Homework Report # 2
               Software Process Improvement
    SCAMPI: Standard CMMI Appraisal Method for Process
   ...
Revision History

Date                Version   Description            Author

November 3, 2007    0.01      Wrote Outline...
Muhammad Amin
                                              Bandeali

November 25, 2007   1.0   Wrote deliver       Muhamm...
TABLE OF CONTENTS

REVISION HISTORY..........................................................................................
RECORD PRESENCE/ABSENCE OF OBJECTIVE EVIDENCE................................................................................
Plan and Prepare for Appraisal
Analyze Requirements

Determine Appraisal Objectives
The appraisal lead holds a preliminary...
•   final findings, including statements of strengths and weaknesses documented for every
        PA investigated

    •  ...
Access to Conference room with overhead projector, screen, and attached computer. A computer
for each member of the apprai...
Obtain Commitment to Appraisal Plan
A formal Appraisal plan document is prepared by the appraisal leader. This document is...
Inventory Objective Evidence
The lead, along with the rest of the appraisal team analyzed the Objective Evidence and
confi...
Examine Objective Evidence

Examine Objective Evidence from Documents
The appraisal team examines the objective evidence f...
This SP is satisfactory. The RIA team lead is responsible for defining the project lifecycle
phases on which to scope the ...
This SP is satisfactory. The RIA team lead is responsible for a plan for management of the
project data. The lead produces...
Inventory of skill needs

Staffing and new hire plans

Database skills and training



SP 2.6 Plan Stakeholder Involvement...
Revised schedules

Revised requirement list

Renegotiated stakeholder agreements



SP 3.3 Obtain Plan Commitment

This SP...
This SP is satisfactory. The RIA project manager is responsible for monitoring risks against
those identified in the proje...
This SP is satisfactory. The RIA team lead is responsible for collecting and analyzing the issues
and determine the correc...
GP 2.1 Establish an Organizational Policy

This GP is satisfactory. When the team was asked if an organization policy was ...
and analysis, earned value report documents were stored in source control software and
versioned accordingly.



GP 2.7 Id...
Document Objective Evidence

Take/Review/Tag Notes
The RIA team has a standard Project Planning and Project Monitoring and...
Institutionalize a       Institutionalize a     the PVC project
     Managed Process as       Managed process        throu...
Record Presence/Absence of Objective Evidence
All SP’s and GP’s for both Project Planning and Project Monitoring and Contr...
Practice for PMC                                Implementation

SG1                                             FI

SG2   ...
Determine Process Area Capability Level
Staged Representation of CMMI has been implemented in PVC project for PP and PMC p...
Conduct Executive Sessions
Meeting with the marketing VP of RIA was conducted in which all the findings were
documented in...
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Software Process Improvement SCAMPI: Standard CMMI Appraisal Method for Process Improvement

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Software Process Improvement SCAMPI: Standard CMMI Appraisal Method for Process Improvement

