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voice.256.527.8749voice.256.527.8749 fax.256.461.7985fax.256.461.7985sandra.cepeda@[email protected]

200209–CSSA0001 – 104/18/23 21:02

CSSACSSACepeda Systems & Software Analysis, Inc.

CMMI ®OverviewCMMI ®OverviewPresented by:

Sandra L. CepedaPresident and CEO

Cepeda Systems and Software Analysis, Inc.

SEI Visiting Scientist

Presented by:

Sandra L. CepedaPresident and CEO

Cepeda Systems and Software Analysis, Inc.

SEI Visiting ScientistJuly 11, 2003July 11, 2003® CMMI is registered in the U.S. Patent and

Trademark Office by Carnegie Mellon University

200209–CSSA0001 – 204/18/23 21:02

CSSACSSACepeda Systems & Software Analysis, Inc.Cepeda Systems & Software Analysis, Inc.

Copyright 2004, CSSA, Inc.

Appropriate Use of This Appropriate Use of This MaterialMaterial

Appropriate Use of This Appropriate Use of This MaterialMaterial

This material is intellectual property donated by CSSA, Inc. to the pilot of CMMI use in small settings sponsored by AMRDEC SED. You are granted use of this material for non-commercial purposes provided that the material is used as is, including the CSSA logo and copyright information.

For other uses, please contact Sandra Cepeda at [email protected] for permission.

This material is intellectual property donated by CSSA, Inc. to the pilot of CMMI use in small settings sponsored by AMRDEC SED. You are granted use of this material for non-commercial purposes provided that the material is used as is, including the CSSA logo and copyright information.

For other uses, please contact Sandra Cepeda at [email protected] for permission.

200209–CSSA0001 – 304/18/23 21:02



AGENDAAGENDAAGENDAAGENDA

Why the CMMI? What is the CMMI? Using the CMMI Correctly Value of the CMMI Business Case for the CMMI Industry Feedback CMMI Adoption Statistics

Why the CMMI? What is the CMMI? Using the CMMI Correctly Value of the CMMI Business Case for the CMMI Industry Feedback CMMI Adoption Statistics

200209–CSSA0001 – 404/18/23 21:02



THE CMMITHE CMMI PROJECTPROJECTTHE CMMITHE CMMI PROJECTPROJECT

The Capability Maturity Model Integration (CMMI) Project Was Initiated in 1997 by the DoD and National Defense Industrial Association (NDIA) To:

Establish a Framework to Integrate Current and Future Models

Build an Initial Set of Integrated Models Three Source Models Served As the Basis for the CMMI:

CMM for Software V2.0 Draft C EIA - 731 Systems Engineering IPD CMM (IPD) V0.98a

Collaborative Endeavor Industry Government Software Engineering Institute (SEI)

Key Driver: Use of Multiple Models and Assessment Methods Has Been

Inefficient Key Objective:

Reduce the Cost of Establishing and Maintaining Process Improvement Efforts Across an Enterprise Using Multiple Disciplines to Produce Products or Services

The Capability Maturity Model Integration (CMMI) Project Was Initiated in 1997 by the DoD and National Defense Industrial Association (NDIA) To:

Establish a Framework to Integrate Current and Future Models

Build an Initial Set of Integrated Models Three Source Models Served As the Basis for the CMMI:

CMM for Software V2.0 Draft C EIA - 731 Systems Engineering IPD CMM (IPD) V0.98a

Collaborative Endeavor Industry Government Software Engineering Institute (SEI)

Key Driver: Use of Multiple Models and Assessment Methods Has Been

Inefficient Key Objective:

Reduce the Cost of Establishing and Maintaining Process Improvement Efforts Across an Enterprise Using Multiple Disciplines to Produce Products or Services

200209–CSSA0001 – 504/18/23 21:02



CMMI DESIGN GOALSCMMI DESIGN GOALSCMMI DESIGN GOALSCMMI DESIGN GOALS

Integrate the Source Models Eliminate Inconsistencies Reduce Duplication Increase Clarity and Understanding Provide Common Terminology and Consistent Style Maintain Common Components Assure Conformance to ISO 15504 Lay Foundation for Later Addition of Other

Disciplines Reduce the Cost of Implementing Model-Based

Process Improvement Be Sensitive to Impact on Legacy Efforts

Integrate the Source Models Eliminate Inconsistencies Reduce Duplication Increase Clarity and Understanding Provide Common Terminology and Consistent Style Maintain Common Components Assure Conformance to ISO 15504 Lay Foundation for Later Addition of Other

Disciplines Reduce the Cost of Implementing Model-Based

Process Improvement Be Sensitive to Impact on Legacy Efforts


200209–CSSA0001 – 604/18/23 21:02


WHAT ISCMMI ?

WHAT ISCMMI ?

200209–CSSA0001 – 704/18/23 21:02



WHAT IS CMMI?WHAT IS CMMI?WHAT IS CMMI?WHAT IS CMMI?

“The Purpose of CMM Integration is to provide guidance for improving your organization’s processes and your ability to manage the development, acquisition and maintenance of products and services.”

