CMMI Arnon Rotem-Gal-Oz
The king’s Ship Wasa - 1628 <ul><li>No Specification </li></ul><ul><li>No Architecture description </li></ul><ul><li>Chang...
PEOPLE PROCESS TECHNOLOGY
Underlying Premise of Process Improvement “ The quality of a product is largely determined by the quality of the process t...
The Software Development Paradox Speed Quality [1]Booch High-Quality but Slow to Market  Not a Leader Fast to Market but L...
What is CMMI? <ul><li>C onsultant </li></ul><ul><li>M oney </li></ul><ul><li>M aking </li></ul><ul><li>I nitiative  </li><...
What is CMMI? <ul><li>Model </li></ul><ul><li>Practices </li></ul><ul><li>Process Improvement </li></ul>
M odel <ul><li>Say what you do </li></ul><ul><li>Do what you say </li></ul><ul><li>Prove It </li></ul>
CMMI Maturity Levels [4]Buchholtz & Cordes
CMMI Process Areas Project Management : Quantitative Project Management  QPM IPM : Integrated Project Management RSKM : Ri...
<ul><li>Software CMM software development </li></ul><ul><li>System Engineering CMM system engineering </li></ul><ul><li>So...
History of the CMMI 1987 1991 1995 1997 2000 2002 First CMM Published Model Refined and Published as SW-CMM v1.0 SW-CMM v1...
Critique of CMMI <ul><li>“ The projects most worth doing are the ones that will move you DOWN one full level on your proce...
CMMI vs. Agile PEOPLE TECHNOLOGY Process
The Agile Software Manifesto <ul><li>Individuals and interactions  over processes and tools </li></ul><ul><li>Working soft...
CMMI Practices vis-à-vis Agility <ul><li>“ LEVEL 1” </li></ul><ul><ul><li>Identify scope of work </li></ul></ul><ul><ul><l...
CMMI Practices vis-à-vis Agility <ul><li>“ LEVEL 3” </li></ul><ul><ul><li>Maintain as a defined process </li></ul></ul><ul...
Agile vs. Plan Driven [2]Bohem, Turner
Why Bother with both? <ul><li>Introduce Agility to a CMMI organization </li></ul><ul><li>“ Best of Breed”  </li></ul>
References <ul><li>Software Architecture -  A Rational Perspective – G. Booch (ppt) </li></ul><ul><li>People Factors in So...
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Cmmi

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Cmmi

  1. 1. CMMI Arnon Rotem-Gal-Oz
  2. 2. The king’s Ship Wasa - 1628 <ul><li>No Specification </li></ul><ul><li>No Architecture description </li></ul><ul><li>Changes done on the fly, often under market/customer pressure </li></ul><ul><li>Testing ignored </li></ul><ul><li>Didn’t know how to tell the clients No </li></ul><ul><li>The system last longer than was ever imagined </li></ul><ul><li>Maintenance costs far exceed ordinary development </li></ul>
  3. 3. PEOPLE PROCESS TECHNOLOGY
  4. 4. Underlying Premise of Process Improvement “ The quality of a product is largely determined by the quality of the process that is used to develop and maintain it.” Based on TQM principles as taught by Shewhart, Juran, Deming and Humphrey.
  5. 5. The Software Development Paradox Speed Quality [1]Booch High-Quality but Slow to Market Not a Leader Fast to Market but Low Quality Low Customer Satisfaction
  6. 6. What is CMMI? <ul><li>C onsultant </li></ul><ul><li>M oney </li></ul><ul><li>M aking </li></ul><ul><li>I nitiative </li></ul>
  7. 7. What is CMMI? <ul><li>Model </li></ul><ul><li>Practices </li></ul><ul><li>Process Improvement </li></ul>
  8. 8. M odel <ul><li>Say what you do </li></ul><ul><li>Do what you say </li></ul><ul><li>Prove It </li></ul>
  9. 9. CMMI Maturity Levels [4]Buchholtz & Cordes
  10. 10. CMMI Process Areas Project Management : Quantitative Project Management QPM IPM : Integrated Project Management RSKM : Risk Management IT* : Integrated Teaming ISM** : Integrated Supplier Management PP : Project Planning PMC : Project Monitoring and Control SAM : Supplier Agreement Management Engineering RD : Requirements Development TS : Technical Solution PI : Product Integration VER : Verification VAL : Validation REQM : Requirements Management Support CAR : Causal Analysis and Resolution DAR : Decision Analysis and Resolution OEI* : Organizational Environment for Integration MA : Measurement and Analysis PPQA : Process & Product Quality Assurance CM : Configuration Management Process Management OID : Organizational Innovation &Deployment OPP : Organizational Process Performance OPF : Organizational Process Focus OPD : Organizational Process Definition OT : Organizational Training Level 5 Optimizing 4 Quantitati-vely Managed 3 Defined 2 Managed 1 Initial CMMI Options: * with Integrated Product & Process Development (IPPD) ** with Supplier Sourcing (SS) [6]Rudge
