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CMMI: Version 1.2Basics
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SINGAPORE
A presentation by QAI
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CMMI Version 1.2
Basics
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History of CMMs
CMM v1.0 (Software) was the first to
be developed
Others were developed subsequently: SE CMM (Systems Engineering) CMM
Integrated Product Development CMM
SA (Software Acquisition) CMM
People CMM
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Why Integrate?
Adaptability to enterprise needs
designed for evolution to meet current
and future enterprise-wide process
improvement needs
can add new process areas, generic
improvement approach still applies
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CMMI - SE/ SW
Systems Engineering
Covers the development of total systems,which may or may not include software
Focus on transforming customer needs,expectations, and constraints intoproduct solutions and supporting thoseproduct solutions throughout the productlife cycle
Software Engineering
Covers the development of softwaresystems
Focus on applying systematic, disciplined,
and quantifiable approaches to thedevelopment, operation andmaintenance of software
CMMI - SE/SW covers both
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Why Use CMMI SE/SW?
Increased dependency between
systems engineering and software
engineering
Low maturity of the interfaces
between systems engineering and
software engineering
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Whats New in CMMI Ver 1.2
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CMMI Framework
Constellation: Collection of CMMI components that includes the
model, its training materials and appraisal-related documents for an
area of interest. CMMI models for development, services and
acquisition
Model for development provides amplifications for the systems
engineering, software engineering, and hardware engineering
disciplines
Additions used to expand constellations for specific additional
content - CMMI Dev has one such addition (CMMI - Dev + IPPD) (In
V1.1, IPPD was a discipline.)
Based on the initial efforts to maximize commonality among CMMI
models, 16 of the 22 process areas of CMMI-DEV comprise theprocess improvement core for the three areas of interest currently
being pursued: development, acquisition, and services.
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Concept of Constellations
Latest version of CMMI i.e. CMMI
ver 1.2 for Development was
launched in Aug06
Constellation: Collection of CMMI
components that includes the
model, its training materials and
appraisal-related documents for
an area of interest
Other constellations in making
Acquisition
Services
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Concept of Maturity
Software Process Maturity
Extent to which a specific process is explicitly defined, managed, measured,
controlled and effective
Implies a potential growth in capability and indicates both the richness of an
organizations software process and the consistency with which it is applied in
projects throughout the organization
Maturity Level
A well defined evolutionary plateau toward achieving a mature software process
Each level provides a layer in the foundation for continuous process improvement
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Staged Approach
Proven sequence of typical areas to
focus on for improvement
Permits comparison acrossorganizations - assessment results can
be summarized into a single rating
Easy migration from SW-CMMSM
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The Five Levels of Process
Maturity
Initial
(1)
Managed
(2)
Defined
(3)
QuantitativelyManaged
(4)
Optimizing
(5)
Software Engineering Institute
Process unpredictable,poorly controlled andreactive
Process characterized forprojects and is oftenreactive
Process characterizedfor the organizationand is proactive
Process measuredand controlled
ImprovemInstitutiond
ContinuousProcess
Improvement
QuantitativeManagement
ProcessStandardization
Basic ProjectManagement
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Level 1 Process Areas
There are no Process Areas at Level 1
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The Initial Level (1)
Environment not stable for developing and
maintaining systems
Inadequate management and engineering
practices
Ineffective planning
Reaction-driven commitment systems
Emphasis on development and testing during crisis
Success depends on having exceptional people
Unpredictable process capability
Unpredictable schedules, budgets, functionality,
and quality
Few stable processes
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Level 2 Process Areas
Focus is on enabling institutionalizing Project Management
Practices
Requirements Management
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Measurement and Analysis
Process and Product Quality AssuranceConfiguration Management
Instilling basic
disciplineinto projectmanagementpractices.Each projectmay followtheir ownset of processes.
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The Managed Level (2)
Policies for managing projects
Planning and managing based on experience
Allows repeatability of successful practices
Specific processes implemented by the projectsmay differ
Realistic project commitments
Costs, schedules and functionality tracked
Requirements and work products are baselined
Standards defined and conformed to
Strong customer-supplier relationship with
subcontractors A measurement process is in place
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Level 3 Process Area
Focus is on developing technical/ engineering practices
integrating it with management practices and institutionalizing
it.
Requirements Development
Technical Solution
Product Integration
Verification
ValidationOrganizational Process Focus
Organizational Process Definition + IPPD
Organizational Training
Integrated Project Management + IPPD
Risk Management
Decision Analysis and Resolution
Developingengineeringpractices, integratingthem with managementpractices andstandardizingprocesses acrossthe organization
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The Defined Level (3)
Organization-wide standard processes
Effective engineering practices
Integration of engineering and management processes
Reuse of organizational learning
Process Engineering Group (PEG)
Organization-wide training program
Projects Defined Process
Good management insight into the technical progress on all
projects
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Level 4 Process Area
Focus is on quantitatively managing project and organization
wide performance
Organizational Process Performance
Quantitative Project Management
Quantitativelymanageorganizationalprocesses
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The Quantitatively Managed
Level (4)
Quantitative goals for projects and processes
Variation in process performance narrowed
Meaningful variations can be distinguished from random
variation
Products are of high quality
Projects are controlled quantitatively
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Level 5 Process Area
Focus is on continuously improving project and organizational
capability
Continuously
improve project
and
organizational
capability
through
innovations &
do root cause
analysis for
common causes
Organizational Innovation and
Deployment
Causal Analysis and Resolution
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The Optimizing Level (5)
Organization focused on process improvement
incremental advances in existing
processes
innovations using new technologies andmethods
Proactive identification of weaknesses to strengthen
processes
Goal of preventing occurrence of defects through error-cause
removal Cost-Benefit analyses of introducing new technologies and
proposed process changes
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Skipping Maturity Levels
Counter-productive
Each level builds a foundation for
succeeding levels Required leverage for implementing
processes effectively and efficiently
However, processes described at a
higher maturity level can be used
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Continuous Model
Allows you to select the order of
improvement that best meets your
organizations business objectives
Enables comparisons across andamong organizations on a process-
area-by-process-area basis
Provides an easy migration from
models with a continuous
representation to CMMI
Uses predefined sets of process
areas to define an improvementpath for an organization
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Structure of PA
No common
features
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