Capability Maturity Model Integration (CMMI SM )

Bojana Milašinović bojana@rti7020.etf.bg.ac.yu Miodrag Ivanović imiodrag@gmail.com Capability Maturity Model Integration (CMMISM) Veljko Milutinović vm@etf.etf.bg.ac.yu Capability Maturity Model Integration

Part 1Introduction Capability Maturity Model Integration

History of CMMI 1987 1991 1993 1995 1997 2000 2002 First CMM Published SW-CMM v1.1 Published CMMI-SE/SW Version 1.0 Published Model Refined and Published as SW-CMM v1.0 CMMI Initiative Launched CMMI-SE/SW/IPPD/A Version 1.1 Published Software Acquisition (SA-CMM), Systems Engineering (SE-CMM), Integrated Product Development (IPD-CMM), Organizational Workforce Capability Development (People CMM) Developed Capability Maturity Model Integration Buchholtz & Cordes

Part 1About CMMI Models

Part 1 Why should we care? Capability Maturity Model Integration

Part 1About CMMI Models • Purpose: “The purpose of CMM Integration is to provide guidance for improving organization’s processes and your ability to manage the development, acquisition, and maintenance of products or services.” Capability Maturity Model Integration

Part 1Selecting a CMMI Model • Multiple models available • Choosing the model that best fits your organization's needs • Representations: • Continuous • Staged Capability Maturity Model Integration

Part 1CMMI Model Representations Capability Maturity Model Integration

Part 1Continuous Representations • Select the order of improvement that best meets the organization’s business objectives • Comparison across and among organization on a process area • Easy migration from electronic industries alliance interim standard (EIA/IS) 731 to CMMI • Easy comparison of process improvement to international organization for standardization and international Electrotechnical commission (ISO/IEC) 15504 Capability Maturity Model Integration

Part 1Staged Representation • Providing sequence of improvements • Permit comparisons across and among organizations • Easy migration from the SW-CMM to CMMI • Single rating that summarizes appraisal results Capability Maturity Model Integration

Part 1Which Integrated Model To Choose? • Four bodies of knowledge for selecting a CMMI model: • Systems engineering • Software engineering • Integrated product and process development • Supplier sourcing Capability Maturity Model Integration

Part 1Systems Engineering • Development of total systems • Focus on transforming customers needs into product solutions • Supporting these product solutions throughout the life of the product • Models of systems engineering: • Process management • Project management • Support • Engineering process areas Capability Maturity Model Integration

Part 1Software Engineering • Covers the development of software systems • Focus on: • Applying systematic, disciplined, and quantifiable approaches to development • Operation • Maintenance of software • Models of software engineering: • Process management • Project management • Support • Engineering process areas Capability Maturity Model Integration

Part 1Integrated Product and Process Development • Systematic approach to better satisfy customer needs • Processes to support the IPPD approach are integrated with the other processes in the organization • Models of IPPD: • Process management • Project management • Support • Engineering process areas Capability Maturity Model Integration

Part 1Supplier Sourcing • Use suppliers needed by the project when work efforts become more complex • Models of supplier sourcing: • Process management • Project management • Support • Engineering process areas Capability Maturity Model Integration

Part 1A Recommendation • Select both systems and software engineering • Based on the fact that only distinction between the models is the type of discipline amplifications included • Otherwise models are exactly the same Capability Maturity Model Integration

Part 1Maturity Levels Capability Maturity Model Integration

Part 1Capability Levels Capability Maturity Model Integration

Staged Continuous Part 1Comparison of Representations Process improvement is measured usingcapability levels. Capability levelis the achievement of process improvement within an individual process area. Process area capability pertains to the “maturity” of a particular process across an organization. Process improvement is measured usingmaturity levels. Maturity levelis the degree of process improvement across a predefined set of process areas. Organizational maturity pertains to the “maturity” of a set of processes across an organization Capability Maturity Model Integration

Part 1Advantages of Each Representation • Staged • Provides a roadmap for implementing • groups of process areas • sequencing of implementation • Familiar structure for those transitioning from the Software CMM • Continuous • Provides maximum flexibility for focusing on specific process areas according to business goals and objectives • Familiar structure for those transitioning from EIA 731 Capability Maturity Model Integration

Part 1Summary • There is one CMMI Model with two representations, Staged and Continuous • The material in both representations is the same just organized differently • Each representation provides different ways of implementing processes • Equivalent Staging provides a mechanism for relating Maturity Levels to Capability Levels • The CMMI model should be applied using intelligence, common sense, and professional judgment Capability Maturity Model Integration