CMMI Version 1.1

“The Purpose of CMM Integration is to provide guidance for improving your organization’s processes and your ability to manage the development, acquisition and maintenance of products and services.”

CMMI Version 1.1

200209–CSSA0001 – 804/18/23 21:02



WHAT IS CMMI?WHAT IS CMMI?WHAT IS CMMI?WHAT IS CMMI?

CMMI Is a Process-Improvement Model That Provides a Set of Best Practices That Address Productivity, Performance, Costs, and Stakeholder Satisfaction.

CMMI Is NOT a Set of “Bolt-On Processes” That Last Only As Long As the Wheel Is Squeaking. CMMI Provides a Consistent, Enduring Framework That Accommodates New Initiatives.

CMMI Focuses on the Total-System Problem, Unlike the SW-CMM or SE-CMM.

CMMI Facilitates Enterprise-Wide Process Improvement, Unlike Single-Discipline Models That Can Result in Confusion and Higher Costs.

CMMI Is a Process-Improvement Model That Provides a Set of Best Practices That Address Productivity, Performance, Costs, and Stakeholder Satisfaction.

CMMI Is NOT a Set of “Bolt-On Processes” That Last Only As Long As the Wheel Is Squeaking. CMMI Provides a Consistent, Enduring Framework That Accommodates New Initiatives.

CMMI Focuses on the Total-System Problem, Unlike the SW-CMM or SE-CMM.

CMMI Facilitates Enterprise-Wide Process Improvement, Unlike Single-Discipline Models That Can Result in Confusion and Higher Costs.

200209–CSSA0001 – 904/18/23 21:02



CMMI SCOPE & COVERAGECMMI SCOPE & COVERAGECMMI SCOPE & COVERAGECMMI SCOPE & COVERAGE

Multiple Disciplines Engineering Development

Software EngineeringSystems EngineeringConcurrent EngineeringHardware Engineering“Assurance” Engineering

Program ManagementProject ManagementQuality AssuranceConfiguration and Data

Management

Multiple Disciplines Engineering Development

Software EngineeringSystems EngineeringConcurrent EngineeringHardware Engineering“Assurance” Engineering

Program ManagementProject ManagementQuality AssuranceConfiguration and Data

Management

Multiple Applications

Architecture Design

Systems Electrical Mechanical Software

System Integration and Test

Logistics Operations Maintenance

Multiple Applications

Architecture Design

Systems Electrical Mechanical Software

System Integration and Test

Logistics Operations Maintenance

Total Product Life CycleTotal Product Life CycleTotal Product Life CycleTotal Product Life Cycle

200209–CSSA0001 – 1004/18/23 21:02



Staged Continuous

CMMI IN A NUTSHELLCMMI IN A NUTSHELLCMMI IN A NUTSHELLCMMI IN A NUTSHELL

PA PA

Cap

abili

ty0

1

2

3

4

5

ProcessPA

ML 1

ML2

ML3

ML4

ML5

Organization

Maturity Level 5 OID, CARMaturity Level 5 OID, CAR

Maturity Level 4 OPP, QPMMaturity Level 4 OPP, QPM

Maturity Level 3 RM, TS, PI, VER, VAL, OPF, OPD, OT, IPM, RSKM, DAR, OEI, IT, ISM

Maturity Level 3 RM, TS, PI, VER, VAL, OPF, OPD, OT, IPM, RSKM, DAR, OEI, IT, ISM

Maturity Level 2 REQM, PP, PMC, MA, PPQA, CM, SAM

Maturity Level 2 REQM, PP, PMC, MA, PPQA, CM, SAM

Process Areas (SE/SW/IPPD/SS)

Requirements Management (REQM)Project Planning (PP)Project Monitoring and Control (PMC)Measurement and Analysis (MA)Process and Product Quality Assurance (PPQA)Configuration Management (CM)Supplier Agreement Management (SAM)

Requirements Development (RD)Technical Solution (TS) Product Integration (PI)Verification (VER)Validation (VAL)Organizational Process Focus (OPF)Organizational Process Definition (OPD)Organizational Training (OT)Integrated Project Management (IPM)Risk Management (RSKM)Decision Analysis and Resolution (DAR)Organizational Environment for Integration (OEI)Integrated Teaming (IT)Integrated Supplier Management (ISM)

Organizational Process Performance (OPP)Quantitative Project Management (QPM)

Organizational Innovation & Deployment (OID)Causal Analysis and Resolution (CAR)

SupportSupport CM, PPQA, MA, CAR, DAR, OEI

SupportSupport CM, PPQA, MA, CAR, DAR, OEI

EngineeringEngineering REQM, RD, TS, PI, VER, VAL

EngineeringEngineering REQM, RD, TS, PI, VER, VAL

Project Project ManagementManagementPP, PMC, SAM,

ISM, IPM, RSKM, QPM, IT

Project Project ManagementManagementPP, PMC, SAM,

ISM, IPM, RSKM, QPM, IT

Process Process ManagementManagement OPF, OPD, OT,

OPP, OID

Process Process ManagementManagement OPF, OPD, OT,

OPP, OID

Two Representations Per CMMI Two Representations Per CMMI Model Model One Appraisal Method (SCAMPI)One Appraisal Method (SCAMPI) Two Representations Per CMMI Two Representations Per CMMI Model Model One Appraisal Method (SCAMPI)One Appraisal Method (SCAMPI)

