The Capability Maturity Model Chapters 10

1. The Capability Maturity ModelChapters 10 Fadi Banyalmarjeh Lily Lee Andrew Gundersen

2. Defect Prevention

3. Goals • Defect prevention activities are planned • Common causes of defects are sought out and identified • Common causes of defects are prioritized and systematically eliminated

4. Commitment to Perform • The organization follows a written policy for defect prevention activities • Long term plans and commitments are established for funding, staffing and other resources for defect prevention • The resources needed are allocated for the defect prevention activities

5. Commitment to Perform • Defect prevention activities are implemented across the organization to improve the software processes and products • The results of the defect prevention activities are reviewed to ensure the effectiveness of those activities • Management and technical actions identified as a result of the defect prevention activities are addressed

6. Commitment to Perform • The project follows a written organizational policy for defect prevention activities. • Defect prevention activities are included in each project’s software development plan • The resources needed are allocated for the defect prevention activities • Project management and technical actions identified as a result of the defect prevention activities are addressed

7. Ability to Perform • An organization-level team to coordinate defect prevention activities exists • A team to coordinate defect prevention activities for the software project exists • Adequate resources and funding are provided for defect prevention activities at the project and organizational levels • Members of the software engineering group and other software related groups receive training to perform their defect prevention activities

8. Activities Performed • The software project develops and maintains a plan for its defect prevention activities • Identifies the defect prevention activities that will be held • Specifies the schedule of defect prevention activities • Covers the assigned responsibilities and resources required, including staff and tools • Undergoes peer review

9. Activities Performed • At the beginning of a software task, the members of the team performing the task meet to prepare for the activities of that task and the related defect prevention activities • (Kick-off meetings)

10. Kick-Off Meeting Topics • The software process, standards, procedures, methods, and tools applicable to the task, with an emphasis on recent changes. • The inputs required and available for the task • The outputs to be produced with examples, if available • The methods to be used to examine the outputs

11. Kick-Off Meeting Topics • The methods to be used to verify adherence to the software process • A list of errors that are commonly made or introduced during the current stage and recommended preventive actions for these errors • The team assignments • The task schedule • The software product quality goals for the task and software project

12. Casual Analysis Meetings • Conducted according to a documented procedure • Conducted by each team that performs a software task • Conducted • After the task is completed • During the software task if and when the number of defects uncovered warrants the additional meetings • After software products are released to the customer • As appropriate during long duration software task

13. Casual Analysis Meetings • The meetings are led by a person trained in conducting casual analysis meetings • Defects are identified and analyzed to determine their root causes • The defects are assigned to categories of root causes • Proposed actions to prevent the future occurrence of identified defects and similar defects are developed and documented

14. Casual Analysis Meetings • Common causes of defects are identified and documented • The results of the meeting are recorded for use by the organization and other projects

15. Activities Performed • Each of the teams assigned to coordinate defect prevention activities meets on a periodic basis to review and coordinate implementation of action proposals from the casual analysis meetings

16. Team Meetings • Review the output from the casual analysis meetings and select action proposals that will be addressed • Review action proposals that have been assigned to them by other teams coordinating defect prevention activities in the organization and select action proposals that will be addressed

17. Team Meetings • Review actions taken by the other teams in the organization to assess whether these actions can be applied to their activities and processes • Perform a preliminary analysis of the action proposals and set their priorities • Reassign action proposals to teams at another level in the organization, as appropriate

18. Team Meetings • Document their rationale for decisions and provide the decision and the rationale to the submitters of the action proposals • Assign responsibility for implementing the action items resulting from the action proposals

19. Team Meetings • Review results of defect prevention experiments and take actions to incorporate the results of successful experiments into the rest of the project or organization as appropriate • Track the status of the action proposals and action items

20. Team Meetings • Document software process improvement proposals for the organization’s standard software process and the project’s defined software processes as appropriate • Review and verify completed action items before they are closed • Ensure that significant efforts and successes in preventing defects are recognized

21. Activities Performed • Defect prevention data are documented and tracked across the teams coordinating defect prevention activities

22. Defect Prevention Data • Action Proposals identified in casual analysis meetings are documented • Action items resulting from action proposals are documented • The defect prevention data are managed and controlled

23. Activities Performed • Revisions to the organization’s standard software process resulting from defect prevention actions are incorporated according to a documented procedure • Revisions to the projects defined software process resulting from defect prevention actions are incorporated according to a documented procedure

24. Activities Performed • Members of the software engineering group and software related groups receive feedback on the status and results of the organization’s and project’s defect prevention activities on a periodic basis

25. Measurement and Analysis • Measurements are made and used to determine the status of the defect prevention activities • Cost, time • Numbers of action items open, completed • Number of defects