Part 2Model Components Capability Maturity Model Integration

Part 2CMMI Levels Capability Maturity Model Integration

Part 2Level Requirements Capability Maturity Model Integration

Part 2Continuous Representation Capability Maturity Model Integration

Part 2CMMI Process Areas Categories Capability Maturity Model Integration

Part 2CMMI Model ComponentsStaged Representation Maturity Levels Process Area 1 Process Area 2 Process Area n Specific Goals Generic Goals Specific Practices Commitment to Perform Ability to Perform Directing Implementation Verifying Implementation Generic Practices Capability Maturity Model Integration

Part 2Maturity Levels • Provides a way to predict the future performance of an organization within a given discipline or set of disciplines • In CMMI models, there are five maturity levels: 1.Initial 2.Managed 3.Defined 4.Quantitatively managed 5.Optimizing Capability Maturity Model Integration

Part 2Maturity Level Details • Consist of a predefined set of process areas • Measured by the achievement of the specific and generic goals Capability Maturity Model Integration

Part 2Maturity Level Details Capability Maturity Model Integration

Part 2Equivalent Staging Capability Maturity Model Integration

Part 2Maturity Level 1: Initial • Processes are usually ad hoc and chaotic • Organization usually does not provide a stable environment • Maturity level organizations often produce products and services that work • Maturity level organizations are characterized by: • Tendency to over commit • Abandon processes in the time of the crisis • Not be able to repeat their past successes Capability Maturity Model Integration

Part 2Maturity Level 2: Managed • Organization has achieved all the specific and generic goals • Projects of the organization have ensured that: • Requirements are managed • Processes are planned • Performed, measured, and controlled Capability Maturity Model Integration

Part 2 Maturity Level 2: Managed Process Areas • REQUIREMENTS MANAGEMENTThe purpose of Requirements Management (REQM) is to manage the requirements of the project’s products and product components and to identify inconsistencies between those requirements and the project’s plans and work products. • PROJECT PLANNING The purpose of Project Planning (PP) is to establish and maintain plans that define project activities. • PROJECT MONITORING AND CONTROLThe purpose of Project Monitoring and Control (PMC) is to provide an understanding of the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan. • SUPPLIER AGREEMENT MANAGEMENT The purpose of Supplier Agreement Management (SAM) is to manage the acquisition of products from suppliers. Capability Maturity Model Integration

Part 2 Maturity Level 2: Managed Process Areas • MEASUREMENT AND ANALYSIS The purpose of Measurement and Analysis (MA) is to develop and sustain a measurement capability that is used to support management information needs. • PROCESS AND PRODUCT QUALITY ASSURANCE The purpose of Process and Product Quality Assurance (PPQA) is to provide staff and management with objective insight into processes and associated work products. • CONFIGURATION MANAGEMENT The purpose of Configuration Management (CM) is to establish and maintain the integrity of work products using configuration identification, configuration control, configuration status accounting, and configuration audits. Capability Maturity Model Integration

Part 2Maturity Level 3: Defined • Processes are well characterized, and understood, are described in standards, procedures, tools and methods • The organizations set of standard processes, is established and improved over time • Establishing consistency across the organization Capability Maturity Model Integration

Part 2 Maturity Level 3: Defined Process Areas • REQUIREMENTS DEVELOPMENT The purpose of Requirements Development (RD) is to produce and analyze customer, product, and product component requirements. • TECHNICAL SOLUTION The purpose of Technical Solution (TS) is to design, develop, and implement solutions to requirements. Solutions, designs, and implementations encompass products, product components, and product-related lifecycle processes either singly or in combination as appropriate. • PRODUCT INTEGRATION The purpose of Product Integration (PI) is to assemble the product from the product components, ensure that the product, as integrated, functions properly, and deliver the product. Capability Maturity Model Integration

Part 2 Maturity Level 3: Defined Process Areas • VERIFICATION The purpose of Verification (VER) is to ensure that selected work products meet their specified requirements. • VALIDATION The purpose of Validation (VAL) is to demonstrate that a product or product component fulfills its intended use when placed in its intended environment. • ORGANIZATIONAL PROCESS FOCUS The purpose of Organizational Process Focus (OPF) is to plan, implement, and deploy organizational process improvements based on a thorough understanding of the current strengths and weaknesses of the organization’s processes and process assets. • ORGANIZATIONAL TRAINING The purpose of Organizational Training (OT) is to develop the skills and knowledge of people so they can perform their roles effectively and efficiently. Capability Maturity Model Integration