  1. 1. Homework Report # 2 Software Process Improvement SCAMPI: Standard CMMI Appraisal Method for Process Improvement Arash Sharif, Muhammad Amin Bandeali, Ali Raza, Fullerton, CA 92834 Muhammad Amin Bandeali (899800544) Arash Sharif (899568125) Ali Raza (805253283) CPSC 544 Software Process Definition, Prof. Chang-Hyun Jo, 12/09/07 1
  2. 2. Revision History Date Version Description Author November 3, 2007 0.01 Wrote Outline Arash Sharif Ali Raza Muhammad Amin Bandeali November 4, 2007 0.05 Wrote select and Muhammad Amin prepare team + Bandeali obtain and inventory initial objective evidence November 7, 2007 0.1 Wrote prepare for Arash Sharif appraisal conduct November 13, 2007 0.2 Wrote prepare Ali Raza participants November 18, 2007 0.3 Wrote Diagnostics Muhammad Amin Phase Bandeali November 21, 2007 0.4 Wrote examine Arash Sharif objective evidence November 21, 2007 0.5 Wrote document Ali Raza objective evidence November 22, 2007 0.6 Wrote verify Arash Sharif objective evidence November 22, 2007 0.7 Wrote validate Muhammad Amin preliminary findings Bandeali November 23, 2007 0.8 Wrote generate Ali Raza appraisal results November 25, 2007 0.9 Wrote document Arash Sharif appraisal results Ali Raza 2
  3. 3. Muhammad Amin Bandeali November 25, 2007 1.0 Wrote deliver Muhammad Amin appraisal results Bandeali December 1, 2007 1.1 Wrote package and Ali Raza archive appraisal assets December 3, 2007 1.2 Review First Arash Sharif Iteration Ali Raza Muhammad Amin Bandeali December 3, 2007 1.3 Updated Plan and Arash Sharif Prepare for Appraisal Ali Raza Muhammad Amin Bandeali December 6 2007 1.5 Review Second Arash Sharif Iteration Ali Raza Muhammad Amin Bandeali December 7, 2007 1.6 Final Revisions Arash Sharif Ali Raza Muhammad Amin Bandeali 3
  4. 4. TABLE OF CONTENTS REVISION HISTORY..............................................................................................................................2 TABLE OF CONTENTS..........................................................................................................................4 PLAN AND PREPARE FOR APPRAISAL............................................................................................6 ANALYZE REQUIREMENTS..................................................................................................................................6 DETERMINE APPRAISAL OBJECTIVES......................................................................................................................6 DETERMINE APPRAISAL CONSTRAINTS...................................................................................................................6 DETERMINE APPRAISAL SCOPE.............................................................................................................................6 DETERMINE OUTPUTS..........................................................................................................................................6 OBTAIN COMMITMENT TO APPRAISAL INPUTS ........................................................................................................7 DEVELOP APPRAISAL PLAN................................................................................................................................7 TAILOR METHOD................................................................................................................................................7 IDENTIFY NEEDED RESOURCES.............................................................................................................................7 DETERMINE COST AND SCHEDULE.........................................................................................................................8 PLAN AND MANAGE LOGISTICS............................................................................................................................8 DOCUMENT AND MANAGE RISKS..........................................................................................................................8 OBTAIN COMMITMENT TO APPRAISAL PLAN...........................................................................................................9 SELECT AND PREPARE TEAM..............................................................................................................................9 IDENTIFY APPRAISAL TEAM LEADER.....................................................................................................................9 SELECT TEAM MEMBERS.....................................................................................................................................9 PREPARE TEAM..................................................................................................................................................9 OBTAIN AND INVENTORY INITIAL OBJECTIVE EVIDENCE.......................................................................................9 OBTAIN INITIAL OBJECTIVE EVIDENCE...................................................................................................................9 INVENTORY OBJECTIVE EVIDENCE.......................................................................................................................10 PREPARE FOR APPRAISAL CONDUCT.................................................................................................................10 PERFORM READINESS REVIEW............................................................................................................................10 PREPARE