software process improvement and cmmi

8/3/2019 Software Process Improvement and CMMI

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SW Process Improvementand CMMI

Dr. Kanchit Malaivongs

Authorized SCAMPI Lead Appraisor

Authorized CMMI Instructor


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Topics of Presentation

Why improvement?

What is CMMI?

Process Areas and Practices in CMMI

CMMI Representation

CMMI components

CMMI Implementation

Thai SW industry and CMMI

Conclusion


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Why Improvement?

Improvement is necessary for all entities whether they are livingbodies or not.

We need to improve our performance to get a better job and

better life. Organizations need to improve their processes in producing

products and services.

Government must improve their decisions and all their work tobe able to lead the country to prosperity.

Software companies must improve their work to ensure thattheir products are reliable and meeting the customersexpectation.


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What is CMMI?

CMMI or Capability Maturity Model Integrationis aprocess improvement model developed by the SoftwareEngineering Institute, Carnegie Mellon University.

CMMI was developed from the SW-CMM which was usedwidely by software organizations throughout the world.

Additional disciplines are included in CMMI.

Software Park introduced SW CMM to Thai SW industryin 1999 and transit to CMMI about three years ago.

Now SIPA has set a target to have at least 20 companiesappraised in the next two years.


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CMMI can be used for:

Software Engineering Discipline

Hardware Engineering Discipline

System Engineering Discipline

And above disciplines with the addition of Integrated Productand Process Development

And

Other disciplines by carefully specifying corresponding practices


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CMMI Consists of ProcessAreas

A Process Area is a cluster of related practices in an area that,when implemented collectively, satisfies a set of goalsconsidered important for making significant improvement in that

area. There are 22 Process Areas in CMMI

Examples of process areas related to software development

Project Planning

Requirement management

Configuration Management

Risk Management

These PAs are organized in two ways


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ProjectManagement

Process AreasCategory

Requirements ManagementRequirements DevelopmentTechnical Solution

Product IntegrationVerificationValidation

Engineering

Configuration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisDecision Analysis and ResolutionCausal Analysis and Resolution

Support

Project PlanningProject Monitoring and Control

Supplier Agreement ManagementIntegrated Project Management for IPPDRisk ManagementQuantitative Project Management

Organizational Process FocusOrganizational Process DefinitionOrganizational TrainingOrganizational Process PerformanceOrganizational Innovation and Deployment

ProcessManagement

Continuous Representation: PAs by Categories


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Organizational Innovation and DeploymentCausal Analysis and Resolution

5 Optimizing

4 QuantitativelyManaged

3 Defined

2 Managed

ContinuousProcessImprovement

QuantitativeManagement

ProcessStandardization

BasicProjectManagement

Organizational Process PerformanceQuantitative Project Management

Requirements Development

Technical Solution

Product Integration

Verification

Validation

Organizational Process Focus

Organizational Process Definition

Organizational Training

Integrated Project Management for IPPD

Risk Management

Decision Analysis and Resolution

Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management

QualityProductivity

RiskRework

1 Initial

Process AreasLevel Focus

Staged Representation: PAs by Maturity Level


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Two Kinds of Practices

Practices are activities that must be performed in each processarea.

There are two kinds of practices:

Specific Practices: Description of an activity consideredimportant to achieve the associated specific goal of the processarea. Specific Practices are the essence of the PA and aredifferent for each PA.

Generic Practices: Description of an activity considered

important to achieve the associated generic goal. Genericpractices strengthen the institutionalization of the PA. SameGeneric practices appear in all PA.


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Analogy with learning

When we study for a degree we need to take several courses

We can imagine each course as a Process Area

The specific goal of learning a course is to pass the exam with

good grade, e.g., not less than C. Specific practices in learningare: attending the classes, work on exercises, sit in midtermexam, submit the project work and sit in final exam.

The generic goal of learning a course is to have our nameregistered for credit. The generic practices are: register the

course, pay the fee, purchase textbook, prepare learning tools,etc.


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Two Representations

Staged Representation

A systematic, structured way to approach processimprovement one step at a time.

Achieving each step is a foundation for the next step. There are five levels of maturity.

Continuous Representation

A flexible approach to improve process performance. Theorganization may choose to improve a single PA or a groupof PAs.

Organization may improve each PA at different rates.

There are six levels of process capability.


