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CMMI Overview – January 2004
CMMI Overview
Presented by:
Bruce Boyd
28 January 2004
2CMMI Overview – January 2004
Agenda
• Why use a Process Model?
• CMMI Structure
• Comparisons with SW-CMM and EIA/IS 731
• A Sampling of CMMI Process Areas
• Available Training
• Appraisals
• CMMI at Boeing St. Louis
3CMMI Overview – January 2004
Early Process Improvement
• The theories of process management are a synthesis of the concepts of Deming, Crosby, Juran, and others.
• Over the past 30 years, these theories have been used to address problems common to many organizations.
• Solutions have been discovered, but a gap existed between the state of the practice and the state of the art.
• Many of these concepts have been used to build process-improvement models.
4CMMI Overview – January 2004
What Is a Process Model?
• A model is a structured collection of elements that describe characteristics of effective processes.
• Processes included are those proven by experience to be effective.
5CMMI Overview – January 2004
How Is a Model Used?
• A model is used:– to help set process improvement objectives and
priorities, improve processes, and provide guidance for ensuring stable, capable, and mature processes
– as a guide for improvement of organizational processes
• A model provides:– a place to start – the benefit of a community’s prior experiences– a common language and a shared vision– a framework for prioritizing actions
6CMMI Overview – January 2004
Categories of Process Improvement Benefits
• Process improvement benefits fall into eight general categories:–improved schedule and budget predictability–improved cycle time–increased productivity–improved quality (as measured by defects)–increased customer satisfaction–improved employee morale–increased return on investment–decreased cost of quality
7CMMI Overview – January 2004
What is a CMM?
• Capability Maturity Model: A reference model of mature practices in a specified discipline, used to assess a group’s 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 modelsCapability Maturity Model®, CMM®, CMM Integration, and CMMI are service marks and registered trademarks of Carnegie Mellon University
8CMMI Overview – January 2004
So Many Models, So Little Time
SoftwareCMM
SoftwareCMM
SystemsSecurity
Engr CMM
SystemsSecurity
Engr CMM
SystemsEngrCMM
SystemsEngrCMM
PeopleCMM
PeopleCMM
YA-CMMYA-
CMM
FAAiCMMFAA
iCMM
IPDCMMIPD
CMMSoftware
AcqCMM
SoftwareAcqCMM
EIA 731EIA 731
• Different structures, formats, terms, ways of measuring maturity
• Causes confusion, especially when using more than one model
• Hard to integrate them in a combined improvement program
• Hard to use multiple models in supplier selection
9CMMI Overview – January 2004
Bridging the Divide
CMMI:
• Integrates systems and software disciplines into one process improvement framework.
• Provides a framework for introducing new disciplines as needs arise.
10CMMI Overview – January 2004
The CMMI Project
• DoD sponsored collaboration between industry, Government, SEI
• Over 100 people involved (1997 – 2001)• U.S. Army, Navy, Air Force• Federal Aviation Administration• National Security Agency• Software Engineering Institute• ADP, Inc.• AT&T Labs• BAE• Boeing• Computer Sciences Corporation• EER Systems• Ericsson Canada• Ernst and Young• General Dynamics• Harris Corporation• Honeywell
• KPMG• Lockheed Martin• Motorola• Northrop Grumman• Pacific Bell• Q-Labs• Raytheon• Reuters• Rockwell Collins• SAIC• Software Productivity Consortium• Sverdrup Corporation• TeraQuest• Thomson CSF• TRW
11CMMI Overview – January 2004
CMMI ModelsSource 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)
CMMI-SE/SW
Staged
Representation
CMMI-SE/SW
Continuous
Representation
• Combined System Engineering / Software Engineering model
• Can be applied to:– Just the software engineering
