cmmi capability maturity model integration renāte guslens 2008. gada 4. decembris
TRANSCRIPT
Dienas kārtība
• Pārskats CMMI modelim Ievads CMMI CMMI pa līmeņiem Mērīšana un metrikas CMMI pasaulē Salīdzinājumi ar citiem modeļiem
• CMMI ieviešana
Pārskats CMMI modelim
• Ievads CMMI• CMMI pa līmeņiem• Mērīšana un metrikas• CMMI pasaulē• Salīdzinājumi ar citiem modeļiem
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Kas ir CMMI?
CMMI: Capability Maturity Model IntegrationCMMI: Capability Maturity Model Integration Nav pārtulkots latviski
• Procesu prasību apraksts, kas nodrošina efektīvu izstrādes procesu
• Procesu uzlabošanas rīks programmatūras izstrādes uzņēmumiem
• Starptautiski atzīsts procesu modelis
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CMMI vēsture
Problēma – ASV federālai valdībai trūkst kritēriju kā izvēlēties programmatūras piegādātājus
• 1984 – līgums par Software Engineering Institute (SEI) Software Engineering Institute (SEI) dibināšanu [Carnegie Mellon University ietvaros]
Sponsors – ASV aizsardzības departaments
• 1985 - SEI uzsāk darbu pie procesu definēšanas, kas vēlāk top par Capability Maturity ModelCapability Maturity Model
• 1991.g. – izlaista SW-CMM versija 1.0
• 1992.g. – izlaista SW-CMM versija 1.1
CMMI vēsture, turp.
• 2002. g. - 2002. g. - CMMI CMMI Version Version 1.1 Product Suite1.1 Product Suite Jauna novērtēšanas metode, SCAMPI
• Standard CMM Appraisal Method for Process Improvement
• 2005.g. 31. decembrī - SW-CMM arhivēts
• 2006.g. – izlaists CMMI Version 1.2 for DevelopmentCMMI Version 1.2 for Development Turpmāk prezentācijā - CMMI
• Papildus informācija: http://www.sei.cmu.edu/cmmi
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Pārskats CMMI modelim
• Ievads CMMI• CMMI pa līmeņiem• Mērīšana un metrikas• CMMI pasaulē• Salīdzinājumi ar citiem modeļiem
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Kas raksturo nobriedušu organizāciju?
• Projektu pārskatāmība• Paredzami rezultāti• Produktivitāte• Augsta produktu kvalitāte• Spēja tikt galā ar sarežģītajiem projektiem• Darbinieku apmierinātība
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Brieduma (maturity) līmeņi
• Modelis sadalīts 5 līmeņos 5. līmenis ir visaugstākais 1. līmenis ‘piešķirts’ visiem
• Klientiem bieži prasības pret līmeņiem• Lai sasniegtu konkrētu līmeni, jābūt izpildītām
visām prasībām ne tikai šajā līmenī, bet arī visos iepriekšējos līmeņos
• Katram līmenim definēti procesu apgabali (process areas)
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CMMI 2.līmenis – pārvaldīts (managed)
• Prasības ir zināmas• Plāni tiek izstrādāti saskaņā ar firmas prasībām
pret plānošanu• Projektu aktivitātes notiek saskaņā ar plānu• Mērījumi un apskates tiek veikti projekta laikā• Produkts bieži tiek izstrādāts pareizi• Standarti un procesi var atšķirties no projekta uz
projektu
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Atšķirība starp 1. un 2. līmeni
• Projektu vadībā ir disciplīnēta• Firmas procesu politika ieviesta• Projektu plāni un procesu apraksti ir
dokumentēti un atsekoti• Resursi ir piešķirti• Atbildīgie un viņu pienākumi ir zināmi visā
projekta gaitā• Procesus var pielietot līdzīgajos projektos
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CMMI 3.līmenis – definēts (Defined)
• Organizācijai ir standartu procesu apraksts• Projekta procesi pielāgo organizācijas standartus
savām vajadzībām• Procesi ir aprakstīti diezgan detalizēti
Atšķirība starp 2. un 3. līmeni
• 2.līmenī projektu procesi ir atšķirīgi, bet 3.līmenī visi projekti pamatā izmanto organizācijas procesu aprakstus
• 3.līmenī ir prasības pret visu organizāciju, nevis tikai projektiem
• 3.līmeņa procesu apraksti ir detalizētāki nekā 2.līmeņa procesu apraksti
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CMMI 4.līmenis – Quantitatively Managed
• Procesu rezultāti ir prognozējami balstoties uz vēsturiskajiem datiem
• Izmērāmi mērķi tiek uzstādīti katram projektam Klientu mērķi Organizācijas mērķi
• Procesi tiek mērīti pielietojot statistikas metodes
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CMMI 5.līmenis – Optimizing
• Uzsvars uz procesu uzlabojumiem un inovatīviem tehnoloģiskajiem uzlabojumiem
• Defektu cēloņu analīze
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CMMI – divi skati
• CMMI modelim divi grupējumi (representation) Pakāpenisks (Staged) Tematisks (Continuous)
• Saturs vienāds
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Brieduma līmeņi, pakāpenisks (staged) modelis
Project PlanningProject Monitoring and ControlConfiguration ManagementProduct & Process Quality AssuranceSupplier Agreement ManagementMeasurement and AnalysisRequirements Management
Organizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project ManagementRisk Management Decision Analysis and ResolutionRequirements DevelopmentTechnical Solution Product IntegrationVerification Validation
Quantitative Project ManagementOrganizational Process Performance
