Present by : Booncharat Tangtiphongkul Parach Waiyawajamai Jittapat Yuwataepakorn

1. Present by :Booncharat TangtiphongkulParach WaiyawajamaiJittapat Yuwataepakorn CMM & ISO

2. Outline • Introduction to CMM • CMM with a case study • ISO 9001 • Case study of ISO 9001

3. Capability Maturity Model and ISO 9001 are the two most widely accepted methods of quality management with respect to software development

4. The Capability Maturity Model (CMM)

5. How can we effectively work with offshore suppliers? Elevate your own organization’s CMM certification Indian suppliers were all at level 4 or 5 U.S. customers were all at level 2 or below

6. The CMM for software is a framework that focuses on processes for software development.

7. CMM developed by The software engineering institute (SEI) of Carnegie Melon University

8. The Software Engineering Institute was contracted by the federal government • To establish a quality management tool • To allow the government to differentiate between competing bids for software development.

9. 1985 SEI started work on a maturity framework 1991 it developed into the Capability Maturity Model that was established.

10. The purpose of CMM is to help organization that produce software, improve the maturity of their software processes.

11. Source: www.exzilla.net/docs/cmm/cmm.pdf

12. The CMM framework describes the key elements of software processes at different levels of maturity. There are 5 maturity levels • Initial • Repeatable • Defined • Managed • Optimizing

13. Five Levels of Capability Maturity Model www.csd.uwo.ca/courses/cs179/lect3/sld006.htm

14. The improvement is conceptualized as an evolutionary path from an AD-HOC chaotic state, to mature, disciplined software process Source: www.csd.uwo.ca/courses/cs179/lect3/sld006.htm

15. INITIAL • AD-HOC chaotic • Outcomes are unpredictable and poorly controlled. • Few processes are defined • Success depends on individual effort and heroics. • Over commitment is very common at this level. INITIAL REPEATABLE DEFINED MANAGED OPTIMIZING

16. REPEATABLE • Basic project management processes are established to track cost, schedule, and functionality. • Software project standards are defined. • Planning and managing new projects is based on similar project experience. INITIAL REPEATABLE DEFINED MANAGED OPTIMIZING

17. DEFINED • The software process for both management and engineering activities is documented. • All project use an approved, tailored version of the organization’s standard software process for developing and maintaining software • Management has good insight into technical activities INITIAL REPEATABLE DEFINED MANAGED OPTIMIZING

18. MANAGED • Detailed measures of the software process and product quality are collected. • Both the software process and products are quantitatively understood and controlled. • Software process capability is quantifiable and predictable INITIAL REPEATABLE DEFINED MANAGED OPTIMIZING

19. OPTIMIZING • Continuous process improvement is enabled by quantitative feedback from the process and from piloting innovative ideas and technologies. • The organization is continuously striving to improve their process capability range. • The organization has the means to identify weakness and strengthen the process proactively • The goal is the prevention of defects. INITIAL REPEATABLE DEFINED MANAGED OPTIMIZING

20. Software Engineering Institute published the median times to move from one maturity level to the next Maturity Level 1 to 2 – 24 months Maturity Level 2 to 3 – 22 months Maturity Level 3 to 4 – 32 months Maturity Level 4 to 5 – 16 months

21. The overall Percentage of Organization that achieved CMM Certification Source: www.umsl.edu/~sauter/analysis/is6840start.html

22. How can we effectively work with offshore suppliers? Elevate your own organization’s CMM certification Indian suppliers were all at level 4 or 5 U.S. customers were all at level 2 or below

23. Source: www.exzilla.net/docs/cmm/cmm.pdf

24. Each maturity level consists of several KEY PROCESSES AREAS (KPAs) that identify requirements/best practices that an organization would need to demonstrate, to be graded at any specific maturity level.

25. Source: www.askprocess.com/products/cmm.html

26. Repeatable The KPAs are: • Requirements Management • Software Project Planning • Software Project Tracking and Oversight • Software Subcontract Management • Software Quality Assurance INITIAL REPEATABLE DEFINED MANAGED OPTIMIZING

27. Defined The KPAs are: • Organization Process Focus • Organization Process Definition • Training Program • Integrated Software Management • Software Product Engineering • Intragroup Coordination • Peer Reviews INITIAL REPEATABLE DEFINED MANAGED OPTIMIZING

28. Managed The KPAs are: • Quantitative Process Management • Software Quality Management INITIAL REPEATABLE DEFINED MANAGED OPTIMIZING

29. Optimizing The KPAs are: • Defect Prevention • Technology Change Management • Process Change Management. INITIAL REPEATABLE DEFINED MANAGED OPTIMIZING

30. Infosys Company Infosys is a highly successful software house Infosys provides software service to customers Infosys achieved CMM level 5 in December 1999

31. Source: www.askprocess.com/products/cmm.html

32. Requirements Specification and Management Divided into 3 activities • The requirements Specification activities • Change management • Requirements traceability management

33. The activities performed during the requirements phase largely focus on two areas • Problem analysis • Product description After sign-off, the initial baseline for requirement is established Prepare Gather/Elicit Requirement Analyze Obtain sign-off Review Prepare SRS and Acceptance criteria Jalote, Pankai, CMM in Practice: Process for Executing Software Projects at Infosys

34. Source: www.exzilla.net/docs/cmm/cmm.pdf

35. Common Features of KEY PROCESS AREAS KPAs are organized into a set of five common features "that help indicate whether the implementation and institutionalization of a key process area is effective, repeatable, and lasting."

36. Common Features of KEY PROCESS AREAS GOALS Measurement And Analysis Verifying Implementation Activities Performed Ability To Perform Commitment To Perform

37. Commitment to Perform To ensure that the process is established and will endure. • Establishing organization policies • Obtaining senior-management sponsorship

38. Ability to Perform Describes the preconditions that must exist in the project or organization to implement the software process competently. • Resources requirement • Organization structure • training

39. Activities Performed Describes the roles and procedures necessary to implement a key process area. • establishing plans and procedures • performing the work, tracking it • take corrective actions as necessary

40. Measurement and Analysis Describes the need to measure the process and analyze the measurements. • examples of measurements

41. Project Closure • Involves a systematic follow up of the project after customer acceptance • Metrics are analyzed • Process assets are collected for future use • Lessons are recorded

42. The objectives is to determine what went right, what went wrong, what worked, what did not, and how it could be made better the next time

43. Lessons Learned • To understand the performance of the process and causes for any deviations from organizational norms • Indicates the quality delivered in the project • The productivity achieved in the project • The distribution of effort • The distribution of defects • The cost of quality • Effectiveness of risk mitigation • Effectiveness of planning

44. Verifying Implementation Describes the steps to ensure that the activities are performed in compliance with the process that has been established. • practices on management reviews and audits

45. How to get CMM Certificate The process assessment • By an assessment team (SEI-authorized lead assessor) • Collect information about the software process of organization by maturity questionnaires, documentation and Interview • If all goals of KPA satisfied, then a organization is considered to have reached a level.

46. Benefits of Capability Maturity Model Improvements in each level Source: Dr. Bill Curtis, TeraQuest --- a Gartner alliance partner

47. Benefits of CMM on Software Process Improvement Gains in • productivity • quality • time to delivery • accuracy of cost • schedule estimates • product quality.

48. LIMITATIONS OF CMM • Very complex • Time consuming • A costly venture

49. International Organization for Standardization ( ISO )

50. International Organization for Standardization ( ISO ) International Organization for Standardization - a non-governmental organization established in 1947 - a network of 149 National standard bodies Mission -Develop the technical standards -facilitate the international exchange of goods and services.