Part 2 Maturity Level 3: Defined Process Areas • ORGANIZATIONAL PROCESS DEFINITION +IPPD The purpose of Organizational Process Definition (OPD) is to establish and maintain a usable set of organizational process assets and work environment standards. • IPPD Addition For IPPD, Organizational Process Definition +IPPD also covers the establishment of organizational rules and guidelines that enable conducting work using integrated teams. • INTEGRATED PROJECT MANAGEMENT +IPPD The purpose of Integrated Project Management (IPM) is to establish and manage the project and the involvement of the relevant stakeholders according to an integrated and defined process that is tailored from the organization’s set of standard processes. • IPPD Addition For IPPD, Integrated Project Management +IPPD also covers the establishment of a shared vision for the project and the establishment of integrated teams that will carry out objectives of the project. Capability Maturity Model Integration

Part 2 Maturity Level 3: Defined Process Areas • RISK MANAGEMENT The purpose of Risk Management (RSKM) is to identify potential problems before they occur so that risk-handling activities can be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives. • DECISION ANALYSIS AND RESOLUTION The purpose of Decision Analysis and Resolution (DAR) is to analyze possible decisions using a formal evaluation process that evaluates identified alternatives against established criteria. • INTEGRATED TEAMING The purpose of Integrated Teaming is to form and sustain an integrated team for the development of work products. • INTEGRATED SUPPLIER MANAGEMENT The purpose of Integrated Supplier Management is to proactively identify sources of products that may be used to satisfy the project’s requirements and to manage selected suppliers while maintaining a cooperative project-supplier relationship. • ORGANIZATIONAL ENVIRONMENT FOR INTEGRATION The purpose of Organizational Environment for Integration is to provide an Integrated Product and Process Development (IPPD) infrastructure and manage people for integration. Capability Maturity Model Integration

Part 2Maturity Level 4: Quantitatively Managed • Subprocesses are selected that significantly contribute to overall process performance • As criteria in managing process the quantitative objects for quality are established • Quantitative objectives are based on: • Needs of a customer • End users • Organization • Process implements • For these processes, detailed measures of process performance are collected and statistically analyzed Capability Maturity Model Integration

Part 2 Maturity Level 4: Quantitatively Managed Process Areas • ORGANIZATIONAL PROCESS PERFORMANCE The purpose of Organizational Process Performance (OPP) is 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. • QUANTITATIVE PROJECT MANAGEMENT The purpose of Quantitative Project Management (QPM) is to quantitatively manage the project’s defined process to achieve the project’s established quality and process-performance objectives. Capability Maturity Model Integration

Part 2Maturity Level 5: Optimizing • Focuses on continually improving process performance through: • Incremental technological improvements • Innovative technological improvements • Both processes are the organization’s set of measurable improvement activities Capability Maturity Model Integration

Part 2 Maturity Level 5: Optimizing Process Areas • ORGANIZATIONAL INNOVATION AND DEPLOYMENT The purpose of Organizational Innovation and Deployment (OID) is to select and deploy incremental and innovative improvements that measurably improve the organization’s processes and technologies. The improvements support the organization’s quality and process-performance objectives as derived from the organization’s business objectives. • CAUSAL ANALYSIS AND RESOLUTION The purpose of Causal Analysis and Resolution (CAR) is to identify causes of defects and other problems and take action to prevent them from occurring in the future. Capability Maturity Model Integration

Part 2Skipping Maturity Levels • Through staged representations an organization should evolve to establish a culture of excellence • Each maturity level forms a necessary foundation on which to build the next level • Trying to skip maturity level is usually counterproductive Capability Maturity Model Integration

Part 2Required, Expected, and Informative Components • The components of CMMI model are grouped into these three categories : 1. Required: • Specific and generic goals • Must be achieved by an organization’s planned and implemented process • Essential to rating the achievement of a process area • Only the statement of the specific or generic goal is a required model component • The title of a specific or generic goal and any other notes are considered informative model components Capability Maturity Model Integration

Part 2Required, Expected, and Informative Components 2. Expected: • Specific and generic practices • Describe what an organization will typically implement to achieve a required components • Only the statement of the practice is a expected model component • The title of a practice and any notes associated with the practice are considered informative model components Capability Maturity Model Integration

Part 2Required, Expected, and Informative Components 3. Informative: • Subpractices • Typical work products • Discipline amplifications • Generic practice elaborations • Goal and practice titles • Goal and practice notes • Referrers • Provide details that help model users get started in thinking about how to approach goals and practices Capability Maturity Model Integration

Part 2 Model Components • Process areas • Cluster of related practices in an area • When performed collectively, satisfy a set of goals considered important for improvement in that area • Specific goals • Apply to a process area and address the unique characteristics • Describe what must be implemented to satisfy the process area • Specific practices • Activity that is considered important in achieving the associated specific goal • Describe the activities expected to result in achievement of the specific goals of a process area Capability Maturity Model Integration

Capability Maturity Model Integration (CMMI SM )