Causal Analysis and ResolutionOrganization Innovation & Deployment
Level 2Managed
Level 3Defined
Level 4Quantitatively Managed
Level 5Optimizing
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CMMI – tematiskais (continuous)
Process Mgmt(5 PA)
Support(4 PA)
Engineering(6 PA)
Project Mgmt(6 PA)
Organizational Process FocusOrganizational Process DefinitionOrganizational TrainingOrganizational Process PerformanceOrganizational Innovation and Deployment
Project PlanningProject Monitoring and Control
Integrated Project Management
Risk Management
Quantitative Project Management
Requirements ManagementRequirements Development
Technical Solution
Product Integration
Verification
Validation
Measurements and Analysis
Configuration Management
Decision Analysis and Resolution
Causal Analysis and Resolution
Supplier Agreement Management
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Priekšrocības dažādībai
• Pakāpenisks (Staged) Līdzīgs vēsturiskam CMM Ieviešana pa līmeņiem
• Tematisks (Continuous) Iespēja uzlabot tos procesus, kas vistiešāk sakrīt
ar biznesa mērķiem
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Structure of the CMMI Staged Representation
Commitment to Perform: creates policies and secures sponsorship for process improvement effortsAbility to Perform: ensures that the project and/or organization has the resources it needs to pursue process improvementDirecting Implementation: collects, measures, and analyzes data related to processesVerification: verifies that the projects and/or organization’s activities conform to requirements, processes, and procedures
Commitment to Perform: creates policies and secures sponsorship for process improvement effortsAbility to Perform: ensures that the project and/or organization has the resources it needs to pursue process improvementDirecting Implementation: collects, measures, and analyzes data related to processesVerification: verifies that the projects and/or organization’s activities conform to requirements, processes, and procedures
Maturity Level
Process Area Process Area Process Area
Generic Goals Specific Goals
Commitment to Perform
Ability to Perform
Directing Implementation
Verification
Common Features
Generic Practices
Specific Practices
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Staged Representation, Process Areas
Commitment to Perform: creates policies and secures sponsorship for process improvement effortsAbility to Perform: ensures that the project and/or organization has the resources it needs to pursue process improvementDirecting Implementation: collects, measures, and analyzes data related to processesVerification: verifies that the projects and/or organization’s activities conform to requirements, processes, and procedures
Commitment to Perform: creates policies and secures sponsorship for process improvement effortsAbility to Perform: ensures that the project and/or organization has the resources it needs to pursue process improvementDirecting Implementation: collects, measures, and analyzes data related to processesVerification: verifies that the projects and/or organization’s activities conform to requirements, processes, and procedures
Maturity Level
Process Area Process Area Process Area
Generic Goals Specific Goals
Commitment to Perform
Ability to Perform
Directing Implementation
Verification
Common Features
Generic Practices
Specific Practices
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Procesu apgabali pa līmeņiem
Project PlanningProject Monitoring and ControlConfiguration ManagementProduct & Process Quality AssuranceSupplier Agreement ManagementMeasurement and AnalysisRequirements Management
Organizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project ManagementRisk Management Decision Analysis and ResolutionRequirements DevelopmentTechnical Solution Product IntegrationVerification Validation
Quantitative Project ManagementOrganizational Process Performance
Causal Analysis and ResolutionOrganization Innovation & Deployment
Level 2Managed
Level 3Defined
Level 4Quantitatively Managed
Level 5Optimizing
L2: Requirements Management
REQMREQM
PP
PMC
SAM
MA
PPQA
CM
• Requirements Management (R(REQMEQM)) includes:
• developing and understanding of the requirements
• obtaining commitments to the requirements• managing changes to the requirements• managing bidirectional traceability• identifying inconsistencies
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• Project Planning (P (PPP) ) includes:
• identifying project scope• estimating the attributes of the work products and
tasks, effort, and cost• defining the project life cycle• establishing budget and schedule• identifying project risks• planning for data management, resources, and needed
knowledge and skills• planning the involvement of identified stakeholders• establishing the project plan• reviewing plans and reconciling work levels• obtaining commitments to the plan
