Upload
orly
View
36
Download
0
Embed Size (px)
DESCRIPTION
Manufactures’ Association for Information Technology (MAIT). Global Systems Technology, Inc. Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) “Improving what you build means improving how you build” - PowerPoint PPT Presentation
Citation preview
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 199811
GS
T
Manufactures’ Association forManufactures’ Association forInformation Technology (MAIT)Information Technology (MAIT)
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 199822
GS
T
Introduction to the Introduction to the
Software Engineering Institute’s (SEI)Software Engineering Institute’s (SEI)
Capability Maturity Model (CMM) Capability Maturity Model (CMM)
““Improving Improving whatwhat you build means you build means
improving improving howhow you build” you build”
The SEI is a Federally Funded Research and Development Center Located at The SEI is a Federally Funded Research and Development Center Located at
Carnegie Mellon University in Pittsburgh, PennsylvaniaCarnegie Mellon University in Pittsburgh, Pennsylvania
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 199833
GS
T
Course OverviewCourse Overview
Introduction: An Executive Overview of the CMM (6 Hrs)Introduction: An Executive Overview of the CMM (6 Hrs)
Level 2: Understanding the Repeatable Level KPAs (5 Hrs)Level 2: Understanding the Repeatable Level KPAs (5 Hrs)
Level 3: Understanding the Defined Level KPAs (6 Hrs)Level 3: Understanding the Defined Level KPAs (6 Hrs)
Level 4: Understanding the Managed Level KPAs (2 Hrs)Level 4: Understanding the Managed Level KPAs (2 Hrs)
Level 5: Understanding the Optimizing Level KPAs (3 Hrs)Level 5: Understanding the Optimizing Level KPAs (3 Hrs)
CMM Summary and Test (2 Hrs)CMM Summary and Test (2 Hrs)
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 199844
GS
T
Course GuidelinesCourse Guidelines
The Class schedule will be followed.The Class schedule will be followed. The Class will start at 9:30 and end at 5:30 promptly.The Class will start at 9:30 and end at 5:30 promptly. One break in the morning, one in the afternoon.One break in the morning, one in the afternoon. Course is fast paced, but questions are welcome.Course is fast paced, but questions are welcome. Exercises and test will be given, and results provided to Exercises and test will be given, and results provided to
SEI CMM site training coordinator.SEI CMM site training coordinator.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 199855
GS
T
Course ScheduleCourse Schedule
ExecutiveOverview
ExecutiveOverview
Morning Afternoon
Day 1
Day 2
Day 3
ExecutiveOverview
APA
Level 3 Level 3Level 2 Level 3
Level 4/5 Level 5Level 4Summary And Test
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 199866
GS
T
Day One: Executive OverviewDay One: Executive Overview
Understand the origins of the CMM and the underlying needUnderstand the origins of the CMM and the underlying need Understand the difference between the CMM and ISO 9000Understand the difference between the CMM and ISO 9000 Recognize the Benefits of CMM based software process Recognize the Benefits of CMM based software process
improvementsimprovements Be able to describe the CMM and how it is organizedBe able to describe the CMM and how it is organized Understand management’s commitments in CMM based Understand management’s commitments in CMM based
software process Improvementsoftware process Improvement Be able to describe the CMM and how it is organizedBe able to describe the CMM and how it is organized Understand the elements necessary for successful software Understand the elements necessary for successful software
process improvementprocess improvement Results of the Abbreviated Process AssessmentResults of the Abbreviated Process Assessment
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 199877
GS
T
Evolution of the CMMEvolution of the CMM
For SoftwareFor Software
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 199888
GS
T
Cobb’s ParadoxCobb’s Paradox
““We know why projects fail, we know how to We know why projects fail, we know how to prevent their failure....so why do they still prevent their failure....so why do they still
fail?”fail?”
Martin CobbMartin Cobb
Treasury Board of Canada SecretariatTreasury Board of Canada Secretariat
Ottawa, CanadaOttawa, Canada
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 199899
GS
T
The Need for Better Planning and ManagingThe Need for Better Planning and Managing
For every 100 IT projects started, 94 are “restarted”For every 100 IT projects started, 94 are “restarted” Average IT project cost overrun is 178% in large companiesAverage IT project cost overrun is 178% in large companies Average IT project time overrun is 230% in large companiesAverage IT project time overrun is 230% in large companies 42% of original features proposed of IT projects in large 42% of original features proposed of IT projects in large
companies actually get ported in the final productcompanies actually get ported in the final product
This information and the following statistics are the result of an extensive This information and the following statistics are the result of an extensive national (United States) survey conducted by the Standish Group. national (United States) survey conducted by the Standish Group.
Respondents were IT Executives.Respondents were IT Executives.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19981010
GS
T
Project Success ProfilesProject Success Profiles
The reasons projects succeed:The reasons projects succeed:• User InvolvementUser Involvement• Executive Management Support (Active interest)Executive Management Support (Active interest)• Clear Statement of RequirementsClear Statement of Requirements• Proper PlanningProper Planning• Realistic ExpectationsRealistic Expectations• Smaller Project Milestones (Visibility)Smaller Project Milestones (Visibility)• Competent StaffCompetent Staff• OwnershipOwnership• Clear Vision and ObjectivesClear Vision and Objectives• Risk Planning, Identification and MitigationRisk Planning, Identification and Mitigation
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19981111
GS
T
Project Obstacles ProfilesProject Obstacles Profiles
The reasons projects are challenged:The reasons projects are challenged:• Lack of User InputLack of User Input• Incomplete Requirements and SpecificationsIncomplete Requirements and Specifications• Changing Requirements and SpecificationsChanging Requirements and Specifications• Lack of Executive SupportLack of Executive Support• Technical IncompetenceTechnical Incompetence• Lack of ResourcesLack of Resources• Unrealistic ExpectationsUnrealistic Expectations• Unclear ObjectivesUnclear Objectives• New TechnologyNew Technology• Team CommitmentTeam Commitment
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19981212
GS
T
Incomplete RequirementsIncomplete Requirements Lack of User InvolvementLack of User Involvement Lack of ResourcesLack of Resources Unrealistic ExpectationsUnrealistic Expectations Lack of Executive SupportLack of Executive Support Changing RequirementsChanging Requirements Lack of PlanningLack of Planning Obsolete before it is Obsolete before it is
completecomplete
Lack of IT Management Lack of IT Management OversightOversight
Technology IlliteracyTechnology Illiteracy Does not solve Does not solve
business problembusiness problem Unrealistic schedule Unrealistic schedule
requirementsrequirements Lack of Program Lack of Program
Management trainingManagement training Poor EstimatingPoor Estimating
Project Failure ProfilesProject Failure Profiles
The reasons projects are impaired and canceled:The reasons projects are impaired and canceled:
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19981313
GS
T
Industry IT Project Facts: 1995Industry IT Project Facts: 1995
31.1 % of all projects were canceled before they are completed. 31.1 % of all projects were canceled before they are completed.