DATA COLLECTION PLAN.....................................................................................................................10 RE-PLAN DATA COLLECTION.............................................................................................................................10 CONDUCT APPRAISAL.......................................................................................................................10 PREPARE PARTICIPANTS ..................................................................................................................................10 CONDUCT PARTICIPANT BRIEFING ......................................................................................................................10 EXAMINE OBJECTIVE EVIDENCE.......................................................................................................................11 EXAMINE OBJECTIVE EVIDENCE FROM DOCUMENTS ..............................................................................................11 EXAMINE OBJECTIVE EVIDENCE FROM INTERVIEWS ...............................................................................................17 DOCUMENT OBJECTIVE EVIDENCE....................................................................................................................20 TAKE/REVIEW/TAG NOTES................................................................................................................................20 4
  5. 5. RECORD PRESENCE/ABSENCE OF OBJECTIVE EVIDENCE..........................................................................................22 DOCUMENT PRACTICE IMPLEMENTATION..............................................................................................................22 DOCUMENT PRACTICE IMPLEMENTATION..............................................................................................................22 REVIEW AND UPDATE THE DATA COLLECTION PLAN.............................................................................................22 VERIFY OBJECTIVE EVIDENCE.........................................................................................................................22 VERIFY OBJECTIVE EVIDENCE............................................................................................................................22 CHARACTERIZE IMPLEMENTATION OF MODEL PRACTICES........................................................................................22 VALIDATE PRELIMINARY FINDINGS...................................................................................................................23 VALIDATE PRELIMINARY FINDINGS......................................................................................................................23 GENERATE APPRAISAL RESULTS.......................................................................................................................23 DERIVE FINDINGS AND RATE GOALS....................................................................................................................23 DETERMINE PROCESS AREA CAPABILITY LEVEL...................................................................................................24 DETERMINE SATISFACTION OF PROCESS AREAS ....................................................................................................24 DETERMINE CAPABILITY PROFILE ......................................................................................................................24 DETERMINE MATURITY LEVEL...........................................................................................................................24 DOCUMENT APPRAISAL RESULTS......................................................................................................................24 REPORT RESULTS...............................................................................................................................24 DELIVER APPRAISAL RESULTS..........................................................................................................................24 DELIVER FINAL FINDINGS..................................................................................................................................24 CONDUCT EXECUTIVE SESSIONS..........................................................................................................................25 PLAN FOR NEXT STEPS......................................................................................................................................25 PACKAGE AND ARCHIVE APPRAISAL ASSETS......................................................................................................25 COLLECT LESSONS LEARNED..............................................................................................................................25 GENERATE APPRAISAL RECORD..........................................................................................................................25 PROVIDE APPRAISAL DATA PACKAGE TO CMMI STEWARD...................................................................................25 ARCHIVE AND/OR DISPOSE OF KEY ARTIFACTS.....................................................................................................25 5