L2: Project Planning
REQM
PPPP
PMC
SAM
MA
PPQA
CM
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• Project Monitoring and Control (P(PMCMC)) includes:
• monitoring the project planning parameters• monitoring the commitments and project risks• monitoring data management and stakeholder
involvement• conducting progress and milestone reviews• analyzing issues• taking and managing corrective action
L2: Project Monitoring and Control
REQM
PP
PMCPMC
SAM
MA
PPQA
CM
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• Supplier Agreement Management (S(SAMAM)) includes:
• determining the type of acquisition for products or product components to be acquired
• selecting suppliers• reviewing candidate COTS products• establishing, maintaining and executing
agreements• accepting and transitioning products
L2: Supplier Agreement Management
REQM
PP
PMC
SAMSAM
MA
PPQA
CM
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• Measurement and Analysis (M(MAA)) includes:
• establishing and maintaining measurement objectives
• specifying measures and procedures for data collection, storage and analysis
• collecting and analyzing measurement data• storing data and results• reporting results to stakeholders
L2: Measurement and Analysis
REQM
PP
PMC
SAM
MAMA
PPQA
CM
• Process and Product Quality Assurance (P(PPQAPQA)) includes:
• objectively evaluating processes and products• communicating quality issues• ensuring resolution of non-compliance issues• establishing records
L2: Process and Product Quality Assurance
REQM
PP
PMC
SAM
MA
PPQAPPQA
CM
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• Configuration Management (C(CMM)) includes:
• identifying configuration items• establishing a configuration management system• creating or releasing baselines• tracking change requests and controlling changes• establishing records• performing configuration audits
L2: Configuration Management
REQM
PP
PMC
SAM
MA
PPQA
CMCM
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• Requirements Development (RD)(RD) includes:
• collecting and eliciting needs• developing customer requirements• establishing and allocating product and product –
component requirements• identifying interface requirements• establishing operational concepts, scenarios, and a
definition of required functionality• ensuring requirements are necessary and sufficient• balancing needs and constraints• validating requirements
L3: Requirements Development
RDRD
TS
PI
VER
VAL
OPF
OPD
OT
IPM
RSKM
DAR
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• Technical Solution (TS)(TS) includes:
• developing alternatives• evolving operational concepts and scenarios• selecting solutions and developing a design• establishing a technical data package• designing interfaces• performing make, buy or reuse analyses• implementing the design and developing support
documentation
L3: Technical Solution
RD
TSTS
PI
VER
VAL
OPF
OPD
OT
IPM
RSKM
DAR
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• Product Integration (PI)(PI) includes:
• determining the sequence of product integration• establishing an integration environment• establishing procedures and criteria• reviewing interface descriptions for coverage and
completeness• managing internal and external interfaces• confirming readiness for assembling components• assembling, evaluating, packaging and delivering
the product or product component
L3: Product Integration
RD
TS
PIPI
VER
VAL
OPF
OPD
OT
IPM
RSKM
DAR
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• Verification (VER)(VER) includes:
• selecting work products for verification• establishing the verification environment• establishing criteria and procedures• preparing for and conducting peer reviews• analyzing peer review data• performing verification• analyzing verification results and identifying
corrective actions
L3: Verification
RD
TS
PI
VERVER
VAL
OPF
OPD
OT
IPM
RSKM
DAR
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• Validation (VAL)(VAL) includes:
• selecting products for validation• establishing the validation environment• establishing validation procedures and criteria• performing validation activities• analyzing results and identifying issues
L3: Validation
RD
TS
PI
VER
VALVAL
OPF
OPD
OT
IPM
RSKM
DAR
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• Organizational Process Focus (OPF)(OPF) includes:
• establishing process needs and objectives• appraising processes and identifying improvements• establishing and implementing action plans• deploying process assets• incorporating experiences and improvement
information into organizational process assets
L3: Organizational Process Focus
RD
TS
PI
VER
VAL
OPFOPF
OPD
OT
IPM
RSKM
DAR
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• Organizational Process Definition (OPD)(OPD) includes:
• establishing the organization’s set of standard processes