52.7% of projects cost 189% of their original estimates52.7% of projects cost 189% of their original estimates
The cost for IT projects in American Companies and in the The cost for IT projects in American Companies and in the government that were canceled before implementation in 1995 government that were canceled before implementation in 1995 is estimated at $81 billion dollars.is estimated at $81 billion dollars.
The cost of overruns for the same period (in addition to The cost of overruns for the same period (in addition to canceled projects) is estimated at canceled projects) is estimated at $59 billion$59 billion..
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19981414
GS
T
More Industry Project FactsMore Industry Project Facts
Lost opportunities cost is not measurable, but could be in the Lost opportunities cost is not measurable, but could be in the trillions of dollars. Remember Denver; the cost of not having trillions of dollars. Remember Denver; the cost of not having the baggage system working was costing the City of Denver the baggage system working was costing the City of Denver $1.1 million dollars a day.$1.1 million dollars a day.
Only Only 9%9% of projects in large companies come in on budget and of projects in large companies come in on budget and on schedule.on schedule.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19981515
GS
T
Industry Project Success CriteriaIndustry Project Success Criteria
SUCCESS CRITERIASUCCESS CRITERIA POINTSPOINTS
• User InvolvementUser Involvement 19 19
• Executive Management SupportExecutive Management Support 16 16
• Clear Statement of Requirements Clear Statement of Requirements 15 15
• Proper Planning Proper Planning 11 11
• Realistic ExpectationsRealistic Expectations 10 10
• Smaller Project InvolvementSmaller Project Involvement 09 09
• Competent StaffCompetent Staff 08 08
• OwnershipOwnership 06 06
• Clear Vision and ObjectivesClear Vision and Objectives 03 03
• Hard-Working and Focused StaffHard-Working and Focused Staff 03 03
100100
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19981616
GS
T
Evolution of the CMMEvolution of the CMM
Conditions described were worse in the 1960s and 1970s.Conditions described were worse in the 1960s and 1970s.
GAO (US Government Accounting Office) study in 1983 showed that only 3% of the software being delivered to the GovernmentGAO (US Government Accounting Office) study in 1983 showed that only 3% of the software being delivered to the Government was usable on delivery; that 49% was never usable; and that 48% needed modification prior to use. was usable on delivery; that 49% was never usable; and that 48% needed modification prior to use. In the early 1980s, the Government created a Federally Funded Research and Development Center at Carnegie Mellon University, The Software Engineering Institute. In the early 1980s, the Government created a Federally Funded Research and Development Center at Carnegie Mellon University, The Software Engineering Institute. Objective was to reduce the Government’s exposure to software development and maintenance risk.Objective was to reduce the Government’s exposure to software development and maintenance risk. TQM was in full swing in the manufacturing environment.TQM was in full swing in the manufacturing environment.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19981717
GS
T
Evolution of the CMMEvolution of the CMM
TQM PRINCIPLESSHEWART (1920s)
DEMMING (1950s)ISHIKAWA (1940s)
JURAN (1960s)CROSBY(1970s)
QUALITYMANAGEMENT
MATURITY GRID
ADAPTATION OFQUALITY
MANAGEMENTMATURITY GRIDTO SOFTWARE
DOMAIN
W. HUMPHREYIBM/1985
P. CROSBY/1979
DEFINITION OFTHE FIVE LEVELS
OF SOFTWAREPROCESS
MATURITY IN THECMM
FRAMEWORK
SEI/1987-1993
DOD Standards (Mil Q 9858A)
ASQC Tech-notes
ISO 9000 Series (Commercial)
DOD Standards Development: Mil-S-482, 483, 1679, 2167, 498 (Also: 52779, 2168)Commercial Standards: IEEE 498, 12207ISO Standards: 12207Commercial Practices of S/W Organizations
Global Systems Technology, Inc.Global Systems Technology, Inc.
CMMFor
Software(Model)
S/W Engineering SciencesMaturing 1940s-1980s
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19981818
GS
T
Evolution of the CMMEvolution of the CMM SEI, formed in 1984, began an examination of organizations that SEI, formed in 1984, began an examination of organizations that
were recognized for producing high quality software products that were recognized for producing high quality software products that were delivered on-time and within budget.were delivered on-time and within budget.
Approximately 87 organizations were identified and examined, some Approximately 87 organizations were identified and examined, some of which were excluded from the study.of which were excluded from the study.
The processes used by the remaining organizations were examined The processes used by the remaining organizations were examined and the most common practices were then cataloged as the Key and the most common practices were then cataloged as the Key Practices and grouped into Key Process Areas (KPAs).Practices and grouped into Key Process Areas (KPAs).
The KPAs were grouped into levels of capability. The maturity The KPAs were grouped into levels of capability. The maturity levels were derived from TQM literature and applied to software.levels were derived from TQM literature and applied to software.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19981919
GS
T
Evolution of the CMMEvolution of the CMM
The organizations had applied their good business practices to the development of software.The organizations had applied their good business practices to the development of software.
The KPAs, in aggregate, represent “good business” practices that have been defined in the context of a software development environment.The KPAs, in aggregate, represent “good business” practices that have been defined in the context of a software development environment.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19982020
GS
T
Definition of Software ProcessDefinition of Software Process
Procedures and methodsdefining the relationship of
tasks
People with skills,training and motivation Tools and equipment
Process
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19982121
GS
T
TQMTQM
Assumes processes are Assumes processes are maturemature
Expects processes to be Expects processes to be institutionalized institutionalized
CMMCMM
Expects processes to be Expects processes to be immatureimmature
Recognizes the benefit Recognizes the benefit of quantitative of quantitative measures in process measures in process management and management and changechange
Builds foundation so Builds foundation so TQM can be appliedTQM can be applied
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19982222
GS
T
Applying TQM to SoftwareApplying TQM to Software
TQM fits in an overall business context - the Capability Maturity Model (CMM) applies specifically to software.
TQM
CMM
Organization
Project B
Project D
Project C
System
HardwareSoftware
Project A
The CMM is a model for software process that embodies the principles of TQM
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19982323
GS
T
Points in Common with the Quality MovementPoints in Common with the Quality Movement Improvement focuses on fixing the process, not on blaming the Improvement focuses on fixing the process, not on blaming the
people.people.
Improvement must be measured and periodically reinforcedImprovement must be measured and periodically reinforced
Improvement requires consistency of investment, training and Improvement requires consistency of investment, training and effort to search for new opportunities to improveeffort to search for new opportunities to improve
Improvement is a continuous process.Improvement is a continuous process.