projects in an organization– Just the system engineering projects
in an organization– Both– IPPD/SS can be used in either/both
12CMMI Overview – January 2004
CMMI Product Suite
• Models–Disciplines
»Systems Engineering SE»Software Engineering SW»Integrated Product and
Process Development (IPPD)
»Supplier Sourcing (SS)–Representations
»Staged»Continuous
• Training–Model
»Introduction to CMMI»Intermediate Concepts
–Instructor Training–Lead Appraiser
• Appraisal methods–Appraisal Requirements
for CMMI (ARC)–SCAMPI Method Description
Document (MDD)
13CMMI Overview – January 2004
Available Models
• The following CMMI Models exist:– SE/SW Staged– SE/SW Continuous– SE/SW/IPPD Staged– SE/SW/IPPD Continuous– SE/SW/IPPD/SS Staged– SE/SW/IPPD/SS Continuous– SW Staged– SW Continuous
• The SW-only models are identical to the SE/SW models except that the SE amplifications have been removed (delta = about 7 pages)
14CMMI Overview – January 2004
Staged
ML 1
ML2
ML3
ML4
ML5
. . .for an established set of process areas across anorganization
Continuous
. . .for a single process areaor a set of process areas
PA PA
Pro
cess
Are
a C
apab
ility
0
1 2
3
4
5
PA
Model Representations
15CMMI Overview – January 2004
Why Does CMMI Have Two Representations?
• Source Model Heritage–Software CMM--Staged–SECM--Continuous–IPD CMM--Hybrid
• Proponents for each type of representation were part of CMMI product development team.
• Selecting a single representation approach became “too hard”.
• A compromise was made to initially support two representations of the model with equivalent content.
16CMMI Overview – January 2004
Advantages of Each Representation
Staged Representation:
• Provides a roadmap for implementing:–groups of process areas–sequencing of implementation
• Familiar structure for those transitioning from the SW-CMM
Continuous Representation:
• Provides maximum flexibility for focusing on specific process areas according to business goals and objectives.
• Familiar structure for those transitioning from the systems engineering community.
17CMMI Overview – January 2004
CMMI StructureOne Model, Two Representations
Maturity Level 5 OID, CAR
Maturity Level 4 OPP, QPM
Maturity Level 3 REQD, TS, PI, VER, VAL, OPF, OPD, OT, IPM, RSKM, DAR
Overview Introduction Structure of the Model Model Terminology Maturity Levels, Common Features, and Generic Practices Understanding the Model Using the Model
Maturity Level 2 REQM, PP, PMC, SAM, MA, PPQA, CM
Appendixes
Engineering REQM, REQD, TS, PI, VER, VAL
Project Management PP, PMC, SAM IPM, RSKM, QPM
Process Management OPF, OPD, OT, OPP, OID
Process Management PAs - Goals - Practices
Support CM, PPQA, MA, CAR, DAR
Appendixes
CMMI-SE/SWStaged
Overview Introduction Structure of the Model Model Terminology Capability Levels and Generic Model Components Understanding the Model Using the Model
CMMI-SE/SWContinuous
18CMMI Overview – January 2004
Model Components
• Process Areas (PA)– Specific Goals (SG) Required
» Specific Practices (SP) Expected– Typical Work Products Informative– Sub-practices Informative– Notes Informative– Discipline Amplifications Informative– References Informative
– Generic Goals (GG) Required» Generic Practices (GP) Expected
– Generic Practice Elaborations Informative
19CMMI Overview – January 2004
Staged Representation: The Maturity Levels
Process unpredictable, poorly controlled and reactive
Process characterized for projects and is often reactive
Process characterized for the organization and is proactive
Process measuredand controlled
Focus on processimprovement
Optimizing
QuantitativelyManaged
Defined
Initial
Managed
Optimizing
Defined
1
2
3
4
5
20CMMI Overview – January 2004
Staged Representation:Process Areas by Maturity Level
Organizational Innovation and DeploymentCausal Analysis and Resolution5 Optimizing
4 Quantitatively Managed
3 Defined
2 Managed
Continuous process improvement
Quantitativemanagement
