CMMI Overview

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The presentation gives a brief introduction to Capability Maturity Model Integration (CMMI) for Development version 1.3

The presentation gives a brief introduction to Capability Maturity Model Integration (CMMI) for Development version 1.3

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  • 1. 13 March, 2013
  • 2. 2 13 March, 2013 History Model Components Process Institutionalization CMMI Levels Process Areas Categories
  • 3. 3 13 March, 2013
  • 4. 4 13 March, 2013 Best practices Address development activities applied to products and services Cover product life cycle from conception through delivery and maintenance The emphasis is on the work necessary to build and maintain the total product
  • 5. 5 13 March, 2013 CMMI does not specify that − a project or organization must follow a particular process flow − a certain number of products be developed per day − specific performance targets be achieved
  • 6. 6 13 March, 2013 CMMI does specify that a project or organization should have processes that address development related practices To determine whether these processes are in place, a project or organization maps its processes to the process areas in this model
  • 7. 7 13 March, 2013 Definition Model Components Process Institutionalization CMMI Levels Process Areas Categories
  • 8. 8 13 March, 2013
  • 9. 9 13 March, 2013 Definition History Process Institutionalization CMMI Levels Process Areas Categories
  • 10. 10 13 March, 2013 Contains 22 process areas 16 core process areas1 shared process area5 specific process areas, Requirement Development • Technical Solution • Product Integration • Verification • Validation
  • 11. 11 13 March, 2013
  • 12. 12 13 March, 2013“A cluster of related practices in an area that,when implemented collectively, satisfies a setof goals considered important for makingimprovement in that area” CMMI-DEV v1.3 Glossary
  • 13. 13 13 March, 2013 Technical Solution Project Planning Validation Requirement Management Verification Project Monitoring & Control Decision Analysis & Resolution Configuration Management Organizational Process Definition Process & Product Quality Assurance Organizational Process Focus Measurement & Analysis Organizational Training Supplier Agreement Management Quantitative Project Management Integrated Project Management Organization Process Performance Requirements Development Causal Analysis & Resolution Product IntegrationOrganizational Performance Management Risk Management
  • 14. 14 13 March, 2013 Essential to achieving process improvement in a process area Must be visibly implemented in organization process Are generic goals (GG) and specific goals (SG)
  • 15. 15 13 March, 2013 Describes activities important in achieving required components Are specific practices (SP) and generic practices (GP) Must be present in the organization process as described, or acceptable alternatives, to consider the related goal satisfied
  • 16. 16 13 March, 2013 Help model users understand required and expected components
  • 17. 17 13 March, 2013 Definition History Model Components CMMI Levels Process Areas Categories
  • 18. 18 13 March, 2013 Process institutionalization implies that the process ingrained in the way the work is performed and there is a commitment and consistency to performing the process. An institutionalized process is more likely to be retained during times of stress.
  • 19. 19 13 March, 2013
  • 20. 20 13 March, 2013 GG 1: Achieve Specific Goals A performed process is a process that accomplishes the work necessary to satisfy the specific goals of a process area
  • 21. 21 13 March, 2013 GG 2: Institutionalize a Managed ProcessA managed process is  a performed process;  planned and executed in accordance with policy;  employs skilled people;  produce controlled outputs;  monitored, controlled, and reviewed;  evaluated for adherence to its process description.
  • 22. 22 13 March, 2013 GG 3: Institutionalize a Defined ProcessA defined process is  a managed process  tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines;  has a maintained process description;  contributes process related experiences to the organizational process assets.
  • 23. 23 13 March, 2013 Definition History Model Components Process Institutionalization Process Areas Categories
  • 24. 24 13 March, 2013
  • 25. 25 13 March, 2013
  • 26. 26 13 March, 2013 An incomplete process is a process that either is not performed or is partially performed. One or more of the specific goals of the process area are not satisfied and no generic goals exist for this level since there is no reason to institutionalize a partially performed process.
  • 27. 27 13 March, 2013A performed process is a process that accomplishes the needed work to produce work products; the specific goals of the process area are satisfied Although CL 1 results in important improvements, those improvements can be lost over time if they are not institutionalized
  • 28. 28 13 March, 2013 A managed process is a performed process that is planned and executed in accordance with policy; employs skilled people having adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description
  • 29. 29 13 March, 2013A defined process is a managed process that is tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines; has a maintained process description; and contributes process related experiences to the organizational process assets
  • 30. 30 13 March, 2013 Processes are usually ad hoc and chaotic Organization does not provide a stable environment to support processes Success depends on the competence of the people and not on the use of proven processes producing products and services that work, but frequently exceeding the budget and schedule documented in their plans
  • 31. 31 13 March, 2013 the projects have ensured that processes are planned and executed in accordance with policy; the projects employ skilled people who have adequate resources to produce controlled outputs; involve relevant stakeholders; are monitored, controlled, and reviewed; and are evaluated for adherence to their process descriptions
  • 32. 32 13 March, 2013 The organization’s set of standard processes is established and improved over time. These standard processes are used to establish consistency across the organization. Projects establish their defined processes by tailoring the organization’s set of standard processes according to tailoring guidelines
  • 33. 33 13 March, 2013 The organization and projects establish quantitative objectives for quality and process performance and use them as criteria in managing projects. Quantitative objectives are based on the needs of the customer, end users, organization, and process implementers. Quality and process performance is understood in statistical terms and managed throughout the life of projects
  • 34. 34 13 March, 2013 An organization continually improves its processes based on a quantitative understanding of its business objectives and performance needs The organization uses a quantitative approach to understand the variation inherent in the process and the causes of process outcomes
  • 35. 35 13 March, 2013
  • 36. 36 13 March, 2013
  • 37. 37 13 March, 2013 Definition History Model Components Process Institutionalization CMMI Levels
  • 38. 38 13 March, 20131) Process Management2) Project Management3) Engineering4) Support High Maturity Process Areas
  • 39. 39 13 March, 2013 Organizational Process Definition Organizational Process Focus Organizational Performance Management Organizational Process Performance Organizational Training
  • 40. 40 13 March, 2013 Integrated Project Management Project Monitoring and Control Project Planning Quantitative Project Management Requirements Management Risk Management Supplier Agreement Management
  • 41. 41 13 March, 2013 Product Integration Requirements Development Technical Solution Validation Verification
  • 42. 42 13 March, 2013 Causal Analysis and Resolution Configuration Management Decision Analysis and Resolution Measurement and Analysis Process and Product Quality Assurance
  • 43. 43 13 March, 2013 Organizational Process Performance Quantitative Project Management Organizational Performance Management Causal Analysis and Resolution
  • 44. 44 13 March, 2013