  6. 6. Plan and Prepare for Appraisal Analyze Requirements Determine Appraisal Objectives The appraisal lead holds a preliminary meeting to establish a foundation for the appraisal. In the meeting it is determined that the main stakeholder and sponsor shall be the vice president of the marketing department of Extron Electronics. The business needs of the company are to reduce costs, improve quality and improve time to market. The vice president of marketing also voiced his concern on evaluating areas of potential risks that may affect the performance of the organization. Determine Appraisal Constraints The appraisal lead has been given some constraints by the vice president of marketing. These constraints are a timeline in which the appraisal needs to be accomplished, and guidelines for work interruption. It has been made clear to the lead that appraisal activity should take approximately 2 weeks, and only CMMI process areas Project Planning and Project Monitoring and Control shall be assessed in this iteration. Determine Appraisal Scope The appraisal lead in conjunction with the vice president of marketing has determined that one department of the company will be used for appraisal. The department is the Rich Internet Application (RIA) team, and specifically the PoleVault System Configurator (PVC) application. The appraisal team will review the Project Planning and Project Monitoring and Control Process Areas. All other PA’s will be excluded do to time constraints. The entire RIA team will be included in this appraisal. The RIA team is made up of 3 developers, a lead developer, a graphic designer, and a project manager. Determine Outputs Upon completion of this appraisal the outcome of the output will be • appraisal records, • ADS and • CMMI Steward Data. The sponsor shall receive the appraisal record, which includes: 6
  7. 7. • final findings, including statements of strengths and weaknesses documented for every PA investigated • all ratings planned for and generated by the team • the ADS Obtain Commitment to Appraisal Inputs The appraisal team leader holds a meeting with the vice president of marketing, the RIA team, and the appraisal team to inform them about the appraisal and requests their commitment to provide resources and funding. The vice president requests a formal plan detailing the appraisal. The appraisal leader agrees to this, and a future meeting is arranged to discuss the details of this plan. Develop Appraisal Plan Tailor Method In this iteration, all activities in SCAMPI shall be accomplished for Project Planning, and Project Monitoring and Control Process Areas. Identify Needed Resources The appraisal lead has determined that we will need time to interview the RIA team, as well as management. Teams: Appraisal Team: Appraisal Team Lead: {Name} Appraisal Team: {Name, name, ..} RIA Team: Project Manger: {Name} Graphic Designer: {Name} Developer: {Name, name, …} Management: Vice President of Marketing: {Name} Equipment and Facility: 7
  8. 8. Access to Conference room with overhead projector, screen, and attached computer. A computer for each member of the appraisal team. Phones for each member of the appraisal team. Determine Cost and Schedule The appraisal lead has been given strict guidelines as to how much the company wants to spend on this appraisal. Following these guidelines, the appraisal lead determines that there are 3 parts to the estimate. The appraisal teams man hours spent, and the RIA teams time spent in participating in the appraisal, and the equipment and facilities that are needed for the appraisal. In addition, the appraisal team is in house so there is no lodging, airfare, or such costs. • Estimate for appraisal team of 3 members: 80x3 = 240 hours • Estimate for RIA team involvement for 6 members: 2 hours per day for 2 weeks, 2x6x10 = 120 hours • Facility arrangement for appraisal team, including computers and phones: None, the company has these resources available Plan and Manage Logistics The appraisal team shall have the main conference room assigned to them for the two weeks that the SCAMPI would be in progress. Team shall start appraisal at 9AM – 6PM, within which company staff would be available for various tasks. A separate file server would be setup and the appraisal team will have access to this drive where all their documents would be saved and shared. The Human Resource Department will be responsible for various other logistical issues. Document and Manage Risks Given the strict schedule, the appraisal lead has determined that there are 3 potential risks, personnel absence, personnel dishonesty, and equipment failure. The mitigation plan for each is the following: • Personnel absence: Conduct conference call • Personnel dishonestly: After all interviews analyze the results and assume the mean. • Equipment failure: Have an IT professional on call for help 8
  9. 9. Obtain Commitment to Appraisal Plan A formal Appraisal plan document is prepared by the appraisal leader. This document is then reviewed with the vice president of marketing and all other stakeholders involved, which includes the RIA team and the rest of the appraisal team. Once the review is complete, both the appraisal lead and the vice president of marketing will sign off formally on it. Select and Prepare Team Identify Appraisal Team Leader Once the vice president of marketing decides to do the appraisal, he chooses an in house lead software engineer with 15 years of experience, including 6 years of management, to be the lead appraiser. He also confirms that this person is an authorized SCAMPI appraiser and that he has done numerous successful appraisals before. Select Team Members The appraisal leader chooses 4 team members, each with 6 