module 1: introduction to cmmi for development version...

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Software Engineering Institute Carnegie Mellon University Pittsburgh, PA 15213

Module 1: Introduction to CMMI for Development Version 1.3

Introduction to CMMI-DEV v1.3

2010-11-01

© 2010 Carnegie Mellon University This material is distributed by the SEI only to course attendees for their own individual study. Except for the U.S. government purposes described below, this material SHALL NOT be reproduced or used in any other manner without requesting formal permission from the Software Engineering Institute at permission@sei.cmu.edu. This material was created in the performance of Federal Government Contract Number FA8721-05-C-0003 with Carnegie Mellon University for the operation of the Software Engineering Institute, a federally funded research and development center. The U.S. Government's rights to use, modify, reproduce, release, perform, display, or disclose this material are restricted by the Rights in Technical Data-Noncommercial Items clauses (DFAR 252-227.7013 and DFAR 252-227.7013 Alternate I) contained in the above identified contract. Any reproduction of this material or portions thereof marked with this legend must also reproduce the disclaimers contained on this slide.

Although the rights granted by contract do not require course attendance to use this material for U.S. Government purposes, the SEI recommends attendance to ensure proper understanding. THE MATERIAL IS PROVIDED ON AN “AS IS” BASIS, AND CARNEGIE MELLON DISCLAIMS ANY AND ALL WARRANTIES, IMPLIED OR OTHERWISE (INCLUDING, BUT NOT LIMITED TO, WARRANTY OF FITNESS FOR A PARTICULAR PURPOSE, RESULTS OBTAINED FROM USE OF THE MATERIAL, MERCHANTABILITY, AND/OR NON-INFRINGEMENT).

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This course

•  illustrates benefits of process improvement

•  introduces CMMI model content (the major focus of this course)

Establishing the Foundation

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Course Objectives

By the end of this course, you will be able to •  describe the components of CMMI models and their relationships

•  discuss the process areas

•  locate relevant information in the model

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The Audience for this Course

Broad audience •  product developers, process implementers, and managers

•  anyone interested in learning about CMMI No process improvement experience or knowledge of process improvement models is assumed.

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Introductions and Expectations

Participant introductions •  name

•  position and background

•  experience with process improvement -  how long?

-  experience with other models or standards

•  expectations -  What do you want to get out of this course?

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Participant notebook •  copies of slides •  exercises are at the end of the modules

Addison Wesley Book CMMI: Guidelines for Process Integration and Product Improvement, Third Edition ISBN 0-321-xxxxx-0, Spring, 2011

Software Engineering Institute Technical Report CMMI for Development, Version 1.3 CMU/SEI-2010-TR-033

Model Documents

Course Materials

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Logistics

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Module 1 Introduction

Module 2 Process Improvement Concepts and CMMI

Module 3 Overview of CMMI Model Components

Module 4 Model Representations and Generic Goals and Practices

Module 5 Product Development 1

Module 6 Managing the Project

Module 7 Project and Organizational Support

Module 8 Product Development 2

Module 9 Improvement Infrastructure

Module 10 High Maturity

Module 11 Tying It All Together

Module 12 Summary

Schedule

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Course Approach

Lecture

Exercises

Questions and answers

Discussions

Participation by all is a key element of the course

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Rules of Engagement

Participate.

One person speaks at any given time.

Keep discussions and questions to the point.

Turn off your cell phones and other communication devices.

Be prompt returning from breaks.

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Completion Criteria

Successful completion of this course requires that participants •  actively participate in classroom discussions and exercises all

three days

•  do not miss any classroom time

Module 2: Process Improvement Concepts and CMMI

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Topics

Process Improvement Concepts

The CMMI Product Suite

Business Benefits of CMMI

Summary

Exercise 1: Important Process Improvement Concepts

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Continuous Representation: PAs by Category

Project Management

Process Areas

Categories

SP 1.1

Implement Risk

Mitigation Plans

SP 3.2

Develop Risk Mitigation

SP 3.1

PP SP 2.2

PMC SP 1.3

Risk Management Sampling of PA Relationships

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Risk Management Case Study Example Focus Areas

Prepare for Risk Management SP 1.1 Determine Risk Sources and Categories SP 1.2 Define Risk Parameters SP 1.3 Establish a Risk Management Strategy

Focus Areas

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Risk Management Case Study Example

1)  PASS identified risks associated with their suppliers

2)  Risks were binned by likelihood of occurrence and impact

3)  PASS identified risks associated with innovative technology

4)  Impact can be high, medium, or low

5)  At the risk management meeting, the status of some risks were changed to retired, mitigated, or closed

a)  Risk source

b)  Risk category

c)  Risk parameter

Match the first column with the second column.

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Topics

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A Project Management Process Area at Maturity Level 2 Purpose The purpose of Supplier Agreement Management (SAM) is to manage the acquisition of products and services from suppliers.

P A S S

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Supplier (1)  An entity delivering products or performing services being

acquired. (2)  An individual, partnership, company, corporation, association,

or other entity having an agreement with an acquirer for the design, development, manufacture, maintenance, modification, or supply of items under the terms of an agreement.

Supplier agreement A documented agreement between the acquirer and supplier. Supplier agreements are also known as contracts, licenses, and memoranda of agreement.

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When Supplier Agreement Management Is Not Done Well…

Supplier selection is not based on the right criteria. The management and technical staff do not have insight into supplier activities. Supplier products are accepted even when they do not meet the product requirements. Integration of supplier products into a product baseline is problematic.

GROUPPROCESS

SAM Applicability •  The scope of this process area addresses the acquisition of products,

services, and product and service components that can be delivered to the project's customer or included in a product or service system. This process area's practices can also be used for other purposes that benefit the project (e.g., purchasing consumables).

•  This process area does not apply in all contexts in which commercial off- the-shelf (COTS) components are acquired but does apply in cases where there are modifications to COTS components, government off-the-shelf components, or freeware, that are of significant value to the project or that represent significant project risk.

•  Throughout the process areas, where the terms “product” and “product component” are used, their intended meanings also encompass services, service systems, and their components.

Reference - CMMI 1.3 PDF: page 363

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Supplier Agreement Management Goals

Agreements with suppliers are satisfied by both the project and the supplier.

Establish Supplier Agreements Agreements with the suppliers are established and maintained.

Satisfy Supplier Agreements SG 2

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SP 2.1 Execute the Supplier Agreement SP 2.2 Accept the Acquired Product SP 2.3 Ensure Transition of Products

Establish Supplier Agreements SP 1.1 Determine Acquisition Type SP 1.2 Select Suppliers SP 1.3 Establish Supplier Agreements

Satisfy Supplier Agreements

Supplier Agreement Management Specific Practices

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Supplier Requirements

Supplier Agreement

Establish Supplier

Agreements

SP 1.3

Select Suppliers

SP 1.2

Determine Acquisition

SP 1.1

Execute the Supplier

Agreement

SP 2.1

Accept the Acquired Product

SP 2.2

Ensure Transition of

Products

SP 2.3

Product

Supplier Agreement Management Sampling of Work Products

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Execute the Supplier

Agreement

SP 2.1

Establish Supplier

Agreements

SP 1.3

Determine Acquisition

SP 1.1

Select Suppliers

SP 1.2

Ensure Transition of

Products

SP 2.3

Accept the Acquired Product

SP 2.2

Perform Make, Buy, or

Reuse Analyses

TS SP 2.4

Assemble Product

Components

PI SP 3.2

Supplier Agreement Management Sampling of PA Relationships

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Sample Activities 1)  PASS wrote a contract with

DetectEx 2)  Supplier motion sensors were

provided to integration and test 3)  PASS trade study selected

DetectEx for motion sensors 4)  The motion sensors passed

acceptance criteria 5)  Keypad uses COTS, sensors use

suppliers, controller re-uses PASS in-house software

Supplier Agreement Management Case Study Example

SAM SPs a)  SP 1.1 Determine Acquisition

Type b)  SP 1.2 Select Suppliers c)  SP 1.3 Establish Supplier

Agreements d)  SP 2.2 Accept the Acquired

Product e)  SP 2.3 Ensure Transition of

Products

PASS uses a supplier for motion sensors. Match PASS sample activities to SAM SPs.

GROUPPROCESS

1. Define Product Requirements

2. Prepare Statement of Work

3. Define Proposal Evaluation Criteria

9. Manage Subcontracted

Project

5. Submit RFP to Suppliers

12. Close Out Project

4. Prepare Request for Proposal

11. Support and Maintain Product

8. Execute Contract

6. Select Supplier

10. Accept Product

7. Develop Subcontract

Management Plan

Example SAM Process (SAM GP 2.2, GP 3.1)

GROUPPROCESS Example Supplier Selection Criteria

(SAM SP 1.2) Category Weight

Relative Weight Category Supplier A Supplier B Supplier C

40 Technical Requirements30 Development processes 5 6 720 Quality and CM processes 4 8 950 Specific product requirements 5 6 8100 Subtotal 4.8 6.4 7.9

20 Management Requirements30 Previous customer satisfaction 5 8 740 Project management capabilities 5 7 930 Staffing and skills 4 6 8100 Subtotal 4.7 7 8.1

20 Qualifications25 Application domain experience 4 10 450 Technology experience 8 10 525 CMMI maturity level 5 0 10100 Subtotal 6.25 7.5 6

20 Price and Schedule30 Development cost 5 10 310 Maintenance and support costs 4 5 560 Delivery schedule 5 8 4100 Subtotal 4.9 8.3 3.8

100 Overall Score 51 71 67

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Topics

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PP: Project Planning Aids project managers in planning project activities.

PMC: Project Monitoring and Control Emphasizes managing project performance according to the plan.

RSKM: Risk Management Enables projects to proactively identify and reduce risks that may jeopardize achieving project objectives.

SAM: Supplier Agreement Management Helps when working with suppliers.

Module 6

PP PMC

RSKM SAM

Module 7: Project and Organizational Support

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Module 10

OPP QPM CAR OPM

High Maturity

Module 9

OPF OPD IPM OT

the Work

Module 6

PP PMC

RSKM SAM

Module 5

RD REQM

Product Development

Module 8

VER VAL

Module 7

CM PPQA

MA DAR

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Project and Organizational Support Involves

•  Establishing and maintaining the integrity of work products

•  Providing objective visibility into, and feedback on, processes and associated work products throughout the life of the project to support delivering high-quality products and services

•  Establishing a measurement system to address the many information needs of projects and the organization

•  Determining which decisions should use a formal evaluation process and then applying formal evaluation processes to make good decisions

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Topics

Project and Org Support Process Areas

- Configuration Management (CM)

- Process and Product Quality Assurance (PPQA)

- Measurement and Analysis (MA)

- Decision Analysis and Resolution (DAR)

Project and Org Support Summary

Exercise 3: Measurement Implications of Your Process Improvement Goals

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Configuration Management (CM)

Purpose Establish and maintain the integrity of work products using configuration identification, configuration control, configuration status accounting, and configuration audits.

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Baseline •  A set of specifications or work products that has been formally

reviewed and agreed on, which thereafter serves as the basis for further development, and which can be changed only through change control procedures.

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When Configuration Management Is Not Done Well…

A product baseline cannot be produced when needed. Rework is performed during testing because components are not what were expected. A complete inventory of system components is unavailable when needed. A previous baseline cannot be rebuilt, and this wastes money and resources during maintenance.

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Configuration Management Goals

Changes to the work products under configuration management are tracked and controlled.

Establish Baselines Baselines of identified work products are established.

Track and Control Changes SG 2

Integrity of baselines is established and maintained.

