Your SlideShare is downloading. ×
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
QAI - Cmmi Overview - Induction ppt
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

QAI - Cmmi Overview - Induction ppt

15,505

Published on

Published in: Business, Technology
3 Comments
32 Likes
Statistics
Notes
  • hi! pls provide this slides to me at pizzaronilai@gmail.com tq!
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • I need the presentation slide. Kindly email me to raheel.sheikh@gmail.com
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Please sharing the Presentation Slide
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Views
Total Views
15,505
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
3
Likes
32
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Welcome to QAI AAA w w w . q a i a s i a . c o m CMMI ver 1.2 Overview
  • 2.
    • “ The Quality of a (software) system is highly influenced by the quality of the process used to develop and maintain it”
    • This premise implies focus on process as well as product
    Process Management Premise Watts S Humphrey
  • 3. Definition of Process
    • Process - A sequence of steps performed for a given purpose (IEEE)
    • Software Process – A set of activities, methods and transformations, practices that people use to develop and maintain Software and Associated Products
  • 4. Why Focus on Process?
    • To help your business!
      • Improve your competitiveness
      • Better support your customers
      • Do more with less
      • Improve repeatability of:
        • outcome
        • project trends
        • product characteristics
    • Assumptions
      • Higher maturity process means lower cost
      • Product quality is a function of process performance
      • Process quality reduces causes of poor performance
  • 5. A Historical Perspective
    • 1930s - Walter Shewart -> principle of statistical quality control
    • Developed and demonstrated by Deming and Juran
    • Adapted by SEI into the maturity framework
    • Inspiration - Crosby "Quality is Free"
    • Adapted to software process by Ron Radice and colleagues under direction of Watts Humphrey at IBM
    • CMM framework brought to SEI in 1986
    • Expanded and refined with the help of government and industry
  • 6. History of CMMs
    • CMM v1.0 (Software) was the first to be developed
    • Others were developed subsequently:
      • SE CMM (Systems Engineering) CMM
      • Integrated Product Development CMM
      • SA (Software Acquisition) CMM
      • People CMM
  • 7. User - Perplexing Models
    • Explosion of CMMs and CMM-like models
    • Multiple models within an organization
      • Conflicting terminology
      • Different approaches
      • Different representations
      • Contradictions
      • Different degrees of detail
      • Poor interfaces between the CMMs
    • Multiple assessments
    • Multiple training
    • Multiple expenses
  • 8. Why Integrate?
    • Effectiveness
      • one model across full enterprise lifecycle
      • corporate perspective for organization-wide improvement
      • integrated processes for integrated product teams
      • one model, one architecture, consistent terminology, common process assets, common goals, one assessment
  • 9. Why Integrate?
    • Adaptability to enterprise needs
      • designed for evolution to meet current and future enterprise-wide process improvement needs
      • can add new process areas, generic improvement approach still applies
    Contd.
  • 10. Is SW process improvement enough?
    • What % of your organization’s processes are software processes?
    • What % of the project work is related to software only?
    • What other processes affect you projects and the success in projects?
    • What if software processes are improved and others aren’t?
      • Do other processes need improvement?
    • Should you pursue “integrated process improvement”?
  • 11. CMMI - SE/ SW
    • Systems Engineering
      • Covers the development of total systems, which may or may not include software
      • Focus on transforming customer needs, expectations, and constraints into product solutions and supporting those product solutions throughout the product life cycle
    • Software Engineering
      • Covers the development of software systems
      • Focus on applying systematic, disciplined, and quantifiable approaches to the development, operation and maintenance of software
    • CMMI - SE/SW covers both
  • 12. Why Use CMMI SE/SW?
    • Increased dependency between systems engineering and software engineering
    • Low maturity of the interfaces between systems engineering and software engineering