  11. 11. <ul><li>Software CMM software development </li></ul><ul><li>System Engineering CMM system engineering </li></ul><ul><li>Software Acquisition CMM software acquisition </li></ul><ul><li>System Security Engineering CMM security engineering </li></ul><ul><li>FAA-iCMM software engineering, systems engineering, and acquisition </li></ul><ul><li>IPD-CMM integrated product development </li></ul><ul><li>People CMM workforce </li></ul><ul><li>SPICE Model software development </li></ul>CMMI Replaces [4]Buchholtz & Cordes
  12. 12. History of the CMMI 1987 1991 1995 1997 2000 2002 First CMM Published Model Refined and Published as SW-CMM v1.0 SW-CMM v1.1 Published 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 1.0 Published CMMI-SE/SW/IPPD/A Version 1.1 Published [4]Buchholtz & Cordes
  13. 13. Critique of CMMI <ul><li>“ The projects most worth doing are the ones that will move you DOWN one full level on your process scale” (Peopleware) [3] </li></ul>[3]Demarco & Lister
  14. 14. CMMI vs. Agile PEOPLE TECHNOLOGY Process
  15. 15. The Agile Software Manifesto <ul><li>Individuals and interactions over processes and tools </li></ul><ul><li>Working software over comprehensive documentation </li></ul><ul><li>Customer collaboration over contract negotiation </li></ul><ul><li>Responding to change over following a plan </li></ul>[7]Agile
  16. 16. CMMI Practices vis-à-vis Agility <ul><li>“ LEVEL 1” </li></ul><ul><ul><li>Identify scope of work </li></ul></ul><ul><ul><li>Perform the work </li></ul></ul><ul><li>“ LEVEL 2” </li></ul><ul><ul><li>Organizational policy for plan, perform </li></ul></ul><ul><ul><li>Requirements, objectives and plans </li></ul></ul><ul><ul><li>Adequate resources </li></ul></ul><ul><ul><li>Train the people </li></ul></ul><ul><ul><li>Assign responsibility and authority </li></ul></ul><ul><ul><li>CM for designated work products </li></ul></ul><ul><ul><li>Identify and involve stakeholders </li></ul></ul><ul><ul><li>Monitor and control to plan and take action if needed </li></ul></ul><ul><ul><li>Objectively monitor adherence to process and QA products/services </li></ul></ul><ul><ul><li>Review with upper management and resolve issues </li></ul></ul><ul><ul><li>KEY { GREEN : Supportive , White: Neutral, RED: Rough Edges } </li></ul></ul>[5]Jain
  17. 17. CMMI Practices vis-à-vis Agility <ul><li>“ LEVEL 3” </li></ul><ul><ul><li>Maintain as a defined process </li></ul></ul><ul><ul><li>Measure the process performance to support environment </li></ul></ul><ul><li>“ LEVEL 4” </li></ul><ul><ul><li>Establish and maintain quantitative objectives for the process </li></ul></ul><ul><ul><li>Stabilize the performance of one or more sub-processes to determine its ability to achieve </li></ul></ul><ul><li>“ LEVEL 5” </li></ul><ul><ul><li>Ensure continuous improvement to support business goals </li></ul></ul><ul><ul><li>Identify and correct root causes of defects </li></ul></ul><ul><ul><li>KEY { GREEN : Supportive , White: Neutral, RED: Rough Edges } </li></ul></ul>[5]Jain
  18. 18. Agile vs. Plan Driven [2]Bohem, Turner
  19. 19. Why Bother with both? <ul><li>Introduce Agility to a CMMI organization </li></ul><ul><li>“ Best of Breed” </li></ul>
  20. 20. References <ul><li>Software Architecture - A Rational Perspective – G. Booch (ppt) </li></ul><ul><li>People Factors in Software Management: Lessons From Comparing Agile and Plan-Driven Methods – B. Bohem, R. Turner Crosstalk, Dec 2003 </li></ul><ul><li>Peopleware 2 nd edition, T. Demarco, T. Lister Dorset House 1999, ISBN 0-932633-43-9 </li></ul><ul><li>Introduction to CMMI, E. Buchholtz, A. Cordes, RTP SPIN Meeting, 2003 (ppt) </li></ul><ul><li>CSE Annual Review and Excutive Workshop 2002, Apurva Jain (ppt) </li></ul><ul><li>CMMI ® : St George or the Dragon?, T. Rudge, Thales (ppt) </li></ul><ul><li>www.agilemanifesto.org </li></ul>
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