• establishing approved lifecycle model descriptions• establishing tailoring criteria and guidelines• establishing the measurement repository• establishing the process asset library
L3: Organizational Process Definition
RD
TS
PI
VER
VAL
OPF
OPDOPD
OT
IPM
RSKM
DAR
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• Organizational Training (OT)(OT) includes:
• establishing strategic training needs of the organization
• determining which needs are the responsibility of the organization, project or group
• establishing a tactical training plan• establishing a training capability• delivering the training, establishing training records
and assessing training effectiveness
L3: Organizational Training
RD
TS
PI
VER
VAL
OPF
OPD
OTOT
IPM
RSKM
DAR
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• Integrated Project Management (IPM)(IPM) includes:
• establishing the project’s defined process• using the organizational process assets• integrating plans• managing the project using integrated plans• contributing experiences to the organizational
process assets• managing stakeholder involvement and
dependencies• resolving coordination issues
L3: Integrated Project Management
RD
TS
PI
VER
VAL
OPF
OPD
OT
IPMIPM
RSKM
DAR
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• Risk Management (RSKM)(RSKM) includes:
• determining risk sources and categories and defining risk parameters
• establishing a risk management strategy• identifying and analyzing risks• evaluating, categorizing and prioritizing risks• developing mitigation plans for the most
important risks• monitoring risks and implementing mitigation
plans as appropriate
L3: Risk Management
RD
TS
PI
VER
VAL
OPF
OPD
OT
IPM
RSKMRSKM
DAR
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• Decision Analysis and Resolution (DAR)(DAR) includes:
• establishing guidelines to determine which decisions will be subject to a formal evaluation process
• establishing evaluation criteria• identifying alternative solutions• selecting evaluation methods• evaluating alternatives• selecting solutions
L3: Decision Analysis and Resolution
RD
TS
PI
VER
VAL
OPF
OPD
OT
IPM
RSKM
DARDAR
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• Quantitative Project Management (QPM)(QPM) includes:
establishing the project’s objectives composing the defined process selecting sub-processes to be statistically managed managing project’s performance against the objectives selecting and applying analytical techniques to
understand the variation monitoring sub-process performance recording statistical data in the organization’s
measurement repository
L4: Quantitative Project Management
QPMQPM
OPP
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• Organizational Process Performance ((OPPOPP)) includes:
selecting processes to include in performance analysis establishing measures to use in process performance
analysis establishing quantitative objectives for quality and
process performance establishing process performance baselines and models
L4: Organizational Process Performance
QPM
OPPOPP
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• Organizational Innovation and Deployment ((OIDOID)) includes:
collecting and analyzing innovative technology improvement proposals
piloting and selecting improvements for deployment planning and managing the deployment of
improvements measuring the effects of deployed processes and
technology improvements
L5: Organizational Innovation & Deployment
OIDOID
CAR
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• Causal Analysis and Resolution (CAR)(CAR) includes:
selecting defect data for analysis analyzing causes if defects implementing action proposals evaluating effects of changes recording data
L5: Causal Analysis and Resolution
OID
CARCAR
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Mērķi un darbības (Goals & Practices)
Commitment to Perform: creates policies and secures sponsorship for process improvement effortsAbility to Perform: ensures that the project and/or organization has the resources it needs to pursue process improvementDirecting Implementation: collects, measures, and analyzes data related to processesVerification: verifies that the projects and/or organization’s activities conform to requirements, processes, and procedures
Commitment to Perform: creates policies and secures sponsorship for process improvement effortsAbility to Perform: ensures that the project and/or organization has the resources it needs to pursue process improvementDirecting Implementation: collects, measures, and analyzes data related to processesVerification: verifies that the projects and/or organization’s activities conform to requirements, processes, and procedures
Maturity Level
Process Area Process Area Process Area
Generic Goals Specific Goals
Commitment to Perform
Ability to Perform
Directing Implementation
Verification
Common Features
Generic Practices
Specific Practices
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• Prasība procesu apgabalam• Specifiskie (specific) mērķi