If level of discomfort is not high enough (i.e., market share, If level of discomfort is not high enough (i.e., market share, time-to-market, competitive posture, number of fielded defects, time-to-market, competitive posture, number of fielded defects, etc., are acceptable to the organization) things will not change.etc., are acceptable to the organization) things will not change.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19982424
GS
T
How Does Your Customer Benefit?How Does Your Customer Benefit? Confidence in you, the product/service providerConfidence in you, the product/service provider
On-time delivery of your products and services On-time delivery of your products and services
Reduced costs of your software development activitiesReduced costs of your software development activities
Acceleration of your work accomplishmentsAcceleration of your work accomplishments
Improvement in your product service qualityImprovement in your product service quality
Ability to better plan their business activities due to the overall Ability to better plan their business activities due to the overall reduced risk in doing business withreduced risk in doing business with
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19982525
GS
T
What’s in it for the EmployeeWhat’s in it for the Employee?? Less overtime required to get the job doneLess overtime required to get the job done
Improved customer relations and customer satisfactionImproved customer relations and customer satisfaction
Enhanced “team” working environment within the organization, Enhanced “team” working environment within the organization, where you can depend on everyonewhere you can depend on everyone
Improved personal performance as you have a shorter learning Improved personal performance as you have a shorter learning curve, can benefit from others’ experiencescurve, can benefit from others’ experiences
Enhanced professional skills, defined methods and processes, and Enhanced professional skills, defined methods and processes, and availability of trainingavailability of training
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19982626
GS
T
How Does the Organization Benefit?How Does the Organization Benefit? Improved customer relations results in additional work, and Improved customer relations results in additional work, and
better communicationsbetter communications
Recognition of products from customersRecognition of products from customers
Satisfied employees resulting in best efforts and retentionSatisfied employees resulting in best efforts and retention
Better response and less business risk in meeting client needsBetter response and less business risk in meeting client needs
Improved quality and productivity of services and products Improved quality and productivity of services and products provided resulting in improved competitiveness, market share provided resulting in improved competitiveness, market share increaseincrease
Global Systems Technology, Inc.Global Systems Technology, Inc.
Increased Market Share! Increased Efficiency! Improved Profitability!
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19982727
GS
T
Benefits of Using CMM ModelBenefits of Using CMM Model
RiskRisk
Significant ReductionSignificant Reductionin Development Risk in Development Risk
CMM LevelCMM Level......1..... .....2..... .....3..... .....4..... .....5...........1..... .....2..... .....3..... .....4..... .....5.....
ProductivityProductivity
34% Decrease in 34% Decrease in Cost to DevelopCost to Develop
CMM LevelCMM Level......1..... .....2..... .....3..... .....4..... .....5...........1..... .....2..... .....3..... .....4..... .....5.....
QualityQuality
52% Decrease in 52% Decrease in Product ErrorsProduct Errors
CMM LevelCMM Level......1..... .....2..... .....3..... .....4..... .....5...........1..... .....2..... .....3..... .....4..... .....5.....
Time to MarketTime to Market
15% Decrease in 15% Decrease in Time to DeliverTime to Deliver
CMM LevelCMM Level......1..... .....2..... .....3..... .....4..... .....5...........1..... .....2..... .....3..... .....4..... .....5.....
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19982828
GS
TGlobal Systems Technology, Inc.Global Systems Technology, Inc.
ImprovementCategory
Measurement Benefits Realized
Productivity Increase in Productivity 36.4% Average
Quality 1. Reduction in Defects2. Reduction in Error Rate3. Reduction in Product4. Error
50% Average45% Average1.36 to .13 Errors perKSLOC
Cost 5. $ Saved to $ Invested6. Integration Coding Costs7. Retest Savings8. Metrics Program Savings
3.87 to 180% Savings50%167% Average
Schedule 9. Within Estimate10. On-time Delivery11. Project Completion12. Savings in Schedule
+ or – 5% AverageFrom 51% to 94%From 50% to 1%15% Average
Other 13. Reduction In Rework14. Savings in Test Time
40% to 25% of Effort42% to 11% of Cost -10 Hours per Analyst
Improvements Using the CMM
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19982929
GS
T
Maturity Levels in Review (Predictability)Maturity Levels in Review (Predictability)
5544332211
Level Characteristics
Managed
Defined
Repeatable
Initial
Process Improvement is institutionalizedOptimizing
Product and process are quantitatively controlled
Software engineering and management processes defined and integrated
Project management system in place;
performance is repeatable
Process is informal and ad hoc; performance is
unpredictable
Predicted Performance
Global Systems Technology, Inc.Global Systems Technology, Inc.
Quality/Schedule/Cost
Quality/Schedule/Cost
Quality/Schedule/Cost
Quality/Schedule/Cost
Quality/Schedule/Cost
Pro
babi
lity
Pro
babi
lity
Pro
babi
lity
Pro
babi
lity
Pro
babi
lity
Tar
get
Tar
get
Tar
get
Tar
get
Tar
get
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19983030
GS
T
Maturity Levels In Review (Visibility)Maturity Levels In Review (Visibility)
44
33
22
11
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19983131
GS
T
Maturity Levels In Review (Visibility)
55
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19983232
GS
T
What Are the What Are the RisksRisks of Model-Based of Model-Based Improvements?Improvements?
Models are simplifications of the real worldModels are simplifications of the real world
Models are not comprehensiveModels are not comprehensive
Interpretation and tailoring must be aligned to Interpretation and tailoring must be aligned to business objectivesbusiness objectives
Judgment is necessary to use models correctly and Judgment is necessary to use models correctly and with insightwith insight
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19983333
GS
T
The CMM does not address all software process and The CMM does not address all software process and quality improvement issues.quality improvement issues.
What the CMM Does Not CoverWhat the CMM Does Not Cover
Software Requirements
Software Design
Code and Unit Test
Integration Test
Software Test
The CMM focuses on Software Engineering through:
Not included:•User Needs Analysis•Requirements Definition•System Requirements•System Design•Risk Management
Not included:•Systems Testing•Implementation Support•Customer Support•User Training
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19983434
GS
T
The CMM Focuses on Software The CMM Focuses on Software Development IssuesDevelopment Issues
Issues addressed only indirectly, or by implication, Issues addressed only indirectly, or by implication, include:include:• specific tools, methods, and technologiesspecific tools, methods, and technologies• concurrent engineering, Joint Application Development and concurrent engineering, Joint Application Development and
teamworkteamwork• system engineering, marketing, testing, deliverysystem engineering, marketing, testing, delivery• human resourceshuman resources• organizational behaviororganizational behavior
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19983535
GS
T
Process capability - the range of expected results that can Process capability - the range of expected results that can be achieved by following a process, initially established at be achieved by following a process, initially established at the organization level. A predictor of future project the organization level. A predictor of future project outcomes.outcomes.
Process performance - a measure of the actual results Process performance - a measure of the actual results achieved from following a process. Refers to a particular achieved from following a process. Refers to a particular project in the organizationproject in the organization
Capability Versus PerformanceCapability Versus Performance
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19983636
GS
T
But I have ISO, soBut I have ISO, so
why do I need the CMM?why do I need the CMM?