200209–CSSA0001 – 1104/18/23 21:02



COMPARING THE SW-CMMCOMPARING THE SW-CMMTO CMMI TO CMMI

COMPARING THE SW-CMMCOMPARING THE SW-CMMTO CMMI TO CMMI

Level 2 New Measurement and Analysis

PA SSM: “Supplier” Instead Of

“Subcontractor”

Level 3 New Process Areas

Risk Management Decision Analysis and Resolution Organizational Environment For

Integration Integrated Teaming Integrated Supplier Management

Expansion of SPE Into 5 Process Areas

Requirements Development Technical Solution Product Integration Verification Validation

Level 2 New Measurement and Analysis

PA SSM: “Supplier” Instead Of

“Subcontractor”

Level 3 New Process Areas

Risk Management Decision Analysis and Resolution Organizational Environment For

Integration Integrated Teaming Integrated Supplier Management

Expansion of SPE Into 5 Process Areas

Requirements Development Technical Solution Product Integration Verification Validation

Level 3 (Continued)

Deletion of Peer Reviews As PA Practices Included in Verification PA

Merging of ISM and IC Into Integrated Project Management

Common Features Refocus of Measurement and

Analysis CF to Directing Implementation CF

All Levels Addition of a Capability Level

Goal (Should Have Little Impact) Addition of Practices in Process

Areas, Where Necessary Expanded Scope

Level 3 (Continued)

Deletion of Peer Reviews As PA Practices Included in Verification PA

Merging of ISM and IC Into Integrated Project Management

Common Features Refocus of Measurement and

Analysis CF to Directing Implementation CF

All Levels Addition of a Capability Level

Goal (Should Have Little Impact) Addition of Practices in Process

Areas, Where Necessary Expanded Scope

Natural Extension Of, And Evolution From, Legacy Natural Extension Of, And Evolution From, Legacy ModelsModels

Natural Extension Of, And Evolution From, Legacy Natural Extension Of, And Evolution From, Legacy ModelsModels

IPPDSSIPPDSS


200209–CSSA0001 – 1204/18/23 21:02


USING CMMI

CORRECTLY

USING CMMI

CORRECTLY

200209–CSSA0001 – 1304/18/23 21:02



USING CMMIUSING CMMI CORRECTLYCORRECTLYUSING CMMIUSING CMMI CORRECTLYCORRECTLY

Correct Use of the CMMI Implies:

Reflecting the Reality of Your Business Environment

Tailoring (Interpreting) the CMMI to Suit Your Context and Needs

Allowing for Professional Judgment

Identifying Problems As Objectively As Possible

Thinking and Analyzing How the CMMI Applies Doing and Not Just Thinking!

Not Forcing Foolish Decisions!

Supporting Worker Participation and Empowerment

Correct Use of the CMMI Implies:

Reflecting the Reality of Your Business Environment

Tailoring (Interpreting) the CMMI to Suit Your Context and Needs

Allowing for Professional Judgment

Identifying Problems As Objectively As Possible

Thinking and Analyzing How the CMMI Applies Doing and Not Just Thinking!

Not Forcing Foolish Decisions!

Supporting Worker Participation and Empowerment

Use the Model As aUse the Model As a Guide, Not a, Not a Dictate

Tie Process Improvement to Business GoalsTie Process Improvement to Business Goals

Use the Model As aUse the Model As a Guide, Not a, Not a Dictate

Tie Process Improvement to Business GoalsTie Process Improvement to Business Goals

200209–CSSA0001 – 1404/18/23 21:02



TAILORING CMMITAILORING CMMI FORFORYOUR ORGANIZATIONYOUR ORGANIZATIONTAILORING CMMITAILORING CMMI FORFORYOUR ORGANIZATIONYOUR ORGANIZATION

CMMI Is Designed to Be Tailored to the Goals Set by Your Business Environment. The Built-in Flexibility of the CMMI Provides You the Opportunity To:

Fully Align Process Improvement With You Business Goals

Choose Areas Providing the Biggest “Bang for the Buck”

Leverage off Existing Activities

Develop Specialized Areas to Meet Your Specific Business Needs

Build on Previously Isolated Activities in Software, Systems Engineering, Acquisition, IPPD

Promote Maximum Flexibility and Efficiency in Your Process Improvement Approach

Support an Enterprise Perspective Across All Business Functions

CMMI Is Designed to Be Tailored to the Goals Set by Your Business Environment. The Built-in Flexibility of the CMMI Provides You the Opportunity To:

Fully Align Process Improvement With You Business Goals

Choose Areas Providing the Biggest “Bang for the Buck”

Leverage off Existing Activities

Develop Specialized Areas to Meet Your Specific Business Needs

Build on Previously Isolated Activities in Software, Systems Engineering, Acquisition, IPPD