Konkrēta prasība attiecīgajam procesu apgabalam• Vispārīgie (generic) mērķi
Vispārīga prasība, kas attiecās uz visiem procesu apgabaliem
• Jāsasniedz mērķi, lai procesu gabala prasības būtu izpildītas
Mērķi (goals)
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Specific Practices vs. Generic Practices
Specific Practices• Apply to a single process area• Describe activities that
implement the process area
Example – Requirements Mgmt.SG 1 Manage Requirements• SP 1.1 Obtain an
Understanding of Requirements• SP 1.2 Obtain Commitment to
Requirements• SP 1.3 Manage Requirements
Changes• SP 1.4 Maintain Bidirectional
Traceability of Requirements• SP 1.5 Identify Inconsistencies
between Project Work and Requirements
Generic Practices• Apply to all process areas• Describe activities that
institutionalize the process areas
GG 2 Institutionalize a Managed Process
• GP 2.1 Establish an Organizational Policy
• GP 2.2 Plan the Process• GP 2.3 Provide Resources• GP 2.4 Assign Responsibility• GP 2.5 Train PeopleGG 3 Institutionalize a Defined
Process • GP 3.1 Establish a Defined
Process• GP 3.2 Collect Improvement
Information
Pārskats CMMI modelim
• Ievads CMMI• CMMI pa līmeņiem• Mērīšana un metrikas• CMMI pasaulē• Salīdzinājumi ar citiem modeļiem
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What is a ‘Metric’ and why should I collect it?
• Actually, Metrics are not collected• They are calculated values• Input comes from numbers and values you are
collecting• Those numbers present actual values of your work,
like: Size of code developed Number of pages in Design Document, Test Plan Number of Defects found during Code Review
• Reason to collect: when significant amount of data has been collected, you can make some decisions about how you work and what are the consequences in your work process
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3 Layers of Metrics
Project ManagerQuality Management
Project managerTeam leaders
Team members responsibilityDCI
Measurement
Metric
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Metrics Overall
• Idea of Metric collection: Three Levels Data Collection Item (DCI) Measurement Metric
• Collecting data is at the project level and it is the responsibility of every team member
• Measurement is derived from DCI’s, like: Actual Start Date of Design (this is DCI) and Actual End Date of Design (this is DCI too) (Actual End Date-Actual Start Date)+1=
• =Total Actual Elapsed Time (this is Measurement)
• A metric is calculated using combinations of measurements
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How you are affected by a ‘Metrics Program’
• Initial estimations for the Project Project Managers, Team Leaders
• During Project’s life Everyone is required to record or be able to provide data
on actual tasks/activities• At the End of the Project
Project Managers, Team Leaders
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Initial Estimates
• When new project is started, you need to plan its activities in details and
• Set up Initial Estimates• They are needed for tracking purposes when actual
values will be available• Examples here:
Total Effort Schedule data Size of the Team Number of Requirements to be delivered Size of Code to be developed
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During the Project
• During project’s life you need to collect DCI’s at the predefined milestones within project
• You need to compare Actual Values with ones you’ve estimated, in other words:
You need to calculate some Metrics to find out any critical deviations (probably forcing you to revise your plans)
• SQA Auditor reviews the results at milestones• Modelling task is applicable:
you enter actual performance values spreadsheet tells you predictable values for the ending
of the project assuming the prevailing trend
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At the End of the Project
• When project is finished, you need to actualize all values and only NOW metrics can be finalized
• They are compared with goals set before• Having enough data, it will help you to plan your next
projects (similar ones)
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Metric Goals
• Goals are defined at 3 levels: Company
• Department• Project
• Company Goals, for example make a profit deliver on time
• Department Goals are more specific subsets of Company Goals, like
reduce number of post delivery defects increase productivity
• Project Goals are numeric values describing how Department and Company Goals are met
‘Productivity’ keep actual value around 22.58 relative performance points
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Metric Goals – cont’d
• Metric Goals must be set for those Metrics providing significant importance for particular Department and Project type
• Metrics must be chosen to demonstrate ability to track if desired (quality) objectives are met, e.g.