“ “In today’s competitive marketplace, ISO 9000 In today’s competitive marketplace, ISO 9000 registration is becoming a requirement for doing registration is becoming a requirement for doing business in many industries. To remain competitive, business in many industries. To remain competitive, companies need to go beyond that.” companies need to go beyond that.” Quality DigestQuality Digest
The CMM practices focuses on competitiveness and The CMM practices focuses on competitiveness and emphasize the business objectives, bottom line emphasize the business objectives, bottom line performance, employee satisfaction and development, performance, employee satisfaction and development, and supplier and partner performance.and supplier and partner performance.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19983737
GS
T
ISOISO Prescriptive Prescriptive Standard - Organizations Standard - Organizations
must complymust comply Identifies what “must” be Identifies what “must” be
done and by whomdone and by whom Looks at process Looks at process
existence, execution not at existence, execution not at “goodness”“goodness”
Requires process Requires process improvement activitiesimprovement activities
Focused on Quality Focused on Quality Management SystemManagement System
CMMCMM Descriptive Descriptive Model - Must be tailored to Model - Must be tailored to
organization’s business organization’s business environmentenvironment
Describes successful software Describes successful software development practices development practices
Expects processes to “make Expects processes to “make sense” to organizationsense” to organization
Focused process improvement Focused process improvement of business practicesof business practices
Requires tailoring of process to Requires tailoring of process to project needsproject needs
How ISO and the CMM DifferHow ISO and the CMM Differ
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19983838
GS
T
How ISO and the CMM DifferHow ISO and the CMM Differ
Global Systems Technology, Inc.Global Systems Technology, Inc.
RM SPP SPTO SSM SQA SCM OPF OPD TP ISM SPE IC PR QPM SQM DP TCM PCM Coverage
AREAS 10%
AREAS COVERED BY PARTIALLY 20%
ISO 9001/9000-3 COVERED 30%
40%
50%
60%
70%
80%
AREAS NOT COVERED BY 90%
ISO 9001/9000-3 100%
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19983939
GS
TGlobal Systems Technology, Inc.Global Systems Technology, Inc.
Enterprise(Before ISO) ISO 9000
(9000-3)Coverage andApplicability
CMM for SoftwareCoverage and Applicability
ISO and the CMM share the same Organizational constraints,
Both must be adapted to those constraints.
ISO, as a standard, requires the Organization to conform. TheOrganization may need to expand activities to coverthe ISO requirements.
CMM , as a model, is used tounderstand and evolve within the Organization constraints. Blind compliance without a reasonable interpretation and use of professional judgement may mislead the Organization.
(After ISO)
(After CMM)
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19984040
GS
T
Procedures, templates, models, tool usage, and forms, are below the level of detail within the CMM
The capability maturity model for software
Models are simplified views of the real world
THE REAL WORLD
Integrated Product Teams
Organization Culture
Technology
Marketing
People Issues
System Engineering
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19984141
GS
T
So, What is the CMM?So, What is the CMM?
The CMM is a The CMM is a modelmodel that describes software development that describes software development practices that are recognized as critical to success for software practices that are recognized as critical to success for software development efforts within state of the practice organizations.development efforts within state of the practice organizations.
The CMM describes “what” activities are necessary for success. The CMM describes “what” activities are necessary for success. (It is Descriptive)(It is Descriptive)
The CMM does not describe “how” the activities are to be The CMM does not describe “how” the activities are to be performed. performed. (It is Not Prescriptive)(It is Not Prescriptive)
Your organization procedures (QMS) describes how activities Your organization procedures (QMS) describes how activities are to be performed.are to be performed.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19984242
GS
T
Common Sense IssuesCommon Sense Issues
The CMM is a The CMM is a modelmodel.. A A reasonable interpretationreasonable interpretation of of the CMM practices the CMM practices and professional judgmentand professional judgment in in application is necessary.application is necessary.
The CMM was written to address the process for The CMM was written to address the process for large, complex software efforts.large, complex software efforts.
Early efforts in tailoring the CMM indicate that in Early efforts in tailoring the CMM indicate that in excess of excess of 90% of key practices are applicable90% of key practices are applicable as as written when interpreted in the context of the specific written when interpreted in the context of the specific applications for both large and small organizations.applications for both large and small organizations.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19984343
GS
T
The Model:The Model:
SEI’s CMMSEI’s CMMUnderstanding theUnderstanding the
model structuremodel structure
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19984444
GS
T
Maturity Levels Provide an Orderly Path for SPIMaturity Levels Provide an Orderly Path for SPI
Process capability is built in stages Process capability is built in stages • This does not imply a ladder - some processes are This does not imply a ladder - some processes are
ineffective when others are not stableineffective when others are not stable Each level provides a foundation for improvements at Each level provides a foundation for improvements at
the next levelthe next level• engineering process is easily sacrificed without engineering process is easily sacrificed without
management disciplinemanagement discipline
• detailed measures are inconsistent without a defined detailed measures are inconsistent without a defined processprocess
• effect of process innovation is obscure in a noisy effect of process innovation is obscure in a noisy processprocess
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19984545
GS
T
•The KPAs in each level enhance the effectiveness of the previous maturity level KPAs while strengthening the foundation for further
process maturity growth.
•The Capability Maturity Model is defined in levels of process
maturity.
•The levels do not imply a “ladder”.•Each level consists of a grouping of
homogeneous key process areas (KPAs).
•The relationship is such that the most benefit from a KPA can only be achieved when KPAs from lower levels
are in place.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19984646
GS
T
11 Ad hoc or chaotic (repeatable processes not documented and not used)
22 Repeatable (repeatable processes documented and used)
33 Defined (same processes used across the organization)
44 Managed (quantitative process and software quality management in place)
55 Optimizing (process/product data used for strategic business improvement)
Summary Characteristics of Organizations at Different Levels of Summary Characteristics of Organizations at Different Levels of Process MaturityProcess Maturity
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19984747
GS
T
•Requirements ManagementRequirements Management•Project PlanningProject Planning
•Project Tracking & OversightProject Tracking & Oversight•Subcontract Management
•Software Quality Assurance•Configuration Management
Quality
Pro
ductiv
ity
Quality
Pro
ductiv
ity
Time
to M
arke
t
Ris
k
Time
to M
arke
t
Ris
k•Organization Process Focus
•Organization Process Definition•Training program
•Integrated Software Management•Software Product Engineering
•Intergroup Coordination•Peer Reviews
•Quantitative Process Management•Software Quality Management
•Defect Prevention•Technology Change Management
•Process Change Management
1
2
3
4
5
•No Key Process Areas
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19984848
GS
T
CMM StructureCMM Structure
A Total of 316 Key Practices in CMM V1.1
CMM V1.1
Level 2 Level 3 Level 4 Level 5
A Total of 18 Key Process Areas (KPAs) each with established goals
Commitment to Perform
Ability to Perform
ActivitiesPerformed
Measurementand Analysis
VerifyingImplementation
Each of the KPAs are organized by common features that contain key practices
Key Process Areas are organized by Common Features
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19984949
GS
T
Conceptual Organization CMMConceptual Organization CMM
316 Key Practices making up the 18 KPAs
Global Systems Technology, Inc.Global Systems Technology, Inc.
