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第一章 CMMI Overview

第一章 CMMI Overview. 南台科技大學 資管系 陳炳文、吳敏南 編. Table of Contents. 流程與流程改善 CMMI 的基本認知 CMMI 的誤解 台灣現況與建議 Q&A. 流程與流程改善. What Is a Process?. A process ( 流程 or 過程 ) is a set of practices ( or a sequence of actions) performed for a given purpose.

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第一章 CMMI Overview

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  1. 第一章CMMI Overview 南台科技大學 資管系 陳炳文、吳敏南 編

  2. Table of Contents • 流程與流程改善 • CMMI 的基本認知 • CMMI 的誤解 • 台灣現況與建議 • Q&A

  3. 流程與流程改善

  4. What Is a Process? • A process(流程 or 過程)is a set of practices ( or a sequence of actions) performed for a given purpose. • Integrating people, procedures & methods, and tools together. • Example?

  5. Defining a Process • A mature process is documented with process notations, e.g., data flow diagrams, activity diagrams, check lists, flowchart. • Activity details: • Purpose, participants, inputs, entry criteria, work products, outputs, exit criteria, performance measure, sub-practices, and work items.

  6. What Is a Software Process? • A software processis a set of activities, methods, practices, tools, and transformations that people employ to develop and maintain software. • The associated products include project plans, design documents, code, test cases, user manuals, …

  7. What Is a Process Model? • A process model is • a common set of process requirements, capturing best practices, practical knowledge to guide priorities. • a structured collection of elements that describe characteristics of effective processes. • A process model is used • as a guide to modify or create processes using practices that have been proven to increase process capability. • to assess process capability for two purposes: • Establish a baseline for improvement. • Measure progress as improvement activities proceed.

  8. Defects injected Defects injected Defects injected Transition To Customer Fielded Integration Design Software Requirements Implementation Defects removed Defects removed Code Review Req. Review Design Review Defects removed Defects removed Defects removed Defects removed Will Hayes Quality Manager, SEI Appraisal Program Modeling the Software Process • Decomposing the software process, it can be viewed as a set of defect injection and defect removal activities.

  9. EstimatingInjection&Removal 300 250 200 150 100 50 0 SW Requirements Design Implementation Integration Transition to Fielded Customer Defect Estimating

  10. Benefits of ProcessImprovement • Process improvement is aimed at increasing the capability of work processes. • Process capability: the inherent ability of a process to produce planned results. • As process capability increases, • it becomes predictable and measurable. • major causes of poor quality and productivity are controlled or eliminated.

  11. Model-Based Process Improvement • Process improvement (流程改善)cycle • Management commitment and an assessment. • The findings from assessment to feed action plans. • Plans complete, perform further assessments. The cycle continue.

  12. A Process Improvement Approach by SEI: IDEAL Model Learning Initiating Analyze and Validate Propose Future Actions Implement Solution Refine Solution BuildSponsorship Charter Infrastructure Stimulus for Change Set Context Acting Pilot/Test Solution Create Solution Characterize Current and Desired States Plan Actions Develop Recommendations Develop Approach Diagnosing Set Priorities Establishing

  13. A Process Improvement Approach by SEI: IDEAL Model (2) • Initiating • Set context, Build sponsorship, charter infrastructure • Diagnosing • Characterize current & desired states, Develop recommendations • Establishing • Set priorities, Develop approach, Plan actions • Acting • Create solution, Pilot/test solution, Refine solution, Implement solution • Learning • Analyze and validate, propose future actions

  14. CMMI 基本的認知

  15. CMM 和 CMMI 的演進 • Carnegie Mellon University – USA DOD Supported Software Engineering Institute (SEI) • 1987 • First CMM (Capability Maturity Model)published as a technical report • 1989 • Book on the software maturity framework published • 1991 • CMM V. 1.0 for software published • 1993/1994 • CMM V. 1.1 for software published • PSP (Personal Software Process) developed by the SEI • 1995 • New specialized CMM published by the SEI , including CMM’s for software acquisition (SA-CMM), system engineering (SE-CMM), integrated product development (IPD-CMM) and human resource management (People-CMM)

  16. CMM 和 CMMI 的演進 (2) • 1996 • TSP (Team Software Process) developed by the SEI • 1997 • New Quality Standards continue to emerge, such as EIA/IS 731, CMMI (Capability Maturity Model Integration)project by the USA DOD. • 12/2000 • CMMI V. 1.02 Published (Translation of Chinese Version by III 資策會) • 12/2001 • CMMI V. 1.1Pulblished • 2003 • The SEI has announced - SEI will discontinue any support of CMM after December 2005.

