Capability Maturity Modeling

1. Capability Maturity Modeling WM-001 Software Process and Quality

2. ISO 9000 Designed to permit third party verification of your quality systems The essence of ISO 9000 is: • Understand what your customer needs. • Say what you do and how you do it. • Do what you say your going to do. • Measure whether you are meeting your customers' needs and whether you are doing what you say you do • Act on the new information to improve your organization

3. Structure of theISO QualityManagementStandards EXTERNAL EVALTNS INTERNAL SYSTEM

4. Adopted by over 60 countries 100,000+ organizations world-wide are ISO 9000 certified Canadian Chamber of Commerce recommends government apply standards to its management Provides a common language for quality management ISO Committee continuing improvement of standard ISO 9000Acceptance

5. ISO 9001 Required Elements • Management responsibility • Quality system • Contract review • Design control • Document control • Verification of purchased products • Customer supplied product • Product identif. & traceability • Process control • Inspection and testing • Inspections, measuring & test equip. • Inspection and test status • Control of non-conforming products • Corrective action • Handling, storage, packaging & delivery • Quality records • Internal quality audits • Training • Servicing • Statistical techniques

6. Characterizing the Software Process CMM - A Maturity Framework refs. IEEE Software, March 1988, 73-79, and IEEE Software, July 1993, 18- 27 (Capability Maturity Model, V 1.1). • Work directed by Watts Humphrey, SEI, Carnegie-Mellon • Sponsored by US Defense Dept. – to provide some way of characterizing the capabilities of software developmentorganizations. • Fundamental to the characterization -- a quality process must be under statistical control for sustained progress to be possible [Deming's work with Japanese industry after WW II]

7. Lord Kelvin said acentury ago . . . "When you can measure what you are speaking about, and express it in numbers, you [may] know something about it; but when you cannot measure it, when you cannot express it in numbers, your knowledge is of a meager and unsatisfactory kind; it may be the beginning of knowledge, but you have scarcely in your thoughts advanced to the stage of Science."

8. THE CONCEPT OF PROCESS MATURITY Macro-measure of an organization's capability for continuous process improvement Five-stage progressive model lowest level (1) • crisis driven and poorly controlled • highly dependent on current practitioners • unpredictable cost, schedule and quality highest level (5) • defined and documented process • measured and controlled • focused on process improvement • supported by technology

9. In Out In Out In Out In Out In Out FIVE MATURITY LEVELS Optimized (5) Managed (4) Defined (3) Repeatable (2) Initial (1)

10. Optimizing(5) Process change management Technology change management Defect prevention Software quality management Quantitative process management Managed(4) Peer reviews Intergroup coordination Software product engineering Integrated software management Training program Organization process definition Organization process focus Defined(3) Software config management Software quality assurance Software subcontract management Software project tracking & oversight Software project planning Requirements management Repeatable(2) Initial(1) KEY PROCESS AREAS

11. Level 2 - Repeatable • policies for managing a software project and procedures implementing those policies are established • 6 key process areas apply: Requirements Management A common understanding of the client’s needs is established between the client and the project team. This agreement forms is the basis for planning and managing the project. Software Project Planning Reasonable plans for engineering and managing the project are established, forming the foundation for project management

12. Level 2 - Repeatable (cont.) Software Project Tracking & Oversight Adequate visibility into project progress is established allowing management to take effective action when project performance deviates significantly from plans. Software Subcontract Management Qualified subcontractors are selected & managed effectively. Software Quality Assurance Management is provided with appropriate visibility into the quality of the process being used and the products being built. Software Configuration Management The integrity of a project’s products are established and maintained throughout its life cycle (e.g., nightly build)

13. Our Process Book Level 3 - Defined • A typical process for developing and maintaining software across an organization is documented • 7 key process areas apply: Organization Process Focus Organizational responsibility is established for activities that improve overall software process capability. Organization Process Definition A reasonable set of process assets is developed and maintained that improve processes across projects and provide a basis for defining meaningful data for quantitative process mgmt. Training Program Program put in place to develop needed skills & knowledge.

14. Level 3 - Defined (cont.) Integrated Software Management Software engineering and management activities are integrated into a coherent, defined process tailored from an organization’s standard software processes and related process assets. Software Product Engineering A well-defined process is performed consistently; it integrates all technical activities (requirements, design, code, test) to produce correct, consistent products effectly and efficiently. Intergroup Coordination Methods are established for a softeng group to participate actively with other engineering groups to form a project team. Peer Reviews Reviews are used to remove defects early and efficiently.

15. Level 4 - Managed • an organization sets quantitative quality goals for both products and processes and instruments processes with well- defined and consistent measurements • 2 key process areas apply: Quantitative Process Management A project’s process performance is controlled quantitatively. Software Quality Management A quantitative understanding of the quality of a project’s products is developed to achieve specific quality goals.

16. Level 5 - Optimizing • the entire organization is focused on continuous process improvement • 3 key process areas apply: Defect Prevention Causes of defects and their prevention are identified by analyzing defects & if necessary changing the defined process. Technology Change Management Beneficial new technologies (eg tools, methods, processes) are identified, transferred into organization in an orderly fashion. Process Change Management An organization’s processes are continually improved.

17. Common Features • The practices that describe the key process areas are organized by common feature, which are attributes indicating whether the implementation and institution- alization of a key process is effective, repeatable and lasting. • 5 common features are: Commitment to perform Measurement & analysis Ability to perform Verifying implementation Activities performed

18. EARLY RESULTS Based on an SEI questionnaire survey and interviews with dozens of organizations 4 & up • Error projection • Test and review coverage • Process metrics data 3 • Design and code reviews • SE training • SE process group 2 • Project Planning • Change control and CM • Regression testing 1 2% 12% 28% 28% 21% 9%

19. Practice described as part of success Project plans new practice Decision for organization wide use, successes told widely Metrics monitored to ensure no loss of benefits Other project(s) plan to use Infrastructure personnel reduced to optimal on-going level People assigned to document, train and support practice People assigned to document, train and support practice Most projects use, practice evaluated against measurable goals, most people convinced of value All projects plan to use, urgent requests for training, improvements planned All projects plan to use, urgent requests for training, improvements planned Support processes standardized, initial automation, metrics to model effectiveness Plans to optimize infrastructure More projects use, initial measurable results Training, manual process support. Initial process metrics Plans to optimize infrastructure Other successes linked to practice Minimal new documentation added Project tries new practice Successful Project CHECK Evaluate results, ensure success, celebrate DO Improvements Process Improvement Cycle PLAN Identify Risks ACT Revise, develop next-level process convince others

20. Project plans new practice Other project(s) plan to use People assigned to document, train and support practice All projects plan to use, urgent requests for training, improvements planned PLAN Identify Risks Plans to optimize infrastructure Process Improvement Cycle

21. Process Improvement Cycle Infrastructure personnel reduced to optimal on-going level Support processes standardized, initial automation, metrics to model effectiveness DO Improvements Training, manual process support. Initial process metrics Minimal new documentation added Project tries new practice

22. Process Improvement Cycle Metrics monitored to ensure no loss of benefits Most projects use, practice evaluated against measurable goals, most people convinced of value CHECK Evaluate results, ensure success, celebrate More projects use, initial measurable results Other successes linked to practice Successful Project

23. Practice described as part of success Decision for organization wide use, successes told widely ACT Revise, develop next-level process convince others People assigned to document, train and support practice All projects plan to use, urgent requests for training, improvements planned Plans to optimize infrastructure Process Improvement Cycle