•CommitmentCommitmentandand
•AbilityAbility
•ActivitiesActivities
•MeasurementsMeasurementsandand
•VerificationVerification
Organizational Infrastructure and Organizational Infrastructure and Management SupportManagement Support
Work AccomplishedWork Accomplished
Management Visibility and OversightManagement Visibility and Oversight
Common FeaturesCommon Features Level 2 Level 3 Level 4 Level 5 Level 2 Level 3 Level 4 Level 5
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19985050
GS
T
Defect Prevention
Defect Prevention
Global Systems Technology, Inc.Global Systems Technology, Inc.
PolicyOrganization
Management
Reviews
Process
Definitions
ProceduresStd.
Practices
Group
Management
Reviews
Directives
Customer Requirements, Regulatory Environment, Constraints, Customer
Direction, Competition, etc.
Client Management
Adapt/Tailor Procedures
to Specific Project Needs;
Project Specific TrainingProject Work
Instructions
Project
Management
Reviews
OrganizationManagement
FunctionalManagement
ProjectManagement
Strategic
Business
Plan
Evaluate, Redefine Goals
Allocation of
Resources Training
Defect Prevention
IssueResolution
IssueResolution
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19985151
GS
T
Understanding Commitment Commitment to Perform: describes the actions the organization
must take to ensure that the process is established and will endure.
RM
SP
P
SP
TO
SS
M
SQ
A
SC
M
OP
F
OP
D
TP
ISM
SP
E
IC PR
QP
M
SQ
M
DP
TC
M
PC
MCommitment
Written Organization Policy
Designated Responsibility
Sr. Mgmt Sponsors Activities
Sr. Mgmt Oversees Activities
Why are there two “written policy Statements” for two KPAs?
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19985252
GS
T
Understanding Ability to Perform Ability to Perform: describes the preconditions that must exist
in the project or organization to implement the software process competently.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Ability
Responsibility Established-Assigned
Documentation of Artifacts-Procedures
Adequate Funding, Resources
Trained to Perform Tasks
Orientation for Project Members
Support tools are compatible
Support for collecting, recording, andAnalyzing measurements (data)
Data is Available to support analysis
RM
SP
P
SP
TO
SS
M
SQ
A
SC
M
OP
F
OP
D
TP
ISM
SP
E
IC PR
QP
M
SQ
M
DP
TC
M
PC
M
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19985353
GS
T
Understanding Measurement and Analysis Measurement and Analysis: describes the basic measurement practices
necessary to determine status related to process being performed.
What is Different with the Quality Measurement ? Why do two KPAs have a Separate Measurement for Quality?
What is different about the Training KPA?
Global Systems Technology, Inc.Global Systems Technology, Inc.
Measurement
Measurements Used to Determine Status
Measurements Used to Determine Quality
Measurements Used to Determine Effectiveness
R
M
SP
P
SP
TO
SS
M
SQ
A
SC
M
OP
F
OP
D
TP
ISM
SP
E
IC PR
QP
M
SQ
M
DP
TC
M
PC
M
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19985454
GS
T
Understanding Verifying Implementation Verifying Implementation: describes the steps to ensure that the
activities are performed in compliance with the processes that have been established.
Why does Training not have a Quality Review or Audit called out?
Global Systems Technology, Inc.Global Systems Technology, Inc.
Verifying Implementation
Senior Management Reviews
Project Manager ReviewsQuality Assurance Reviews And/or Audits
Independent (Expert) Review
Activities are Reviewed and/or Audited
SCM Audits Software Baselines
RM
SP
P
SP
TO
SS
M
SQ
A
SC
M
OP
F
OP
D
TP
ISM
SP
E
IC PR
QP
M
SQ
M
DP
TC
M
PC
M
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19985555
GS
T
Relationships of CMM ElementsRelationships of CMM Elements
Indicate Contain
Achieve Organized By
Address Contain
Describe
Maturity Levels
Key Process Areas
Common Features
KeyPractices
Process Capability
Goals
Institutionalization
Activities
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19985656
GS
T
Relationships of CMM ElementsRelationships of CMM Elements
Indicate Contain
Achieve Organized By
Address Contain
Describe
Process Capability
Institutionalization
Activities
Quiz
Fill in Blanks
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19985757
GS
T
Characteristics of Organizations at Characteristics of Organizations at Different Levels of Process Different Levels of Process
MaturityMaturity
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19985858
GS
T
Key Process Areas of each LevelKey Process Areas of each Level
Repeatable (2) Defined (3) Managed (4) Optimizing (5)
•Requirements Management
•Project Planning
•Project Tracking and Oversight
•Subcontract Management
•Software Quality Assurance
•Configuration Management
•Organization Process Focus
•Organizational Process Definition
•Training program
•Integrated Software
Management
•Software Product Engineering
•Intergroup Coordination
•Peer Reviews
•Quantitative Process
Management
•Software Quality Management
•Defect Prevention
•Process Change Management
•Technology Change
Management
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19985959
GS
T
ProcessProcess Characteristics of CMM Levels Characteristics of CMM Levels
Repeatable (2) Defined (3) Managed (4) Optimizing (5)
•Project level
•Documented and stable
•Estimating,
planning, and commitment
•Problems recognized and
corrected
•Organizational
•Integrated Integrated management management
and engineering and engineering processesprocesses
•Problems are anticipated and prevented, or
•Impact of problem is minimized
•Processes are quantitatively
understood and stabilized
•Sources of individual
problems are understood and
eliminated
•Processes are continuously
and systematically
improved
•Common sources of
problems are understood and
eliminated
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19986060
GS
T
PeoplePeople Characteristics of CMM Levels Characteristics of CMM Levels
•Success depends on individuals
•Management systems supports
•Commitments are understood
•People are trained
•Project groups work together
•Work as integrated team
•Training is planned and
provided according to
roles
•Strong sense of teamwork exists within each project
•Strong sense of teamwork across the
organization
•Everyone is involved in
process improvement
Repeatable (2) Defined (3) Managed (4) Optimizing (5)
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19986161
GS
T
TechnologyTechnology Characteristics of CMM Levels Characteristics of CMM Levels
•Technology supports
established, stable activities
•New technologies are evaluated
on a qualitative basis
•New technologies are evaluated
on a quantitative
basis
•New technologies
are pro-actively pursued and
deployed
Repeatable (2) Defined (3) Managed (4) Optimizing (5)
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19986262
GS
T
MeasurementMeasurement Characteristics of CMM Levels Characteristics of CMM Levels
•Planning and management data used by
individual projects
•Data are collected and
used in all defined
processes
•Data are systematically shared across
projects
•Data definition and collection
are standardized
across the organization
•Data are used to understand the process
quantitatively
•Data are used to evaluate and select process improvements
Repeatable (2) Defined (3) Managed (4) Optimizing (5)
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19986363
GS
T
P & P
P & P
Projects
Level 2 Level 3
BestPractice
Organization
Policy andProcedures
P & PP & P
P & P
P & P
SEPG Analysis
Organization- wide
Implementation
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19986464
GS
T
Policy andProcedures
OrganizationImplementation
1stQtr
2ndQtr
3rdQtr
4thQtr
Planned Actual Estimate
Task A
Task B
Task C
Today Overrun
OrganizationStrategicBusiness
Goals
ChangeAs
Required
Quantitative Understanding ofProduct and Process Capability
Level 3 Level 4
Level 5
05
10152025303540
A B C DProducts
Planned ActualErrors/10K Loc.