  • 13. What’s New in CMMI Ver 1.2
  • 14. CMMI ® Framework
    • Constellation: Collection of CMMI ® components that includes the model, its training materials and appraisal-related documents for an area of interest. CMMI models for development, services and acquisition
    • Model for development provides amplifications for the systems engineering, software engineering, and hardware engineering disciplines
    • “ Additions” used to expand constellations for specific additional content - CMMI ® Dev has one such addition (CMMI ® - Dev + IPPD) (In V1.1, IPPD was a discipline.)
    • Based on the initial efforts to maximize commonality among CMMI models, 16 of the 22 process areas of CMMI-DEV comprise the process improvement core for the three areas of interest currently being pursued: development, acquisition, and services.
  • 15. Structure of PA No common features
  • 16. Concept of Maturity
    • Software Process Maturity
      • Extent to which a specific process is explicitly defined, managed, measured, controlled and effective
      • Implies a potential growth in capability and indicates both the richness of an organization’s software process and the consistency with which it is applied in projects throughout the organization
    • Maturity Level
      • A well defined evolutionary plateau toward achieving a mature software process
      • Each level provides a layer in the foundation for continuous process improvement
  • 17. Continuous Model
    • Allows you to select the order of improvement that best meets your organization’s business objectives
    • Enables comparisons across and among organizations on a process-area-by-process-area basis
    • Provides an easy migration from models with a continuous representation to CMMI
    • Uses predefined sets of process areas to define an improvement path for an organization
  • 18. Staged Model
    • Provides a proven sequence of improvements, each serving as a foundation for the next
    • Provides a single rating that summarizes appraisal results and permits comparisons across and among organizations
    • Provides an easy migration from the SW-CMM to CMMI
  • 19. Process Areas
    • A set of related activities that, when performed collectively, achieves a set of goals considered important for enhancing process capability
    • All PAs must be satisfied to achieve a maturity level
    • 22 PAs in CMMI
    • Each PA has Goals
      • Generic: common for all PAs
      • Specific: specific to a PA
  • 20. Goals
    • Signify
    • Scope
    • Boundaries
    • Intent
    • of each PA
    • In a way, the Key Result Area
  • 21. Generic Goals
    • Address Institutionalization issues
    • Same goal statement appears across multiple PAs
  • 22. Generic Goals
    • For Level 2:
      • GG2 : The process is institutionalized as a managed process
    • For Levels 3, 4 and 5
      • GG3: The process is institutionalized as a defined process (standard is available at org level, is tailorable, is measured & improved)
  • 23. Institutionalization
    • Organization culture conveys process
    • It is nurtured by management
    • Process survives personnel turnover
    • Practice becomes a habit
    • Means that PA :
      • Implementation is effective
      • Implementation is repeatable
      • Implementation is lasting
      • “ We will continue to follow the process”
  • 24. Specific Goals
    • Applies to a specific PA
    • Addresses unique characteristics of PA
    • Example
    • PA - Configuration Management :
    • SG1: Establish Baselines
  • 25. Specific Practices
    • The operative part
    • Describes procedures / roles to implement a PA
    • Typically involves
      • Planning for the work
      • Performing the work
      • Monitoring and control
    • Example
    • PA - Configuration Management :
        • SP1.1: Identify Configuration Items
        • SP1.2: Establish a Configuration Management system
        • SP 1.3: Create or release baselines
  • 26. CMMI – Maturity Levels Quantitatively Managed (4) Initial (1) Managed (2) Defined (3) Optimizing (5)
  • 27. Level 1 - Initial
    • Adhoc or Chaotic
    • Success is people dependent
    • Process “Out of Control”
    • Cannot predict results
    • No Process Area
  • 28. Level 2 - Managed
    • Basic processes in place
    • Processes are project oriented
    • Focus on Project Management Practices
    • 7 Process Areas come into play
  • 29. Level 3 - Defined
    • Organization wide process focus
    • Organization processes defined; however, tailoring by projects is allowed
    • Focus on Engineering Practices
    • Process data base very important
