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Understanding the CMMI

Understanding the CMMI. Topic Outline. Scope and purpose of the CMMI Activities that support the purpose of a given process area How Quality Management (QM) relates to CMMI QM goals Behavior exhibited by a high-maturity organization What the Software Engineering Institute (SEI) expects.

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Understanding the CMMI

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  1. Understanding the CMMI

  2. Topic Outline • Scope and purpose of the CMMI • Activities that support the purpose of a given process area • How Quality Management (QM) relates to CMMI • QM goals • Behavior exhibited by a high-maturity organization • What the Software Engineering Institute (SEI) expects Friends Romans Lend Me Your Ears

  3. CMMI: A Process Maturity Model Level 5 Level 4 Project and Organization Improve Define Control Measure Level 2 All Levels ExecuteProcess Level 3 Project

  4. Staged Maturity Level Process Areas Six Engineering process areas 2 – Requirements Management (REQM) 3 – Requirements Development (RD) 3 – Technical Solution (TS) 3 – Product Integration (PI) 3 – Verification (VER) 3– Validation (VAL)

  5. Staged Maturity Level Process Areas (cont.) Six Project Management process areas Basic 2– Project Planning (PP) 2– Project Monitoring and Control (PMC) 2– Supplier Agreement Management (SAM) Advanced 3– Integrated Project Management (IPM) 3– Risk Management (RSKM) 4– Quantitative Project Management (QPM)

  6. Staged Maturity Level Process Areas (cont.) Five Support process areas Basic 2– Configuration Management (CM) 2– Process and Product Quality Assurance (PPQA) 2– Measurement and Analysis (MA) Advanced 3– Decision Analysis and Resolution (DAR) 5– Causal Analysis and Resolution (CAR)

  7. Staged Maturity Level Process Areas (cont.) Five Process Management process areas Basic 3– Organizational Process Focus (OPF) 3– Organizational Process Definition (OPD) 3– Organizational Training (OT) Advanced 4– Organizational Process Performance (OPP) 5– Organizational Innovation and Deployment (OID)

  8. Measurement and Analysis Purpose To develop and sustain a measurement capability that is used to support management information needs. – CMMI V1.2

  9. MA Specific Goals SG 1: Align Measurement and Analysis Activities Measurement objectives and activities are aligned with identified information needs and objectives. SG 2: Provide Measurement Results Measurement results that address identified information needs and objectives are provided. – CMMI V1.2

  10. PA: Measurement and Analysis (MA) • Procedures; Tools MA SG 1: Align Measurement and Analysis Activities MA SG 2: Provide Measurement Results PMC OPD • Delivered • reports • Measurement • repository • Business • information • needs RD PP PMC MA Goal Overview

  11. PA: Measurement and Analysis (MA) MA SG 1: Align Measurement and Analysis Activities • Measurement objectives • EstablishMeasurementObjectives 1.1 • SpecifyMeasures 1.2 • SpecifyAnalysisProcedures 1.4 QPM • SpecifyData Collectionand StorageProcedures 1.3 • Business information needs • Measurement specifications • Procedures; • Tools MA SG 2: Provide Measurement Results MA Goal 1 Detail

  12. PA: Measurement and Analysis (MA) MA SG 1: Align Measurement and Analysis Activities • Procedures; Tools MA SG 2: Provide Measurement Results • Indicators • StoreData andResults 2.3 CM • Analyze MeasurementData 2.2 • Communicate • Results 2.4 • CollectMeasurement • Data 2.1 • Delivered reports • Measures • Measurement repository MA Goal 2 Detail

  13. Fundamental Premise Quality of products is largely determined by the quality of the processes used to develop the products

  14. Quality and Performance Objectives • Achieving objectives depends on successfully establishing an infrastructure that enables and encourages all people in an organization to propose potential improvements • Improvement proposals are systematically gathered and addressed • Pilots are conducted to evaluate significant changes • Best practices and lessons learned are collected and shared

  15. Quantitative Management Adapts and applies proven process and QM principles to software-intensive systems Defines, manages, and controls quality of software processes and work products, so that Processes perform as expected Products conform to customer, project, and organizational requirements Depends on collection and analysis of appropriate measures Relies on coordination of analysis results across the organization to maximize knowledge Supplements traditional project management measurements Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.