Establish Integrity SG 3

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Configuration Management Specific Practices

Establish Integrity SP 3.1 Establish Configuration Management Records SP 3.2 Perform Configuration Audits

Track and Control Changes SP 2.1 Track Change Requests SP 2.2 Control Configuration Items

Establish Baselines SP 1.1 Identify Configuration Items SP 1.2 Establish a Configuration Management System SP 1.3 Create or Release Baselines

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Change Request Database

Configuration Management

System

Create or Release

Baselines

SP 1.3 Establish a

System

SP 1.2

Identify Configuration

SP 1.1

Establish Configuration Management

Records

SP 3.1

Control Configuration

SP 2.2

Track Change

Requests

SP 2.1

Perform Configuration

Audits

SP 3.2

Reports and Records Audit Results

Configuration Management Sampling of Work Products

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Create or Release

Baselines

SP 1.3

Control Configuration

SP 2.2

Track Change

Requests

SP 2.1

Establish a Configuration Management

System

SP 1.2

Identify Configuration

SP 1.1

Perform Configuration

Audits

SP 3.2 Establish

Records

SP 3.1

Configuration Management Sampling of PA Relationships

All Process Areas

Control Work Products

All PAs

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Configuration Management Case Study Example

1. SP 1.1 Identify Configuration Items 2. SP 1.2 Establish a Configuration Management System 3. SP 1.3 Create or Release Baselines 4. SP 2.1 Track Change Requests 5. SP 2.2 Control Configuration Items 6. SP 3.1 Establish Configuration Management Records 7. SP 3.2 Perform Configuration Audits

PASS delivered updated software to SaveAll. SaveAll wanted to know what changed, but PASS wasn't sure because Change Request records were incomplete.

Which CM SPs could have prevented the problem?

GROUPPROCESS

Example Change Control Process (Partial CM GP 2.2)

Submitted

Evaluated Rejected

Approved

Change Made

Verified

Closed

Verifier hasconfirmed thechange

Modifier hasinstalled product

verificationfailed

Modifier has madethe change andrequested verification

no verificationrequired; Modifierhas installedproduct

CCB decided to makethe change, allocatedit to a release, andassigned a Modifier

CCB decidednot to makethe change

Evaluator performedimpact analysis

Originator submitteda change request

Canceled

change was canceled

change wascanceled

See change_control_process.doc at:

http://www.processgroup.com/downloads.html

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Topics

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Process and Product Quality Assurance (PPQA)

Purpose Provide staff and management with objective insight into processes and associated work products.

QA Engineer

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Quality Assurance •  A planned and systematic means for assuring management

that defined standards, practices, procedures, and methods of the process are applied.

Objectively Evaluate •  To review activities and work products against criteria that

minimize subjectivity and bias by the reviewer.

•  An example of an objective evaluation is an audit against requirements, standards, or procedures by an independent quality assurance function.

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When Process and Product Quality Assurance Is Not Done Well…

No assurance is available that quality standards and processes are followed or achieved. Poor quality work products may be produced. There may be processes that staff avoid. Significant project issues are not escalated for management attention.

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Process and Product Quality Assurance Goals

Noncompliance issues are objectively tracked and communicated, and resolution is ensured.

Objectively Evaluate Processes and Work Products Adherence of the performed process and associated work products to applicable process descriptions, standards, and procedures is objectively evaluated.

Provide Objective Insight SG 2

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Process and Product Quality Assurance Specific Practices

Objectively Evaluate Processes and Work Products SP 1.1 Objectively Evaluate Processes SP 1.2 Objectively Evaluate Work Products

Provide Objective Insight SP 2.1 Communicate and Resolve Noncompliance Issues SP 2.2 Establish Records

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Reports and Records

Objectively Evaluate Work Products and

Services

SP 1.2

Objectively Evaluate

Processes

SP 1.1

Establish Records

SP 2.2 Communicate and Resolve

Noncompliance Issues

SP 2.1

Relevant Stakeholders

Process and Product Quality Assurance Sampling of Work Products

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Establish Records

SP 2.2 Communicate and Resolve

Noncompliance Issues

SP 2.1

Objectively Evaluate Work

Products

SP 1.2

Objectively Evaluate

Processes

SP 1.1

Process and Product Quality Assurance Sampling of PA Relationships

All Process Areas

Evaluate Adherence

All PAs

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Process and Product Quality Assurance Case Study Example Focus Area

Objectively Evaluate Processes and Work Products SP 1.1 Objectively Evaluate Processes SP 1.2 Objectively Evaluate Work Products

Focus Area

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Process and Product Quality Assurance Case Study Example

Which are process evaluations? Which are product evaluations?

1. QA attends a peer review and mentions there should be an attendance sheet

2. QA watches the engineers assemble a security system and notices a component was put in the wrong place

3. QA reviews the requirements and notices a missing requirement

4. QA reviews the design and notices some engineering drawings are missing

5. QA notices test group does not always fill out problem reports

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Topics

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A Support Process Area at Maturity Level 2

Measurement and Analysis (MA)

Purpose Develop and sustain a measurement capability used to support management information needs.

Hardware

Software

System

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Base Measure •  Measure defined in terms of an attribute and the method for

quantifying it.

•  A base measure is functionally independent of other measures.

Derived Measures •  Measure that is defined as a function of two or more values of

base measures.

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When Measurement and Analysis Is Not Done Well…

Measurements are used inappropriately. Inappropriate measures can cause unintended behavior. Management is based on perception rather than fact. Measurement presentations may confuse rather than enlighten. Useless measures are collected.

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Measurement and Analysis Goals

Measurement results, which address identified information needs and objectives, are provided.

Align Measurement and Analysis Activities Measurement objectives and activities are aligned with identified information needs and objectives.

Provide Measurement Results SG 2

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Measurement & Analysis Specific Practices

SP 1.1 Establish Measurement Objectives SP 1.2 Specify Measures SP 1.3 Specify Data Collection and Storage Procedures SP 1.4 Specify Analysis Procedures

Align Measurement and Analysis Activities

SP 2.1 Obtain Measurement Data SP 2.2 Analyze Measurement Data SP 2.3 Store Data and Results SP 2.4 Communicate Results

Provide Measurement Results

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Measurement Objectives

Measurement Results

Specify Data Collection and

Storage Procedures

SP 1.3

Specify Measures

SP 1.2

Establish Measurement

Objectives

SP 1.1

Specify Analysis

Procedures

SP 1.4

Store Data and Results

SP 2.3

Analyze Measurement

SP 2.2

Obtain Measurement

SP 2.1

Communicate Results

SP 2.4

Measurement Repository

Information Needs

Measurement & Analysis Sampling of Work Products

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Obtain Measurement

SP 2.1

Specify Analysis

Procedures

SP 1.4 Specify Data

Collection and Storage

Procedures

SP 1.3

Specify Measures

SP 1.2

Establish Measurement

Objectives

SP 1.1

Store Data and Results

SP 2.3

Analyze Measurement

SP 2.2

Measurement & Analysis Sampling of PA Relationships

Select Measures and

Analytic Techniques

QPM SP 1.4

Communicate Results

SP 2.4

GROUPPROCESS

Example Metrics - 1 Goal Questions Metrics

Meet all our cost and schedulecommitments.

Are we spending the plannednumber of hours on the projectto complete it?Are we hitting our milestones?

Planned versus actual effort foreach project.The number of days eachmilestone is early or late.

Deliver product X bymm/dd/yy.

Are we spending the plannednumber of hours on the projectto complete it?Are we hitting our milestones?

Planned versus actual effort foreach project milestone.The number of days eachmilestone is early or late.

How much time do we spendon rework now?How does this compare withour development time and arewe improving?

Percentage of project timespent on rework.

Reduce rework to less than 20percent of total project effort.

How many defects do we havein the product during designand coding?

Defect density: Number ofdefects found per unit size ofwork product (e.g., number ofpages of design, number oflines of code).

Improve the performance ofour core software product.(Target to be defined.)

What is our currentperformance?

Average screen response timeduring peak system usage.

Achieve customer rating of9/10 on product evaluationform.

How satisfied are they now?Are we improving?

Annual customer satisfactionsurvey.

Keep profits at 15 percent (andcosts at the same as last year).

What is our profit?Is it getting better or worse?

Annual net profit.

GROUPPROCESS

Example Metrics - 2 Goal Questions Metrics

Achieve customer rating of9/10 on product evaluationform.

How satisfied are they now?Are we improving?

Annual customer satisfactionsurvey.

Keep profits at 15 percent (andcosts at the same as last year).

What is our profit?Is it getting better or worse?

Annual net profit.

Data Storage & Collection Analysis Reporting Collected weekly.

Stored in: metrics-mm-dd-yyyy.html.

Look for 10% additional effort expended over 2 weeks or more than 5 days late.

Reported weekly at staff meeting.

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Measurement & Analysis Case Study Example Focus Area

SP 2.1 Obtain Measurement Data SP 2.2 Analyze Measurement Data SP 2.3 Store Data and Results SP 2.4 Communicate Results

Provide Measurement Results SG 2

Focus Area

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Measurement and Analysis Case Study Example

Which graphs show measurement data are analyzed?

Actual

Jan Feb

Actual

Jan Feb

Actual

Jan Feb

Actual

Jan Feb

Actual is increasing

Actuals exceeding threshold

Risk realized, started

contingency plans

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Topics

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Decision Analysis and Resolution (DAR)

Purpose Analyze possible decisions using a formal evaluation process that evaluates identified alternatives against established criteria.

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Decision Analysis and Resolution Applicability

•  Documented guidelines should be provided when formal evaluation processes are to be used.

•  Guidelines often suggest using formal evaluation processes when issues are associated with medium to high risks or when issues affect the ability to achieve project objectives.

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When Decision Analysis and Resolution Is Not Done Well…

It is unclear who is authorized to make what decisions. Decisions are made subjectively. Rationale is unavailable when needed to understand an earlier decision. Too few choices are considered for major decisions. Missing a more optimal solution costs time, money, credibility, and perhaps even the whole project.

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Decision Analysis and Resolution Goals

Evaluate Alternatives Decisions are based on an evaluation of alternatives using established criteria.

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Decision Analysis and Resolution Specific Practices

SP 1.1 Establish Guidelines for Decision Analysis SP 1.2 Establish Evaluation Criteria SP 1.3 Identify Alternative Solutions SP 1.4 Select Evaluation Methods SP 1.5 Evaluate Alternative Solutions SP 1.6 Select Solutions

Evaluate Alternatives

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Guidelines Criteria

Identify Alternative Solutions

SP 1.3

Establish Evaluation

Criteria

SP 1.2 Establish

Guidelines for Decision Analysis

SP 1.1

Select Solutions

SP 1.6

Evaluate Alternative Solutions

SP 1.5

Select Evaluation Methods

SP 1.4

Proposed Alternatives Methods

Decision Analysis and Resolution Sampling of Work Products

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Select Solutions

SP 1.6

Evaluate Alternative Solutions

SP 1.5

Select Evaluation Methods

SP 1.4

Identify Alternative Solutions

SP 1.3

Establish Evaluation

Criteria

SP 1.2 Establish

Guidelines for Decision Analysis

SP 1.1

Select Product

Component Solutions

TS SP 1.2

Select Suppliers

SAM SP 1.2

Reuse Analyses

TS SP 2.4

Select Outcomes for

Analysis

CAR SP 1.1

Decision Analysis and Resolution Sampling of PA Relationships

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Decision Analysis and Resolution Case Study Example Focus Areas

SP 1.1 Establish Guidelines for Decision Analysis SP 1.2 Establish Evaluation Criteria SP 1.3 Identify Alternative Solutions SP 1.4 Select Evaluation Methods SP 1.5 Evaluate Alternative Solutions SP 1.6 Select Solutions

Evaluate Alternatives

Focus Area

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Decision Analysis and Resolution Case Study Example

Example decisions subject to

Example criteria for

when to apply DAR

Example evaluation methods

Use DAR for selecting make-buy-reuse, suppliers, architectural or design alternatives, and engineering tools. Use the following criteria to determine when to apply DAR. •  The cost of the decision is greater than $10,000 •  The schedule is affected by more than 1 month •  The decision can introduce significant risk to the project

Use one of the following evaluation methods: •  Trade Study – Compare similar alternatives against weighted evaluation criteria (e.g., cost, reliability, features, etc.) to objectively determine the best solution •  Consensus or Voting - Use consensus or voting to make the final decision. Only use this method if all relevant stakeholders are present. •  Survey or Interviews – Gather enough information from experts until a trend/pattern is observed to make the best decision.

Project plans should address SP 1.1 and SP 1.4

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Topics

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Project and Organizational Support Summary

CM: Configuration Management Emphasizes configuration management processes for selected work products. PPQA: Process and Product Quality Assurance Evaluates the quality of processes and work products. MA: Measurement and Analysis Addresses the information needs of the organization and projects with a measurement system. DAR: Decision Analysis and Resolution Supports making major decisions using a formal decision process.