Achieve 95% Defect Removal Efficiency• Metric Goals map to Project and Company Goals
(G-Q-M)
Example• Company Goal: Increase Product Quality
Dept. Goal: Find Defects in early stages of Life Cycle• Project Goal: Increase % of Defects found in the
Design phase up to 70%
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Pārskats CMMI modelim
• Ievads CMMI• CMMI pa līmeņiem• Mērīšana un metrikas• CMMI pasaulē• Salīdzinājumi ar citiem modeļiem
Bildes šajā nākamajā sadaļā ņemtas no SEI Process Maturity Profile 2008.gada septembra atskaites
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Pārskats CMMI modelim
• Ievads CMMI• CMMI pa līmeņiem• Mērīšana un metrikas• CMMI pasaulē• Salīdzinājumi ar citiem modeļiem
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CMMI un ISO: kopīgais
• Ideoloģija balstīta uz procesiem
• Strukturizēta pieeja (vadlīnijas) procesu uzlabojumiem
• Jāveic datu vākšana un analīze Analīze kļūst par pamatu turpmākai lēmumu pieņemšanai
• Sertifikācijai vajadzīgs ārējs audits
• Sertifikāts derīgs 3 gadus
• Objektīvs vērtējums
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CMMI un ISO: atšķirīgais
ISO• Izmantots vairākās
nozarēs• Uzraudzības auditi• Viens līmenis• Vispārīgas minimālās
prasības• Biežāk pieprasīts Eiropā• Ārējie auditori paši veic
auditu
CMMI• Paredzēts tieši
programmatūras ražošanai• Nav uzraudzības auditu• Pieci līmeņi• Ļoti konkrētas prasības• Biežāk pieprasīts ASV• Ārējie auditori veic auditu
kopā ar iekšējiem auditoriem
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CMMI un ISO: kopsavilkums
• Nav pretrunā
• Atšķiras prasību detalizācija
• CMMI paredz stingrākas prasības programmatūras ražošanai
• ISO 9001:2000 sertificēta organizācija atbilst gandrīz visām CMMI 2. līmeņa prasībām un vairumam 3. līmeņa prasībām (dati no Cap Gemini, Ernst and Young)
• CMMI 3. līmeņa organizācija, veicot sīkus procesu papildinājumus, būtu gatava ISO 9001:2000 sertifikācijai
CMMI un SPICE
• Abiem 5 līmeņi• CMMI modelis pieejams bez maksas• SPICE ir par maksu (ISO 15504 standarts)• CMMI modelim sponsors• CMMI ir pieprasīts ASV• SPICE vairāk pieprasīts Eiropā• CMMI nonāca tirgū ātrāk par SPICE• SCAMPI (novērtēšanas metode) der arī SPICE
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CMMI un Six Sigma
• Kopīgi mērķi Defektu samazināšana Kvalitātes vadība Procesu uzlabošana Procesu kontrole
• Atšķirības Six Sigma:
• Pielietojams jebkurā nozarē• Balstīts uz datu analīzi• Klientu orientēts
CMMI:• Definēta procesu infrastruktūra• Trūkst standarta metrikas
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CMMI ,,sertifikācija”
• Angliski pareizi AssessmentAssessment, nevis certification• Novērtēšanas metode
Standard CMM Appraisal Method for Process Improvement (SCAMPI)(SCAMPI)
• Tikai SCAMPI A SCAMPI A metodes rezultāts ir CMMI līmeņa novērtējums
• SCAMPI B SCAMPI B un C C metodes ir iekšējiem novērtējumiem
• Vada oficiāls SEI vadošais auditors (Lead Assessor)• Auditoru komanda (6–10 cilv.)
