictable

• Products meet user expectations

• Technology is used effectively within defined process

• Management is committed to continuous improvement

Mature Organization



CMMI Components

Process Area

Generic PracticesGeneric Practices

Generic GoalsGeneric Goals

Expected InformativeInformativeRequiredKEY:

Purpose Statement

IntroductoryNotes

RelatedProcess Areas

SubpracticesSubpractices

Specific GoalsSpecific Goals

Specific PracticesSpecific Practices

Typical WorkProducts

Example WorkProducts

SubpracticesSubpractices SubpracticesGeneric Practice Elaborations



CMMI Process Areas Development and Services



Specific Goals and Practices

Specific Goals and Practices for Technical Solution Process Area

for CMM for Development

SG 1 Select Product Component SolutionsSP 1.1 Develop Alternative Solutions and Selection CriteriaSP 1.2 Select Product Component SolutionsSG 2 Develop the DesignSP 2.1 Design the Product or Product ComponentSP 2.2 Establish a Technical Data PackageSP 2.3 Design Interfaces Using CriteriaSP 2.4 Perform Make, Buy, or Reuse AnalysesSG 3 Implement the Product DesignSP 3.1 Implement the DesignSP 3.2 Develop Product Support Documentation



Generic Goals and Practices of CMMI GG1 Achieve Specific Goals GP1 Perform Specific Practices 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 Control work products 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 process related experience



CMMI and Agile complement one another

CMMI focuses on what program / project do

Agile focuses on how product is developed

CMMI provides engine that enable Agile techniques on large projects

Agile enhances CMMI method with specific software engeneering approach

CMMI provides methods for continuously improve organization

Agile include practices for project team improvement

CMMI aimed for high cost failure (weaponry, aircraft) domains

Agile aimed for low cost failure (Internet, Games) domains

CMMI for Development & Agile



Standard CMMI Appraisal Method for Process Improvement (SCAMPI) is the official CMMI appraisal method

Appraisal helps to identify strengths and weaknesses of organizational processes

SCAMPI C is short and more flexible. It is used to provide a quick gap analysis between the organization's processes and CMMI practices.

SCAMPI B is more formal. It helps an organization understand its progress toward a target CMMI maturity level or capability profile.

SCAMPI A is the most rigorous method and the only one that can result in a rating.

CMMI Appraisal - SCAMPI



CMMI Published Appraisal results

Appraisal Results may be published at CMMI PARS page


https://sas.cmmiinstitute.com/pars/pars.aspx



Use Case: CMMI Appraisal at service and consulting company

Agenda



What type of work you incline to?

• Be developer expert (coding, programming, testing)

• Prefere analyse requests with clients

• Perform applications and user support

• Manage a team

• No idea

Audience composition



Define Appraisal Goals

• Improve the quality in products and services provided to the customers and improve the standardization.

• Provide information that management can use to better predict effort, improve time to market and reduce the cost

• Obtain recommendations of practices that will ensure the continuous improvement process

• Defined by CMMI Sponsor – the organization lead who initiated the Appraisal

Use case: CMMI Appraisal - Goals



Continuous Improvement

• Define organization processes standards

• Enhance processes based on internal and external requests

• Improve processes standards based on lesson learned

Appraisal preparation

• Collect documentation

• Prepare Process Improvement Identification Document (PIID)

• Internal candidate project reviews

Use case: CMMI preparation on organization level



CMMI for Development & Agile ?



CMMI for Development & Agile – Development Practices

REQM

REQM

RD

TSPIVER

VAL

Requirement Managemt (REQM)Requirement Development (RD)Technical Solution (TS)Product Integration (PI)Verification (VER)Validation (VAL)



CMMI for Development & Agile – Management Practices

REQM

REQM

RD

TSPIVER

VAL

PP

PP CM

CM

RSKM

RSKM

RSKM

PMC MA

PMC MARSKMIPM

IPM

Project Planning (PP)Risk Management (RSKM)Project Monitoring and Control (PMC)Measurement and Amalysis (MA)Configuration Management (CM)Integrating Project Management (IPM)



Continuous improvement

• Manage projects using organization standards

• Check projects against these standards (Software Quality Reviews)

• Improve project processes and workproducts

Appraisal preparation

• Collect project documentation (work plans, development samples, metrics, reports, ...)