Promote Maximum Flexibility and Efficiency in Your Process Improvement Approach

Support an Enterprise Perspective Across All Business Functions


200209–CSSA0001 – 1504/18/23 21:02


VALUEOF

CMMI

VALUEOF

CMMI

200209–CSSA0001 – 1604/18/23 21:02



VALUE OF THE CMMIVALUE OF THE CMMI (1 OF 2)(1 OF 2)VALUE OF THE CMMIVALUE OF THE CMMI (1 OF 2)(1 OF 2)

CMMI Adds: New Emphasis on Product As Well As Process Coverage of Services As Well As Systems Emphasis on Process Capability and Organizational

Maturity Early Emphasis on Measurement and Analysis Better Coverage of Engineering Management A Common, Integrated Vision of Improvement for All

Elements of Your Organization Efficient, Effective Appraisals and Improvement Across

Multiple Process Disciplines Reduced Cost of Future Training and Appraisals

CMMI Builds Upon SW-CMM Legacy: Better, Expanded Model Scope Since Many “Software Problems” Are Linked to Systems

Issues, Capabilities Associated With Disciplines Other Than Software Contribute to Causal Factors

CMMI Adds: New Emphasis on Product As Well As Process Coverage of Services As Well As Systems Emphasis on Process Capability and Organizational

Maturity Early Emphasis on Measurement and Analysis Better Coverage of Engineering Management A Common, Integrated Vision of Improvement for All

Elements of Your Organization Efficient, Effective Appraisals and Improvement Across

Multiple Process Disciplines Reduced Cost of Future Training and Appraisals

CMMI Builds Upon SW-CMM Legacy: Better, Expanded Model Scope Since Many “Software Problems” Are Linked to Systems

Issues, Capabilities Associated With Disciplines Other Than Software Contribute to Causal Factors

Additional Productivity and Quality GainsAdditional Productivity and Quality GainsAdditional Productivity and Quality GainsAdditional Productivity and Quality Gains

200209–CSSA0001 – 1704/18/23 21:02



VALUE OF THE CMMIVALUE OF THE CMMI (2 OF 2)(2 OF 2)VALUE OF THE CMMIVALUE OF THE CMMI (2 OF 2)(2 OF 2)

CMMI Will Help You: Improve Delivery of Promised Performance, Cost, and

Schedule Collaborate With External Stakeholders and Manage Their

Expectations Provide Competitive World-class Products and Services Implement an Integrated, Enterprise Business and

Engineering Perspective Master System-of-systems Evolutionary Development

Complexity Use Common, Integrated, and Improving Processes for

Systems and Software Implement Proactive Program Management Techniques Develop Project Leaders Who Look Ahead and Not Over Their

Shoulder Develop a Staff That Uses Best Practices to Cope With

Changing Development, Technology, and Customer Environments

Enable Staff Members to Move Between Projects and Still Use the Same Processes

Create and Improve Processes That Adapt to a Changing Business Environment

CMMI Will Help You: Improve Delivery of Promised Performance, Cost, and

Schedule Collaborate With External Stakeholders and Manage Their

Expectations Provide Competitive World-class Products and Services Implement an Integrated, Enterprise Business and

Engineering Perspective Master System-of-systems Evolutionary Development

Complexity Use Common, Integrated, and Improving Processes for

Systems and Software Implement Proactive Program Management Techniques Develop Project Leaders Who Look Ahead and Not Over Their

Shoulder Develop a Staff That Uses Best Practices to Cope With

Changing Development, Technology, and Customer Environments

Enable Staff Members to Move Between Projects and Still Use the Same Processes

Create and Improve Processes That Adapt to a Changing Business Environment


200209–CSSA0001 – 1804/18/23 21:02


BUSINESS CASEFOR

CMMI

BUSINESS CASEFOR

CMMI

200209–CSSA0001 – 1904/18/23 21:02



BUSINESS CASE FOR CMMIBUSINESS CASE FOR CMMI (1 OF 3)(1 OF 3)


Reduced Development/ Maintenance Costs

Improved Productivity

Less Rework

Increased Revenue/Profitability

Improved Customer Satisfaction

Reduced Post-Release Defects

Measurable Improvements of Reliability and Quality

Repeat Business

Increased Product Sales

Reduced Cycle Time Improved Process Performance

Enhanced Time-to-Market Performance

Bonuses for Early Delivery Improved Professional Staff

Improved Employee Morale

Increased Developer and Maintainer Confidence

Reduced Employee Turnover and Retraining Costs

Improved Competitive Advantage

Better Products Better Products – Not Just Software –– Not Just Software – Out Sooner And Cheaper Out Sooner And CheaperBetter Products Better Products – Not Just Software –– Not Just Software – Out Sooner And Cheaper Out Sooner And Cheaper

200209–CSSA0001 – 2004/18/23 21:02





Improvements From Adopting SW-CMM (SEI, 1994)

Savings vs. cost of

software process

improvement (median) 5:1

Pe

rce

nta

ge

Imp

rov

eme

nt

Annual Medians

+35%

-19%

Tim

e to

M

arke

t

-39%

Po

st-R

elea

seD

efec

t R

epo

rts

Pro

du

ctiv

ity

0

5

10

15

20

25

30

35

40

Current ROI Value

to Programs(DACS, 1999)