Atlasīta Apmācīta “Introduction to CMMI” (SEI oficiālie kursi)
• Rezultāti nosūtīti SEI http://sas.sei.cmu.edu/pars/
• Viens novērtējumsViens novērtējums, nav uzraudzības auditu• Sertifikāts derīgs 3 gadus
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Vēl par SCAMPI
• Daudz sagatavošanas darbu• Informācijas verificēšana (nevis meklēšana)• Pierādījumu datubāze Practice Implementation Practice Implementation
Indicator Database (PIID)Indicator Database (PIID) Uzskaita procesu ieviešanas pierādījumus
• Organizācijas līmenis• Nodaļu līmenis• Projektu līmenis
Jāaizpilda pirms novērtēšanas procesa sākšanas• Intervijas un dokumentu pārbaude
Skatās, vai informācija sakrīt
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Formālā uzņēmuma novērtēšana
• Priekšnosacījumi: Apmācīta auditoru komanda
• Obligāta “Introduction to CMMI” kursa apmeklēšana Aizpildīta Practice Implementation Indicator datubāze
• Dokumentu pārskati• Intervijas
Projektu vadītāji Nodaļu vadītāji Dažādu grupu pārstāvi
• Informācijas apkopošana un rezultātu sagatavošana• Neoficiālo rezultātu prezentēšana pa grupām• Oficiālo rezultātu prezentēšana un līmeņu piešķiršana• Noslēguma darbi
Nosūtīt novērtēšanas rezultātus SEI Konfidenciālo informācijas dzēšana/iznīcināšana
Piemērs – 5.līmeņa novērtēšanas plāns
Week 1 Week 2
Day 1 •SCAMPI Overview, Assessment Team•PIID Readiness Review
Day 1 •Interview Middle Management•Interview Project Manager 3•Verify and document evidence
Day 2 Readiness Review, PIID completion Day 2 •Interview Project Manager 4•Interview Technical Team 2•Verify and document evidence
Day 3 •Readiness Review, PIID completion•Opening Meeting•Data collection plannning•Prepare interview scripts
Day 3 •Follow-up interviews•Prepare preliminary findings•Present preliminary findings
Day 4 •Interview Project Manager 1•Interview Project Manager 2•Verify and document evidence
Day 4 •Consolidate and prepare final findings presentation•Present final findings
Day 5 •Interview Quality Manager•Interview Quality Assurance Team•Interview Technical Team 1•Verify and document evidence
Day 5 •Assessment wrap-up
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Piemērs: Novērtējuma statistika (5.līmenis)
• Intervijas: 4 projektu vadītāji 3 vadības pārstāvi 15 programmatūras izstrādāji
• Ilgums 2 nedēļas• Auditori 7• Apskatītie procesu apgabali 21• Izpildīti mērķi 76• Izpildītas prasības 426• Pierādījumi ~14000
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Piemērs: procesu apgabala novērtējums
Specific goals
Establish estimates.
Develop a project plan.
Obtain commitment to the plan.
Fully SatisfiedNot SatisfiedNot ApplicableNot Rated
NA
X
Project Planning The purpose of Project Planning (PP) is to establish and maintain
plans that define project activities.
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Piemērs: Maturity Rating Chart
PA Specific Goal Profile
Process Areas Goal 1 Goal 2 Goal 3
Requirements ManagementProject PlanningSupplier Agreement ManagementProject Monitoring and ControlConfiguration ManagementProduct & Process Quality AssuranceMeasurement and Analysis
NA NA
Fully SatisfiedNot SatisfiedNot ApplicableNot Rated
NA
X
Maturity Level 2 - Managed
Result – Maturity Level 1Result – Maturity Level 1