QAI - Cmmi Overview - Induction ppt

Slide 1: Welcome to QAI CMMI ve r 1.2 Ove rvie w AAA w w w . q a i a s i a . c om

Slide 2: Process Management Premise • “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 Wa tts S Hum ph re y

Slide 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

Slide 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

Slide 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

Slide 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 –

Slide 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

Slide 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

Slide 9: Why Integrate? Contd. • 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

Slide 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”?

Slide 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

Slide 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

Slide 13: What’s New in CMMI Ver 1.2

Slide 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.

Slide 15: Structure of PA No common features

Slide 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

Slide 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

Slide 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

Slide 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

Slide 20: Goals Signify • Scope • Boundaries • Intent of each PA In a way, the Key Result Area

Slide 21: Generic Goals • Address Institutionalization issues • Same goal statement appears across multiple PAs

Slide 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)

Slide 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”

Slide 24: Specific Goals • Applies to a specific PA • Addresses unique characteristics of PA Example PA - Configuration Management : SG1: Establish Baselines

Slide 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

Slide 26: CMMI – Maturity Levels Optim iz ing (5) Qua ntita tive ly Ma na g e d (4) De fine d (3) Ma na g e d (2) Initia l (1)

Slide 27: Level 1 - Initial Adhoc or Chaotic • Success is people dependent • Process “Out of Control” • Cannot predict results • No Process Area •

Slide 28: Level 2 - Managed Basic processes in place • Processes are project oriented • Focus on Project Management Practices • 7 Process Areas come into play •

Slide 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

Slide 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

Slide 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

Slide 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 –

Slide 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 –

Slide 34: Process Areas • Level 4: – Organizational Process Performance – Quantitative Project Management • Level 5: – Organizational Innovation and Deployment – Causal Analysis and Resolution

Slide 35: Typical Roadmap Initia tion G a p Ana lys is C MMI® Unde rs ta nding Ac tion P la nning P roc e s s E nh a nc e m e nt P roc e s s Im ple m e nta tion P re Appra is a l C MMI® Tra ining for ATMs C los e P re Appra is a l G a ps Appra is a l us ing S C AMP IS M (C la s s -A)

Slide 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

Slide 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

Slide 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

Slide 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

Slide 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

Slide 41: Close Pre-appraisal Gaps • Make action plan • Change processes as required • Training, orient, brief members of the organization as required • Implement and institutionalize

Slide 42: Mandatory Training for ATMs • Official 3-day “Intro to CMMI®” Training • 3-day ATM Team Training

Slide 43: Mandatory Training for ATMs Characteristic Class C Class B Class A Amount of Low Medium High objective evidence Ratings generated No No Yes Resource needs Low Medium High Team Size Small Medium Large Typically User for Gap Analysis/ Pre-appraisal Appraisal Spot Checks

Slide 44: SCAMPI A Appraisal The SCAMPI-A Appraisal includes: • Preparation & Planning • Onsite Assessment • Report generation & Registering with SEI

Slide 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 : Th e s e a re only te nta tive fig ure s a nd va ry tre m e ndous ly de pe nding on ta rg e t le ve l & s iz e of th e org a niz a tion

Slide 46: Name: Kalpana Singh Email Id: kalpanas@qaiindia.com Phone Number: Ext - 235/ Mobile - 9999673583