years of technical experience, giving the team a total of 39 years of engineering experience. Each of the team members also have 3 years of management experience, giving the team a total of 18 years of management experience. The appraisal lead also confirms that each of the team members has taken a SEI-licensed CMMI course. In addition, the team confirms that they have all the bases covered as far as lifecycles to be appraised. Prepare Team The appraisal lead sets up an offsite training course in CMMI and SCAMPI for the rest of the team members. During this offsite training, the team lead holds a luncheon and establishes some ground rules for the team, as well as making sure the team knows the appraisal objectives and they are all on the same page. Before the appraisal process begins, the lead has individual meetings with each of his team members to discuss their assigned roles and responsibilities. Obtain and Inventory Initial Objective Evidence Obtain Initial Objective Evidence The appraisal team lead retrieves documentation from the RIA team lead as far as what processes are in place and how they are carried out. This is done to help the appraisal team get a better understanding of where the team stands and where it needs to go to improve. 9
  10. 10. Inventory Objective Evidence The lead, along with the rest of the appraisal team analyzed the Objective Evidence and confirmed that it was in fact the adequate coverage that they needed for the model practices to be appraised. The team then organized these documents and places them in a repository for easy access in the future. Prepare for Appraisal Conduct Perform Readiness Review A meeting was held by the appraisal lead to determine if everyone was ready for proceeding forward. It was determined that the Objective Evidence was ready, the appraisal team was ready, all the logistics were being handled, risks were correctly being managed, and in general everything was ready to move forward. Prepare Data Collection Plan In order to obtain a detailed documentation on company and project processes the team creates a plan and schedule for holding interviews and workshops with the RIA team. Interviews will be held first with each member of the RIA team. The interviews will be held independently to get more accurate data and to maintain confidentiality. After these interviews, a series of workshop will be held to analyze how the RIA team interacts with each other and to the appraisal team. Re-plan Data Collection The team lead, along with the rest of the team members, reviewed the inventory of objective evidence and decided that it is sufficient to complete the appraisal as planned. Re-planning the data collection will not be necessary; therefore, a formal sign off on the appraisal plan is received from the main sponsor, vice president of marketing. Conduct Appraisal Prepare Participants Conduct Participant Briefing A meeting was held with the appraisal participants (RIA team) and the appraisal team lead described the roles that will be expected from each, including the interviews and workshops. Each participant was asked to reconfirm their availability for participation. 10
  11. 11. Examine Objective Evidence Examine Objective Evidence from Documents The appraisal team examines the objective evidence from documents and compares with the specific practices and generic practices of the CMMI Project Planning and Project Monitoring and Control Process areas to see if they are in place. Within this documentation a position responsibility document was present. This document stated all the responsibilities of the RIA team position by position. After reviewing this, along with all the other documentation the appraisal team concluded that the following specific practices were being addressed for the Project Planning and Project Monitoring and Control Process Areas. Project Planning PA: SP 1.1 Estimate the Scope of the Project This SP is satisfactory. The RIA team lead is responsible for establishing a top-level work breakdown structure (WBS) to estimate the scope of the project. The lead produces the following: Task descriptions Work package descriptions Work breakdown structure (WBS) SP 1.2 Establish Estimates of Work Product and Task Attributes This SP is satisfactory. The RIA team lead is responsible for establishing and maintaining estimates of the attributes of the work products and tasks. The lead produces the following: Technical approach Size and complexity of tasks and work products Estimating models Attribute estimates SP 1.3 Define Project Lifecycle 11
  12. 12. This SP is satisfactory. The RIA team lead is responsible for defining the project lifecycle phases on which to scope the planning effort. The lead produces the following: Project lifecycle phases SP 1.4 Determine Estimates of Effort and Cost This SP is satisfactory. The RIA team lead is responsible for estimating the project effort and cost for the work products and tasks based on estimation rationale. The lead produces the following: Estimation rationale Project effort estimates Project cost estimates SP 2.1 Establish the Budget and Schedule This SP is satisfactory. The RIA project manager is responsible for establishing and maintaining the project’s budget. The project manager produces the following: Project schedules Schedule dependencies Project budget SP 2.2 Identify Project Risks This SP is satisfactory. The RIA project manager is responsible for identifying and analyzing project risks. The project manager produces the following: Identified risks Risk impacts and probability of occurrence Risk priorities SP 2.3 Plan for Data Management 12
