The Importance of Implementing CMMIPresented to:

Women In Defense

29 Feb 2010

Presented by:Michele NealScientific Research CorporationSEI Certified Lead Appraiser SEI ID# 0500518-01

Contest

How many slides in presentation.How many orange highlighted words or phrasesListen for key points

Where did it Begin?

• Over 80% of all software projects are late, over-budget, and/or incomplete. These projects:– Are 222% over schedule

estimates– Are 189% over cost estimates

• Only 1 out of 11 projects is completed on time and within budget

• Over 30% of software projects are cancelled during development

The Chaos Report, by the Standish Group

DOD Reacts

A review of early process management concepts and models began.The theories of process management are a synthesis of the concepts of Deming, Crosby, Juran and others.Over the past 30 years, these theories have been used to address problems common to many organizations creating what is referred to “Industry Best Practices.”Many “Process Models” have been created using industry best practices.But gaps still existed, and many models over lappedwith opposing views.

DOD Reacts

The CMMI Project:This project work is jointly sponsored by the Office of the Under Secretary of Defense, Acquisition, Technology, and Logistics (DUSD/AT&L) and the Systems Engineering Committee of the National Defense Industrial Association (NDIA )Discipline and process improvement experts from industry, government, and the Software Engineering Institute (SEI) joined together to develop the CMMI Framework, CMMI models, and supporting products. Comes from a framework that generates multiple integrated models, courses, and an assessment method.

Why Focus on Process?

The quality of a system is highly influenced by the quality of the process used to acquire, develop, and maintain it.Process provides a constructive, high-leverage focus as apposed to a focus on people or technology.

Working smarter not harder. A work force is as good as it is trained to be.Technology applied without a suitable roadmap will not result in a significant payoff.

Design Goals

Assure consistency with source modelsSW-CMM V2.0 Draft C (software)EIA/IS-731 (system engineering)IPD-CMM V0.98 (integrated product development)

Integrate the models, eliminate inconsistencies, reduce duplicationIncrease clarity and understanding

Common terminologyConsistent styleUniform construction rules Common components

Reduce the cost of implementing model-based process improvement

Be sensitive to impact on legacy efforts

What is CMMI?A process improvement method that provides a set of best practices that address productivity, performance, costs, and stakeholder satisfaction. A model that supports multipleparallel improvement strategies CMMI provides a consistent, enduringframework that accommodates new initiatives.A guide for improvement of project and organizational processes.A common language and shared vision.A baseline to which appraisal methods can be used to diagnose the state of improvement efforts.

So, who is using CMMI and why should I care ?

So Who Is Implementing CMMI?

Organization Types and Sizes

Status

2,464 Appraisals2,140 Organizations1,417 Participating Companies

273 Reappraised Organizations10,338 Projects67.1% Non-USA Organizations

*Data from Sept 2002 through Sept 2007

Let’s take a look at this versatile business practice model!

PracticesThe fundamental building blocks of the CMMI.Practices are descriptions of actions needed to fulfill key elements of a process.Specific Practices

Required component of the modelApplies to one process areaActivities expected to result in achievement of a specific goal

Generic PracticesRequired component of the modelAre the same for all process areasContributes to process institutionalization Provide for commitment and consistency throughoutthe organization’s processes

Goals

Specific GoalRequired component of the modelApplies to one process area Describes what must be implemented to satisfy the requirements of the process area.

Generic GoalRequired component of the modelAre the same for all process areasSignifies improved control in planning and implementing the processes Indicates effectiveness, repeatability, and lastingness.

Process AreasA process area is a cluster of relatedpractices in an area that, when performed collectively, satisfy a set of goals considered important for making significant improvement in that area.All CMMI process areas are common for both Staged and Continuous.In the Continuous representation process areas are organized by categories.In the staged representation process areas are organized by maturity level.