Use case: CMMI preparation on projects level



Use case: CMMI preparation development projects

VER

Verification (VER)

SG 2 Perform Peer Reviews

VER

VER

SP 2.1 Prepare for Peer Review – Sprint Planning

SP 2.2 Conduct Peer Review – Sprint Pair Programming

SP 2.3 Analyze Peer Review Data - Retrospective

VER



Use case: CMMI preparation development projects

Configuration Management /CM)

SG3 – Establish IntegritySP 3.2 Perform Configuration Audits – Retrospective /

Impediments

CM

CM

CM



Use case: CMMI preparation Services projects

Configuration Management (CM)

SG 1 Establish Baseline

Services, SLA, People, Processes, Tools, Infrastructure

CM

Requirement Management (REQM)

SG 1 Manage Requirements

REQM

Capacity and Availability (CAM)

SG 1 Monitor and Analyze Capacity and Availability

CAM



Select projects and Support groups

• Sampling approach

• Defined by Appraisal Lead based on projects size, type of work, location

– 3 Development projects from 9 candidates

– 3 Services projects from 13 candidates

– Process Group, Training Coordinators

Define Appraisal Team

• Appraisal Team Lead – 1 external ATL

• Appraisal Team members – 4 internal + 2 external

• Appraisal Team spent round 560 hours

Use case: CMMI Appraisal - Planning



Review documentation

• Appraisal team to review all collected documentation from PIID

Use case: CMMI Appraisal - Reviews

515 files

DEV 168

SVC 177

Org 170



Plan and Conduct Interviews

• Perform interview sessions for Higher Management, Project Managers, Practitioners, each support group (38 people in 19 sessions)

Use case: CMMI Appraisal - Interviews

Basic Rules:

• Confidentiality

• Non-attribution



Interview for Practitioners – Designers, Developers, Testers

Please describe

1. How were the requirements of project understood and commitment obtained?

2. How product is assembled, integrated?

3. How were you trained for your role?

Use case: CMMI Appraisal – Interview for Practitioners

Interview for Practitioners – Support team

Please describe

1. How were the requirements of project understood and commitment obtained?

2. How you analyze the root cause of incidents?

3. How are you collecting data and reviewing client satisfaction?



Interview for Practitioners – project managers, team leads for Development

Please describe

1. How you plan the project?

2. How you contribute to organization data?

3. How you know you are on time?

Use case: CMMI Appraisal – Interview for Project Managers

Interview for Practitioners – project managers, team leads for Services

Please describe

1. How you monitor the quality of your service?

2. How you manage the availability of critical resources?

3. How you control the fulfilment of contract?



Use case: CMMI Appraisal – Findings

Opportunitites for Improvements

[DEV] TS SP2.4 For all projects, not always product component is reused based onestablished criteria

[DEV] TS SP3.1 For some projects, there are not evidence regarding unit testDocumentation

[SVC] CAM SP2.1 For some projects, thresholds to monitor Capacity (e.g. resourceplanning) are not always defined

[SVC] MA SP2.1 Avoid the duplications of metric submission

Recommendations



Identify and Validate preliminary finding

• Present and validate potential findings to all participants

Use case: CMMI Appraisal - Validation

Basic Rules:

Non-attribution

No rating

No Maturity rating



Appraisal Team Agreement on rating

• The team has to agree on ratings based on rules or team judgment

• Generic and Specific practice rating – Fully, Largely, Partially, Not Implemented

• Process Area, General and Specific goal rating - Satisfied, Unsatisfied

• Present Maturity level

Use case: CMMI Appraisal - Rating



Present final findings with Appraisal rating

• Present strengths, recommendations and improvements to each process areas

• Present rating

• Present Maturity level

Use case: CMMI Appraisal - Presentation



CMMI Institute - http://whatis.cmmiinstitute.com/get-started

CMMI Levels - http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/

CMMI for Development - http://cmmiinstitute.com/cmmi-solutions/cmmi-for-development/

CMMI for Services - http://cmmiinstitute.com/cmmi-solutions/cmmi-for-services/

CMMI SVC Overview - http://cmmiinstitute.com/wp-content/uploads/2012/10/CMMI-SVC-Overview-20130415.pdf

CMMI or Agile: Why Not Embrace Both! - http://resources.sei.cmu.edu/library/asset-view.cfm?assetID=8533

Backup slide – supplement information


http://whatis.cmmiinstitute.com/get-started

http://whatis.cmmiinstitute.com/get-started

http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/

http://cmmiinstitute.com/cmmi-solutions/cmmi-appraisals/cmmi-levels/

http://cmmiinstitute.com/cmmi-solutions/cmmi-for-development/

http://cmmiinstitute.com/cmmi-solutions/cmmi-for-development/

http://cmmiinstitute.com/cmmi-solutions/cmmi-for-services/

http://cmmiinstitute.com/cmmi-solutions/cmmi-for-services/

http://cmmiinstitute.com/wp-content/uploads/2012/10/CMMI-SVC-Overview-20130415.pdf

http://cmmiinstitute.com/wp-content/uploads/2012/10/CMMI-SVC-Overview-20130415.pdf

http://resources.sei.cmu.edu/library/asset-view.cfm?assetID=8533

http://resources.sei.cmu.edu/library/asset-view.cfm?assetID=8533

Documents

CMMI December 3 rd 2014. Copyright © 2014 Accenture All rights reserved. See Accenture's Data Classification and Protection Standard.Data Classification