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Process Area ComponentsDescribed in the Technical Note

RelatedProcess Areas

IntroductoryNotes

Typical WorkProducts

Subpractices

Expected Informative

Specific Goals (SG)

Generic Goals (GG)

Required

PurposeStatement

SpecificPractices

(SP)Generic

Practices(GP)

Generic PracticeElaborations

Legend

Process Area (PA)


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CMMI Staged Representation

Main ideas are to improve organization processes such asSW processes

Five Maturity Levels

Each maturity level must have clear and rigorous processesand is shown as a step of stairs

1

4

3

2

5

ManagedInitialDefined

QuantitativelyManagedOptimizing


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Capability Levels Shown as a

Bar into 6 Levels5 Optimizing

4 Quantitatively Managed

3 Defined

2 Managed

1 Performed

0 Incomplete


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CMMI Implementation

Lobby for executive support

Select staff to attend Intro to CMMI course

Create SEPG(Software Engineering Process Group) Employ CMMI consultants

Create appropriate organization policies

Attend SPIN Group Meeting (at SW Park) Study materials in SEI website


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Select Staged Representation

Software organizations should select stage representation.

Fundamental process areas are specified at Maturity Level 2 andare not too difficult to implement. These are

Requirements Management Project Planning

Project Monitoring and Control

Supplier Agreement Management

Measurement and Analysis Process and Product Quality Assurance

Configuration Management


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SEPG Tasks

Study organization processes

Write process standards

Develop SDLC stages and details Create meeting procedures

Create estimation procedures

Create planning procedures

Create Quality Assurance procedures Create Configuration Management Procedures


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Executives Support

Understand importance of CMMI implementation

Make commitment by announcing CMMI Policy

Sending staff to learn Intro to CMMMI Course

Sending staff to learn Project Management Course

Sending staff to learn Quality Assurance Course

Sending staff to learn Configuration ManagementCourse

Allocate resources to acquire project management andCMMI tools

Select pilot projects for implementation


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Managing Projects

Executive announces objectives of implementing CMMI

Executive appoint a Project Leader to manage a selectedproject following the CMMI model

Staff members are appointed as team members withappropriate roles. A project must have QA and CM.

Customers must be informed of the intention to followthe CMMI model so that customers will appropriatelyparticipate in the project processes.

Standard processes are followed strictly until the projectis over.


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Learn and Improve

After implementing CMMI in a few pilot projects, SEPG shoulddiscuss the results and improve the software processes.

All project staff should share the experience in using CMMI and

recommendations must be given on improving the processes atthe end of the projects.

More projects should be implemented using the improvedprocesses.


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Thinking about Appraisal

Organization should think about CMMI Appraisal whichis called SCAMPI-A.

Appraisal can confirm that the organization implement

CMMI correctly and provide insight into SW processimprovement.

Appraisal must be led by SCAMPI Lead Appraiser.

Appraisal Team Members must be appointed to help LAto review documents and to interview staff members

working in the projects.


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Three Phases of SCAMPI-A

First Phase: Objective setting, Planning, Contracting

Second Phase: Training of ATM, Document Review

Third Phase: Onsite SCAMPI, Interviewing, Evidence

Consolidation, Rating, Recommendation


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What Thailand is doing?

Two government offices are promoting the implementation ofCMMI in Thailand.

Software Park is an official SEI Partner and has at least 3

Lead appraisers and 1 Intro to CMMI Instructor. Software Park founds a SPIN group and supports a monthly

meeting of SPIN Group members.

Software Park initiates a project to provide funding for SWcompanies who need support to implement CMMI.

SIPA plans to provide some funds also for SW companies toimplement CMMI

SIPA also funds a simpler version of a similar standard forsmall enterprises


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SPIN Group

Software Process Improvement Network

The group tries to help members to understand improvementprocesses through:

Discussion Special lecture

Site visit

Please contact SW Park and apply for a membership


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Acknowledgement

Some slides here are adapted from SEI for providing ideasabout CMMI to the participants. Thanks for the kindness of SEIin allowing me to provide CMMI ideas to Thai software

community. If you are interested in CMMI please visit the website:

www.sei.cmu.edu

You will also obtain many good advices and articles that canhelp you perform your job better.
http://www.sei.cmu.edu/http://www.sei.cmu.edu/

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