  13. 13. This SP is satisfactory. The RIA team lead is responsible for a plan for management of the project data. The lead produces the following: Data management plan Master list of managed data Data content and format description Data requirements lists for acquirers and for suppliers Privacy requirements Security requirements Security procedures Mechanism for data retrieval, reproduction, and distribution Schedule for collection of project data Listing of project data to be collected SP 2.4 Plan for Project Resources This SP is satisfactory. The RIA project manager is responsible for a plan for management of the project data. The project manager produces the following: WBS work packages WBS task dictionary Staffing requirements based on project size and scope Critical facilities/equipment list Process/workflow definitions and diagrams Program administration requirements list SP 2.5 Plan for Needed Knowledge and Skills This SP is satisfactory. The RIA project manager, with the help of the RIA team lead, is responsible for a plan for management of the project data. The project manager produces the following: 13
  14. 14. Inventory of skill needs Staffing and new hire plans Database skills and training SP 2.6 Plan Stakeholder Involvements This SP is satisfactory. The RIA project manager is responsible for planning for the involvement of identified stakeholders who in most cases is the vice president of marketing. The project manager produces the following: Stakeholder involvement plan SP 2.7 Establish the Project plan This SP is satisfactory. The RIA project manager is responsible for establishing and maintaining the overall project plan content. The project manager produces the following: Overall project plan SP 3.1 Review Plans That Affect the Project This SP is satisfactory. The RIA project manager is responsible for reviewing all plans that affect the project to understand project commitments. The project manager produces the following: Record of the reviews of plans that affect the project SP 3.2 Reconcile Work and Resource Levels This SP is satisfactory. The RIA project manager, with the help of the RIA team lead, is responsible for reconciling the project plan to reflect available and estimated resources. The project manager produces the following: Revised methods and corresponding estimating parameters, including better tools, IDE’s and the use of off-the-shelf components. Renegotiated budgets 14
  15. 15. Revised schedules Revised requirement list Renegotiated stakeholder agreements SP 3.3 Obtain Plan Commitment This SP is satisfactory. The RIA project manager is responsible for obtaining commitment from relevant stakeholders responsible for performing and supporting plan execution. The project manager produces the following: Documented requests for commitments Documented commitments Project Monitoring and Control: SP 1.1 Monitor Project Planning Parameters This SP is satisfactory. The RIA project manager, with the help of the RIA team lead, is responsible for monitoring the actual values of the project planning parameters against the project plan. The project manager produces the following: Records of the project performance Records of significant deviations SP 1.2 Monitor Commitments This SP is satisfactory. The RIA project manager is responsible for monitoring commitments against those identified in the project plan. The project manager produces the following: Records of commitment reviews SP 1.3 Monitor Project Risks 15
  16. 16. This SP is satisfactory. The RIA project manager is responsible for monitoring risks against those identified in the project plan. The project manager produces the following: Records of the project risk monitoring. SP 1.4 Monitor Data Management This SP is satisfactory. The RIA team lead is responsible for monitoring risks against those identified in the project plan. The lead produces the following: Records of data management SP 1.5 Monitor Stakeholder Involvements This SP is satisfactory. The RIA project manager is responsible for monitoring stakeholder involvement against the project plan. The project manager produces the following: Records of data management SP 1.6 Conduct Progress Reviews This SP is satisfactory. The RIA project manager, with the help of the RIA team lead, is responsible for periodically reviewing the project’s progress, performance, and issues. The project manager produces the following: Documented project review results SP 1.7 Conduct Milestone Reviews This SP is satisfactory. The RIA project manager is responsible for reviewing the accomplishments and results of the project at selected project milestones. The project manager produces the following: Documented milestone review results SP 2.1 Analyze Issues 16
