What’s RIGHT with the CMMI?!? Pat O’Toole (PACT.otoole@att)

1. What’s RIGHT with the CMMI?!? Pat O’Toole (PACT.otoole@att.net)

2. Agenda • Quick Look at a Process Area • What’s RIGHT – Part 1 • Staged vs. Continuous Representation • What’s RIGHT – Part 2 • Generic Goals and Practices • What’s RIGHT – Part 3 • Base and Advanced Practices • Mapping Practices to Goals • Required/Expected/Informative • Process Area Categories

3. Agenda • Quick Look at a Process Area • What’s RIGHT – Part 1 • Staged vs. Continuous Representation • What’s RIGHT – Part 2 • Generic Goals and Practices • What’s RIGHT – Part 3 • Base and Advanced Practices • Mapping Practices to Goals • Required/Expected/Informative • Process Area Categories

4. Purpose

5. Introductory Notes

6. Related Process Areas

7. Specific Goals

8. Generic Goals

9. Practice-to-Goal Relationship Table

10. Specific Practices by Goal

11. Specific Practices

12. Specific Practice – Work Products

13. Specific Practice – Subpractices

14. Generic Practices

15. Generic Practices Elaborations

16. Agenda • Quick Look at a Process Area • What’s RIGHT – Part 1 • Staged vs. Continuous Representation • What’s RIGHT – Part 2 • Generic Goals and Practices • What’s RIGHT – Part 3 • Base and Advanced Practices • Mapping Practices to Goals • Required/Expected/Informative • Process Area Categories

17. One Model, Two Representations • Staged Representation • Same as CMM for Software • Prescriptive ordering of improvement areas • Organizational Change Model • “Maturity Levels” – group of process areas • Continuous Representation • Same as System Engineering CMM • Basic vs. advanced process areas • “Capability Levels” – each process area individually

19. Capability Levels • Ability to perform, control, and improve performance within a Process Area • Six capability levels • 0: Incomplete • 1: Performed • 2: Managed • 3: Defined • 4: Quantitatively Managed • 5: Optimizing

20. Equivalent Staging – ML2

21. Equivalent Staging – ML3

22. Staged Equivalence - 1

23. Staged Equivalence - 2

24. Staged Equivalence - 3

25. Staged Equivalence - 4

26. Staged Equivalence - 5

27. Staged Equivalence - 6

28. Exploiting the Best of Both • Staged Representation • Management and customers love it: 1 simple number • Organizational Change Model • Continuous Representation • Different organizations have different needs/pain • There are 14 process areas at maturity level 3! • Finer level of planning and tracking improvements • Hybrid Approach • Use Staged to establish long range goal • Used Continuous to plan, execute, and track

29. Maturity Level 2 Example

30. Maturity Level 3 Example

31. Agenda • Quick Look at a Process Area • What’s RIGHT – Part 1 • Staged vs. Continuous Representation • What’s RIGHT – Part 2 • Generic Goals and Practices • What’s RIGHT – Part 3 • Base and Advanced Practices • Mapping Practices to Goals • Required/Expected/Informative • Process Area Categories

32. Structural Overview

33. Generic Goals

34. Generic Practices: Capability Level 2 • Very Familiar • Establish an Organizational Policy • Provide Resources • Train People • Objectively Evaluate Adherence • Review Status with Higher Level Mgt • Somewhat Familiar • Assign Responsibility • Plan the Process • Monitor and Control the Process • “New and Improved” • Manage Configurations • Identify and Involve Relevant Stakeholders

35. And There’s More… • CL3 Defined Process • Establish a Defined Process • Collect Improvement Information • CL4 Quantitatively Managed Process • Establish Quantitative Objectives for the Process • Stabilize Subprocess Performance • CL5 Optimizing Process • Ensure Continuous Process Improvement • Correct Root Causes of Problems

36. Agenda • Quick Look at a Process Area • What’s RIGHT – Part 1 • Staged vs. Continuous Representation • What’s RIGHT – Part 2 • Generic Goals and Practices • What’s RIGHT – Part 3 • Base and Advanced Practices • Mapping Practices to Goals • Required/Expected/Informative • Process Area Categories

37. Base/Advanced Practices • Base practices: associated with CL1 • Advanced practices: associated with CL2+ • Some advanced practices build on base practices, others do not

38. Base/Advanced Practices

39. Agenda • Quick Look at a Process Area • What’s RIGHT – Part 1 • Staged vs. Continuous Representation • What’s RIGHT – Part 2 • Generic Goals and Practices • What’s RIGHT – Part 3 • Base and Advanced Practices • Mapping Practices to Goals • Required/Expected/Informative • Process Area Categories

40. Mapping Practices to Goals - CMM

41. Mapping Practices to Goals - CMMI

42. Agenda • Quick Look at a Process Area • What’s RIGHT – Part 1 • Staged vs. Continuous Representation • What’s RIGHT – Part 2 • Generic Goals and Practices • What’s RIGHT – Part 3 • Base and Advanced Practices • Mapping Practices to Goals • Required/Expected/Informative • Process Area Categories

43. Required/Expected/Informative • Required components • Specific and generic goals • Achieved by planned and implemented processes • Expected components • Specific and generic practices • Typical implementation to achieve a goal • Practices as described or acceptable alternatives • Informative components • Everything else

44. Required/Expected/Informative • Informative Components • Typical Work Products • Provide example outputs from a practice • Subpractices • Detailed descriptions that provide guidance for interpreting the practices • Generic Practice Elaborations • Provide guidance on how the generic practices should uniquely be applied to the Process Area

45. Agenda • Quick Look at a Process Area • What’s RIGHT – Part 1 • Staged vs. Continuous Representation • What’s RIGHT – Part 2 • Generic Goals and Practices • What’s RIGHT – Part 3 • Base and Advanced Practices • Mapping Practices to Goals • Required/Expected/Informative • Process Area Categories

46. Process Area Categories • Project Management • Engineering • Support • Process Management

47. Project Management PAs • Basic Project Management PAs • Project Planning • Project Monitoring and Control • Supplier Agreement Management • Advanced Project Management PAs • Integrated Project Management • Risk Management • Integrated Supplier Management • Integrated Teaming • Quantitative Project Management

48. Engineering PAs • Engineering Process Areas • Requirements Management • Requirements Development • Technical Solution • Product Integration • Verification • Validation

49. Support PAs • Basic Support PAs • Configuration Management • Process and Product Quality Assurance • Measurement and Analysis • Advanced Support PAs • Decision Analysis and Resolution • Organizational Environment for Integration • Causal Analysis and Resolution

50. Process Management PAs • Basic Process Management PAs • Organizational Process Focus • Organizational Process Definition • Organizational Training • Advanced Process Management PAs • Organizational Process Performance • Organizational Innovation and Deployment