Module 7

CM PPQA

MA DAR

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Topics

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Exercise 3

Task Follow the directions in the “Measurement Implications of Your Process Improvement Goals” exercise.

Expected Outcome Participants will gain insight into the connection of measurement concepts to process improvement goals.

Module 8: Product Development 2

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Module 10

OPP QPM CAR OPM

High Maturity

Module 9

OPF OPD IPM OT

the Work

Module 7

CM PPQA

MA DAR

Module 6

PP PMC

RSKM SAM

Module 5

RD REQM

the Work

Product Development

Module 8

VER VAL

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Product Development 2 Involves

Designing the product and its components

Managing the interfaces among the components and between the product and other products

Building the components

Integrating the components to form the product

Ensuring the requirements are satisfied

Ensuring the product will perform as intended

Delivering the product

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Topics

- Technical Solution (TS)

- Product Integration (PI)

- Verification (VER)

- Validation (VAL)

Exercise 4: Impact of an Engineering Change

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Technical Solution (TS)

Purpose Select, design, and implement solutions to requirements. Solutions, designs, and implementations encompass products, product components, and product related lifecycle processes either singly or in combinations as appropriate.

Design Implementation

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Product Related Lifecycle Processes •  Processes associated with a product or service throughout

one or more phases of its life (e.g., from conception through disposal), such as manufacturing and support processes.

Sustainment •  The processes used to ensure that a product or service

remains operational.

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When Technical Solution Is Not Done Well…

An ineffective solution is chosen. Products may not meet technical performance requirements or user needs. Increased testing and rework is required to resolve design issues. The product may not be able to accommodate technology upgrades and future growth if the technical solution is not well conceived.

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Technical Solution Goals

Product or product component designs are developed.

Select Product Component Solutions Product or product component solutions are selected from alternative solutions.

Develop the Design SG 2

Product components, and associated support documentation, are implemented from their designs.

Implement the Product Design SG 3

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Technical Solution Specific Practices

SP 2.1 Design the Product or Product Component SP 2.2 Establish a Technical Data Package SP 2.3 Design Interfaces Using Criteria SP 2.4 Perform Make, Buy, or Reuse Analyses

Select Product Component Solutions SP 1.1 Develop Alternative Solutions and Selection Criteria SP 1.2 Select Product Component Solutions

Develop the Design

Implement the Product Design SP 3.1 Implement the Design SP 3.2 Develop Product Support Documentation

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Designs Implemented Designs and

Documentation

Design the Product or

Product Component

SP 2.1

Select Product

Component Solutions

SP 1.2 Develop

Alternative Solutions and

Selection Criteria

SP 1.1

Establish a Technical

Data Package

SP 2.2

Implement the Design

SP 3.1

Reuse Analyses

SP 2.4

Design Interfaces

Using Criteria

SP 2.3 Develop Product Support

Documentation

SP 3.2

Technical Solution Sampling of Work Products

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Design Interfaces

Using Criteria

SP 2.3

Establish a Technical

Data Package

SP 2.2

Design the Product or

Product Component

SP 2.1

Select Product

Component Solutions

SP 1.2

Develop Alternative

Solutions and Selection Criteria

SP 1.1

Develop Product Support

Documentation

SP 3.2

Implement the Design

SP 3.1

Reuse Analyses

SP 2.4

Select Solutions

DAR SP 1.6

Product Component

Requirements

RD SP 2.1

Select Suppliers

SAM SP 1.2

Identify Interface

Requirements

RD SP 2.3

Assemble Product

Components

PI SP 3.2

Technical Solution Sampling of PA Relationships

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Technical Solution Case Study Example Focus Area

Select Product Component Solutions SP 1.1 Develop Alternative Solutions and Selection Criteria SP 1.2 Select Product Component Solutions

Focus Area

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Beeper Speaker

Window Sensors

SW Controller SW

On/Off Button

SW Keypad

Door Sensors

Motion Sensors

SW Sirens

SW Display

1 2 3 5 6

7 8 9 0 * #

Keypad

Door Sensors

Window Sensors

On Off

Beeper Speaker On/Off

Button

Door 1: Low Battery Window 2 : No Response

Display

Design Alternative 1 3 Types of Sensors

Sirens Motion Sensors

2010-11-01

Beeper Speaker

SW Controller SW

On/Off Button

SW Keypad

Sirens SW

Display SW

1 2 3 5 6

7 8 9 0 * #

Keypad

On Off

Beeper Speaker On/Off

Button

Door 1: Low Battery Window 2 : No Response

Display

Design Alternative 2 All Sensors in One Component

Sirens

Sensors SW

Sensors

GROUPPROCESS

Technical Solution activities

•  GP 3.2 – Number of defects caused / found by / leaked from, the

design phase – Example design documents – Lessons learned

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Topics

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Product Integration (PI)

Purpose Assemble the product from the product components, ensure that the product, as integrated, behaves properly (i.e., possesses the required functionality and quality attributes), and deliver the product. Integrators

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When Product Integration Is Not Done Well…

Subsystems do not operate together. There is increased integration test time. The integration environment is inadequate to support the integration activities. A product is released without all the component integration fully tested.

2010-11-01

Product Integration Goals

The product component interfaces, both internal and external, are compatible.

Prepare for Product Integration Preparation for product integration is conducted. SG 1

Ensure Interface Compatibility SG 2

Verified product components are assembled and the integrated, verified, and validated product is delivered.

Assemble Product Components and Deliver the Product

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Product Integration Specific Practices -1

Prepare for Product Integration SP 1.1 Establish an Integration Strategy SP 1.2 Establish the Product Integration Environment SP 1.3 Establish Product Integration Procedures and Criteria

Ensure Interface Compatibility SP 2.1 Review Interface Descriptions for Completeness SP 2.2 Manage Interfaces

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Product Integration Specific Practices -2

SP 3.1 Confirm Readiness of Product Components for Integration SP 3.2 Assemble Product Components SP 3.3 Evaluate Assembled Product Components SP 3.4 Package and Deliver the Product or Product Component

2010-11-01

Integration Strategy, Procedures, Criteria,

and Environment Assemblies

Establish the Product

Integration Environment

SP 1.2

Establish an Integration Strategy

SP 1.1 Review

Interface Descriptions

for Completeness

SP 2.1 Establish Product

Integration Procedures and Criteria

SP 1.3

Assemble Product

Components

SP 3.2 Confirm

Readiness of Product

Components for Integration

SP 3.1

Manage Interfaces

SP 2.2

Package and Deliver the Product or

Product Component

SP 3.4 Evaluate

Assembled Product

Components

SP 3.3

Product Integration Sampling of Work Products

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Confirm Readiness of

Product Components for Integration

SP 3.1

Manage Interfaces

SP 2.2

Review Interface

Descriptions for

Completeness

SP 2.1 Establish Product

Integration Procedures and Criteria

SP 1.3

Establish an Integration Strategy

SP 1.1 Establish the

Product Integration

Environment

SP 1.2

Package and Deliver the Product or

Product Component

SP 3.4 Evaluate

Assembled Product

Components

SP 3.3

Assemble Product

Components

SP 3.2

Perform Verification

VER SP 3.1

Design Interfaces

Using Criteria

TS SP 2.3

Perform Validation

VAL SP 2.1

Product Integration Sampling of PA Relationships

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Product Integration Case Study Example Focus Area

SP 3.1 Confirm Readiness of Product Components for Integration SP 3.2 Assemble Product Components SP 3.3 Evaluate Assembled Product Components SP 3.4 Package and Deliver the Product or Product Component

Focus Area

2010-11-01

•  Rejected door sensor software. No peer review proof.

•  Rejected keypad software. COTS not under CM control.

•  Rejected controller software. No proof of unit/component test.

•  Rejected siren hardware. No proof of QA assembly inspection.

Rejected Components from Engineering

Integrator confirms that components are ready for integration

GROUPPROCESS

integration activities

•  GP 3.2 – Planned vs. actual effort, quality measure of

components entering integration (e.g., #defects, #missing parts, documentation complete Y/N)

– Example PI plans and procedures – Lessons learned, process changes

2010-09-24

Topics

2010-09-24

Verification (VER)

Purpose Ensure that selected work products meet their specified requirements.

Testers

2010-09-24

Verification •  Confirmation that work products properly reflect the

requirements specified for them. •  In other words, verification ensures that “you built it right.”.

Validation •  Confirmation that the product or service, as provided (or as it

will be provided), will fulfill its intended use.

•  In other words, validation ensures that “you built the right thing.”.

•  Both are applicable throughout the product development

lifecycle.

2010-09-24

When Verification Is Not Done Well…

There is disagreement among technical staff as to whether the different components meet the requirements. The product being tested does not meet design requirements. Product reliability suffers because defects are not detected or corrected prior to customer release. Added rework occurs because defects that could have been caught early escape into later lifecycle phases.

2010-11-01

Verification Goals

Peer reviews are performed on selected work products.

Prepare for Verification Preparation for verification is conducted. SG 1

Perform Peer Reviews SG 2

Selected work products are verified against their specified requirements.

Verify Selected Work Products SG 3

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Verification Specific Practices

Prepare for Verification SP 1.1 Select Work Products for Verification SP 1.2 Establish the Verification Environment SP 1.3 Establish Verification Procedures and Criteria

Perform Peer Reviews SP 2.1 Prepare for Peer Reviews SP 2.2 Conduct Peer Reviews SP 2.3 Analyze Peer Review Data

Verify Selected Work Products SP 3.1 Perform Verification SP 3.2 Analyze Verification Results

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Verification Plans

Verification Results

Establish Verification Procedures and Criteria

SP 1.3

Establish the Verification

Environment

SP 1.2

Select Work Products for Verification

SP 1.1

Analyze Verification

Results

SP 3.2

Analyze Peer Review

SP 2.3

Conduct Peer Reviews

SP 2.2

Prepare for Peer Reviews

SP 2.1

SP 3.1

Verification Sampling of Work Products

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Conduct Peer Reviews

SP 2.2

Prepare for Peer Reviews

SP 2.1

Establish Verification Procedures and Criteria

SP 1.3

Environment

SP 1.2

Select Work Products for Verification

SP 1.1

Analyze Peer Review

SP 2.3

Analyze Verification

Results

SP 3.2

SP 3.1

Analyze Measurement

MA SP 2.2

Verification Sampling of PA Relationships

GROUPPROCESS

Example Peer Review Process (SP 1.3)

Planning!

High-level !Document!

Task Std.!Common !Errors!Checklist!

Exit !Criteria!!

Kickoff!Meeting!5-45 mins!

Preparation! 15-120 mins!

Defect !Logging!Meeting!<=2 hrs!

Causal !Analysis!Meeting!30-90 mins!

Rework!

Invitation to !Inspection!

Inspection !Statistics!Summary!

Defect Log!

Action Item !Log!

Final !Statistics !in Database!

Low-level !Document!

Follow-up!

Entry !Criteria!

Inputs!Outputs!

[Based on T. Gilb]

“Criteria”

Optional

GROUPPROCESS

Example Peer Review Metrics (SP 2.3 + GP 2.8 / 3.2)

•  Defect Density –  Total Defects / Page (or K lines of code)

•  Defect Find Rate or Close Rate –  Total Defects / Effort-hour

GROUPPROCESS

Example Defect Density (SP 2.3 + GP 2.8 / 3.2)

Code Inspection Defect Density

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37

Module#

Defects/100 Physical LOC

•  Manufacturing control system

•  OO/C++ •  167KLOC •  13 defects/KLOC

in code •  1.38 defects/

KLOC in test

GROUPPROCESS

•  GP 2.1 Policy – Conditions when VER is performed (e.g., 100%, critical,

changed, high-risk components/files/code)

•  GP 2.2 Plan – Specific milestones, time and resources for performing

all verification activities

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Verification Case Study Example Focus Area

Prepare for Verification SP 1.1 Select Work Products for Verification SP 1.2 Establish the Verification Environment SP 1.3 Establish Verification Procedures and Criteria

SG 1 Focus Area

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Verification Case Study Example

Which of the following are adequate for verification procedures and criteria?

1. Peer review criteria that says, “Ensure products are complete, consistent, and correct.”

2. Checklists for peer reviews.

3. A test procedure that lists test steps and how to judge whether each test step passed or failed

4. A procedure on how to do the verification process.

5. A procedure on how to do peer reviews.

2010-09-24

Topics

2010-09-24

Validation (VAL)

Purpose Demonstrate that a product or product component fulfills its intended use when placed in its intended environment.