Change by Prevention, Technology, and Improvement
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19986565
GS
T
WHAT THREE WAYS CAN THE WHAT THREE WAYS CAN THE CMMCMM CAN BE USED?CAN BE USED?
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19986666
GS
T
The Three Uses of the CMMThe Three Uses of the CMM
Process Development:Process Development: Used as a Used as a modelmodel for for determining desired practices for reducing project determining desired practices for reducing project risk.risk.
Process Improvement:Process Improvement: Used as a Used as a modelmodel to assess to assess current project practices for improvement.current project practices for improvement.
Vendor Selection:Vendor Selection: Used as a basis for determining Used as a basis for determining risk of potential software contractors.risk of potential software contractors.
Caution!Caution! The CMM is only a The CMM is only a modelmodel. A tool. It is not . A tool. It is not thethe solution. It solution. It is not a silver bullet.is not a silver bullet.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19986767
GS
T
Process DevelopmentProcess Development
List all processes that are thought to be appropriate for the List all processes that are thought to be appropriate for the enterprise activities.enterprise activities.
Examine the CMM to understand the processes described and Examine the CMM to understand the processes described and to compare to “list” of enterprise processes. Determine the to compare to “list” of enterprise processes. Determine the applicability of CMM processes to organization. Adjust list as applicability of CMM processes to organization. Adjust list as necessary. necessary.
Using the list as a foundation, define processes in the context Using the list as a foundation, define processes in the context of how to perform them. Pick a project for implementation.of how to perform them. Pick a project for implementation.
Review process definitions and tailor to project needs, Review process definitions and tailor to project needs, implement the tailored processes on the project. Measure and implement the tailored processes on the project. Measure and analyze results.analyze results.
Caution!Caution! The CMM is not all inclusive, includes only The CMM is not all inclusive, includes only “Key “Key Practices”Practices”. You are the judge as to . You are the judge as to “Key”“Key” for your organization. for your organization.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19986868
GS
T
Process Improvement (CBAIPI)Process Improvement (CBAIPI)
Use the CMM as a basis for evaluation of the organizations Use the CMM as a basis for evaluation of the organizations processes by comparing the organization’s processes to the CMM processes by comparing the organization’s processes to the CMM key practices.key practices.
During the organization evaluation, identify what is done well and During the organization evaluation, identify what is done well and what is not done well. Identify the strengths and weaknesses of what is not done well. Identify the strengths and weaknesses of the practices using the CMM comparison, and taking into account the practices using the CMM comparison, and taking into account the alternative practices.the alternative practices.
Using the comparison, and evaluating alternative methods, Using the comparison, and evaluating alternative methods, determine the satisfaction of the different KPA goals. determine the satisfaction of the different KPA goals.
This provides you with a clear understanding of process strengths This provides you with a clear understanding of process strengths and weaknesses and the consequences as determined by goal and weaknesses and the consequences as determined by goal satisfaction.satisfaction.
Caution!Caution! The satisfaction of goals is the objective The satisfaction of goals is the objective
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19986969
GS
T
Vendor Selection (SCE)Vendor Selection (SCE)
Use the CMM as a basis for evaluating a subcontractor, or a Use the CMM as a basis for evaluating a subcontractor, or a potential development partner using your team of experts.potential development partner using your team of experts.
Follow the same process that would be used for an internal Follow the same process that would be used for an internal assessment.assessment.
Using a goals satisfaction matrix, and process strengths and Using a goals satisfaction matrix, and process strengths and weaknesses, establish risk of software development by the weaknesses, establish risk of software development by the organization being evaluated. Risk should be measured organization being evaluated. Risk should be measured
relative to the scope of the organization evaluated.relative to the scope of the organization evaluated.
Caution!Caution! The SCE can establish a maturity rating for the scope The SCE can establish a maturity rating for the scope
of the evaluation. The major difference is that the SCE provides no of the evaluation. The major difference is that the SCE provides no “lasting knowledge” of the problems. “lasting knowledge” of the problems.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19987070
GS
T
Building the Culture for ImprovementBuilding the Culture for Improvement Continuous Software Process Improvement (SPI) requires the consistent Continuous Software Process Improvement (SPI) requires the consistent
oversight of management. Conduct regular review meetings to assess the oversight of management. Conduct regular review meetings to assess the activities.activities.
When the improvement plan is finalized and approved by management and When the improvement plan is finalized and approved by management and the team chosen to accomplish the planned objectives. Management should the team chosen to accomplish the planned objectives. Management should follow through with the necessary resources. Ensure that adequate hours follow through with the necessary resources. Ensure that adequate hours are allocated and budgeted for the improvement activity. are allocated and budgeted for the improvement activity.
Participate (randomly) in the Software Engineering Process Groups Participate (randomly) in the Software Engineering Process Groups meetings. This not only indicates that management is interested, but any meetings. This not only indicates that management is interested, but any problems can be detected early in the improvement cycle. Visible problems can be detected early in the improvement cycle. Visible management support for the improvement activity encourages the management support for the improvement activity encourages the organization to support the activities. organization to support the activities.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19987171
GS
T
Establishing a Software Process Engineering Establishing a Software Process Engineering Group (SEPG)Group (SEPG)
An organization is most successful in achieving software An organization is most successful in achieving software process improvement when there is a “focus” group that has process improvement when there is a “focus” group that has the responsibility, accountability, and authority to cause the responsibility, accountability, and authority to cause software process improvement.software process improvement.• The group that is selected should be comprised of individuals that are The group that is selected should be comprised of individuals that are
perceived very well by their peers. perceived very well by their peers. • These individuals should be recognized as knowledgeable in their field. These individuals should be recognized as knowledgeable in their field. • The group should be comprised of both technicians and project The group should be comprised of both technicians and project
management personnel. management personnel. • The group should have representation of the key disciplines that are The group should have representation of the key disciplines that are
used in the organization.used in the organization.• The group should be chartered by senior management.The group should be chartered by senior management.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19987272
GS
T
Establishing a Software Process Engineering Establishing a Software Process Engineering Group (SEPG) (Cont.)Group (SEPG) (Cont.)
Before the group is selected, a charter for the group should Before the group is selected, a charter for the group should be written that clearly defines the groups authority, be written that clearly defines the groups authority, responsibility, and accountability.responsibility, and accountability.• The charter should define the group members by workgroup The charter should define the group members by workgroup
representation.representation.• The charter should spell out what is expected of the group. This should The charter should spell out what is expected of the group. This should
specifically address their authority to request other members of the specifically address their authority to request other members of the organization for support. organization for support.
• The charter should identify, in broad terms, the schedule and the The charter should identify, in broad terms, the schedule and the resources that management has made available.resources that management has made available.
