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Quality Management with CMM and CMMI

Quality Management with CMM and CMMI

OphirLojkine
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Quality Management with CMM and CMMI

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  1. Introduction Quality management with CMM and CMMI Ophir LOJKINE, december 2016

  2. Reminder: What is quality management ? Introduction • quality planning, • quality assurance, • quality control • quality improvement.

  3. Reminder: What is quality management ? Introduction

  4. Reminder: What is quality management ? Introduction Customer focus Leadership Engagement of people Process approach Improvement Evidence based decision making Relationship management

  5. CMM - CMMI Что такое ? Capability Maturity Model (модель полноты потенциала) Capability Maturity Model Integration

  6. CMM: history • Software Engineering Institute • (Carnegie-Mellon University, USA) • Evaluate quality of software providers • Patented in the USA • Current version: 1.3 1987 CMM development 2016 Acquired by ISACA 2002 CMMI v1.1 2010 CMMI v1.3(with agile dev) 1997 CMM End of development

  7. Global structure of CMM

  8. CMM • Maturity Levels: 5-level process maturity • Key Process Areas: identify a cluster of related activities that achieve goals • Goals: implement a KPA in an effective and lasting way • Common Features: • commitment to perform • ability to perform • activities performed • measurement and analysis • and verifying implementation. • Key Practices: what contributes most effectively to the implementation and institutionalization of the area.

  9. Maturity Model ? set of structured levels that describe how well the behaviors, practices and processes of an organization can reliably and sustainably produce required outcomes

  10. CMMI : maturity levels

  11. Key Process Areas identify the issues that must be addressed to achieve a maturity level «Except for Level 1, each maturity level is decomposed into several keyprocess areas that indicate the areas an organization should focus on toimprove its software process.»

  12. Key Process Areas

  13. Common features «attributes that indicate whether the implementation and institutionalization of a key process area is effective, repeatable, and lasting» Commitment to perform (are we trying to ?) Ability to perform (can we ?) Activities performed (what do we do ?) Measurement and Analysis (do we analyze ?) Verifying Implementation (do we check ?)

  14. Key Practices describe the infrastructure and activities that contribute most to the effective implementation and institutionalization of the key process area

  15. Key Practices

  16. CMMI: development-acquisition-service Development Acquisition Service

  17. CMMI: development-acquisition-service

  18. Differences in Approach • CMM KPA: • completion of specific tasks • no motivation for the organization to focus on process architecture. CMMI: iterative lifecycle • integrates the latest best practices from the industry • attacks risks in process architecture at an early stage CMM determining if an organization completes the specific activities listed in the Key Performance Areas (KPA) CMMI result-oriented approach when defining and measuring KPA. • CMM is still relevant and appropriate for sequential, activity-based management paradigm.

  19. Minuses • Lot of testing and documentation • Expensive • Time consuming

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