Breaking into an Actual Home

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There are arguments among the technical staff as to what the user really wants. The released product does not meet user expectations. Customers do not pay for products that do not meet their needs. End users refuse to use the product as delivered.

When Validation Is Not Done Well…

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Validation Goals

The product or product components are validated to ensure they are suitable for use in their intended operating environment.

Prepare for Validation Preparation for validation is conducted. SG 1

Validate Product or Product Components

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Validation Specific Practices

Prepare for Validation SP 1.1 Select Products for Validation SP 1.2 Establish the Validation Environment SP 1.3 Establish Validation Procedures and Criteria

Validate Product or Product Components SP 2.1 Perform Validation SP 2.2 Analyze Validation Results

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Validation Plans

Validation Results

Establish the Validation

Environment

SP 1.2

Select Products for Validation

SP 1.1 Establish Validation

Procedures and Criteria

SP 1.3

Analyze Validation Results

SP 2.2

Perform Validation

SP 2.1

Validation Sampling of Work Products

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Establish Validation

Procedures and Criteria

SP 1.3

Analyze Validation Results

SP 2.2

Perform Validation

SP 2.1

Environment

SP 1.2

Select Products for Validation

SP 1.1

RD SP 3.5

Validation Sampling of PA Relationships

GROUPPROCESS

Example VAL Analysis (SP 2.2) Goal

SSAT: •  < 0.5 defects /

•  No CAT 1 / CAT 2 / CAT 3 defects

Final Test (FLAT): •  0 defects

Published with permission of client

2010-11-01

Validation Case Study Example

Which are verification vs. validation?

1. PASS conducts a formal design review with SaveAll

2. PASS has a peer review with the systems engineers, software engineers, and QA

3. PASS demonstrates a prototype to SaveAll to get their feedback

4. PASS formally tests the product prior to delivery with SaveAll and QA witnesses the test

5. PASS integrates the components and tests the system

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Topics

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TS: Technical Solution Focuses on designing and building the solutions.

PI: Product Integration Addresses integrating the solutions and delivering the products.

VER: Verification Emphasizes ensuring the solutions satisfy the requirements.

VAL: Validation Emphasizes ensuring the solutions satisfy the need.

the Work

Product Development

Module 8

VER VAL

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Topics

2010-11-01

Exercise 4

Task Follow the directions in the “Impact of an Engineering Change” exercise.

Expected Outcome Participants will be able to articulate plausible connections between the scenario and the CMMI model.

Module 9: Improvement Infrastructure

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Module 10

OPP QPM CAR OPM

Adding High Maturity to the Work

High Maturity Module 7

CM PPQA

MA DAR

Module 6

PP PMC

RSKM SAM

Module 5

RD REQM

Product Development

Module 8

VER VAL

Module 9

OPF OPD IPM OT

the Work

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Improvement Infrastructure Involves

Establishing the infrastructure for continuous process improvement Establishing organizational assets and guidelines for using the assets

Establishing ways for projects to take advantage of the advances of others

Training people to help them perform

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Managed Process •  A performed process that is planned and executed in

accordance with policy; employs skilled people having adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description.

Defined Process •  A managed process that is tailored from the organization's set

of standard processes according to the organization's tailoring guidelines: •  has a maintained process description •  contributes process related experiences to the

organizational process assets

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The Improvement Infrastructure

Organization's Measurement

Repository

Organization's Set of Standard

Processes

Training of People

Tailoring Guidelines

Organization's Process Asset

Library

The Organization

A Project

Project's Defined Process

Project Plans

Process Improvement

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Topics

Improvement Infrastructure Process Areas

- Organizational Process Focus (OPF)

- Organizational Process Definition (OPD)

Exercise 5: Process Asset Library “Match Game”

-  Integrated Project Management (IPM)

- Organizational Training (OT)

Improvement Infrastructure Summary

Exercise 6: Scenario Evaluation

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A Process Management Process Area at Maturity Level 3

Organizational Process Focus (OPF)

Purpose Plan, implement, and deploy organizational process improvements based on a thorough understanding of current strengths and weaknesses of the organization's processes and process assets.

Improvements Standard Process

2010-09-24

Organizational Process Assets •  Artifacts that relate to describing, implementing, and improving

processes. •  Examples of these artifacts include policies, measurement

descriptions, process descriptions, process implementation support tools.

•  The term “process assets” is used to indicate that these artifacts are developed or acquired to meet the business objectives of the organization and that they represent investments by the organization that are expected to provide current and future business value.

Project Startup •  When a set of interrelated resources for a project are directed

to develop or deliver one or more products or services for a customer or end user.

2010-09-24

When Organizational Process Focus Is Not Done Well…

There is high staff turnover in the engineering process group. There is little visible senior management support for process improvement. Improvement activities are not aligned with business priorities. Improvement efforts often result in false starts and difficult implementations.

2010-11-01

Organizational Process Focus Goals

Process actions that address improvements to the organization's processes and process assets are planned and implemented.

Determine Process Improvement Opportunities Strengths, weaknesses, and improvement opportunities for the organization's processes are identified periodically and as needed.

Plan and Implement Process Actions SG 2

Organizational process assets are deployed across the organization and process-related experiences are incorporated into organizational process assets.

SG 3 Deploy Organizational Process Assets and Incorporate Experiences

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Determine Process Improvement Opportunities SP 1.1 Establish Organizational Process Needs SP 1.2 Appraise the Organization's Processes SP 1.3 Identify the Organization's Process Improvements

Plan and Implement Process Actions SP 2.1 Establish Process Action Plans SP 2.2 Implement Process Action Plans

Organizational Process Focus Specific Practices -1

2010-11-01

SP 3.1 Deploy Organizational Process Assets SP 3.2 Deploy Standard Processes SP 3.3 Monitor the Implementation SP 3.4 Incorporate Experiences into Organizational Process Assets

Deploy Organizational Process Assets and Incorporate Experiences

Organizational Process Focus Specific Practices -2

2010-11-01

Organizational Process Assets Improvements

Appraise the Organization's

Processes

SP 1.2 Establish

Organizational Process Needs

SP 1.1

Establish Process

Action Plans

SP 2.1 Identify the

Organization's Process

Improvements

SP 1.3

Monitor the Implementation

SP 3.3

Deploy Standard

Processes

SP 3.2 Deploy

Organizational Process Assets

SP 3.1

Implement Process

Action Plans

SP 2.2

Incorporate Experiences into Organizational Process Assets

SP 3.4

Organizational Process Focus Sampling of Work Products

2010-11-01

Deploy Organizational

Process Assets

SP 3.1

Implement Process

Action Plans

SP 2.2

Establish Process

Action Plans

SP 2.1

Identify the Organization's

Process Improvements

SP 1.3

Appraise the Organization's

Processes

SP 1.2 Establish

Organizational Process Needs

SP 1.1

Incorporate Experiences into Organizational Process Assets

SP 3.4

SP 3.3

Deploy Standard

Processes

SP 3.2

Establish Standard

Processes

OPD SP 1.1

Organizational Process Focus Sampling of PA Relationships

Contribute to Organizational

Process Assets

IPM SP 1.7

Organizational Performance Management

OPM All SPs

GROUPPROCESS

Trend diagram tracking goal and intermediate goal completion!

2 4 6 8 10 12 14 16

Planned

Actual

Total numberof goals andintermediategoalscompleted inaction plan

Eleven goals and intermediate goals to complete

Originaldeadline

18 20 22 24

Newdeadline

Monitoring Progress - 1 (GP 2.8, GP3.2)

GROUPPROCESS

Monitoring Progress - 2 (GP 2.8, GP 3.2)

JanYr 1

SeptYr 1

JanYr 2

MayYr 2

%Totalcriteriaadopted.

Improvement Goal

Organization A

MayYr 1

SeptYr 2

JanYr 3

MayYr 3

Process adoption over time!

GROUPPROCESS

Institutionalize a Defined Process for OPF (GP 3.1)

•  1. Developing a Plan –  Scope the Improvement – Develop an Action Plan – Determine Risks and Plan to Mitigate

•  2. Implementing the Plan –  Sell Solutions Based on Needs – Work with the Willing and Needy First –  Keep Focused on the Goals and Problems –  Align the Behaviors of Managers and Practitioners

•  3. Checking Progress –  Are We Making Progress on the Goals? –  Are We Making Progress on Our Improvement Plan? –  Are We Making Progress on the Improvement Framework? – What Lessons Have We Learned So Far?

GROUPPROCESS

The process-centric approach was very difficult to sell. Corrective Action (CA) = adopt the goal-problem approach.

Planning

Using the same communication technique as everyone else allows the message to be lost. CA = use bright pink 8.5 x 11-inch cards & pizza lunches.

Implementing

Allowing private data to become public sets perilous expectations. CA = brief management on new metrics policy.

Planning

Be careful of what information you ask for! [Process Assets Library] CA = stop measuring the % of projects that submit to the PAL. Clean out the PAL.

Planning

Using a scoring system for process adoption can encourage inappropriate behavior. CA = stop measuring #inspections/year. Re-look at all metrics that can be optimized but lead to little benefit.

Checking

Collect Improvement Information (GP 3.2)

2010-11-01

SP 3.1 Deploy Organizational Process Assets SP 3.2 Deploy Standard Processes SP 3.3 Monitor the Implementation SP 3.4 Incorporate Experiences into Organizational Process Assets

Deploy Organizational Process Assets and Incorporate Experiences

Organizational Process Focus Case Study Example Focus Area

Focus Area

2010-11-01

Organizational Process Focus Case Study Example

1)  PASS Process Group (PG) has monthly meetings with projects to get feedback

2)  PASS PG notices a process step was poorly written and corrects it

3)  PASS PG looks at how projects are using the templates and updates the templates

4)  PASS PG analyzes appraisal metrics to determine which processes need to be improved

5)  PASS PG updates a process because of information found on the internet

Which show incorporating experiences?

2010-09-24

Topics

2010-09-24

A Process Management Process Area at Maturity Level 3

Organizational Process Definition (OPD)

Purpose Establish and maintain a usable set of organizational process assets, work environment standards, and rules and guidelines for teams.

Project A

Project B Project C

2010-09-24

Standard Process •  An operational definition of the basic process that guides the

establishment of a common process in an organization •  A standard process describes the fundamental process

elements that are expected to be incorporated into any defined process. It also describes relationships (e.g., ordering, interfaces) among these process elements.

Process Architecture •  (1) The ordering, interfaces, interdependencies, and other

relationships among the process elements in a standard process, or (2) the interfaces, interdependencies, and other relationships between process elements and external processes

2010-09-24

When Organizational Process Definition Is Not Done Well…

Staff members resist using the guidance in the standard processes. There are too many requests for process waivers. An extreme amount of tailoring is performed by projects. Project managers and staff do not use information collected from previous projects to improve their project.

2010-11-01

Organizational Process Definition Goals

Establish Organizational Process Assets A set of organizational process assets is established and maintained.

2010-11-01

Organizational Process Definition Specific Practices -1

SP 1.1 Establish Standard Processes SP 1.2 Establish Lifecycle Model Descriptions SP 1.3 Establish Tailoring Criteria and Guidelines SP 1.4 Establish the Organization's Measurement Repository SP 1.5 Establish the Organization's Process Asset Library SP 1.6 Establish Work Environment Standards SP 1.7 Establish Rules and Guidelines for Teams

Establish Organizational Process Assets

2010-11-01

Repositories Organizational

Process Assets

Establish Tailoring

Criteria and Guidelines

SP 1.3 Establish Lifecycle

Model Descriptions

SP 1.2

Establish Standard

Processes

SP 1.1

Establish Work

Environment Standards

SP 1.6

Establish the Organization's Process Asset

Library

Repository

SP 1.4

Establish Rules and

Guidelines for Teams

SP 1.7

Organizational Process Definition Sampling of Work Products

2010-11-01

Establish Work

Environment Standards

SP 1.6

Library

Repository

SP 1.4

Establish Tailoring

SP 1.3 Establish Lifecycle

Model Descriptions

SP 1.2

Establish Standard

Processes

SP 1.1 Use

for Planning Project Activities

IPM SP 1.2

Deploy Standard

Processes

OPF SP 3.2

Establish the Project's Work Environment

IPM SP 1.3

Establish the Project's Defined Process

IPM SP 1.1

Establish Rules and

SP 1.7

Organizational Process Definition Sampling of PA Relationships

GROUPPROCESS

Process for Creating a Process (SP 1.1 + GP 2.2 + Simple GP 3.1)

•  Establish need (problem to solve) and pilot project – E.g., Requirements are incomplete and vague on project X

•  Define desired outcome when process is used – E.g., Requirements are clear, complete and testable

•  Write draft process using standard format (version “draft”)

•  Inspect process •  Baseline process (version xx.yy) •  Pilot process •  Revise process (baseline #2) •  Obtain approval for promotion into Process Assets

Library

GROUPPROCESS

Example Life Cycle Choice - 1 (SP 1.2)

Requirements

Requirements Design Build Test Integrate? Release?