26. Verification • The organization’s activities for defect prevention are reviewed with senior management on a periodic basis

27. Reviews • A summary of the major defect categories and the frequency distribution of defects in these categories • A summary of the major action categories and the frequency distribution of actions in these categories • Significant actions taken to address the major defect categories

28. Reviews • A summary status of the proposed, open, and completed action items • A summary of the effectiveness of and savings attributable to the defect prevention activities • The actual cost of completed defect prevention activities and the projected cost of planned defect prevention activities

29. Verification • The software project’s activities for defect prevention are reviewed with the project manager on both a periodic and event-driven basis. • The software quality assurance group reviews and/or audits the activities and work products for defect prevention and reports the results

30. Technology Change Management

31. Overview • The purpose • The objective • Software engineering process group (or a technology support group) • Particular emphasis is placed on technology changes that are likely to improve the capability of the organization’s standard software process

32. Goals   • Incorporation of technology changes is planed • New technologies are evaluated to determine their effect on quality and productivity • Appropriate new technologies are transferred into normal practice across the organization

33. Commitment to perform • The organization follows a written policy for improving its technology capability • Senior management sponsors the activities for technology change management • Senior management oversees the technology change management activities

34. Ability to Perform  • A group responsible for the organization’s technology change management activities exists • explore potential areas for applying new technology • select and plan for new technology • acquire, install, and customize new technology • communicate with related research and development activities • communicate with the technology suppliers

35. Ability to Perform • Adequate resources and funding are available and provided • Support exists for collecting and analyzing data • Appropriate data are available • Members of the group receive required training

36. Activities Performed • The organization develops and maintains a plan for technology change management • The group works with the software projects in identifying areas of technology change • Software managers and technical staff are kept informed of new technologies

37. Activities Performed(cont’) • The group identify areas that need or could benefit from new technology • analyzes and determines areas where new technologies would be most helpful • identifies helpful technology changes and determines the economics of those changes • defines the expected outcomes of technology change qualitatively and quantitatively • determines the priority of the candidate new technologies • documents results of the analysis activities

38. Activities Performed(cont’) • Technologies are selected and acquired according to a documented procedure • requests for the acquisition of new technologies are documented • perform cost/benefit analyses for the potential technology changes • use approved selection criteria to identify the highest potential benefits • requirements and plans for the selected technology changes are defined and documented

39. Activities Performed(cont’) • Pilot efforts for improving technology are conducted • Appropriate new technologies are incorporated into the process according to a documented procedure • Appropriate new technologies are incorporated into the project’s defined software processes according to a documented procedure

40. Measurement and Analysis • Measurement are made and used to determine the status of the activities for technology change management

41. Verifying Implementation • The activities are reviewed with senior management on a periodic basis • The software quality assurance group reviews and/or audits the activities and work products and reports the results.

42. Process Change Management.

43. Purpose: • To continually improve the software processes used in the organization with the intent of improving software quality, increasing productivity, and decreasing the cycle time for product development.

44. Involve: • Defining process improvement goals and, with senior management sponsorship, proactively and systematically identifying, evaluating, and implementing improvement to the organization’s standard software process and the projects’ defined software processes on a continuous basis.

45. Goals: • Continuous process improvement is planned. • Participation in the organization’s software process improvement activities is organization-wide. • The organization’s standard software process and the projects’ defined software processes are improved continuously.

46. Commitment to perform: • The organization follows a written policy for implementing software process improvements. • Senior management sponsors the organization’s activities for software process improvement.

47. Ability to perform: • Adequate resources and finding are provided for software process improvement activities. • Software managers receive required training in software process improvement. • The managers and technical staff of the software engineering group and other software-related groups receive required training in software process improvement. • Senior management receives required training in software process improvement.

48. Activities Performed: • A software process improvement program is established which empowers the members of the organization to improve the processes of the organization. • The group responsible for the organization’s software process activities(e.g., software engineering process group) coordinates the software process improvement activities. • The organization develops and maintains a plan for software process improvement according to a documented procedure.

49. Activities Performed • The software process improvement activities are performed in accordance with the software process improvement plan. • Software process improvement proposals are handled according to a documented procedure. • Members of the organization actively participate in teams to develop software process improvements for assigned process areas. • Where appropriate, the software process improvements are installed on a pilot basis to determine their benefits and effectiveness before they are introduced into normal practice.

50. Activities Performed • When the decision is made to transfer a software process improvement into normal practice, the improvement is implemented according to a documented procedure. • Records of software process improvement activities are maintained. • Software managers and technical staff receive feedback on the status and results of the software process improvement activities n an event-driven basis.