Application of SPI to “Example

Organization With Example Projects”:

Development Costs

Reduced 73%

Rework Costs

Reduced 96%

Average Schedule Length

Reduced 37%

Post-Release Defects

Reduced 80%

Weighted Risk Likelihood

Reduced 92%

Return On Investment

21:1Expect Higher ROI For CMMIExpect Higher ROI For CMMIExpect Higher ROI For CMMIExpect Higher ROI For CMMI

200209–CSSA0001 – 2104/18/23 21:02



DoD Contractors Have Additional Motivation To Transition To The DoD Contractors Have Additional Motivation To Transition To The CMMICMMI

DoD Contractors Have Additional Motivation To Transition To The DoD Contractors Have Additional Motivation To Transition To The CMMICMMI



DoDDoDCustomersCustomers

Associate Contractors

Suppliers

Competitors

• May Require Organizational Maturity or Process Capability in RFP, Implicitly or Explicitly

• May Use Organizational Maturity or Process Capability As a Discriminator

• Will Use Organizational Maturity or Process Capability to Advise Customers

• Will Use Organizational Maturity or Process Capability to Competitive Advantage

• Improve Integration of Products and Services

• Improve Integration of Products and Services

• Provide Insight Into Supplier Performance and Quality


200209–CSSA0001 – 2204/18/23 21:02


INDUSTRYFEEDBACKINDUSTRYFEEDBACK

200209–CSSA0001 – 2304/18/23 21:02



CMMICMMI EARLY ADOPTERSEARLY ADOPTERSCMMICMMI EARLY ADOPTERSEARLY ADOPTERS

Process Assessment, Consulting & Training (PACT)Process Assessment, Consulting & Training (PACT)

Information Technology Sector &Integrated Systems Sector, Airborne Early Warning/Electronic Warfare Systems

200209–CSSA0001 – 2404/18/23 21:02



FEEDBACK FROM ADOPTERSFEEDBACK FROM ADOPTERS(1 OF 2)(1 OF 2)


“CMMI can be applied to non-developmental projects, increasing the ‘bang for the buck’”

Wayne Sherer, TACOM-ARDEC

CMMI supports strategically-focused IT organizations “Why CMMI:

GM CIO mandate for global, common processes Desired IT capabilities and maturity of IT organization Common assessment across key processes in a global IT organization Integrated vision of process improvement Leverage industry best practice and incorporate GM-specific practices in standard

improvement framework”

Dr. Hubert F. Hofmann, Christine Walsh, Zahira Gonzalvo, General Motors Corp.

CMMI supports strategically-focused IT organizations “Why CMMI:

GM CIO mandate for global, common processes Desired IT capabilities and maturity of IT organization Common assessment across key processes in a global IT organization Integrated vision of process improvement Leverage industry best practice and incorporate GM-specific practices in standard

improvement framework”

Dr. Hubert F. Hofmann, Christine Walsh, Zahira Gonzalvo, General Motors Corp.

“Involvement with and use of CMMI could have prevented a $21M cost overrun if we had had level 3 capability measurement and analysis process in place”

Don Michels, SOF System Program Office, USAF/WR-ALC

“Involvement with and use of CMMI could have prevented a $21M cost overrun if we had had level 3 capability measurement and analysis process in place”

Don Michels, SOF System Program Office, USAF/WR-ALC

“[tailoring SCAMPI resulted in a] 4-day on-site schedule for the 4-person business unit [and it worked well]”

Tim Kasse, Kasse Initiatives

“[tailoring SCAMPI resulted in a] 4-day on-site schedule for the 4-person business unit [and it worked well]”

Tim Kasse, Kasse Initiatives

“If you have reached mostly Level 2s or 3s in a SE model, … you have most of the CMMI’s requirements for comparable levels covered.”Sarah Sheard, Software Productivity Consortium

“If you have reached mostly Level 2s or 3s in a SE model, … you have most of the CMMI’s requirements for comparable levels covered.”Sarah Sheard, Software Productivity Consortium

We are using CMMI as a reference for guiding Lifecycle Management (LCM) Improvement

BAE

We are using CMMI as a reference for guiding Lifecycle Management (LCM) Improvement

BAE

We are using CMMI taxonomy in Risk Evaluation.Government Agency

We are using CMMI taxonomy in Risk Evaluation.Government Agency

CMMI is less burdensome in the implementation phases. CMMI provides detailed integrated acquisition management coverage that was only partially available in SW-CMM

CMMI Transition Workshop

CMMI is less burdensome in the implementation phases. CMMI provides detailed integrated acquisition management coverage that was only partially available in SW-CMM

CMMI Transition Workshop

200209–CSSA0001 – 2504/18/23 21:02





“What took SEI so long? CMMI concepts are needed and have been used successfully for a long time.”

Christian Hertneck(SEI Resident Affiliate from Siemens)

“What took SEI so long? CMMI concepts are needed and have been used successfully for a long time.”