Architecture Build 1 Build 2 Build 3

Requirements changes are processed here (ò)

Requirements Design Build Test Integrate Release?

Requirements Design Build Test Integrate Release

Prototype Planning

Prototype high-risk areas

Iron out the problems with the life cycle on Build 1

ò ò ò ò ò ò

GROUPPROCESS

Example Life Cycle Choice - 2 (SP 1.2)

System Tested

Programs

Deliverables TimelineFunctional Development ProjectsFunctional Development Projects

Initiation Analysis Technical Design Construction Implementation

InstalledPrograms

Conversion

$$$Final Cost

User Acceptance Test Plan

Technical DocumentationEducation

Implementation Plan

System Technical

Design Program Specs Unit Test Plans

Environmental Test Plan System Test Plan Integration Test Plan

Post Implementation Plan

$$$ Final Estimate

ProjectRequest

FunctionalSpecs

ConceptualSpecs$$$

Initial Analysis & Estimate

BusinessReqmnts

Integration Tested

Systems

Environ-mentally Tested

Components

BuildTest

Environmʼt Coded/Unit Tested

Programs

User Tested

Programs

PostImplementation

Review

System Approved by Applications Testing

GROUPPROCESS

Process Tailoring Guidelines (SP 1.3)

• OPD: Organization Process Definition •  IPM: Integrated Project Management

Tailoring guidelines

and criteria (OPD) ~~~~~~~~ ~~~~~~~~ ~~~~~~~~

Thinking

Project process ~~~~~~~~ ~~~~~~~~ ~~~~~~~~ ~~~~~~~~ ~~~~~~~~

Thinking and planning

Project plan

~~~~~~~~ ~~~~~~~~ ~~~~~~~~ ~~~~~~~~ ~~~~~~~~

PA: OPD+IPM PA: IPM

Typical tailoring areas: •  Management processes •  Engineering processes •  Standards •  Metrics

GROUPPROCESS

Tailoring guidelines ~~~~~~~~ ~~~~~~~~ ~~~~~~~~ ~~~~~~~~ ~~~~~~~~

Estimation Process Step 3: Use the historical database to verify the estimate for each task

Purpose: To search the organization's historical data to see if a similar task (or group of tasks) exists so that previous experience can be used.

Tailoring guideline: This step should be performed whenever applicable data exists. It can be discarded when a new language or technology is being used.

Risk if omitted: Failure to use the database could result in significant oversight about schedule estimates, and could lead to a loss in revenue.

Minimum requirement: Data that exists, but is not considered applicable for the current estimate, must be reviewed with one other manager to verify non-applicability.

Example Process Tailoring Guideline (SP 1.3)

GROUPPROCESS

Process Tailoring Example (SP 1.3)

# Process Step Risk if Process Step is Omitted Process Tailoring

Decision (by project team)

Unit/module black-box (functional) testing.

The component may not work. Difficult to locate module-level problems during system test.

Test all modules.

2. Unit/module white-box testing (all paths through the module).

All scenarios of code execution are not tested.

Omit. Too expensive for release 1.0.

3. Module interface testing.

Data may not get passed correctly between modules. Difficult to locate module-level problems during system test.

Perform all interface tests.

4. Coverage testing: X% of the code.

(100-X)% of the code may not be verified to execute correctly. Later conditions may cause untested code to be executed.

Perform 60% coverage (include all critical code and most-used code).

5. Load testing (extreme volume of data).

Product may fail during heavy customer usage and with large databases.

Perform load testing to 88GB.

GROUPPROCESS

Measurement Database / Repository (SP 1.4)

•  Can be a consolidated spread sheet or simple database containing items such as:

– estimates of size, effort, and cost – actual data on size, effort, and cost – productivity data – quality measurements – peer review coverage and efficiency – test coverage and efficiency – number and severity of defects found in the

requirements, design and code/construction

Repository

GROUPPROCESS

Documentation Context •  The problems related to the Process Areas have been

solved and the solutions have been captured in the processes

•  Project and process documents are used to run the project and the business

– The practices within the CMMI have been institutionalized. The process “lives.”

– No “extra paperwork”. •  Process documentation is:

– Only a small part of process improvement – A method of capturing and sharing engineering and

management practices

2010-11-01

Organizational Process Definition Case Study Example

OPD SPs

a) SP 1.1 Establish Standard Processes

b) SP 1.2 Establish Lifecycle Model Descriptions

c) SP 1.3 Establish Tailoring Criteria and Guidelines

d) SP 1.5 Establish the Organization's Process Assets Library

e) SP 1.6 Establish Work Environment Standards

Sample Artifacts

1)  Instructions for when a process step can be deleted or modified

2)  Web site for tools, templates, project examples, etc.

3)  Standard software that comes with all company computers

4)  Spiral lifecycle description

5)  Requirements process

Match sample artifacts with OPD SPs

2010-09-24

Topics

2010-11-01

Exercise 5

Task Follow the directions in the “Process Asset Library (PAL) 'Match Game'” exercise.

Expected Outcome Participants will have a better understanding of the purpose of different artifacts that are likely to be included in a Process Asset Library.

2010-09-24

Topics

2010-09-24

Integrated Project Management (IPM)

Purpose Establish and manage the project and the involvement of relevant stakeholders according to an integrated and defined process that is tailored from the organization's set of standard processes.

Project A

Project B Project C

2010-09-24

When Integrated Project Management Is Not Done Well…

Projects do not take advantage of standard processes. Facilities and tools are not available when needed. Information to support future similar projects is not made available. No integrated master schedule is available to guide the stakeholders of the project. There are unclear responsibilities across groups.

2010-11-01

Integrated Project Management Goals

Coordination and collaboration between the project and relevant stakeholders are conducted.

Use the Project's Defined Process The project is conducted using a defined process tailored from the organization's set of standard processes.

Coordinate and Collaborate with Relevant Stakeholders

2010-11-01

Integrated Project Management Specific Practices -1

SP 1.1 Establish the Project's Defined Process SP 1.2 Use Organizational Process Assets for Planning Project Activities SP 1.3 Establish the Project's Work Environment SP 1.4 Integrate Plans SP 1.5 Manage the Project Using Integrated Plans SP 1.6 Establish Teams SP 1.7 Contribute to Organizational Process Assets

Use the Project's Defined Process

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Integrated Project Management Specific Practices -2

Coordinate and Collaborate with Relevant Stakeholders SP 2.1 Manage Stakeholder Involvement SP 2.2 Manage Dependencies SP 2.3 Resolve Coordination Issues

2010-11-01

Coordination Plans and

Issues Integrated

Project Plans

Use Organizational Process Assets

Project's Defined Process

SP 1.1

Integrate Plans

Project's Work

Environment

SP 1.3

SP 2.1 Contribute to

SP 1.7

Manage the Project Using

Integrated Plans

SP 1.5

Resolve Coordination

Issues

SP 2.3

Manage Dependencies

SP 2.2

Integrated Project Management Sampling of Work Products

Establish Teams

SP 1.6

2010-11-01

Manage the Project Using

Integrated Plans

SP 1.5

Integrate Plans

SP 1.4

Use Organizational Process Assets

SP 1.2

SP 1.1

Establish Standard

Processes

OPD SP 1.1

Establish Tailoring

OPD SP 1.3

Library

OPD SP 1.5

Integrated Project Management Sampling of PA Relationships -1

Establish the Project's

Work Environment

SP 1.3 Establish

Work Environment Standards

OPD SP 1.6

Environment

VER SP 1.2

Environment

VAL SP 1.2

Establish the Product

Integration Environment

PI SP 1.2

2010-11-01

Resolve Coordination

Issues

SP 2.3

Manage Dependencies

SP 2.2

SP 2.1

PP SP 2.6

Monitor Commitments

PMC SP 1.2

Integrated Project Management Sampling of PA Relationships -2

Contribute to Organizational

Process Assets

Repository

OPD SP 1.4

Establish Teams

SP 1.6 Establish Rules and

OPD SP 1.7

Library

OPD SP 1.5

2010-11-01

Interaction Between OPD and IPM

Repository Team Rules

and Guidelines

Organization's Set of Standard

Processes

Lifecycle Model

Descriptions

Tailoring Guidelines

Organization's Process Asset

Library

Project A's Defined Process

The Organization (OPD)

Projects (IPM)

Project A's Plans

Project B's Defined Process

Project B's Plans

Project C's Defined Process

Project C's Plans

Work Environment

Standards

GROUPPROCESS

Process Tailoring Guidelines (SG 1)

•  OPD: Organization Process Definition •  IPM: Integrated Project Management

Tailoring guidelines

and criteria (OPD) ~~~~~~~~ ~~~~~~~~ ~~~~~~~~

Thinking

Project process ~~~~~~~~ ~~~~~~~~ ~~~~~~~~ ~~~~~~~~ ~~~~~~~~

Thinking and planning

Project plan

~~~~~~~~ ~~~~~~~~ ~~~~~~~~ ~~~~~~~~ ~~~~~~~~

PA: OPD+IPM PA: IPM

Typical tailoring areas: •  Management processes •  Engineering processes •  Standards •  Metrics

Repository

Feedback

GROUPPROCESS

Manage the Project Using the Integrated Plans (SP 1.5)

Example robustness includes:

•  Using the defined entry and exit criteria to authorize the initiation and determine the completion of the tasks

•  Monitoring the activities that could significantly affect the actual values of the project's planning parameters

•  Tracking the project's planning parameters using measurable thresholds that will trigger investigation and appropriate actions

•  Monitoring product and project interface risks •  Managing external and internal commitments based on the

plans for the tasks and work products of implementing the project's defined process

Reference - CMMI 1.2: CMU/SEI-2006-TR-008 (page 157)

GROUPPROCESS

Example Size Tracking Chart (SP 1.5)

[CMU/SEI-92-TR-25]"1  ! 2 !3 !4 !5 !6 !7 !8 !9

!! Months!

Require-!ments!

60!!50!!40!!30!!20!!10!!

Now!Total!

Cumulative!changes!

PDR! CDR!SSR!

PSR = Product Specification Review!PDR = Preliminary Design Review!CDR = Critical Design Review!

Current Number of Requirements, Cumulative Changes,and Number of TBDs Against Time!

Threshold!

GROUPPROCESS

0 1 2 3 4 5 6 7 8 9 10

TotalPlanEarned$ Spent

Example Earned Value Management (SP 1.5)

Earned

2010-11-01

Integrated Project Management Case Study Example Focus Area

SP 1.1 Establish the Project's Defined Process SP 1.2 Use Organizational Process Assets for Planning Project Activities SP 1.3 Establish the Project's Work Environment SP 1.4 Integrate Plans SP 1.5 Manage the Project Using Integrated Plans SP 1.6 Establish Teams SP 1.7 Contribute to Organizational Process Assets

Use the Project's Defined Process

Focus Area

2010-11-01

Integrated Project Management Case Study Example

Which PASS scenarios are correct? 1. All PASS projects follow the standard process exactly as is

2. Projects can use their own processes and trace them to the PASS standard process

3. PASS provides a standard process and rules for tailoring

4. Once projects tailor the PASS standard process, it is called the projects' standard process

5. If the customer says eliminate QA, but the standard process requires QA with no tailoring, it's okay for PASS projects to tailor out QA to satisfy the customer

2010-09-24

Topics

2010-09-24

Organizational Training (OT)

Purpose Develop skills and knowledge of people so they can perform their roles effectively and efficiently.