• Only when the charter is complete should management select their Only when the charter is complete should management select their improvement group.improvement group.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19987373
GS
T
Establishing a Software Process Engineering Establishing a Software Process Engineering Group (SEPG) (Cont.)Group (SEPG) (Cont.)
When the charter is written and has management When the charter is written and has management consensus, the team is formed. The charter should be consensus, the team is formed. The charter should be consistent with the organizations overall business goals and consistent with the organizations overall business goals and objectives.objectives.• The first order of business for the team is to organize into an effective The first order of business for the team is to organize into an effective
group and develop a plan to accomplish the objectives of the charter. group and develop a plan to accomplish the objectives of the charter. • The plan that is produced should support the boundaries established by The plan that is produced should support the boundaries established by
the charter. If there is differences, this must be resolved with the charter. If there is differences, this must be resolved with management prior to initiating the plan.management prior to initiating the plan.
• The team should treat the program like any other project. They have The team should treat the program like any other project. They have requirements established by the charter. The team’s function is to build requirements established by the charter. The team’s function is to build the process infrastructure, or improve the structure that is in place in the process infrastructure, or improve the structure that is in place in accordance with their requirements.accordance with their requirements.
• The team should report progress to management on a periodic basis, The team should report progress to management on a periodic basis, and should report cost, schedule, and progress for management review.and should report cost, schedule, and progress for management review.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19987474
GS
TGlobal Systems Technology, Inc.Global Systems Technology, Inc.
Planning Management
BriefingSchedule
Coordination
CMM
Training
Team
Training
Preliminary
Findings
Participants
Brief
Document
Review
Administer
Questionnaire
Final
Findings
Presentation
PL, Mid-Mgmt.,
FAR Interviews
Pre-Assessment On-Site Assessment
Exit
Briefing
Final
Report
Milestone
Tracking
Post-Assessment
Execu
tive Overview
Action
Plan
GST Assessment and Evaluation Process
Implement Improvement
SP
I W
orksh
op
APA
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19987575
GS
TGlobal Systems Technology, Inc.Global Systems Technology, Inc.
GST Assessment Document Flow
GSTProposal
GST/Client
Contract
TeamTraining
CMM Training
Documents
APA Report
CBAIPIPlan
CBAIPISchedule
MQ Analysis
Doc Analysis
ProjectAnalysis
Interview
Draft Finding
FinalFindings
CBAIPI FormsCompleted
GSTExclusiveCBAIPI
Workbook
MQ Quest
GSTExclusive
GSTExclusive
SUPPORT
FORMS
AssessmentEvaluation Forms
PAIS Document
FinalReport
SEIPackage
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19987676
GS
TGlobal Systems Technology, Inc.Global Systems Technology, Inc.
ANANORGANIZATIONAL ORGANIZATIONAL VIEW OF THE CMMVIEW OF THE CMM
PROJECT MANAGEMENT
1. REQUIREMENTS MANAGEMENT 2. PROJECT PLANNING
3. PROJECT TRACKING AND OVERSIGHT4. SUBCONTRACT MANAGEMENT
5.QUANTITATIVE PROCESS MANAGEMENT
ENGINEERING/DEVELOPMENT
1. SOFTWARE PRODUCT ENGINEERING2. PEER REVIEWS
3. INTERGROUP COORDINATION4. INTEGRATED SOFTWARE
MANAGEMENT
PRODUCT ASSURANCE
1. SOFTWARE QUALITY ASSURANCE2. SOFTWARE CONFIGURATION
MANAGEMENT3.SOFTWARE QUALITY MANAGEMENT
EMPOWER
ANALYZE
EVALUATE
EMPLOY
ORGANIZATION MANAGEMENT
1. DEFECT PREVENTION2. TECHNOLOGY CHANGE
MANAGEMENT3. PROCESS CHANGE MANAGEMENT
4. ORGANIZATION PROCESS FOCUS5. ORGANIZATION PROCESS
DEFINITION6. TRAINING PROGRAM
IMPROVE
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19987777
GS
TGlobal Systems Technology, Inc.Global Systems Technology, Inc.
PROCESS IMPROVEMENT, EVEN WITH THE CMM, IS NOT A SIMPLE TASK
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19987878
GS
TGlobal Systems Technology, Inc.Global Systems Technology, Inc.
A Model for the Process of ImprovementA Model for the Process of Improvement
SOFTWARE PROCESS
IMPROVEMENT
CYCLE
ESTABLISH GOALSOF ORGANIZATION
(CHARTER)
MAKE CHANGES TOEXISTING PROCESS
(IMPROVE)
MEASURE PROCESSDETERMINE MATURITY
(ASSESS/CBA-IPI)
TRAIN EMPLOYEES IN NEW PROCESS
(INSTITUTIONALIZE)
EVALUATE ANDMEASURE CHANGES
(ANALYZE)
COMPARE RESULTSTO GOALS; REFINE
(OPTIMIZE)
MANAGEMENT
MATURITY GROWTH
CYCLE
MATURITYGROWTHMODEL
ESTABLISH PLANFOR IMPROVEMENTS
(SEPG PLAN)
IMPROVEMENTOVERSIGHT(REVIEW/APA)
SEPGResponsibility
ManagementResponsibility
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19987979
GS
T
Challenges of ChangeChallenges of Change
““There is nothing more difficult to plan, more There is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage doubtful of success, nor more dangerous to manage than the creation of a new order of things.......than the creation of a new order of things.......
Whenever his enemies have occasion to attack the Whenever his enemies have occasion to attack the innovator, they do so with the passion of partisans, innovator, they do so with the passion of partisans, while others defend him sluggishly so that the while others defend him sluggishly so that the innovator and his party alike are vulnerable.”innovator and his party alike are vulnerable.”
NICCOLO MACHIAVELLINICCOLO MACHIAVELLI
The PrinceThe Prince
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19988080
GS
T
Organizations are Complex SystemsOrganizations are Complex Systems
Strategic Technical
Social/
Cultural
Managerial
Structural
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19988181
GS
T
Software Organizations Resist Change
Strategic
Technical
Social/
Cultural
Managerial
Structural
Software organizations undergoing
process transition activities tend to
focus on the technology rather
than on the problems they
are attempting to resolve.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19988282
GS
T
Organizational Issues are Overlooked
Software organizations tend to overlook
systemic organizational issues like
planning, training, and the
preparation for supporting
organizational processes
It is this characteristic
of software organizations
that make higher levels of
process maturity so difficult to
achieve.
Strategic
Technical
Social/
Cultural
Managerial
Structural
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19988383
GS
T
The systemic attributes of the organization
become dysfunctional when changes
are not anticipated, properly
planned, and coordinated.