  16. Quantitative Management Process Feedback for future planning Quality Management • Organizational Assets • Goals • Models • Historical Problems • Historical Process Performance Indication for Quality Correction QM Plan Product Quality Measures Measurement Definitions Quality and Performance Planning Project Management Project Plan QM Plan Process Performance Measures QM Plan • Project Assets • Customer Needs • Performance Rqmts • Resources Indication for Process Adjustment Process Control Owner Project Organization Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.

  17. Quantitative Management Elements Quality and performance planning Process performance requirements Product quality requirements Quality management Predicting achieved quality Projecting outcomes Measurement Measuring achieved performance Process control Predicting process performance Investigating unusual variation Project management Taking corrective actions Organizational analysis Developing models Analyzing trends Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.

  18. Terms and Definitions Quality Economical conformance to requirements* Meet needs of customer and user Process Logical organization of people, materials, energy, equipment, and procedures into work activities designed to produce a specified end result ** Many dimensions: Level, scope, type Process level Organization: One or more standard process models with supporting assets (e.g., process element descriptions) Project: Result of tailoring the organization’s process to achieve the goals of a specific project * Source: Crosby, Philip B. Quality is Free. New York: McGraw-Hill, 1980. ** Source: Pall, Gabriel. Quality Process Management, 1987.

  19. Historical Transition From people control Minimum time, effort, and procedures for every task can be defined Time and motion studies are used to ensure optimization Process outcomes are deterministic Failure is due to worker inattention To process control All processes, including engineering processes, have variation Performance can be improved by understanding and managing variation Process outcomes are probabilistic Failure is due to process issues Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.

  20. Characteristics of QM Focuses on the techniques that provide business value Integrates well-understood quality planning and process and QM techniques (e.g., Six Sigma) Supported by a systematic program of guidebooks, training, and workshops Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.

  21. Quantitative Project Management Purpose To quantitatively manage the project’s defined process to achieve the project’s established quality and process-performance objectives. – CMMI V1.2

  22. QPM Specific Goals SG 1: Quantitatively Manage the Project The project is quantitatively managed using quality and process-performance objectives. SG 2: Statistically Manage Subprocess Performance The performance of selected subprocesses within the project’s defined process is statistically managed. – CMMI V1.2

  23. PA: Quantitative Project Management (QPM) • Selected subprocesses • Organizational • process • performance • objectives OPP QPM SG 2: Statistically Manage Subprocess Performance QPM SG 1: Quantitatively Manage the Project OPP Performance baselines OPD Measurement repository • Process • performance • models OPP • Subprocess performance PMC • Remedial actions QPM Goal Overview

  24. Establish • the Project’sObjectives 1.1 • Compose the Defined Process 1.2 • ManageProjectPerformance 1.4 • Process performance • models • Select • processesfor SPC • * 1.3 • Selectedsubprocesses QPM Goal 1 Detail PA: Quantitative Project Management (QPM) QPM SG 1: Quantitatively Manage the Project • Project performance objectives • Remedial actions RSKM IPM RSKM MA MA SAM project • Defined process • Predictions of • performance • Organizational process performance • objectives • Subprocess performance QPM SG 2: Statistically Manage Subprocess Performance * QPM SG 1 SP 1.3: Select the Subprocesses that Will Be Statistically Managed

  25. Understand process • variation • * 2.2 • RecordStatisticalManagementData 2.4 • SelectMeasures and AnalyticTechniques 2.1 * QPM SG 2 SP 2.2: Apply Statistical Methods to Understand Variation ** QPM SG 2 SP 2.3: Monitor Performance of the Selected Subprocesses QPM Goal 2 Detail PA: Quantitative Project Management (QPM) QPM SG 1: Quantitatively Manage the Project • Selectedsubprocesses • Subprocess performance QPM SG 2: Statistically Manage Subprocess Performance • Statistical control data MA MA PMC OPD MA • Monitor processperformance • ** 2.1 process • Process capabilitymeasures • Remedial actions • Measures & techniques • Measurement • repository • Performance baselines • Statistical management data

  26. Organizational Process Performance Purpose To establish and maintain a quantitative understanding of the performance of the organization’s set of standard processes in support of quality and process-performance objectives, and to provide the process performance data, baselines, and models to quantitatively manage the organization’s projects. – CMMI V1.2 • SG 1: Establish Performance Baselines and Models • Baselines and models that characterize the expected process performance of the organization’s set of standard processes are established and maintained. • – CMMI V1.2