Christian Hertneck(SEI Resident Affiliate from Siemens)

“[SW-CMM] investments will migrate naturally to CMMI.”Gary Natwick & Geoff Draper,

Harris Corporation

“[SW-CMM] investments will migrate naturally to CMMI.”Gary Natwick & Geoff Draper,

Harris Corporation

“You have many reference systems available to measure how efficient you are and to evaluate the progress you make; the CMMI presents this advantage to be a reference as well as a guide towards good practices.”

Thales

“You have many reference systems available to measure how efficient you are and to evaluate the progress you make; the CMMI presents this advantage to be a reference as well as a guide towards good practices.”

Thales

Level of impact and effort in a high maturity organization should be minimal due to natural extension from SW CMM to CMMI

High Maturity Workshop

Level of impact and effort in a high maturity organization should be minimal due to natural extension from SW CMM to CMMI

High Maturity Workshop

“Best Assessment in 10 years.”Motorola, JAN 2002

“Best Assessment in 10 years.”Motorola, JAN 2002

Appraisal time shows an excellent learning curve 40% reduction in appraisal time over five Australian assessments

“Shadow appraisals” show ease of transition High maturity CBA IPI at Litton PRC Multiple EIA/IS 731 Systems Engineering assessments

Mappings and gap analyses confirm evolutionary expansion from predecessor models

Government and contractors agree on CMMI’s improved engineering coverage in contract monitoring

CMMI is more understandable to practitioners at levels 4 and 5 SCAMPI V1.1 gives us much more value for capturing the

“current state”CMMI Pilots

Appraisal time shows an excellent learning curve 40% reduction in appraisal time over five Australian assessments

“Shadow appraisals” show ease of transition High maturity CBA IPI at Litton PRC Multiple EIA/IS 731 Systems Engineering assessments

Mappings and gap analyses confirm evolutionary expansion from predecessor models

Government and contractors agree on CMMI’s improved engineering coverage in contract monitoring

CMMI is more understandable to practitioners at levels 4 and 5 SCAMPI V1.1 gives us much more value for capturing the

“current state”CMMI Pilots

With slight interpretations from an operational perspective, operational organizations can use CMMI models today to initiate and sustain an active operational process improvement program.Brian P. Gallagher, “Interpreting CMMI for Operational Organizations”

With slight interpretations from an operational perspective, operational organizations can use CMMI models today to initiate and sustain an active operational process improvement program.Brian P. Gallagher, “Interpreting CMMI for Operational Organizations”

200209–CSSA0001 – 2604/18/23 21:02



CMMI TRANSITION STATUSCMMI TRANSITION STATUSCMMI TRANSITION STATUSCMMI TRANSITION STATUS

CMMI Is Being Adopted Quickly

Companies in Key Markets Are Adopting the CMMI

Defense

Aerospace

Automotive

Entertainment

Telecommunications

CMMI Is Being Adopted Quickly

Companies in Key Markets Are Adopting the CMMI

Defense

Aerospace

Automotive

Entertainment

Telecommunications

200209–CSSA0001 – 2704/18/23 21:02



CMMICMMI ADOPTION STATISTICSADOPTION STATISTICSAS OF JANUARY 2003AS OF JANUARY 2003

CMMICMMI ADOPTION STATISTICSADOPTION STATISTICSAS OF JANUARY 2003AS OF JANUARY 2003

7,207 People Trained on the Introduction to CMMI Course

478 People Trained on the Intermediate CMMI Course

162 Authorized SCAMPI Lead Assessors

103 Authorized CMMI Instructors

7,207 People Trained on the Introduction to CMMI Course

478 People Trained on the Intermediate CMMI Course

162 Authorized SCAMPI Lead Assessors

103 Authorized CMMI Instructors

200209–CSSA0001 – 2804/18/23 21:02



SCAMPI APPRAISALSSCAMPI APPRAISALSSCAMPI APPRAISALSSCAMPI APPRAISALS

SCAMPI Appraisals Conducted Since 1999 and Reported to The SEI by February 2003

73 Appraisals

40 Participating Companies

30% Organizations Upgrading

70% Organizations New To CMM’s

52% Offshore Organizations

SCAMPI Appraisals Conducted Since 1999 and Reported to The SEI by February 2003

73 Appraisals

40 Participating Companies

30% Organizations Upgrading

70% Organizations New To CMM’s

52% Offshore Organizations

200209–CSSA0001 – 2904/18/23 21:02



© 2 0 0 2 b y C a r n e g i e M e l l o n U n i v e r s i t y V e r s i o n 1 2 / 3 / 0 2 P h i l l i p s

C M M IS M

S C A M P I a p p r a i s a l s c o n d u c t e d s i n c e 1 9 9 9 a n d r e p o r t e d t o t h e S E I b y

• a p p r a i s a l s• o r g a n i z a t i o n s• p a r t i c i p a t i n g c o m p a n i e s• r e a p p r a i s e d o r g a n i z a t i o n s• p r o j e c t s• o f f s h o r e o r g a n i z a t i o n s

P l e a s e r e f e r t o : T e r m s U s e d i n t h i s R e p o r t o n p a g e 1 4

