cmmi in software engineering

7/28/2019 cmmi in software engineering

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CMMI

Arnon Rotem-Gal-Oz


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The kings Ship Wasa - 1628

No Specification

No Architecture description

Changes done on the fly,often undermarket/customer pressure

Testing ignored Didnt know how to tell the

clients No

The system last longer thanwas ever imagined

Maintenance costs farexceed ordinarydevelopment


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PEOPLE

PROCESS

TECHNOLOGY


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Underlying Premise of ProcessImprovement

The quality of a product is

largely determined by the

quality of the process that isused to develop and

maintain it.

Based on TQM principles as taught byShewhart, Juran, Deming and Humphrey.


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The Software DevelopmentParadox

High-Quality but Slow to MarketNot a Leader

Speed

Quality Fast to Market but Low QualityLow CustomerSatisfaction

[1]Booch


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What is CMMI?

Consultant

Money

Making

Initiative
http://article.wn.com/link/WNAT1F884750828151CE04F363A2A7A098A7?source=templategenerator&template=wnbusiness/onephoto.txt


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What is CMMI?

Model

Practices

Process Improvement


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Model

Say what you do

Do what you say

Prove It


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CMMI Maturity Levels

[4]Buchholtz & Cordes


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CMMI Process Areas

Project Management

: Quantitative Project

Management

QPMIPM: Integrated ProjectManagement

RSKM: Risk Management

IT*: Integrated Teaming

ISM**: Integrated SupplierManagement

PP: Project Planning

PMC: ProjectMonitoring and

Control

SAM: SupplierAgreement

Management

Engineering

RD: RequirementsDevelopment

TS: TechnicalSolution

PI: ProductIntegration

VER: Verification

VAL: ValidationREQM: RequirementsManagement

Support

CAR: Causal Analysisand Resolution

DAR: Decision Analysisand Resolution

OEI*: OrganizationalEnvironment for

Integration

MA: Measurement andAnalysis

PPQA: Process &Product Quality

Assurance

CM: ConfigurationManagement

Process Management

OID: OrganizationalInnovation

&DeploymentOPP: OrganizationalProcess Performance

OPF: OrganizationalProcess Focus

OPD: OrganizationalProcess Definition

OT: OrganizationalTraining

Level

5 Optimizing

4 Quantitati-velyManaged

3 Defined

2 Managed

1 Initial

CMMI Options: * with Integrated Product & Process Development (IPPD)

** with Supplier Sourcing (SS)

[6]Rudge


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Software CMM software development

System Engineering CMM system engineering

Software Acquisition CMM software acquisition

System Security Engineering CMM security engineering

FAA-iCMM software engineering,systems engineering,and acquisition

IPD-CMM integrated productdevelopment

People CMM workforce

SPICE Model software development

CMMI Replaces



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History of the CMMI1987 1991 1995 1997 2000 2002

First CMM

Published

Model Refined

and Published as

SW-CMM v1.0

SW-CMM v1.1

Published

1993

Software Acquisition (SA-CMM),

Systems Engineering (SE-CMM),

Integrated Product Development (IPD-CMM),

Organizational Workforce Capability Development (People CMM)

Developed

CMMI Initiative

Launched

CMMI-SE/SW

Version 1.0Published

CMMI-SE/SW/IPPD/A

Version 1.1

Published



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Critique of CMMI

The projects most worth doing are theones that will move you DOWN one fulllevel on your process scale(Peopleware) [3]

[3]Demarco & Lister


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CMMI vs. Agile

PEOPLE

TECHNOLOGYProcess


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The Agile Software Manifesto

Ind iv iduals and interact ion sover processes and tools

Work ing sof twareover comprehensive documentation

Customer co l labo rat ionover contract negotiation

Responding to changeover following a plan

[7]Agile


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CMMI Practices vis--vis Agility

LEVEL 1 Identify scope of work

Perform the work

LEVEL 2 Organizational policy for plan, perform

Requirements, objectives and plans Adequate resources

Train the people

Assign responsibility and authority

CM for designated work products

Identify and involve stakeholders

Monitor and control to plan and take action if needed Objectively monitor adherence to process and QA products/services

Review with upper management and resolve issues

KEY {GREEN : Supportive, White: Neutral, RED: Rough Edges}

[5]Jain


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CMMI Practices vis--vis Agility

LEVEL 3 Maintain as a defined process

Measure the process performance to support environment

LEVEL 4

Establish and maintain quantitative objectives for the process

Stabilize the performance of one or more sub-processes to determine itsability to achieve

LEVEL 5

Ensure continuous improvement to support business goals

Identify and correct root causes of defects

KEY {GREEN : Supportive, White: Neutral, RED: Rough Edges}[5]Jain


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Agile vs. Plan Driven

[2]Bohem, Turner


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Why Bother with both?

Introduce Agility to aCMMI organization

Best of Breed


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References

1. Software Architecture - A Rational Perspective G.Booch (ppt)

2. People Factors in Software Management: LessonsFrom Comparing Agile and Plan-Driven MethodsB. Bohem, R. Turner Crosstalk, Dec 2003

3. Peopleware 2nd edition, T. Demarco, T. Lister DorsetHouse 1999, ISBN 0-932633-43-9

4. Introduction to CMMI, E. Buchholtz, A. Cordes, RTPSPIN Meeting, 2003 (ppt)

5. CSE Annual Review and Excutive Workshop 2002,Apurva Jain (ppt)

6. CMMI : St George or the Dragon?, T. Rudge,Thales (ppt)

7. www.agilemanifesto.org

cmmi in software engineering

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