Systemic Problems Systemic Problems OccurOccur
StructuralStrategic
Technical
Social/
Cultural
Managerial
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19988484
GS
T
Organizations are Complex SystemsOrganizations are Complex Systems
Strategic Technical
Social/
Cultural
Managerial
Structural
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19988585
GS
T
Managing the SPI TransitionManaging the SPI TransitionThe Ideal: Directed ChangeThe Ideal: Directed Change
PRODUCTIVITY
PRESENT
STATE
DESIRED STATE
TIME
INFRASTRUCTURE
Rapid
Change
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19988686
GS
T
Managing the SPI TransitionManaging the SPI TransitionThe Alternative: Evolving ChangeThe Alternative: Evolving Change
PRODUCTIVITY
PRESENT
STATE
TIME
INFRASTRUCTURE
Evolution:
a State of
Transition
DESIRED STATE
Reviewing and
UndoingGoal Setting
and Defining
Training and
Institutionalizing
Implementation
Adapting
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19988787
GS
T
Adopters of ChangeAdopters of ChangeEarly MajorityPragmatistsRelate to TechnologyDriven by Practical SenseProof of Adaptability
LaggardsSkepticsCannot Stand ChangeAvoids New TechnologyQuick to Find Fault
Early AdoptersVisionariesNot TechnologistsInsight to Match Technology
to OpportunityRecognizes Need to Change
InnovatorsTechnology EnthusiastsFirst to Adopt New TechnologyUnderstand Problems
Global Systems Technology, Inc.Global Systems Technology, Inc.
Late MajorityConservativesNot Comfortable with ChangeUses Established TechnologyAdapts Slowly to New
TechnologyNeeds Support for Use
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19988888
GS
T
Innovators Can Tailor a New TechnologyInnovators Can Tailor a New Technology
CORE
TECHNOLOGY
AND NEW
METHODOLOGY
Individuals least in need of support are
the technology enthusiasts. These people
(innovators and early adopters) are used
to joining together the bits and pieces of
systems and figuring their own way to
the objectives intended by the core
technology.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19988989
GS
T
Sponsorship: Facilitating ChangeSponsorship: Facilitating Change The SPONSOR is the person in management that has the authority to The SPONSOR is the person in management that has the authority to
commit all resources required to implement the desired change; decides commit all resources required to implement the desired change; decides the change will be implemented; and commits the resources.the change will be implemented; and commits the resources.
The SPONSOR is has the authority, accountability, and responsibility for The SPONSOR is has the authority, accountability, and responsibility for making the change take place.making the change take place. ““Owns” the change.Owns” the change. Communicates ownership to everyone who needs change.Communicates ownership to everyone who needs change. Selects and empowers qualified change agents.Selects and empowers qualified change agents. Commits the resources required for success.Commits the resources required for success. Keeps the change goals in the consciousness of the organization.Keeps the change goals in the consciousness of the organization. Modifies reward system to encourage organizational change.Modifies reward system to encourage organizational change. Enforces the modified reward system and makes enforcement Enforces the modified reward system and makes enforcement
public.public. Models changes in behavior for change adoption.Models changes in behavior for change adoption. Communicates change objectives and benefits effectively and Communicates change objectives and benefits effectively and
often.often.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19989090
GS
T
Agents of ChangeAgents of Change The CHANGE AGENTS are the individuals that are selected by the The CHANGE AGENTS are the individuals that are selected by the
sponsor to be the implementers of new methods and technologies. sponsor to be the implementers of new methods and technologies. Frequently, these are the the individuals first to identify a new or merging Frequently, these are the the individuals first to identify a new or merging technology.technology.
The CHANGE AGENTS are responsible to the sponsor for change The CHANGE AGENTS are responsible to the sponsor for change implementation. implementation. Manages the implementationManages the implementation Identifies the resources that will be neededIdentifies the resources that will be needed Helps sponsor build support.Helps sponsor build support. Assists Users in implementationAssists Users in implementation Collects and consolidates data. Reports progress to sponsorCollects and consolidates data. Reports progress to sponsor Identifies sources of resistance and helps sponsor use resistance Identifies sources of resistance and helps sponsor use resistance
effectivelyeffectively Pinpoints systemic problems and productivity wastersPinpoints systemic problems and productivity wasters
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19989191
GS
T
Five Elements of ChangeFive Elements of Change
A clear A clear visionvision of the desired state and an of the desired state and an understanding of the current state.understanding of the current state.
The The skillskill to apply the methodologies and to apply the methodologies and technologies of the desired state. technologies of the desired state.
Clear understanding of the Clear understanding of the benefits (incentives)benefits (incentives) that would be achieved with the desired state. that would be achieved with the desired state.
Availability of adequate Availability of adequate resourcesresources and the and the willingness to commit the resources.willingness to commit the resources.
A well-thought A well-thought planplan of action to implement of action to implement change.change.
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19989292
GS
T
Effects of Missing Change ElementsEffects of Missing Change ElementsVISION SKILLS INCENTIVES RESOURCES ACTION
PLAN CHANGE
SKILLS INCENTIVES RESOURCES ACTION PLAN CONFUSION
VISION INCENTIVES RESOURCES ACTION PLAN ANXIETY
VISION SKILLS RESOURCES ACTION PLAN SLOW CHANGE
VISION SKILLS INCENTIVES ACTION PLAN FRUSTRATION
VISION SKILLS INCENTIVES RESOURCES FALSE STARTS
Source: Ambrose, 1987
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19989393
GS
T
Identifying the Change MakersIdentifying the Change MakersSPONSORS CHANGE AGENTS PROCESS OWNERS
VISION
RESOURCES
BENEFITS
SKILLS
ACTION PLAN
BENEFITS
BENEFITS
IMPLEMENTATION
USE
ESTABLISH
VISION
DEFINE
GOALS
MANAGEMENTSOFTWARE ENGINEERING
PROCESS GROUP PRIMARY USERS
EVALUATE
GOALS
REALITY
CHECK
ACTION
PLANNING
CHANGES
TRAINING
EVALUATE
PLAN
REALITY
CHECK
IMPLEMENT
CHANGES
MEASURE
CHANGES
EVALUATE
CHANGES
REALITY
CHECK
MATURITY
GROWTH
CYCLE
PROCESS
IMPROVEMENT
CYCLE
IMPLEMENTATION
AND USE
CYCLE
INNOVATORSEARLY ADOPTERS EARLY MAJORITY
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19989494
GS
T
Resistance To ChangeResistance To Change
T I M E
E
N
E
R
G
Y
STATUS QUO
STUNNED PARALYSIS
DENIAL
ANGER, RAGE
BARGAINING
DEPRESSION
TESTING
ACCEPTANCE
Global Systems Technology, Inc.Global Systems Technology, Inc.
Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM)
Global Systems Technology, Inc. © 1997, 1998Global Systems Technology, Inc. © 1997, 19989595
GS
T
SEI’s Ideal SEI’s Ideal Model Model
Global Systems Technology, Inc.Global Systems Technology, Inc.
SetContext
BuildSponsor-ship
Charter &Infra-structure
Characterize Current & Desired States
DevelopRecommend-
ations
SetPriorities
DevelopApproach
PlanActions
CreateSolution
Pilot/TestSolution
RefineSolution
ImplementSolution
Analyzeand
ValidateProposeFuture
Actions
Initiating
Diagnosing
Establishing
Acting
Leveraging
Stimulus for Change
SM IDEAL is a service mark of Carnegie Mellon University.