  27. Processperformancemodels QPM OID OPP Goal Overview PA: Organizational Process Performance (OPP) • Organizational • process • objectives OPF OPP SG 1: Establish Performance Baselines and Models Organizational process performance objectives • Standard processes OPD QPM

  28. Select • Processes 1.1 PA: Organizational Process Performance (OPP) OPP SG 1: Establish Performance Baselines and Models • Selected subprocesses from organization’s standard processes • Establish Process PerformanceMeasures 1.2 • Establish • ProcessPerformance • Baselines 1.4 • EstablishProcessPerformance • Models 1.5 MA MA DAR • Organizational • process • performance • baselines • Process performancemodels • Organization’s standard processes • Organizational process performance objectives • Organization’s standard measures • Establish • quantitative • objectives* 1.1 • Organizational process objectives * OPP SG 1 SP 1.3-1: Establish Quality and Process-Performance Objectives OPP Goal 1 Detail

  29. Performance Measurement • Common measures are used tocapture the actual performanceof processes and products inindividual projects • Measurements are analyzed toestablish a distribution and rangeof results • Results characterize the expected performance of the process when used on any individual project in the organization

  30. Organizational Process Performance Measures, data, and analytic techniquesfor processes and products enable you to • Determine whether the processes areconsistent, stable, and predictable • Identify processes that perform withinconsistent bounds and across process implementation teams • Establish criteria for identifying whether a process or process element should be statistically managed • Identify processes that show unusual, sporadic, or unpredictable behavior • Identify any aspects of the processes that can be improved in the organization's set of standard processes • Identify best practices

  31. Intent of CMMI Level 4 • Organizational and customer needs are quantified • A quantitative understanding of the product and process exists • Process capability: range of expected results • Process performance: actual results achieved • Statistical methods are applied • Special causes of process variation are eliminated to stabilize process performance • Product quality is measured throughout the lifecycle and compared to expected results

  32. Process Selected process elements are quantitatively understood and stabilized Sources of individual problems are understood and eliminated People Strong sense of teamwork exists within each project Measurement Data definition and collection are standardized across the organization Data are used to understand the process quantitatively and stabilize it Technology New technologies are evaluated on a quantitative basis So What Does Level 4 Mean? Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.

  33. Cultural Change Is Required Organization is different when operating at Level 4 • Level 4 is process and product measurement (builds on Levels 2 and 3, project measurement) • Measuring and analyzing change behavior • Management by numbers, not by “fire fighting” • Drive out fearUse measurement to monitor and change process, not to threaten people* Organizational changes need to be managed • Address changes with change management techniques • Management requires new skills and experimental approach * Source: Deming, W. Edwards. Out of the crisis: quality, productivity and competitive position. Cambridge: Cambridge University Press, 1982.

  34. Organization must set quantitative business goals Levels 2 and 3 focused on generalized improvement Levels 4 and 5 results are maximized by goal-driven improvements Requires a paradigm shift Levels 2 and 3 achieved through conformance Levels 4 and 5 require initiative and creativity Change in management focus Levels 2 and 3 focus on project measurement Level 4 introduces process and product measurement Levels 4 and 5 seek to understand organizational performance New skills are required Levels 2 and 3 document existing skills Levels 4 and 5 require newmeasurement and statistical skills Why Are Levels 4 and 5 Difficult? Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.

  35. At Levels 2 and 3... Management reacts Conducts comparative rather than internal analysis Manages to specifications Does not understand process capability Measurement program Data available for decision makers Data analyzed at project level Data quality often still a concern At Levels 4 and 5… Management anticipates Predicts results of critical processes Manages process variation and product quality Evaluates outcomes relative to capability Measurement program Data used for decision making Data analyzed at organizational and project levels What Are the Differences in Behavior? Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.

  36. QM Resulting Capability • Process is predictable because the process is measured and operates within known limits • Capability can be computed • QM allows for predictive trends in process and quality within quantitative bounds and allows for corrective action when limits are exceeded • Products are created with predictably high quality Source: Systems and Software Consortium, Inc. Introduction to Higher Maturity Measurement, SSCI-2006004-MC, version 1.1. Herndon, Virginia: Systems and Software Consortium, Inc., 2007.

  37. Topic Summary • CMMI is a process maturity model incorporating quantitative and process management concepts • Level 4 is more than measurement program enhancement • Selected process and product measurement data is used quantitatively to manage the project • Statistical methods must be used • Organization needs to understand and nurture behavioral and cultural changes while providing required infrastructure and skills

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