cmmi session 14

8/8/2019 CMMI Session 14

1/23

Software Project ManagementCMMI

M.Ramesh


2/23

The kings Ship Wasa - 1628

No Specification

No Architecture description

Changes done on the fly,

often under market/customer

pressure

Testing ignored

Didnt know how to tell the

clients No

The system last longer than

was ever imagined Maintenance costs far exceed

ordinary development


3/23

PEOPLE

PROCESS

TECHNOLOGY


4/23

The CMMI Project DoD sponsored collaboration

between industry, Government, academia

Over 100 people involved

U.S. Army, Navy, Air Force

Federal Aviation Administration National Security Agency Software Engineering Institute ADP, Inc. AT&T Labs BAE Boeing Computer Sciences Corporation

EER Systems Ericsson Canada Ernst and Young General Dynamics Harris Corporation

Honeywell KPMG Litton Lockheed Martin Motorola Northrop Grumman Pacific Bell

Q-Labs Raytheon Rockwell Collins Sverdrup Corporation Thomson CSF TRW


5/23

Commonly Used CMMsSoftware CMM staged software

development

System Engineering CMM continuous system

engineering

System Engineering Capability Model continuous

system

engineering

Software Acquisition CMM staged softwareacquisition

System Security Engineering CMM continuous

security

engineering


6/23


7/23

Underlying Premise of Process

Improvement

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.


8/23

The Software Development

ParadoxHigh-Quality but Slow to MarketNot a LeaderHigh-Quality but Slow to MarketNot a Leader

SpeedSpeed

QualityQualityFast to Market but Low Quality

Low CustomerSatisfaction

Fast to Market but Low QualityLow Customer

Satisfaction

[1]Booch[1]Booch


9/23

What is a CMM?

Capability Maturity Model:

A reference model of mature practices in a specified discipline, used to

assess a groups capability to perform that discipline

CMMs differ by

Discipline (software, systems, acquisition, etc.) Structure (staged versus continuous)

How Maturity is Defined (process improvement path)

How Capability is Defined (institutionalization)

Capability Maturity Model and CMMare used by the Software

Engineering Institute (SEI) to denote a particular class of maturity models

Capability Maturity Model, CMM, CMM Integration, and CMMI are service marks and registered trademarks of Carnegie MellonUniversity


10/23

What is CMMI?

Consultant

Money

Making

Initiative


11/23

What is CMMI?

Model

Practices

Process Improvement


12/23

Model

Say what you do

Do what you say

Prove It


13/23

CMMI Maturity Levels

[4]Buchholtz & Cordes[4]Buchholtz & Cordes


14/23

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[6]Rudge


15/23

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, andacquisition

IPD-CMM integrated productdevelopment

People CMM workforce

SPICE Model software development

CMMI Replaces



16/23

History of the CMMI1987 1991 1995 1997 2000 2002

First CMMPublished

Model Refined

and Published as

SW-CMM v1.0

SW-CMM v1.1Published

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



17/23

Critique of CMMI

The projects most worth doing are the ones

that will move you DOWN one full level on

your process scale (Peopleware) [3]

[3]Demarco & Lister[3]Demarco & Lister


18/23

CMMI vs. Agile

PEOPLE

TECHNOLOGYProcess


19/23

The Agile Software Manifesto

Individuals and interactionsIndividuals and interactionsover processes and toolsover processes and tools

Working softwareWorking softwareover comprehensive documentationover comprehensive documentation

Customer collaborationCustomer collaborationover contract negotiationover contract negotiation

Responding to changeResponding to changeover following a planover following a plan

[7]Agile[7]Agile


20/23

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[5]Jain


21/23

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 its ability 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[5]Jain


22/23

Agile vs. Plan Driven

[2]Bohem, Turner[2]Bohem, Turner


23/23

Why Bother with both?

Introduce Agility to a CMMI

organization

Best of Breed

cmmi session 14

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