Processstandardization
Basicprojectmanagement
Organizational Process PerformanceQuantitative Project Management
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational Training Integrated Project ManagementIntegrated Supplier ManagementRisk ManagementDecision Analysis and ResolutionOrganizational Environment for IntegrationIntegrated Teaming
Requirements Management Project PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
1 Initial
Process AreasLevel Focus
(IPPD)(IPPD)
(SS)
21CMMI Overview – January 2004
Requirements ManagementRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidation
Engineering
ProjectManagement
Project PlanningProject Monitoring and ControlSupplier Agreement ManagementIntegrated Project Management(IPPD)Integrated Supplier Management (SS)Integrated Teaming (IPPD)Risk ManagementQuantitative Project Management
Organizational Process FocusOrganizational Process DefinitionOrganizational TrainingOrganizational Process PerformanceOrganizational Innovation and Deployment
ProcessManagement
Configuration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisCausal Analysis and ResolutionDecision Analysis and ResolutionOrganizational Environment for Integration (IPPD)
Support
Continuous Representation: Organization of Process Areas
Category Process Area
22CMMI Overview – January 2004
Continuous Representation:The Capability Levels
5 Optimizing
4 Quantitatively Managed
3 Defined
2 Managed
1 Performed
0 Incomplete
23CMMI Overview – January 2004
Process Area Capability Profile
A process area capability profile may be represented by a set of points in two dimensions.–the process dimension
»“What” you do–the capability dimension
»“How well” you do it
Cap
abil
ity
(Ho
w w
ell)
Process Area (What you do)
24CMMI Overview – January 2004
P r o c e s s A r e a
RM PP PMC etc
5
4
3
2
1
0
C a
p a
b i
l i t
y
An Example Process Area Capability Profile
25CMMI Overview – January 2004
Model Componentsand the Capability Profile
GenericGoals
& Generic Practices
GenericGoals
& Generic Practices
SpecificGoals
&Practices
SpecificGoals
& Practices
26CMMI Overview – January 2004
Distinctions Between Levels
• performed vs. managed
– the extent to which the process is planned; performance is managed against the plan; corrective actions are taken when needed
• managed vs. defined
– the scope of application of the process descriptions, standards, and procedures (i.e., project vs. organization)
• defined vs. quantitatively managed
– the predictability of process performance is ensured by addressing special causes of process variation
• quantitatively managed vs. optimizing
– the process is continuously improved by addressing common causes of process variation
27CMMI Overview – January 2004
Summary
• There is one CMMI Model with two representations, Staged and Continuous
• The material in both representations is the same just organized differently
• Each representation provides different ways of implementing processes
• Equivalent Staging provides a mechanism for relating Maturity Levels to Capability Levels
• The CMMI model should be applied using intelligence, common sense, and professional judgment
SW-CMM V1.1 vs. CMMI V1.1
Defect Prevention Causal Analysis and ResolutionTechnology Change Mgmt Organizational Innovation & DeploymentProcess Change Management
Quantitative Process Mgmt Organizational Process PerformanceSoftware Quality Mgmt Quantitative Project Management
Organization Process Focus Organization Process Focus Organization Process Definition Organization Process DefinitionTraining Program Organizational TrainingIntegrated Software Mgmt Integrated Project Management
Risk ManagementSoftware Product Engr Requirements Development
Technical SolutionProduct Integration
Intergroup Coordination VerificationPeer Reviews Validation
Decision Analysis and Resolution