2010-09-24

When Organizational Training Is Not Done Well…

Staff members attend training courses they do not need. Staff members avoid training that is provided. Staff members are not released to attend training they need. Staff members are not appropriately skilled for tasks required to maintain a competitive edge.

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Organizational Training Goals

Training for individuals to perform their roles effectively is provided.

Establish an Organizational Training Capability A training capability, which supports the roles in the organization, is established and maintained.

Provide Training SG 2

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Organizational Training Specific Practices

Provide Training SP 2.1 Deliver Training SP 2.2 Establish Training Records SP 2.3 Assess Training Effectiveness

SP 1.1 Establish Strategic Training Needs SP 1.2 Determine Which Training Needs Are the Responsibility of the Organization SP 1.3 Establish an Organizational Training Tactical Plan SP 1.4 Establish a Training Capability

Establish an Organizational Training Capability

2010-11-01

Training Repository

Establish an Organizational

Training Tactical Plan

SP 1.3 Determine

Which Training Needs are the

SP 1.2 Establish Strategic Training Needs

SP 1.1

Assess Training

Effectiveness

SP 2.3

Establish Training Records

SP 2.2

Deliver Training

SP 2.1

Establish a Training

Capability

SP 1.4

Training Plan

Organizational Training Sampling of Work Products

2010-11-01

Assess Training

Effectiveness

SP 2.3

Establish a Training

Capability

SP 1.4 Establish an

Organizational Training

Tactical Plan

SP 1.3

Determine Which Training Needs are the

SP 1.2 Establish Strategic Training Needs

SP 1.1

Establish Training Records

SP 2.2

Deliver Training

SP 2.1

Plan Needed Knowledge and Skills

PP SP 2.5

Organizational Training Sampling of PA Relationships

2010-11-01

Organizational Training Case Study Example

OT SPs

a)  SP 1.1 Establish Strategic Training Needs

b)  SP 1.2 Determine Which Training Needs are the Responsibility of the Organization

c)  SP 1.3 Establish an Organizational Training Tactical Plan

d)  SP 1.4 Establish a Training Capability

e)  SP 2.3 Assess Training Effectiveness

Sample Artifacts

1)  Training classrooms

2)  Plan for 3-5 years in the future

3)  Analysis of course evaluations

4)  Plan states PASS, not projects, will provide risk tool training

5)  Plan for the next year

Match sample artifacts with OT SPs

2010-09-24

Topics

2010-11-01

OPF: Organizational Process Focus Helps the organization set up a process improvement process

OPD: Organizational Process Definition Identifies key elements of the standard process suite.

IPM: Integrated Project Management Emphasizes integration of elements within the project as well as integration of the project with the organization.

OT: Organizational Training Helps ensure proper training of personnel.

Improvement Infrastructure Summary Module

9 OPF OPD IPM OT

the Work

2010-09-24

Topics

2010-11-01

Exercise 6

Task Follow the directions in the “Scenario Evaluation” exercise.

Expected Outcome Participants will be able to articulate plausible connections between different scenarios and CMMI model components.

Module 10: High Maturity

2010-11-01

Module 9

OPF OPD IPM OT

the Work

Module 7

CM PPQA

MA DAR

Module 6

PP PMC

RSKM SAM

Module 5

RD REQM

Product Development

Module 8

VER VAL

Module 10

OPP QPM CAR OPM

Enabling Performance Management of the Work

High Maturity

2010-09-24

Topics

High Maturity Concepts

High Maturity Process Areas

- Organizational Process Performance (OPP)

- Quantitative Project Management (QPM)

- Causal Analysis and Resolution (CAR)

- Organizational Performance Management (OPM)

High Maturity Summary

2010-11-01

Management by Rear-View Mirror

Many uses of measurement are purely retrospective: •  Do you know where you are (actual

vs. plan)? •  Do you know what corrective action to

It is difficult to use these types of measurement results to answer the following questions: •  Will you be successful? •  What is the impact if you were to do

something different?

2010-11-01

Management with a Navigation System

Measurement is used routinely by those who are proactive: •  Are you confident you know where you

are, where you are going, and your performance outcomes (quantitative understanding)?

•  Do you understand variation? Use measurement results to answer the following questions: •  Will you be successful? •  Are customer expectations and your

capabilities aligned? •  What if you were to do something

different?

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Why is Understanding Variation Important?

Probably Not Probably Should

Customer wants the product in 10 weeks Historical range is 9-11 weeks Should the job be accepted?

9.5 10 10.5 11 9 9.5 10 10.5

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Quantitative Management •  Managing a project or work group using statistical and other

quantitative techniques to build an understanding of the performance or predicted performance of processes in comparison to the project's or work group's quality and process performance objectives, and identifying corrective action that may need to be taken.

•  Statistical techniques used in quantitative management include analysis, creation, or use of process performance models, analysis, creation, or use of process performance baselines, use of control charts, analysis of variance, regression analysis; and use of confidence intervals or prediction intervals, sensitivity analysis, simulations, and tests of hypotheses.

2010-11-01

Establishing a Foundation for High Maturity

•  Tailored from organizational processes for project characteristics to achieve organizational consistency

•  Provide an understanding of relationships between processes and project results

•  Provide a quantitative understanding that does not yet provide insight into variation

•  Defined in sufficient detail to enable consistent collection by the projects and aggregation by the organization

•  Aligned to organizational processes

•  Collected with an understanding of the tailoring in place

Foundation for High Maturity

Measures Processes

2010-09-24

Topics

2010-11-01

Organizational Process Performance (OPP)

Purpose Establish and maintain a quantitative understanding of the performance of selected processes in the organization's set of standard processes in support of achieving quality and process performance objectives, and to provide process performance data, baselines, and models to quantitatively manage the organization's projects.

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Process Performance •  A measure of results achieved by following a process. Process

performance is characterized by both process measures (e.g., effort, cycle time, defect removal efficiency) and product or service measures (e.g., reliability, defect density, response time).

Process Performance Baseline •  A documented characterization of process performance, which

can include central tendency and variation.

•  A process performance baseline can be used as a benchmark for comparing actual process performance against expected process performance.

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Relevant Terminology -2 Process Performance Model •  A description of relationships among the measurable attributes

of one or more processes or work products that is developed from historical process performance data and is used to predict future performance.

•  One or more of the measureable attributes represent

controllable inputs tied to a subprocess to enable performance of “what-if” analyses for planning, dynamic re-planning, and problem resolution. Process performance models include statistical, probabilistic and simulation based models that predict interim or final results by connecting past performance with future outcomes. They model the variation of the factors, and provide insight into the expected range and variation of predicted results. A process performance model can be a collection of models that (when combined) meet the criteria of a process performance model.

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Quality and Process Performance Objectives •  Quantitative objectives and requirements for product quality,

service quality, and process performance.

•  Quantitative process performance objectives include quality; however, to emphasize the importance of quality in the CMMI Product Suite, the phrase “quality and process performance objectives” is used. “Process performance objectives” are referenced in maturity level 3; the term “quality and process performance objectives” implies the use of quantitative data and is only used in maturity levels 4 and 5.

2010-09-24

Statistical and Other Quantitative Techniques

•  Analytic techniques that enable accomplishing an activity by quantifying parameters of the task (e.g., inputs, size, effort, and performance).

•  This term is used in the high maturity process areas where the use of statistical and other quantitative techniques to improve understanding of project, work, and organizational processes is described.

•  Examples of non-statistical quantitative techniques include trend analysis, run charts, Pareto analysis, bar charts, radar charts, and data averaging.

•  The reason for using the compound term “statistical and other quantitative techniques” in CMMI is to acknowledge that while statistical techniques are expected, other quantitative techniques can also be used effectively.

2010-09-24

When Organizational Process Performance Is Not Done Well…

The projects may set objectives that are not achievable. Risk mitigations are too expensive or not needed. The organization may fail to accept a project that was really doable.

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Organizational Process Performance Goals

Establish Performance Baselines and Models Baselines and models, which characterize the expected process performance of the organization's set of standard processes, are established and maintained.

2010-11-01

Establish Performance Baselines and Models SP 1.1 Establish Quality and Process Performance Objectives SP 1.2 Select Processes SP 1.3 Establish Process Performance Measures SP 1.4 Analyze Process Performance and Establish Process Performance Baselines SP 1.5 Establish Process Performance Models

Organizational Process Performance Specific Practices -1

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Baselines and Models

Quality and Process

Performance Objectives

Establish Quality and

Process Performance Objectives

SP 1.1

Establish Process

Performance Measures

SP 1.3 Analyze Process Performance and Establish Process

Performance Baselines

SP 1.4

Select Processes

SP 1.2 Establish Process

Performance Models

SP 1.5

Organizational Process Performance Sampling of Work Products

2010-11-01

Establish Process

Performance Models

SP 1.4 Establish Process

Performance Measures

SP 1.3

Select Processes

SP 1.2 Establish

Quality and Process

SP 1.1

Specify Measures

MA SP 1.2

Organizational Process Performance Sampling of PA Relationships

Maintain Business

Objectives

OPM SP 1.1

Objectives

QPM SP 1.1

Multiple Specific

Practices

Multiple Specific

Practices

Multiple Specific

Practices

Select Subprocesses and Attributes

QPM SP 1.3

2010-11-01

Organizational Process Performance Case Study Example – PASS Peer Review Baseline

PASS understands the performance of their peer reviews, i.e., they understand their central tendency and variation for defect density (defects per 1,000 lines of code (LOC)).

• STM XXX.X, Rev 00, 10-01-06

1 to 800 LOCs Reviewed > 800 LOCs Reviewed

10 11 12 13 14 15 16 3 4 5 6 7 8 9 10

2010-11-01

Organizational Process Performance Case Study Example – PASS Peer Review Model

Size Choose how much to peer review, e.g., choose to peer review 20 pages.

Meeting Hours Choose the duration of the meeting, e.g., choose a 1.5 hour meeting.

Attendees Choose how many people to invite to the peer review, e.g., choose to invite 3 people.

Pre-Review Hours Choose the hours to review prior to the meeting, e.g., choose to review 1 hour prior to the meeting.

Defects Predicts the number of defects.

INPUTS OUTPUTS

PASS Peer

Review Model

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Topics

2010-11-01

Quantitative Project Management (QPM)

Purpose Quantitatively manage the project to achieve the project's established quality and process performance objectives.

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When Quantitative Project Management Is Not Done Well…

Quality and process performance objectives for the project do not reflect the areas that are essential for project success. Projects cannot differentiate between outcomes that are a normal result of using the process and ones that are exceptions and should be addressed. The project's objectives for quality and process performance are not monitored and corrective action is not taken as needed.

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Quantitative Project Management Goals

The project is quantitatively managed.

Prepare for Quantitative Management Preparation for quantitative management is conducted.

Quantitatively Manage the Project SG 2

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Quantitative Project Management Specific Practices -1

Prepare for Quantitative Management SP 1.1 Establish the Project's Objectives SP 1.2 Compose the Defined Process SP 1.3 Select Subprocesses and Attributes SP 1.4 Select Measures and Analytic Techniques

Quantitatively Manage the Project SP 2.1 Monitor the Performance of Selected Subprocesses SP 2.2 Manage Project Performance SP 2.3 Perform Root Cause Analysis

2010-11-01

Measures Project Plans

SP 1.3

Compose the Defined

Process

SP 1.2

Objectives

SP 1.1

Monitor the Performance of Selected

Subprocesses

SP 2.1

Perform Root Cause

Analysis

SP 2.3

Select Measures and

Analytic Techniques

SP 1.4

Manage Project

Performance

SP 2.2

Quantitative Project Management Sampling of Work Products

2010-11-01

SP 1.3

Compose the Defined

Process

SP 1.2

Objectives

SP 1.1

Select Measures and

Analytic Techniques

OPP SP 1.4

Establish Process

Performance Models

OPP SP 1.5

IPM SP 1.1 Establish

Quality and Process

OPP SP 1.1

Quantitative Project Management Sampling of PA Relationships -1

Specify Measures

MA SP 1.2

Specify Analysis

Procedures

MA SP 1.4

2010-11-01

Monitor the Performance of Selected

Subprocesses

SP 2.1

Perform Root Cause

Analysis

SP 2.3

Manage Project

Performance

SP 2.2

Quantitative Project Management Sampling of PA Relationships -2

Determine and Address Causes of Outcomes

2010-11-01

•  To reduce costs, the SaveAll project reduced the number of reviewers and meeting hours

•  The SaveAll project completed a peer review

•  The SaveAll project entered actual results in the organization's PASS peer review model (OPP)

•  The SaveAll project found fewer defects than the organization's PASS peer review model indicated they should have found

•  Reducing the number of reviewers and meeting hours resulted in much poorer quality

•  Management decided to do a root cause analysis to figure out how to correct the problem (CAR-like)

Quantitative Project Management Case Study Example

2010-09-24

Topics

2010-09-24

Causal Analysis and Resolution (CAR)

Purpose Identify causes of selected outcomes and take action to improve process performance.