Model Component Hierarchy

Implementation MethodsCONTINUOUS

Grants explicit freedom to select the order of improvement that meets business goals and mitigates organizational risksEnables increased visibility into the capability achieved within each process areaAllows for generic practices from higher capability levels to be more evenly/completely appliedReflects newer approach; data not available to determine ROIComparisons across organizations only through process area basisAffords easy comparison to ISO

STAGED

• Introduces sequence of improvement, beginning with basic management of practices and progressing through a predefined proven path of successive levels, each serving as the foundation for the next

• Visibility is primarily at the maturity level, with limited visibility at the process area level

• Generic practices are grouped as institutionalization common features that are applied to all process areas at all maturity levels

• Permits easy comparison across and among organizations because process improvement results are summarized at a single maturity level

• Allows comparison to ISO, but does not easily correspond in organization

Staged vs Continuous

ML 1

Staged

ML2ML3

ML4

ML5

OrganizationPA PA

Continuous

Cap

abili

ty0

1

2

3

4

5Process

PA

PA PA PA

PA PA

Process Categories (CMMI –DEV)

Process Management Process Areas

Project Management Process Areas

Engineering Process Areas

Support Process Areas

StructureProcess Category

Process areasSpecific goals

Specific practicesTypical Work ProductsSubpractices

Generic goalsGeneric practices

Elaboration per process areaSubpractices are common among all process areas

The Constellations

CMMI for Services (CMMI-SVC)Contains 24 process areas

CMMI for Development (CMMI-DEV)Contains 22 process areas

CMMI for Acquisitions (CMMI-ACQ)Contains 22 process areas

The Approach

Ok Now what?

Where did it go wrong?

So many companies are viewing CMMI with a Checklist mentality.

Project Management PlanProject schedulePosters of production process on wallAs for raise to create more support creation of more documents

If a process does not add value your business

DON’T IMPLEMENT IT!!

Ok then,How do we fix it?

What CMMI is and is not

CMMI is a model for process improvement, not a standard and not a process. Mature organizations use CMMI models as best practices to assess their process weaknesses, to identify necessary process improvements, and to manage progress toward achievement of their business objectives in a disciplined way that produces measurable value and tangible benefits. CMMI, by its very structure, is designed to be flexibly interpreted and implemented by diverse organizations in a wide variety of application domains to help fit their business strategies and environments.

What is CMMI?A process improvement method that provides a set of best practices that address productivity, performance, costs, and stakeholder satisfaction. A model that supports multipleparallel improvement strategies CMMI provides a consistent, enduringframework that accommodates new initiatives.A guide for improvement of project and organizational processes.A common language and shared vision.A baseline to which appraisal methods can be used to diagnose the state of improvement efforts.

Involve the Right Stakeholders

Prominent executive sponsorship of CMMIManagement commitment is crucialSet and communicate the strategic visionProvide adequate resources (staff, funding, tools)Model and reinforce desired behaviors

Hold people accountable for improvement progress

Set objectivesGet the organization involvedRecognize and reward achievements

Understand and communicate CMMI commitmentSet the tone on why CMMI is importantThe workforce will follow cues from management

Implementation Strategy

PlanEstablish CMMI as a Project not a TaskingChoose and train the CMMI Project LeadChoose a Model based on your organizations business products, goals and objectives.Establish an Implementation Team.Partner with an SEI Certified consulting company early in the implementation process to reduce rework and “false starts”.Conduct a Class C Appraisal for Benchmarking.

Process Change MethodConduct an Organizational\Project ScanBudget, schedule milestones, project reviewsDocument current processRedesign processCommunication and TrainPilot & Evaluate

Implementation Strategy (2)

Conduct SEI CMMI Class A AppraisalMeet with your SEI Certified Lead AssessorIdentify Appraisal scopeGather objective evidence and map to modelIdentify Appraisal Team membersConduct Readiness Review

Implementation Strategy (3)

CMMI Project Lifecycle

Any question?

Answers

36 Slides Including this one.36-26 = 1025-15 = 514-5 = 1Below 5 = You can wake up now its over.

62 single words or phrases highlighted62-42 = 1041-21 = 520-10 = 2

Triva

How many Constellations does CMMI offer? (5)CMMI is a set of standards to which little tailoring should be done for implementation? (10)How much money was showing displayed as a graphic on the 3rd slide? (15)