  17. A Proliferation of Models and Standards

  18. CMMI的發展 • Sponsored by the US Department of Defense (DOD) and National Defense Industrial Association (NDIA) • Collaborative endeavor, over 100 people involved from • Software Engineering Institute (SEI) • Government • Industry

  19. The Three Source Modelsin CMMI

  20. Numbers of Process Areas

  21. Four Disciplines of CMMI • CMMI-SW/SE/IPPD/SS includes four disciplines: Bodies of knowledge • System engineering • Software engineering • Integrated product and process development • Supplier sourcing

  22. Four Disciplines of CMMI (2) • System engineering focus on transforming customer’s needs, expectations, and constraints into products and supporting these products through their life. • Software engineering focus on applying systematic, disciplined and quantifiable approaches to the development, operations, and maintenance of software.

  23. Four Disciplines of CMMI (3) • Integrated Product and Process Development (IPPD) is a systematic approach that achieves a timely collaboration of relevant stakeholders throughout the life of the product to satisfy customers’ needs, expectations, and requirements. • Must select one or more disciplines in addition to IPPD. • Supplier Sourcing covers the acquisition of products from suppliers. • Must select one or more disciplines in addition to SS.

  24. CMMI 模式的表述 • CMMI 提供兩種流程改善的方法 • 組織成熟(maturity)方法: Staged representation (階段式表述 ) uses predefined sets of process areas to define an improvement path for an organization and is described by a model component called a maturity level. • 流程能力(capability)方法: ContinuousRepresentation (連續式表述) uses capability levels to characterize improvement relative to an individual process area.

  25. CMMI 模式的表述 (2) • Stagedrepresentation(階段式表述 ) : • ML 1. Initial 􀃆 • ML 2. Managed 􀃆 • ML 3. Defined • ML 4. Quantitatively Managed 􀃆 • ML 5. Optimizing • Continuous representation(連續式表述) : • CL 0. Incomplete 􀃆 • CL 1. Performed 􀃆 • CL 2. Managed 􀃆 • CL 3. Defined 􀃆 • CL 4. Quantitatively Managed • CL 5. Optimizing. ML: Maturity Level Capability Level

  26. 模式表述的比較 連續式 階段式 Capability Maturity ML5 ML4 0 1 2 3 4 5 ML3 ML2 ML 1 PA PA PA Organization Process

  27. 階段式改善層級 連續 最佳化層 (5) 改善 流程 (measured) 量化管理層 可預測的 (4) 流程 (standard) 標準, 定義層 (3) 一致 流程 (planned and tracked) 管理層 訓練 (2) 流程 (performed) 初始層 (1) 未執行 (0)

  28. 5 最佳化層 組織創新與推展 (OID) 原因分析與解決方案 (CAR) 連續流程 改善 量化管理 組織流程績效 (OPP) 量化專案管理 (QPM) 4 量化管理層 需求發展 (RD) 技術解決方案 (TS) 產品整合 (PI) 驗證 (VER) 確認 (VAL) 組織流程專注 (OPF) 組織流程定義 (OPD) 組織訓練 (OT) 整合的專案管理 (IPM) 風險管理 (RSKM) 整合團隊合作 (IT) 整合的供應商管理 (ISM) 決策分析與解決方案 (DAR) 適於整合之組織環境 (OEI) 流程標準化 3 定義層 需求管理 (REQM) 專案規劃 (PP) 專案監控 (PMC) 供應商協議管理 (SAM) 度量與分析 (MA) 流程與產品品質保證 (PPQA) 建構管理 (CM) 基本的 專案管理 2 管理層 CMMI Maturity Levels Level Staged Organization of 25 PAs Focus 1 初始層

  29. 階段式表述的Model Components

  30. 連續式表述的Model Components

  31. CMMI 評鑑的方法 • ARC, V1.0 Appraisal Requirements for CMMI Version 1.0 • SCAMPI Method – Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD)

  32. CMMI 評鑑方法等級

  33. 評鑑目的 • 為確認「目前的實力」和「改善的機會」。 • 建立組織目前存在的「基線」(Baseline)。 • 確認目前階段與目的階段之間狀況的差距。 • 評鑑結果可做為流程改善活動的需求。

  34. 評鑑原則 • 使用 SACMPI reference model for CMMI。 • 使用一個正式的評鑑流程。 • 以高階主管作為評鑑發起人。 • Focus the appraisal on the sponsor’s business goals. • Observe strict confidentiality and non-attribution of data. • Focus actions and decisions from appraisal results.