Requirements Management Requirements ManagementSoftware Project Planning Project PlanningSoftware Project Tracking & Oversight Project Monitoring and ControlSoftware Subcontract Mgmt Supplier Agreement ManagementSoftware Quality Assurance Product & Process Quality Assurance Software Configuration Mgmt Configuration Management
Measurement and Analysis
LEVEL 5OPTIMIZING
LEVEL 4MANAGED
LEVEL 3DEFINED
LEVEL 2REPEATABLE
28
Key Process Areas (KPAs) Process Areas (PAs)
29CMMI Overview – January 2004
Define &Improve SEProcess
ManageRisk
ManageRisk
ManageTechnology
DefineStkhldr &Sys Level Rqmnts
Monitor &Control
Monitor &Control
IntegrateDisciplines
IntegrateDisciplines
ManageConfigurations
ManageConfigurations
ManageCompetency
Environment
Management
Technical
Manage SE SupportEnvironment
CoordinatewithSuppliers
CoordinatewithSuppliers
ManageData
ManageData
DefineTechnicalProblem
DefineSolution
Assess &Select
IntegrateSystem
VerifySystem
ValidateSystem
Plan &Organize
Plan &Organize
Ensure Quality
SECM Focus Areas
30CMMI Overview – January 2004
A Sampling of CMMI® Process Areas
31CMMI Overview – January 2004
Project Management Process Areas
• There are eight Project Management Process Areas.– Project Planning– Project Monitoring and Control– Integrated Project Management (IPPD)– Risk Management– Supplier Agreement Management– Quantitative Project Management– Integrated Supplier Management (SS)– Integrated Teaming (IPPD)
32CMMI Overview – January 2004
Specific Practices (CL1 - “Base Practices”)
SP1.1-1: Estimate the Scope of the ProjectSP1.2-1: Establish Estimates of Work
Product and Task AttributesSP1.3-1: Define Project Life CycleSP1.4-1: Determine Estimates of Effort and
CostSP2.1-1: Establish Budget and ScheduleSP2.2-1: Identify Project RisksSP2.3-1: Plan for Data ManagementSP2.4-1: Plan for Project ResourcesSP2.5-1: Plan for Needed Knowledge and
SkillsSP2.6-1: Plan Stakeholder InvolvementSP2.7-1: Establish the Project PlanSP3.1-1: Review Plans that Affect the
ProjectSP3.2-1: Reconcile Work and Resource
LevelsSP3.3-1: Obtain Plan Commitment
PP - Capability Level 1
Project PlanningGeneric Practices (CL1))
GP1.1: Perform Base Practices
If all of the base practices are performed,
Then, the associated Specific Goals and Generic Goal 1 are satisfied,
So, the Process Area is rated at Capability Level 1 (CL1) - Performed.
If all of the base practices are performed,
Then, the associated Specific Goals and Generic Goal 1 are satisfied,
So, the Process Area is rated at Capability Level 1 (CL1) - Performed.
33CMMI Overview – January 2004
Building Process Capability
PerformedProcess
PerformedProcess
Level 2Generic
PracticesManagedProcess
ManagedProcess
Level 3Generic
PracticesDefinedProcess
DefinedProcess
Level 4Generic
Practices
QuantitativelyManagedProcess
QuantitativelyManagedProcess
Level 5Generic
PracticesOptimizing
Process
OptimizingProcess
Cap
ability
See: CMMI Distilled, Page 99
34CMMI Overview – January 2004
Specific Practices (CL1 + CL2 + CL3)
All CL1 Base PracticesAll CL2 Advanced Practices (if any)All CL3 Advanced Practices (if any)
PP - Capability Level 5
Project PlanningGeneric Practices (CL1 + CL2 + CL3 + CL4 +
CL5)
GP1.1: Perform Base PracticesGP2.1: Establish an Organizational PolicyGP2.2: Plan the ProcessGP2.3: Provide ResourcesGP2.4: Assign ResponsibilityGP2.5: Train PeopleGP2.6: Manage ConfigurationsGP2.7: Identify and Involve Relevant
StakeholdersGP2.8: Monitor and Control the ProcessGP2.9: Objectively Evaluate AdherenceGP2.10: Review Status with Higher Level
ManagementGP3.1 Establish a Defined ProcessGP3.2 Collect Improvement InformationGP4.1 Establish Quality ObjectivesGP4.2 Stabilize Subprocess PerformanceGP5.1 Ensure Continuous Process
ImprovementGP5.2 Correct Common Cause of Problems
If all of the CL1, CL2, and CL3 Specific Practices are performed,
And all of the CL1, CL2, CL3, CL4, and CL5 Generic Practices are performed,
Then, the Process Area is rated at Capability Level 5 (CL) - Optimizing.
