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CMMI
November 25th 2015
Copyright © 2015 Accenture All rights reserved.
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
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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 in Accenture Technology Solutions
– Information Security and Business Continuity
– Software Delivery Life Cycle processes and methodology
– Internal and external audits CMMI, P-CMM, ITIL, ISAE3402, ISO27001
Introduction of Accenture – Presenters
Vladimír Šatura
Accenture Technology Solutions
Plynárenská 7/C Bratislava 821 09 Slovakia
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Introduction of CMMI
Use Case: CMMI Appraisal at service and consulting company
Agenda
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Introduction of CMMI
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)
and currently owned by CMMI Institute.
• not a single process
• based on best practices
The Capability Maturity Model Integration (CMMI®) is a performance improvement framework developed by Carnegie Mellon University – Software Engineering Institute
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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
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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
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CMMI Process Areas Development and Services
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Specific Goals and Practices
Process Area: Technical Solution in CMM for Development
SG 1 Select Product Component SolutionsSP 1.1 Develop Alternative Solutions and Selection CriteriaSP 1.2 Select Product Component Solutions
SG 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 Analyses
SG 3 Implement the Product DesignSP 3.1 Implement the DesignSP 3.2 Develop Product Support Documentation
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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
Defined
Managed
Performed
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• 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
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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
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CMMI Published Appraisal results
Appraisal Results may be published at CMMI PARS page
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Introduction of CMMI
Use Case: CMMI Appraisal at service and consulting company
Agenda
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What type of work you incline to?
• Be a developer (programming, testing)
• Prefere to analyse requests with clients (functional designs)
• Perform applications and user support (incidents, root causes)
• No idea
Audience composition
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Appraisal Goals defined by CMMI Sponsor – the organization lead
• 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
• Include divisions in Bucharest and Prague? No, location Bratislava only
• Include Agile projects or not?
Use case: CMMI Appraisal – Goals
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CMMI for Development & Agile ?
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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 includes practices for project team improvement
CMMI aimed typically for high cost failure (weaponry, aircraft) domains
Agile aimed typically for low cost failure (Internet, Games) domains
CMMI for Development & Agile - complement one to another
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• Include Agile projects or not? Yes
Use case: CMMI Appraisal - Goals
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Continuous Improvement
• Define organization processes standards
• Improve processes standards
• Manage projects using organization standards
• Check projects against these standards (Quality Reviews)
Appraisal preparation
• Prepare Process Improvement Identification Document (PIID)
• Map Scrum practices to CMMI for Development
• Collect documentation
Use case: CMMI preparation
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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)
RD
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CMMI for Development & Agile – Management Practices
REQM
REQM
RD
TSPIVER
VAL
PP
PP
CM
RSKM
RSKM
RSKM PMC
MA
PMC MARSKM
IPMIPM
Project Planning (PP)Risk Management (RSKM)Configuration Management (CM)Project Monitoring and Control (PMC)Measurement and Analysis (MA)Integrating Project Management (IPM)
RDPP
CM
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Use case: CMMI preparation – specifics for Agile
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
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Use case: CMMI preparation development projects
Configuration Management /CM)
SG3 – Establish IntegritySP 3.2 Perform Configuration Audits
- Sprint Review
- Retrospective / Impediments
CM
CM
CM
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Use case: CMMI preparation - Services specifics
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
CM, REQM, CAM
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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
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Review documentation
• Appraisal team to review all collected documentation from PIID
Use case: CMMI Appraisal - Reviews
515 files
DEV 168
SVC 177
Org 170
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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
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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 you review client satisfaction?
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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?
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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
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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
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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
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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
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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 or Agile: Why Not Embrace Both! - http://resources.sei.cmu.edu/library/asset-view.cfm?assetID=8533
CMMI FAQ: http://cmmiinstitute.com/faq
Backup slide – supplement information