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Cmmi

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  • 1. CMMI Arnon Rotem-Gal-Oz
  • 2. The king’s Ship Wasa - 1628
    • No Specification
    • No Architecture description
    • Changes done on the fly, often under market/customer pressure
    • Testing ignored
    • Didn’t know how to tell the clients No
    • The system last longer than was ever imagined
    • Maintenance costs far exceed ordinary development
  • 3. PEOPLE PROCESS TECHNOLOGY
  • 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. 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. What is CMMI?
    • C onsultant
    • M oney
    • M aking
    • I nitiative
  • 7. What is CMMI?
    • Model
    • Practices
    • Process Improvement
  • 8. M odel
    • Say what you do
    • Do what you say
    • Prove It
  • 9. CMMI Maturity Levels [4]Buchholtz & Cordes
  • 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.
    • Software CMM software development
    • System Engineering CMM system engineering
    • Software Acquisition CMM software acquisition
    • System Security Engineering CMM security engineering
    • FAA-iCMM software engineering, systems engineering, and acquisition
    • IPD-CMM integrated product development
    • People CMM workforce
    • SPICE Model software development
    CMMI Replaces [4]Buchholtz & Cordes
  • 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. Critique of CMMI
    • “ The projects most worth doing are the ones that will move you DOWN one full level on your process scale” (Peopleware) [3]
    [3]Demarco & Lister
  • 14. CMMI vs. Agile PEOPLE TECHNOLOGY Process
  • 15. The Agile Software Manifesto
    • Individuals and interactions over processes and tools
    • Working software over comprehensive documentation
    • Customer collaboration over contract negotiation
    • Responding to change over following a plan
    [7]Agile
  • 16. CMMI Practices vis-à-vis Agility
    • “ LEVEL 1”
      • Identify scope of work
      • Perform the work
    • “ LEVEL 2”
      • Organizational policy for plan, perform
      • Requirements, objectives and plans
      • Adequate resources
      • Train the people
      • Assign responsibility and authority
      • CM for designated work products
      • Identify and involve stakeholders
      • Monitor and control to plan and take action if needed
      • Objectively monitor adherence to process and QA products/services
      • Review with upper management and resolve issues
      • KEY { GREEN : Supportive , White: Neutral, RED: Rough Edges }
    [5]Jain
  • 17. CMMI Practices vis-à-vis Agility
    • “ LEVEL 3”
      • Maintain as a defined process
      • Measure the process performance to support environment
    • “ LEVEL 4”
      • Establish and maintain quantitative objectives for the process
      • Stabilize the performance of one or more sub-processes to determine its ability to achieve
    • “ LEVEL 5”
      • Ensure continuous improvement to support business goals
      • Identify and correct root causes of defects
      • KEY { GREEN : Supportive , White: Neutral, RED: Rough Edges }
    [5]Jain
  • 18. Agile vs. Plan Driven [2]Bohem, Turner
  • 19. Why Bother with both?
    • Introduce Agility to a CMMI organization
    • “ Best of Breed”
  • 20. References
    • Software Architecture - A Rational Perspective – G. Booch (ppt)
    • People Factors in Software Management: Lessons From Comparing Agile and Plan-Driven Methods – B. Bohem, R. Turner Crosstalk, Dec 2003
    • Peopleware 2 nd edition, T. Demarco, T. Lister Dorset House 1999, ISBN 0-932633-43-9
    • Introduction to CMMI, E. Buchholtz, A. Cordes, RTP SPIN Meeting, 2003 (ppt)
    • CSE Annual Review and Excutive Workshop 2002, Apurva Jain (ppt)
    • CMMI ® : St George or the Dragon?, T. Rudge, Thales (ppt)
    • www.agilemanifesto.org

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