cmmi basic presentation

7/27/2019 CMMI Basic Presentation

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An Introduction


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Objective

- Understand the difference between CMM & CMMI

- Understand the Structure of CMMI.


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Integration of

Integrate Source Models

SW CMM v2.0c

EIA/IS 731 SECM

IPPD CMM draft v0.98

Consistent with ISO 15504

puneetd:

EIA Interim Standard 731, system

engineering capability model

puneetd:

Integrated Product &

Process Development

Capability Maturity Model


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Different Standards under CMMI

Different body of Knowledge

Software (SW)

System Engineering (SE) Integrated Product and Process Development

(IPPD)

Supplier Sourcing (SS)

Standards are combinations of differentbody of knowledge


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Different Standards under CMMI

Software (SW)

Covers the development of software systems.

System Engineering (SE)

Development of total systems, which may or may not includesoftware.

Focus is on transforming customer needs, expectations andconstraints into product solutions and support them.

Integrated Product and Process Development (IPPD)

Contains Process Management

Project Management

Support

Engineering Processes

Supplier Sourcing (SS) Use suppliers to perform functions ormodifications to product.


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Changes from SW CMM v1.1

Inclusion of Systems Engg.

Two Representations

New Process Areas (22/cmmi versus

18/cmm)

New Generic Goals

New Practices


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Representation

Staged

5 Maturity Levels

From SW CMM

Continuous

6 Capability Levels

From EIA/IS 731 ISO 15504


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Representation Difference

Staged Representation

We have the (Maturity Level)MLs as they are found

in CMM. Process Areas are assigned to the UPPER fours ofthe five maturity levels (Managed, Defined,Quantitatively Managed, Optimizing)

Provides a pre- defined roadmap for organizationalimprovement.


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Representation Difference

Continuous Representation

Maturity Levels are replaced by Capability Levels

(CLs) as a measure assigned individually to eachPA.

Provides maximum flexibility for organizations tochoose which processes to emphasize for

improvement.


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Staged


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Continuous


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Comparison

Continuous StagedRepresentation Representation

Level Capability Levels Maturity Levels

0 Incomplete N/A1 Performed Initial2 Managed Managed

3 Defined Defined4 Quantitatively Quantitatively

Managed Managed5 Optimizing Optimizing


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Process Area

Process Area (PA) is a cluster of related practices.

Practices are actions to be performed in order toachieve the goals of a process area.

They are the major building blocks in establishing theprocess maturity of an organization.

Each process area resides at a specific maturity level.


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New Process Areas

Level 2 (7 versus 6) Measurement & Analysis

Level 3 (11 versus 7)

Risk Management

Requirements Development

Technical Solution

Product Integration

Verification

Validation

Decision Analysis andResolution

Organizational

Environment for Integration


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Process Area Comparison Level

2 SW CMM

Requirement Management

S/w Project Planning

S/w Project Tracking and

Monitoring

S/w Subcontractor

Management

S/w Quality Assurance

S/w ConfigurationManagement

CMM I Requirements Management

Project Planning

Project Monitoring and

Control

Supplier Agreement

Management

Process and Product Quality

Assurance Configuration Management

Measurement and Analysis


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3 SW CMM Organizational Process Focus

Organizational Process Definition

Training

Inter-group Coordination

Integrated Software Management

S/w Product Engineering

Peer Reviews

CMM I Organizational Process Focus


Organizational Training Integrated Project Management

Risk Management

Requirements Development

Technical Solution

Product Integration

Verification

Validation

Decision Analysis and Resolution


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4 & 5 SW CMM

Quantitative ProcessManagement

S/w Quality Management

Defect Prevention

Technology ChangeManagement

Process Change Management

CMM I Organization Process

Performance

Quantitative ProjectManagement

Causal Analysis & Resolution

Organizational Innovation andDeployment


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Process Areas

Organizational Training


Organizational Process Focus

OrganizationalProcess Performance

Supplier Agreement Management

Project Monitoring and Control

Project Planning

Risk Management

Integrated Product Management

Quantitative Project Management

Requirements Management

Validation

Verification

Product Integration

Technical SolutionRequirements Development

Organizational

Innovation & Deployment

Configuration Management

Process & Product QA

Measurement & Analysis

Decision Analysis & Resolution

Causal Analysis & Resolution

Engineering Project Management Process Management Support

2

3

4

5

2

3

4

5

2

3

4

5


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Structure of CMMI

Goal A High level statement of the outcome to beachieved by effective implementation of group of practices.

Specific Goals - 47 Generic Goals - 22

The concept of goals in CMMI is the same as in SW-CMM.

All Institutionalization related practices satisfy GenericGoals.


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Structure of CMMI

Practices - A Description of expected actions to beperformed in order to achieve the goals of a process areas.

Specific Practices These differ across process areasand equivalent to Activities in CMM.

Generic Practices These are common across allprocess areas and equivalent to CO, AB, VE etc.

General Practices support the Generic Goal of eachPA.


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Structure of CMMI

Common Features They are a means of categorizing genericpractices.

The categories are :

Commitment to Perform Creating management policiesand securing sponsorship.

Ability to Perform Establishment and maintenance ofplans, resources, assigning responsibility and authority and

training.

Directing Implementation Measurement, Control andperformance practices.

Verifying Implementation Ensure implementation andCompliance.


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Summary

- Different Standards under CMMI

- Changes from CMM to CMMI- 2 Representations

- Comparison between Representations

- Process Areas- Structure


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THANX

cmmi basic presentation

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