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SEI CMM

SEI CMM. Robert Johnson Bobby Kolski Rafi Seddiqi Kumeel Alsmail. Main Goals of CMM. Provide an organization with the framework for improving its processes and its ability to manage the development, acquisition, and maintenance of products or services.

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SEI CMM

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  1. SEI CMM Robert Johnson Bobby Kolski Rafi Seddiqi Kumeel Alsmail

  2. Main Goals of CMM Provide an organization with the framework for improving its processes and its ability to manage the development, acquisition, and maintenance of products or services. This is provided through appraisals and assessments of the organization's processes, based on CMM criteria. Provide “clients” with a maturity scale rating for potential vendors The more mature an organization (Higher CMM Rating), the more likely its processes and development are to succeed RDJ

  3. First Appearance of CMM The process maturity model CMM is based on was first described by Watts Humphrey in the book Managing the Software Process CMM was first published in a Technical Report in 1993 and as a book in 1995 “Capability Maturity Model for Software” Mark C. Paulk, Bill Curtis, Mary Beth Chrissis, Charles V. Webe RDJ

  4. What motivated CMM/CMMI? In the 1980's military projects ran over budget. United States Air Force funded SEI study The model CMM was being used for software development, but problems were found when multiple instances of CMM were being used CMMI was created to address this issue CMMI is Capability Maturity Model Integrated BK

  5. CMM vs. Six Sigma CMM - Designed with Software in mind • Design gols - These do not focus on the customer • Organization Improvement - Improve methods and processes • Key Process Areas: Initial, Repeatable, Defined, Managed, Optimizing • Planning and Management oriented Six Sigma • Design goals - customer demands & enterprise strategy • Quality Characteristics - Reduce number of errors to n-LOC. • Design alternatives - High level design • Plan for verification • Pilot runs 

  6. CMM & Six Sigma These work together well at the higher CMM levels. • CMM Level 5 • Mostly in line together although CMM is an organizational change model • CMM Level 1-4 • Although Six Sigma can be used at these levels its goals are competing with CMM.

  7. CMM vs. ISO CMM Continuous process improvement Scope – Software. Customer Satisfaction is not part of CMM Concept - Best practices derived from industry leaders, and a rating system ISO Acceptable quality system Scope – Hardware, software, processed materials and services. Customer satisfaction is important in ISO requirements. Concept - Certification tool BK

  8. CMM & ISO They both can be used together • Overlap (not 100%, but significant enough) • If you are at level 3 CMM it is usually easy to get ISO 9001 certified (level 2 can also, without too much grief.) • Both are for improvement of software • ISO is to conform to ISO standards, CMM is to follow industry standards.  You can use a industry standard that conforms to ISO.

  9. Uses of this Approach • Regulations and mandates: • Based on it history, most of government contractors use it to demonstrated they are capable of handling the projects. • It is also a way for some companies to distinguish themselves from others. • Example: Motorola in Bangalore  RS

  10. Uses of this Approach • To deal with Performance problems • Software companies with motivation to improve quality and delivery  of their product.  • When a problem is seen with current product, and when an organization wants to avoid repeating the same problem. RS

  11. Opinion • This approach has years solid research, and good amount of practical usage to say that it is a vital methodology to improve process. • It is well structured and constantly updated to address new issues. RS

  12. Opinion • Complex process for everyone in organization to understand and implement. • It takes time and patience to climb up the phases. • For it to work well for  todays technology companies, it needs to have good integration with agile methodologies as that's the de-fecto standard most companies are implementing.  RS

  13. Organization Behind CMM Development of the model by the US Department of Defense Software Engineering Institute (SEI) began in 1986. Carnegia Mellon University in Pittsburgh. United State Air Force. Board of visitors of the SEI. KA

  14. Main Features • The organization's activities are explicitly linked to the business objectives. • The visibility into the organization's activities is increased to help you ensure that your product or service meets the customer's expectations. • Learn from new areas of best practice. • Maturity model. • Structure - Maturity Levels. - Key Process Areas. - Goals. - Common Features KA

  15. Main Features • Levels - Initial. - Managed. - Defined. -Quantitatively managed. - Optimizing. KA

  16. Resources http://en.wikipedia.org/wiki/Capability_Maturity_Model http://www.sei.cmu.edu/reports/93tr024.pdf http://www.sei.cmu.edu/reports/08tn003.pdf http://en.wikipedia.org/wiki/Capability_Maturity_Model http://www.geekinterview.com/question_details/62942 http://www.brighthub.com/office/project-management/articles/69310.aspx http://www.unf.edu/~ncoulter/cen6070/handouts/iso-cmm.pdf http://sqa.fyicenter.com/FAQ/Testing-Techniques/Whats_the_difference_between_ISO_vs_CMM_.html http://www.codeguru.com/forum/archive/index.php/t-311306.html http://www.sei.cmu.edu/about/organization/ http://www.acq.osd.mil/

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