C u r r e n t S t a t u s

J u l y 2 0 0 2

3 43 01 8

31 2 5

5 0 . 0 %

CMMI V1.1 – “I”MPROVING CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING AND “I”NTEGRATING (1 OF 8)(1 OF 8)


200209–CSSA0001 – 3004/18/23 21:02





© 2002 by Carnegie Mellon University Version 12/3/02 Phillips

CMMISM

Based on organizations

Reporting Organization Types

3 0

6 .7%

2 0 .0 %

3 6 .7 %

3 6 .7 %

0% 5 % 10 % 1 5% 20 % 2 5% 30 % 3 5% 40 %

O the r/Un kn ow n

Milita ry /Fed era l

Co mm e rcial/In-ho us e

DoD /F ed Co ntrac tor

% of O rg aniz ations

200209–CSSA0001 – 3104/18/23 21:02





© 2002 by Carnegie M ellon U nivers ity Versio n 12 /3/02 Phillip s

C MMISM

O f fs h ore (S IC C od e Not A pp lic a b le )

50 . 0%

E ng in eering & M ana ge m en t S ervic es

6. 7 %

Hea lt h S erv ic e s3.3%

T ran s p orta t ion E q uip m en t6. 7 %

In s t ru m en ts And R e la ted P rod uc t s

3. 3 %

P ub lic Ad m in is t ra tion (In c lu d ing D e f en s e)

16 . 7%

Unkno w n (No D at a P rovid ed)

6.7%

B us in es s S er vic es6.7%

Types of O rganizationsBased on P rimary S tandard Industria l C lassification (SIC) Code

Ba sed o n orga niz ations3 0

200209–CSSA0001 – 3204/18/23 21:02





© 2 00 2 by Ca rne gie Me l lon Uni ve r si ty V er s ion 12 /3 / 02 P hil lip s

C M MIS M

25 or les s

4. 0 %

10 1 to 20 0

1 9. 0%3 0 1 to 5 0 0

24 .0 %

7 6 to 1 0 08. 0 %

5 1 to 7 512 . 0%

25 to 5 08. 0%

5 01 to 1 00 08 .0 %

10 0 1 to 2 0 00

4 .0 %

20 0 0 +

16 .0 %

B ase d on o rga n izations re porting size da ta

O rg a niza tion S iz eBa se d o n the to tal nu m be r o f e m p lo ye es w ithin th e are a of the o rg an iza tio n tha t wa s a pp ra ise d

2 01 to 2 0 00+6 8. 0%

1 t o 1 0 032 .0 %

2 5

200209–CSSA0001 – 3304/18/23 21:02





© 2002 by Carnegie Mellon University Version 12/3/02 Phillips

CMMISM

Based on the most recent SCAMPI appraisal reported to the SEI by organizations.

Organization Maturity Profile%

of

Org

an

iza

tio

ns

3 0

August 2002

36 .7%

2 3 .3%

1 3 .3%1 6.7%

0.0%

10 .0 %

0 %

10%

20%

30%

40%

50%

60%

70%

80%

90%

1 00 %

Not G iv en Initia l Man aged De fined Qua ntita tiv elyMa na ged

Op tim izing

200209–CSSA0001 – 3404/18/23 21:02





© 2002 by Carnegie M ellon U nivers ity Versio n 12 /3/02 Phillip s

C MMISM

Ba sed o n th e m ost re ce nt SC AM PI a ppraisa l repo rte d to the S EI b y orga nizatio ns .

M aturity Profile by Organization Type%

of

Org

aniz

ati

on

s

2 7. 3 %

18 .2 %

36 .4 %

1 8.2 %

45 . 5%

18 .2 %

27 . 3%

9 .1 %

50 . 0%

16 .7%

33 .3%

0 %

10 %

20 %

30 %

40 %

50 %

60 %

70 %

80 %

90 %

1 00%

No t G iv en Initia l M an ag ed De fin ed Qu an tita tivelyM an a ge d

Op tim izin g

C om mercial /In -h ou se Do D /F ed C o ntra cto r M ili tar y /Fe de ral

3 0

200209–CSSA0001 – 3504/18/23 21:02





© 2 0 0 2 b y C a r n e g ie M e l lo n U n iv e r s ity V e r s io n 1 2 / 3 /0 2 P h i l l ip s

C M M IS M

N u m b e r o f S C A M P I A p p r a i s a l s R e p o r t e d - - b y Y e a r

0

2

4

6

8

1 0

1 2

1 4

1 6

1 9 9 9 2 0 0 0 2 0 0 1 2 0 0 2

F ir s t A s s e s s m e n t R e a s s e s s m e n t

B a s e d o n S C A M P I a p p r a i s a l s r e p o r t e d t o t h e S E I b y 3 4 J u l y 2 0 0 2

Nu

mb

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of

Ap

pra

isa

ls

*

*

200209–CSSA0001 – 3604/18/23 21:02





© 2 0 0 2 b y C a r n e g ie M e l lo n U n iv e r s ity V e r s io n 1 2 / 3 /0 2 P h i l l ip s

C M M IS M

B a s e d o n S C A M P I a p p r a i s a l s r e p o r t e d t o t h e S E I b y