2010-09-24

When Causal Analysis and Resolution Is Not Done Well…

Root causes of success are not identified and shared across the organization. The same problem occurs again and again. Symptoms of problems are addressed rather than the root cause.

2010-11-01

Causal Analysis and Resolution Goals

Root causes of selected outcomes are systematically addressed.

Determine Causes of Selected Outcomes Root causes of selected outcomes are systematically determined.

Address Causes of Selected Outcomes SG 2

2010-11-01

Causal Analysis and Resolution Specific Practices

Address Causes of Selected Outcomes SP 2.1 Implement Action Proposals SP 2.2 Evaluate the Effect of Implemented Actions SP 2.3 Record Causal Analysis Data

Determine Causes of Selected Outcomes SP 1.1 Select Outcomes for Analysis SP 1.2 Analyze Causes

2010-11-01

Outcomes Measures

Analyze Causes

SP 1.2

Select Outcomes for

Analysis

SP 1.1

Evaluate the Effect of

Implemented Actions

SP 2.2

Implement Action

Proposals

SP 2.1

Record Causal

Analysis Data

SP 2.3

Causal Analysis and Resolution Sampling of Work Products

Action Proposals

2010-11-01

Record Causal

Analysis Data

SP 2.3 Evaluate the

Effect of Implemented

Actions

SP 2.2

Implement Action

Proposals

SP 2.1

Elicit Suggested

Improvements

OPM SP 2.1

Causal Analysis and Resolution Sampling of PA Relationships

Analyze Causes

SP 1.2

Select Outcomes for

Analysis

SP 1.1

Perform Root Cause

Analysis

QPM SP 2.3

2010-11-01

•  Root cause analysis uncovered reviewers used the organization's PASS standard process, which assumes many reviewers and long meetings.

•  The SaveAll project re-composed their defined process (QPM) to use their own low-end product process, collected data, developed a new process performance baseline and model to correct the problem

•  Continual improvement means measurably improving process capability in a controlled fashion

Causal Analysis and Resolution Case Study Example

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41

t New low-end product process released

2010-09-24

Topics

2010-09-24

Organizational Performance Management (OPM)

Purpose Proactively manage the organization's performance to meet its business objectives.

2010-09-24

When Organizational Performance Management Is Not Done Well…

Process improvements are not aligned with business objectives. Business objectives do not align with process capabilities. An improvement is deployed throughout the organization without validating it. The deployment of an improvement is not planned or managed effectively.

2010-11-01

Organizational Performance Management Goals

Improvements are proactively identified, evaluated using statistical and other quantitative techniques, and selected for deployment based on their contribution to meeting quality and process performance objectives.

Manage Business Performance The organization's business performance is managed using statistical and other quantitative techniques to understand process performance shortfalls, and to identify areas for process improvement.

Select Improvements

Measurable improvements to the organization's processes and technologies are deployed and evaluated using statistical and other quantitative techniques.

Deploy Improvements

2010-11-01

Organizational Performance Management Specific Practices -1

SP 2.1 Elicit Suggested Improvements SP 2.2 Analyze Suggested Improvements SP 2.3 Validate Improvements SP 2.4 Select and Implement Improvements for Deployment

Manage Business Performance SP 1.1 Maintain Business Objectives SP 1.2 Analyze Process Performance Data SP 1.3 Identify Potential Areas for Improvement

Select Improvements

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Organizational Performance Management Specific Practices -2

Deploy Improvements SP 3.1 Plan the Deployment SP 3.2 Manage the Deployment SP 3.3 Evaluate Improvement Effects

2010-11-01

Measures*

Identify Potential Areas for

Improvement

SP 1.3 Analyze Process

Performance Data

SP 1.2

Maintain Business

Objectives

SP 1.1

Evaluate Improvement

Effects

SP 3.3

Manage the Deployment

SP 3.2

Plan the Deployment

SP 3.1

Elicit Suggested

Improvements

SP 2.1

Improvements

Organizational Performance Management Sampling of Work Products

Select and Implement

Improvements for

Deployment

SP 2.4

Validate Improvements

SP 2.3

Analyze Suggested

Improvements

SP 2.2

Deployment Plan

* Measures are used throughout all specific practices.

2010-11-01

Organizational Performance Management Sampling of PA Relationships

Analyze Suggested

Improvements

SP 2.2

Plan the Deployment

SP 3.1

Elicit Suggested

Improvements

SP 2.1

Identify Potential Areas for

Improvement

SP 1.3 Analyze Process

Performance Data

SP 1.2

Manage Business

Objectives

SP 1.1

Select and Implement

Improvements for

Deployment

SP 2.4

Evaluate Improvement

Effects

SP 3.3

Manage the Deployment

SP 3.2

Validate Improvements

SP 2.3

Identify the Organization's

Process Improvements

OPF SP 1.3

OPF SP 3.3 Deploy

OPF SP 3.1

Obtain Measurement

MA SP 2.1

Establish Quality and

Process Performance Objectives

OPP SP 1.1

2010-11-01

Organizational Process Management Case Study Example

•  PASS gathered improvements from the SaveAll project (QPM) and deployed an updated peer review process for low-end systems

•  6 months later, PASS evaluated peer reviews from 3 new low-end systems

•  Statistical analysis showed costs were significantly reduced without sacrificing quality

•  PASS re-released the peer review model (OPP) with an additional selection for low-end systems

System Type Choose high-end system or low-end system. Size Choose how much to peer review, e.g., choose to peer review 20 pages.

Meeting Hours Choose the duration of the meeting, e.g., choose a 1.5 hour meeting.

Attendees Choose how many people to invite to the peer review, e.g., choose to invite 3 people.

Pre-Review Hours Choose the hours to review prior to the meeting, e.g., choose to review 1 hour prior to the meeting.

INPUTS

2010-09-24

Topics

2010-11-01

PG V1 • STM XXX.X, Rev 00, 10-01-06

Case Study Example Summary

PASS understands their peer review performance through OPP baselines and models

1 During QPM, the SaveAll project used OPP models to monitor their peer review performance

The SaveAll project observed their peer review performance worsen so they initiated a CAR

CAR found the root cause was PASS processes for high-end security systems were expensive and ineffective so they developed their own processes and validated it

For the OPM improvement, PASS used SaveAll project's processes to build PASS low-end processes

PASS gathered low-end peer review performance data and created new OPP baselines and models for future projects

5 For IPM, the SaveAll project provided their low-end security system processes to PASS

During OPM, PASS validated then deployed the new PASS low-end processes

The PASS Story

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Case Study Example for Requirements -1

•  In the past, PASS accepted all requirements changes from their high-end customers who had no cost or schedule constraints

•  The SaveAll project experienced high requirements volatility which impacted cost and schedule

•  They decided they needed to improve requirements management

2010-11-01

PG V1 • STM XXX.X, Rev 00, 10-01-06

Case Study Example for Requirements -2

For OPP, the SaveAll project created a model that predicts requirements volatility

1 During QPM, the SaveAll project used the OPP model to monitor requirements volatility

The SaveAll project observed requirements volatility worsen, resulting in cost and schedule problems, so they initiated a CAR

CAR found the root cause was SaveAll, the customer, is a large company and is not involved in requirements development, so the SaveAll project updated their processes to be more proactive at involving the customer

Other new low-end projects were experiencing similar problems. For the OPM improvement, PASS used the SaveAll project's lessons learned to update PASS requirements processes

PASS gathered requirements volatility data and created OPP baselines and models at the org level for future low-end projects

5 For IPM, the SaveAll project provided their requirements volatility lessons learned to PASS

During OPM, PASS validated then deployed the updated PASS requirements processes

The PASS Story

2010-11-01

A View of High Maturity

Causal Analysis and Resolution

Organizational Process

Performance

Quantitative Project

Management

Organization

Customer

Improvement Proposals

Measures, baselines

and models

Organizational

quality & process

performance

objectives

Selected

outcomes

Updated measures, baselines and models (actual performance)

Progress toward achieving quality & process performance objectives

Improvements

Performance issues

Root cause solutions

Quality & process performance objectives

Measures, baselines and models

*This slide is discussed in more detail in the Understanding CMMI High Maturity Practices course.

2010-11-01

OPP: Organizational Process Performance Establishes baselines and models so projects and the organization can have a quantitative understanding of their ability to achieve objectives QPM: Quantitative Project Management Manages project performance quantitatively to achieve quality and process performance objectives. CAR: Causal Analysis and Resolution Covers analyzing outcomes (successes or deficiencies) from projects or the organization and taking appropriate action OPM: Organizational Performance Management Uses quantitative date to focus improvement activities on areas that are critical to the business and add business value

Module 10

OPP QPM CAR OPM

Enabling Performance Management of the Work

High Maturity

Module 11: Tying It All Together

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Topics

Process Area to Process Area Relationships

Exercise 7: Project Planning

Understanding Levels

- Capability Levels

- Maturity Levels

Working with the Representations

Summary

Exercise 8: Generic Practices

2010-11-01

Relationships Among Process Areas

We will now discuss interactions of groups of PAs so as to show you a larger view of model-based process improvement.

Basic process areas should be implemented before the advanced process areas to ensure that the prerequisites are met to successfully implement the advanced process areas.

2010-11-01

We will be discussing the interactions of PAs in the following groupings:

Basic and Advanced Groupings

2010-11-01

Basic Process Management PAs

Resources and coordination

Standard process and other assets

Training for projects and support groups in standard process and assets

izatio

bjecti

Standard process, work, environment standards, and other assets

Organization’s business objectives

Project Management, Support, and Engineering

process areas

Training needs

Improvement information (e.g., lessons learned, data, and artifacts

Process improvement proposals; participation in defining, assessing, and deploying processes

OPF = Organizational Process FocusOT = Organizational Training

OPD = Organizational Process Definition

Senior management

2010-11-01

Advanced Process Management PAs

OPM = Organizational Performance ManagementOPP = Organizational Process Performance

Basic Process Management

process areas

Project Management,Support, and Engineering

process areas

Quality and process objectives

Ability to develop anddeploy standard process and other assets

Improvements

Quality and processmeasures, baselines,Performance objectives, and models

Performance capability data

Cost and benefit

data from piloted

improvements

measures

Organization

Senior management

Performance

capability

Business objectives OPP

2010-11-01

Basic Project Management PAs

What to buildWhat to do

What to monitor

Replan

Status, issues, and results of reviews and monitoring

Product component requirements, technical issues, completed product components, and acceptance reviews and tests

Engineering and Support process areas

Measurement needs

Supplier agreement

Corrective action

Commitments

Corrective action

Status, issues, and results of process and product evaluations; measures and analyses

Supplier

PMC = Project Monitoring and ControlPP = Project Planning

SAM = Supplier Agreement ManagementREQM = Requirements Management

Product and

product component

requirements

Product and product component requirements

2010-11-01

Advanced Project Management PAs

Statistical management data

Risk taxonomies and parameters, risk status, risk mitigation plans, and corrective action

Risk exposure due to unstable processes

Product architecture for structuring teams Teams for performing engineering

and support processes

Organization’s standard processes, work environment standards, and supporting assets

Project’s defined process and work environment

Identified

Coordination, commitments, and issues to resolve

Project’s shared vision

Project performance data

ing, a

Process Management process areas

Basic Project Managementprocess areas

Engineering and Supportprocess areas

QPM = Quantitative Project ManagementIPM= Integrated Project Management

RSKM = Risk Management

Teaming rules

and guidelines

Project’s composed and defined processes

Quantitative objectives, subprocesses to statistically manage, project’s composed, and defined process

2010-11-01

The Engineering Process Areas

Requirements

Customer needs

Product and product component requirements

Requirements, Product components, work products, verification and validation reports

Product components

Alternative solutions Product

Customer

PI = Product IntegrationRD = Requirements DevelopmentTS = Technical SolutionVAL = ValidationVER = Verification

Project Management process areas

Requirements

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Basic Support PAs

All process areas

Measurements and analyses

Information needs

Controlled configuration items, baselines, and audit reports

Processes and work products, standards, and procedures

Quality and noncompliance issues

Configuration items and change requests

PPQAMA

MA = Measurement and AnalysisCM = Configuration Management

PPQA = Process and Product Quality Assurance

2010-11-01

Advanced Support PAs

All process areas

CAR = Causal Analysis and ResolutionDAR = Decision Analysis and Resolution

Formal evaluations

Selected issues

Defects, other problems,and successes

Process improvement proposals

2010-09-24

Topics

- Maturity Levels

Summary

2010-11-01

Exercise 7

Task Follow the directions in the “Project Planning” exercise.