If all of the CL1, CL2, and CL3 Specific Practices are performed,
And all of the CL1, CL2, CL3, CL4, and CL5 Generic Practices are performed,
Then, the Process Area is rated at Capability Level 5 (CL) - Optimizing.
35CMMI Overview – January 2004
Support Process Areas
There are six Support Process Areas:– Configuration Management– Process and Product Quality Assurance– Measurement and Analysis – Causal Analysis and Resolution– Decision Analysis and Resolution– Organizational Environment for Integration (IPPD)
36CMMI Overview – January 2004
Understanding Support Processes
• Support process areas cover the practices that support product development, maintenance, and acquisition.
• They provide essential processes used by all the CMMI process areas, and are typically used in the context of performing other processes.
37CMMI Overview – January 2004
Engineering Process Areas
• There are six Engineering Process Areas.– Requirements Management– Requirements Development– Technical Solution– Product Integration– Verification– Validation
38CMMI Overview – January 2004
Engineering Process Areas
RD PI
Val
CustomerTS
Ver
REQMRequirements
Customer needs
Product & product component requirements
Product components, work products, verification and validation reports
Productcomponents
Alternativesolutions
Require-ments
Product
39CMMI Overview – January 2004
Process Management Process Areas
• There are five Process Management Process Areas:– Organizational Process Focus– Organizational Process Definition– Organizational Training– Organizational Process Performance – Organizational Innovation and Deployment
40CMMI Overview – January 2004
Understanding Process Management Process Areas
• The process management PAs apply across the organization as a whole and provide details that support the Capability Level 3 Generic Goal.
• For selected PAs, the organization has standard processes, which individual projects tailor to their needs.
41CMMI Overview – January 2004
About IPPD
Integrated Product and Process Development
• IPPD affects all process areas.
• IPPD is not a discipline like SE or SW.
• Rather, it is a way of doing business.
• IPPD is employed in conjunction with the CMMI disciplines (software and systems engineering).
• Implementation of IPPD shapes how you perform the work in these disciplines.
42CMMI Overview – January 2004
IPPD - Definition
IPPD provides a systematic approach to
product development that achieves a timely
collaboration of relevant stakeholders
throughout the product life cycle to better
satisfy customer needs.
43CMMI Overview – January 2004
Scope of IPPD
CMMI SE/SW/IPPD adds to CMMI SE/SW:–Two new process areas
»Organizational Environment for Integration»Integrated Teaming
–A revised Integrated Project Management (IPPD) process area (adds SG3 and SG4)
–IPPD amplifications and references–New glossary definitions and acronyms–Overview material
CMMI Overview – January 2004
Training and Appraisals
45CMMI Overview – January 2004
Available Training
• “CMMI Overview”– Internal Boeing St. Louis 6-hour class
• “Understanding the CMMI”– Software Productivity Consortium– 2-day class
• “Introduction to CMMI”, Staged or Continuous– Software Engineering Institute or Transition Partners– 3-day class– Required for Lead Appraisers and Appraisal Team Members
• “Intermediate Concepts of CMMI Models”– Software Engineering Institute– 5-day class– Required for Lead Appraisers
46CMMI Overview – January 2004
• Similar to the current CMM Appraisal Framework (CAF) V1.0–A guide to appraisal method developers
• Specifies the requirements for classes of appraisal methods–Class A: Full, comprehensive appraisal methods–Class B: Initial, incremental, self-appraisals–Class C: Quick-look
• Method developers can declare which class their method fits
• Implications of the desired class of appraisal
Appraisal Requirements for CMMI (ARC) v1.1