N u m b e r o f S C A M P I A p p r a i s a l s R e p o r t e d b y O r g a n i z a t i o n T y p e a n d Y e a r

0

1

2

3

4

5

6

1 9 9 9 2 0 0 0 2 0 0 1 2 0 0 2

C o m m e rc i a l /I n - h o u s e D o D /F e d C o n t r a c t o r M il ita r y / F e d e ra l

3 4 J u l y 2 0 0 2

Nu

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200209–CSSA0001 – 3704/18/23 21:02


CMMI TRANSITION

CMMI TRANSITION

200209–CSSA0001 – 3804/18/23 21:03



CMMICMMI TRANSITION:TRANSITION:APPROACHAPPROACH (1 OF 2)(1 OF 2)


Become Familiar With CMMI Understand Content and Scope Interpret Model for Your Organization

Select Appropriate CMMI Model SE/SW SE/SW/IPPD SE/SW/IPPD/SS SW

Select Representation Staged Continuous Both (“Constaguous”)

Perform Gap Analysis(Mapping of Existing Processes to CMMI)

Perform Impact Analysis

Perform Cost/Benefit Analysis

Become Familiar With CMMI Understand Content and Scope Interpret Model for Your Organization

Select Appropriate CMMI Model SE/SW SE/SW/IPPD SE/SW/IPPD/SS SW

Select Representation Staged Continuous Both (“Constaguous”)

Perform Gap Analysis(Mapping of Existing Processes to CMMI)

Perform Impact Analysis

Perform Cost/Benefit Analysis

200209–CSSA0001 – 3904/18/23 21:03





Develop and Implement Transition Plan Extend PI Infrastructure to Include New Disciplines

and Organizations

Analyze Legacy Transition Mechanisms

Update Process Improvement Plan

Hire or “Grow” Trainers and Appraisers

Train People

Update Organizational Process Assets

Execute Pilots

Update Projects’ Defined Processes and Plans

Appraise

Develop and Implement Transition Plan Extend PI Infrastructure to Include New Disciplines

and Organizations

Analyze Legacy Transition Mechanisms

Update Process Improvement Plan

Hire or “Grow” Trainers and Appraisers

Train People

Update Organizational Process Assets

Execute Pilots

Update Projects’ Defined Processes and Plans

Appraise

Leverage Investment In Legacy ModelsLeverage Investment In Legacy ModelsLeverage Investment In Legacy ModelsLeverage Investment In Legacy Models

200209–CSSA0001 – 4004/18/23 21:03



CMMICMMI TRANSITION:TRANSITION:CHALLENGESCHALLENGES

CMMICMMI TRANSITION:TRANSITION:CHALLENGESCHALLENGES

Understanding CMMI Content and Scope

Interpreting and Tailoring Model for Your Organization

Defining Scope of Improvement

Selecting Model Representation

Integrating Disciplines, Functions, and Applications

Identifying Common Components

Eliminating Existing Process Inconsistencies and Reducing Duplication

Minimizing Impact to Projects

Managing Organizational Change

Managing a Different Scope of Improvement

Analyzing Legacy Transition Mechanisms

Optimizing CMMI Implementation As It Relates to Other Quality Improvement Efforts

Understanding CMMI Content and Scope

Interpreting and Tailoring Model for Your Organization

Defining Scope of Improvement

Selecting Model Representation

Integrating Disciplines, Functions, and Applications

Identifying Common Components

Eliminating Existing Process Inconsistencies and Reducing Duplication

Minimizing Impact to Projects

Managing Organizational Change

Managing a Different Scope of Improvement

Analyzing Legacy Transition Mechanisms

Optimizing CMMI Implementation As It Relates to Other Quality Improvement Efforts

200209–CSSA0001 – 4104/18/23 21:03



CMMICMMI TRANSITION:TRANSITION:RISKSRISKS

CMMICMMI TRANSITION:TRANSITION:RISKSRISKS

Cost of Investing in Transition

Lack of Information About CMMI ROI Mitigated by Strong Legacy of SW-CMM

Readiness of Process Improvement Consultants and SEI Transition Partners Mitigated by SEI-Sponsored Training, CMMI Events, Technical

Reports, and Special Reports

Limited CMMI-Supporting Products Available for a Particular Context

Future of CMMI (at end of 2004 this appears minimal!) Mitigated by Strong DoD Sponsorship and Sunset of Source

Models

Cost of Investing in Transition

Lack of Information About CMMI ROI Mitigated by Strong Legacy of SW-CMM

Readiness of Process Improvement Consultants and SEI Transition Partners Mitigated by SEI-Sponsored Training, CMMI Events, Technical

Reports, and Special Reports

Limited CMMI-Supporting Products Available for a Particular Context

Future of CMMI (at end of 2004 this appears minimal!) Mitigated by Strong DoD Sponsorship and Sunset of Source

Models

[email protected] 200209–cssa0001 – 16/15/2015 8:12 pm...

Documents

cmmi overview

pilot of cmmi use

cmmi business case

sandra cepeda

ceo cepeda systems

cssa logo

software v2

use of multiple models