Expected Outcome Participants will gain some insight and understanding into how many process areas are involved in project planning, not just the Project Planning process area. The Project Planning process area does not address all project planning activities.

2010-09-24

Topics

- Maturity Levels

Summary

2010-11-01

Understanding Levels -1

Levels are used in CMMI to describe an evolutionary path recommended for an organization that wants to improve the processes it uses to develop and maintain its products and services.

CMMI supports two improvement paths:

•  continuous - enabling an organization to incrementally improve processes corresponding to an individual process area (or group of process areas) selected by the organization

•  staged - enabling the organization to improve a set of related processes by incrementally addressing successive predefined sets of process areas

2010-11-01

Understanding Levels -2

These two improvement paths are associated with two types of levels that correspond to the two representations, staged and continuous.

For the continuous representation, we use the term capability level or process area capability.

For the staged representation, we use the term maturity level or organizational maturity.

2010-11-01

CMMI Model Structure

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Levels Are Similar

Regardless of the representation you select, the concept of levels is the same.

To reach a particular level, an organization must satisfy all of the appropriate goals of the process area or set of process areas that are targeted for improvement, regardless of whether the level is a maturity or a capability level.

2010-09-24

Topics

- Maturity Levels

Summary

2010-11-01

Capability Levels -1

Capability levels provide a scale for measuring your processes against each process area in a CMMI model.

A capability level for a process area is achieved when all of the generic goals are satisfied up to that level.

There are four capability levels (0-3).

Each level is a layer in the foundation for continuous process improvement.

Capability levels are cumulative (i.e., a higher capability level includes the practices of the lower levels).

2010-11-01

Capability Levels -2

Defined

Managed

Performed

Incomplete

2010-11-01

Representing Process Area Capability

The process area capability of an implemented process can be represented by a bar.

This point represents a higher level of capability

Process Area n

this point in a specific process area

2010-11-01

CL 2 CL 2

Because capability levels build upon one another, there can be no gaps.

Capability Levels Are Cumulative

CL 0 CL 0 CL 0 CL 0

2010-11-01

Capability Levels and GGs/GPs

Do zero or more SPs, but not all

Do ALL SGs & SPs, satisfying GP 1.1

Do CL 1 and add GP 2.Xs

Do CL2 and add GP 3.Xs

Specific Goals and Practices Generic Goals and Practices

GG 3 GG 2 GG 1 SG x SG 1

SP 2.3

SP 1.2

GP 1.1

SP x.y

SP 1.2

SP 1.1

GP 2.1

GP 1.1

GP 2.10

SP x.y

SP 1.2

SP 1.1

GP 2.1

GP 1.1

GP 3.1

GP 3.2

GP 2.10

SP x.y

SP 1.2

SP 1.1

SP . . .

GP . . .

2010-11-01

Not performed, incomplete A few GPs or SPs may be implemented

GG 1 All SPs Perform the work

GG 1 and GG 2 All SPs

Adhere to policy; follow documented plans and processes, apply adequate resources; assign responsibility and authority; train people, apply configuration management, monitor, control, and evaluate process; identify and involve stakeholders; review with management

GG 1, GG 2, and GG 3 All SPs

Project's process is tailored from organization's standard processes; understand process qualitatively; process contributes to the organizations assets

Achieving Capability Levels (CLs) for a Process Area

2010-11-01

A project decided PP, PMC, RSKM, and VER are important and conducted a 4 PA appraisal with a target profile of CL3 for all 4 PAs, but achieved lower CLs than the target profile.

Capability Levels and Process Areas -1

GG 1 GG 2

GG 3 GG 3

GG 1 GG 2

SG 2 SG 2

GG 2 GG 1

PP PMC RSKM RD TS CAR VER

SG 3 SG 3

CL 2 CL 0 CL 3 CL 1 N/A N/A N/A

2010-09-24

Topics

- Maturity Levels

Summary

2010-11-01

Maturity Levels -1

Optimizing

Quantitatively Managed

Defined

Managed

Initial

2010-11-01

Maturity Levels -2

Process unpredictable, poorly controlled, and reactive

Process characterized for projects and is often reactive

Process measured and controlled

Focus on continuous process improvement

Initial

Managed

Optimizing

Defined Process characterized for the organization and is proactive

2010-11-01

Achieving Maturity Levels

To achieve a maturity level •  All process areas at that level and all levels below it must be

satisfied or determined to be not applicable.

And to achieve a maturity level 3 or higher •  The generic goal 3 for each applicable maturity level 2 PA must also

be rated satisfied for maturity level 3 or higher.

Note: A process area is satisfied if and only if all of the process area's relevant specific and generic goals are rated as satisfied.

2010-11-01

Achieving Maturity Levels (ML)

Processes are ad hoc and chaotic

GG 2 All ML2 PAs

Adhere to policy; follow documented plans and processes; apply adequate resources; assign responsibility and authority; train people; apply CM; monitor, control, and evaluate process; identify and involve stakeholders; review with management

GG 2 and GG 3 All ML2 and ML3 PAs

Tailor the project's process from organization's standard processes; understand processes qualitatively; ensure that projects contribute to organization assets

GG 2 and GG 3 All ML2, ML3, and ML4 PAs

Establish quality and process performance objectives; use statistical and other quantitative techniques to understand process capability and manage projects

GG 2 and GG 3 All ML2, ML3, ML4, and ML5 PAs

Analyze process performance data compared to business objectives and identify improvements to address gaps; use causal analysis to prevent recurrence of problems or to leverage positive outcomes

2010-11-01

Maturity Levels Should Not Be Skipped

Each maturity level provides a necessary foundation for effective implementation of processes at the next level:

•  Higher level processes have a greater chance of success with the discipline provided by lower levels.

•  The effect of higher maturity innovations are more easily measurable.

Higher maturity level processes may be performed by organizations at lower maturity levels with the risk of not being consistently applied in a crisis. ML 1

2010-09-24

Topics

- Maturity Levels

Summary

2010-11-01

Comparing Capability and Maturity Levels

Continuous Representation Staged Representation

Defined

Managed

Performed

Incomplete

Defined

Managed

Initial

Optimizing

2010-11-01

Adapted from Cepeda Systems & Software Analysis, Inc.

Summarizing Maturity Levels and Capability Levels in Relation to GGs and GPs

Staged Representation Maturity Levels

GG 2 Institutionalize a Managed Process

GG 3 Institutionalize a Defined Process

GG 1 Achieve Specific Goals

GP 1.1

GP 2.1 GP 2.2 GP 2.3 GP 2.4 GP 2.5 GP 2.6 GP 2.7 GP 2.8 GP 2.9 GP 2.10

GP 3.1 GP 3.2

Capability Levels

Establish an Organizational Policy Plan the Process Provide Resources Assign Responsibility Train People Control Work Products Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher Level Management

Perform Specific Practices

Establish a Defined Process Collect Process Related Experiences

Generic Goals Generic Practices

2010-09-24

Some benefits of choosing the continuous representation are It allows you to select the order of improvement that best meets your

organization's business objectives and mitigates your organization's areas of risk.

It enables comparisons across and among organizations on a process area by process area basis.

2010-09-24

Staged Representation

Some benefits of choosing the staged representation are It provides a proven sequence of improvements, each serving as a

foundation for the next.

It permits comparisons across and among organizations by the use of maturity levels.

It provides a single rating that summarizes appraisal results and allows comparisons among organizations.

2010-11-01

Continuous Can Support Staged The continuous representation can be useful to an initiative with a staged representation focus • as a guide for detailed planning for improvement within

each process area • as a way to track and report intermediate progress short

of achieving a full maturity level Staged Can Support Continuous The staged representation can be useful to an initiative with a continuous representative focus • as a guide to understanding how process areas support

each other • as a guide for big picture, organization-based planning • as a means for benchmarking success

Representations Can Support Each Other

2010-11-01

•  The content is common to both representations. •  Both representations are designed to offer essentially

equivalent results. •  In defining an improvement plan that focuses on your

unique business needs, you may use the principles of both the staged and continuous representations.

•  You may choose the continuous representation for guiding internal process improvement and choose the staged representation to conduct appraisals.

Continuous and Staged Can Be Used Together

2010-11-01

Equivalent Staging

Equivalent staging enables an organization using the continuous representation to convert a capability level profile to the associate maturity level rating. Equivalent staging defines what combination of PAs and CLs corresponds to each ML: •  To achieve ML 2, you must achieve CL 2 or higher in all

ML2 PAs. •  To achieve ML 3, you must achieve CL 3 in all ML 2 and

ML 3 PAs. •  To achieve ML 4, you must achieve CL 3 in all PAs up

through ML 4 PAs. •  To achieve ML 5, you must achieve CL 3 in all PAs.

2010-11-01

Target Profiles and Equivalent Staging Name Abbr. ML CL1 CL2 CL3 Configuration Management CM 2

Measurement and Analysis MA 2 Project Monitoring and Control PMC 2 Target Project Planning PP 2 Profile 2 Process and Product Quality Assurance PPQA 2 Requirements Management REQM 2 Supplier Agreement Management SAM 2 Decision Analysis and Resolution DAR 3 Integrated Project Management IPM 3 Target

Profile 3 Organizational Process Definition OPD 3 Organizational Process Focus OPF 3 Organizational Training OT 3 Product Integration PI 3 Requirements Development RD 3 Risk Management RSKM 3 Technical Solution TS 3 Validation VAL 3 Verification VER 3 Organizational Process Performance OPP 4 Target

Profile 4 Quantitative Project Management QPM 4 Causal Analysis and Resolution CAR 5 Target

Profile 5 Organizational Performance Management OPM 5

2010-09-24

Topics

- Maturity Levels

Summary

2010-09-24

Summary

Both staged and continuous representations of the CMMI models provide the same essential content for successful process improvement. The organization's business objectives should be the driver of process improvement and direct when to use the staged or continuous representation. In practice, organizations use elements of both representations in their process improvement efforts.

2010-09-24

Topics

- Maturity Levels

Summary

2010-09-24

Exercise 8

Task Follow the directions in the “Generic Practices” exercise.

Expected Outcome Participants will gain some insight and understanding into typical issues encountered in the real-life world when addressing Generic Practices.

Module 12: Summary

2010-09-24

Topics

What We Hope You Walk Away With

Next Steps

Where to Find More Information and Help

Exercise 9: Map Statements to Process Areas

Revisiting Course Expectations

Evaluating the Course

2010-09-24

Course Objectives

By now, you should be able to describe the components of CMMI models and their relationships discuss the process areas in CMMI models locate relevant information in the model

2010-11-01

Reviewing Process Area Components

Expected

Informative

Required

Specific Practices

Generic Practice

Products

Introductory Notes

Purpose Statement

Generic Goals (GG)

Specific Goals (SG)

Generic Practices

Process Area (PA)

2010-11-01

The Capability Levels

Defined

Managed

Performed

Incomplete

2010-11-01

The Maturity Levels

ML 2 Process unpredictable, poorly controlled, and reactive

Process characterized for projects and is often reactive

Process measured and controlled

Focus on continuous process improvement

Initial

Managed

Optimizing

Defined Process characterized for the organization and is proactive

2010-11-01

Continuous Representation: PAs by Category Process Areas Category

Project Management

Process Areas

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