47CMMI Overview – January 2004
Standard CMMI Appraisal Method for Process Improvement (SCAMPI)
• Class A method similar to CBA IPI
• Led by authorized Lead Appraiser
• Tailorable to organization and model scope
• Source selection appraisals or process monitoring are tailoring options of SCAMPI
• SCAMPI Method Definition Document V1.1
• SCAMPI Class B & C methods are being piloted
48CMMI Overview – January 2004
• Similar to existing SEI Lead Assessorand Lead Evaluator programs– Administered by SEI
• Transitioned current SW & SE Lead Assessors or Evaluators, as well as new candidates
• Lead Appraiser requirements:– Introduction to CMMI Training – Appraisal team experience– Intermediate CMMI Training– SCAMPI Lead Appraiser Training
CMMI Lead Appraiser Program
49CMMI Overview – January 2004
Summary Organizational Maturity Profile
From: Process Maturity ProfileCMMI® v1.1SCAMPISM v1.1 Appraisal ResultsFirst LookSeptember 2003Software Engineering InstituteCarnegie-Mellon University
50CMMI Overview – January 2004
Keys to CMMI Deployment in STL
• Primary goal is to achieve performance improvement, not get assessed at a certain level
• Integrated, usable process set
– Integrated process set for all engineering disciplines
– Designed for engineer’s daily use, not for the convenience of assessors
– Maintain compliance with IDS common process model
• Project ownership of organizational assets
– Processes/Training/Metrics/Tools
– Organizational infrastructure established for overall direction, oversight, and project collaboration
• Core support for deployment of processes and metrics on projects
• Phased project deployment approach
– Targeting the majority of projects in STL
– Queue projects in “pipeline” to move organization forward in maturity
51CMMI Overview – January 2004
Engineering Organization Set of Standard Processes (EOSSP)
Project PlanningProject Planning• Project Planning• Engineering Estimating• Project Scheduling• Project Organization• Project Staffing
Project ManagementProject Management• Project Management• Project Quantitative Mgmt.• Project Reviews• Project Training• Risk Management
Engineering Development
Engineering Development
• Requirements Development• Design and Implementation• System Integ. and
Verification• Validation• Requirements Management• Decision Analysis and
Resolution
S/W DevelopmentS/W Development• Software Design• Software Implementation• Software Testing • Software Qualification Testing
Quality AssuranceQuality Assurance• Quality Process Audit and
Product Evaluation • S/W Quality Problem Tracking• H/W Quality Prob. Tracking
Product ManagementProduct Management• Peer Review• Problem Handling• Configuration Management
Process ManagementProcess Management• Project Process Set Definition• Project Process Maintenance
52CMMI Overview – January 2004
Process/Training Philosophy
• Processes are CMMI and ISO compliant
– Will incorporate most aspects of PMBP in 2004
• Processes - checklist-type format that can be used by engineer who has been trained to do the job (what to do)
• Background material is supplied with each process that describes the purpose of the process steps (why we do it this way)
• Training material focuses on skills and methodology (how to do it)
• Project defined work instructions are required by the processes to elaborate the specifics unique to the project
• Process tailoring and waivers are available if necessary
53CMMI Overview – January 2004
For More Information About CMMI
–Go to CMMI Website
» http://sei.cmu.edu/cmmi
» http://seir.sei.cmu.edu/seir/
» http://www.ndia.org/ (annual CMMI Conference)
–Assistance for government organizations:
Software Technology Support CenterHill AFBhttp://www.stsc.hill.af.mil
» SW-CMM v1.1 to CMMI v1.1 Mappings
54CMMI Overview – January 2004
Further Reading
55CMMI Overview – January 2004
Wrap-up
•Any more questions?
•Did the presentation meet your expectations?