    • Training, Peer reviews
    • 11 Process Areas come into play
  • 30. Level 4 – Quantitatively Managed
    • Quantitative measures being used extensively for predicting quality goals
    • Process data base used for doing so.
    • An engineered organization - that can accurately predict what it will do
    • 2 Process Areas come into play
  • 31. Level 5 - Optimizing
    • PARADIGM Shift
      • Defect detection to defect prevention
      • Why did the problem occur?
    • Assess Processes to fine tune continuously
    • Basis of process improvements is now factual
    • 2 Process Areas come into play
  • 32. Process Areas
    • Level 1: None
    • Level 2:
      • Requirements Management
      • Project Planning
      • Project Monitoring and Control
      • Supplier Agreement Management
      • Measurement and Analysis
      • Process and Product Quality Assurance
      • Configuration Management
  • 33. Process Areas
    • Level 3:
      • Requirements Development
      • Technical Solution
      • Product Integration
      • Verification
      • Validation
      • Organization Process Focus
      • Organization Process Definition
      • Organizational Training
      • Integrated Project Management
      • Risk Management
      • Decision Analysis and Resolution
  • 34. Process Areas
    • Level 4:
      • Organizational Process Performance
      • Quantitative Project Management
    • Level 5:
      • Organizational Innovation and Deployment
      • Causal Analysis and Resolution
  • 35. Typical Roadmap Initiation Action Planning CMMI ® Understanding Gap Analysis Process Enhancement Process Implementation Pre Appraisal Close Pre Appraisal Gaps CMMI ® Training for ATMs Appraisal using SCAMPI SM (Class-A)
  • 36. CMMI® Understanding
    • Typically
      • a 2 day course on CMMI for those actively involved in “process” definition and implementation (like QAI’s “The CMMI® Overview”)
      • a 1 day course for other Senior members of the organization
  • 37. Gap Analysis
    • Called Gap Analysis for CMMI - (GACi) in QAI
    • Typically a 4 to 5 day activity
    • Performed by a Senior consultant
    • Activities include
      • documentation review
      • interviews with groups/ individuals performing different roles in the organization
      • presentation of the gaps with respect to Process Areas of selected maturity levels
  • 38. Action Planning
    • This is based on the gaps
    • High level action plan identifies
      • next target level
      • time period for major milestones (phase wise gap closure, any additional gap analysis, pre-appraisal, formal Appraisal)
    • Detailed action plan addresses
      • how each of the gaps will be closed, with responsibilities and time lines
  • 39. Process Development & Implementation
    • Transitioning from existing processes
    • Verifying implementation of the new processes
    • Ironing out implementation issues
    • Continuing till the new processes are institutionalized
  • 40. Pre-appraisal
    • Purpose
      • to check for readiness for SCAMPI (Standard CMMI Appraisal Method for Process Improvement )
      • identify gaps
      • set time frame for assessment
    • Typically lead by a Lead Appraiser and a 6 day activity
    • The organization’s assessment team members assist the leader
    • Ends with a presentation of strengths and weaknesses
  • 41. Close Pre-appraisal Gaps
    • Make action plan
    • Change processes as required
    • Training, orient, brief members of the organization as required
    • Implement and institutionalize
  • 42. Mandatory Training for ATMs
    • Official 3-day “Intro to CMMI®” Training
    • 3-day ATM Team Training
  • 43. Mandatory Training for ATMs Appraisal Pre-appraisal Gap Analysis/ Spot Checks Typically User for Large Medium Small Team Size High Medium Low Resource needs Yes No No Ratings generated High Medium Low Amount of objective evidence Class A Class B Class C Characteristic
  • 44. SCAMPI A Appraisal
    • The SCAMPI-A Appraisal includes:
    • Preparation & Planning
    • Onsite Assessment
    • Report generation & Registering with SEI
  • 45. Typical Timeframe
    • Overview to CMMi = 2 days
    • CMMi Gap Analysis = 5 days
    • Action Planning = 1 day
    • Consulting = 12 - 15 days
    • In-house Training = Need based
    • Pre Appraisal = 6 days
    • SEI’s Official Intro to CMMi = 3 days
    • ATM Team Training = 3 days
    • SCAMPI A Appraisal = 16 – 20 days
    Note: These are only tentative figures and vary tremendously depending on target level & size of the organization
  • 46. Name: Kalpana Singh Email Id: [email_address] Phone Number: Ext - 235/ Mobile - 9999673583

×