  35. 執行方法實施的評鑑Appraisal of Practice Implementation • 三種指標類型 • 直接成果 (Direct Artifacts) • 間接成果 (Indirect Artifacts) • 證實 (Affirmations)

  36. 指標一：直接成果

  37. 指標二：間接成果

  38. 指標三：證實

  39. Organization Size

  40. Number of CMMI Appraisal by Country March 2005 • Taiwan – 13 • China – 34 • Japan – 77 • India – 70 • USA – 280 • United Kingdom – 25 • Korea - 23 September 2005 • Taiwan – 18 • China – 62 • Japan – 100 • India – 104 • USA – 365 • United Kingdom – 29 • Korea - 30

  41. Move to the Higher Level • For organizations that began their CMM-based SPI effort in 1992 or later, the median time to move from: • maturity level 1 to 2 is 22 months • maturity level 2 to 3 is 19 months • maturity level 3 to 4 is 25 months • maturity level 4 to 5 is 13 months

  42. CMMI 的誤解

  43. CMMI 的誤解 1. Creativity vs. Process • Creativity is one of the important themes for National scale projects. • One common misperception is that process is somehow the enemy of creativity. This is wrong. Process is not the opposite of creativity; it is the opposite of chaos. • Process creates discipline and repeatability by putting individual activities into a precise framework. • When organizations have process perspective, they can focus their creativity where it belongs in the contentof their work rather than on the structure of their work.

  44. CMMI 的誤解 (2) 2. Moving from ML 1 to ML 3 - Skip ML 2 • At level 2, the focus is on projects. • At level 3, two additional generic practices are implemented by level 2 process area • GP3.1 Establish a Defined process • GP3.2 Collect Improvement Information • At level 3, the emphasis shifts to the organization. • Best practices are gathered by MA (a long period) across the organization (ML 2). • Processes are tailored as appropriate. • Engineering (RD, TS, PI, VER, VAL), Infrastructure (OPF, OPD, OT), Project (RSKM, IPM), Support (DAR) • The organization supports the projects by establishing: • Common processes -Common processes does not necessarily mean one process. (Menu of Processes) • Common measurements • Training

  45. CMMI 的誤解 (3) 3. Moving from ML 3 to ML 5 - Skip ML 4 • ML4: Organizational Process Performance (OPP) and Quantitative Project Management (QPM) • GG 4: Institutionalize a Quantitatively Managed Process • GP 4.1: Establish Quantitative Objectives for the Process. • GP 4.2: Stabilize Subprocess Performance. • The process Performance Baselines include: • Individual process elements (ex. Rest-case inspection element, ML 2 and ML 3 ) • Sequence of connected processes • Processes that cover the entire life of the project (Req. Management) • Process for developing individual work products

  46. CMMI 的誤解 (4) 4. CMMI for ODM/OEM (e.g., India) • Japan is the Model –Better Quality, International Business,... 5. Small Organization • CMMI fits in the Small Organization • Tailoring • Collaboration of Companies • See SEI Report – Organization Size

  47. CMMI 的誤解 (5) 6. CMMI Appraisals Status Misconception Branch Achieved CMMI ML 2 Only organization Announce: The Whole Company Achieved CMMI ML 2.

  48. CMMI 的誤解 (6) 7. SCAMPI Practices Implementation Indicator (PII) e.g., Affirmations • It is not answers to a pre-defined questions. • How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions. • CMMI Practices

  49. CMMI 的誤解 (7) 8. Tools vs. 通過 CMMI 評鑑 • Collect “process requirements” for support tools and investigate possible short-term and long-term tool solutions. • 工具是配合各流程使用，僅是『輔助』工作，流程的制定、產品開發設計能力的培養更為重要。 • Tools are neither a necessary conditions nor a sufficient conditions for 通過 CMMI 評鑑。

  50. For More Information about CMMI • SEI CMMI Web site http://www.sei.cmu.edu/cmmi • System Engineering Web Site http://sepo.spawar.navy.mil/

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