  17. 17. This SP is satisfactory. The RIA team lead is responsible for collecting and analyzing the issues and determine the corrective actions necessary to address the issues. The lead produces the following: List of issues needing corrective actions SP 2.2 Take Corrective Action This SP is satisfactory. The RIA team lead, with the help of the project manager, is responsible for taking corrective actions on identified issues. The lead produces the following: Corrective action plan SP 2.3 Manage Corrective Action This SP is satisfactory. The RIA project manager, with the help of the RIA team lead, is responsible for managing corrective actions to closure. The project manager produces the following: Corrective action results Examine Objective Evidence from Interviews The appraisal team examines the objective evidence from interviews and compares with the specific practices and generic practices of the CMMI Project Planning and Project Monitoring and Control Process areas to see if they are in place. Through the notes taken during the interviews and workshops the appraisal team concluded that the following generic practices were being addressed for the Project Planning and Project Monitoring and Control Process Areas. Project Planning & Project Monitoring and Control PAs: GP 1.1 Perform Specific Practices This GP is satisfactory. When the team was asked to show that they perform the specific practices, they showed some examples on how they performed specific practices on the PVC project up to date. 17
  18. 18. GP 2.1 Establish an Organizational Policy This GP is satisfactory. When the team was asked if an organization policy was established they showed emails from the VP and other departments displaying their understanding of the organizational policy. GP 2.2 Plan the Process This GP is satisfactory. When the team was asked how they planned the process they walked the appraisal team through an example. GP 2.3 Provide Resources This GP is satisfactory. When the RIA lead and project manager were asked how they provided resources they went through their interview process on how they recruit the most qualified candidates and also a list of the software they use for tracking and reporting. GP 2.4 Assign Responsibility This GP is satisfactory. When the RIA lead and project manager were asked how they assign responsibility they went through an example week by week schedule of how the resources are spread out. GP 2.5 Train People This GP is satisfactory. When the RIA lead and project manager were asked how they train people. They went through their previous year’s budget and expense report on training classes aimed at estimating, budgeting, negotiating, risk identification, data management, planning and scheduling, risk management and data management, and monitoring and control of the project. GP 2.6 Manage Configurations This GP is satisfactory. When the RIA lead and project manager were asked how they manage configurations. They showed examples of how their work breakdown structure, project plan, data management plan, stakeholder plan, project schedules with status, project measurement data 18
  19. 19. and analysis, earned value report documents were stored in source control software and versioned accordingly. GP 2.7 Identify and Involve Relevant Stakeholders This GP is satisfactory. When the RIA lead and project manager were asked how they identified and involved relevant stakeholders. They showed examples of their incremental review process of establishing estimates, reviewing and resolving issues on the completeness and correctness of the project risks, reviewing data management plans, establishing project plans, reviewing project plans and resolving issues on work and resource issues, assessing the project against the plan, reviewing commitments and resolving issues, reviewing project risks, reviewing data management activities, reviewing project progress, managing corrective actions to closure. GP 2.8 Monitor and Control the Process This GP is satisfactory. When the RIA project manager was asked how they monitored and controlled the process. He showed examples of how the original plan had a number of revisions, how the cost, schedule, and effort changed per plan revision and the schedule for development and maintenance of the program plans. They also showed examples of how they track number of open and closed corrective actions, schedule with status for monthly financial data collection, analysis, and reporting, number and types of reviews performed, review schedule(planned versus actual and slipped target dates), schedule for collection and analysis for monitoring data. GP 2.9 Objectively Evaluate Adherence This GP is satisfactory. When the appraisal team objectively evaluated the adherence of the project planning process against its process description, standards and procedures they found multiple sign off forms and formal review meeting summaries that confirmed adherence. GP 2.10 Review Status with Higher Level Management This GP is satisfactory. When the RIA team was asked how they review status with higher management they showed examples of meeting summary reports and sign offs on all project planning and project monitoring and control processes. 19
  20. 20. Document Objective Evidence Take/Review/Tag Notes The RIA team has a standard Project Planning and Project Monitoring and Control document. In this document there are sections and subsections. The sections are in unison with the Specific Goals and Specific practices of the staged representation of the CMMI. The standard document is outlined below, as well as evidence from the PVC project: RIA Standard CMMI practices Evidence Document RIA Section 1.0- All SP under PP SG 1 Documentation from Establish Estimates as Establish Estimates the PVC project guided by CMMI throughout its Project Planning PA lifecycle. (Attached SG1 to this document) RIA Section 1.1 – All SP under PP SG 2 Documentation from Develop Project Plan as Develop Project Plan the PVC project guided by CMMI throughout its Project Planning PA lifecycle. (Attached SG 2 to this document) RIA Section 1.2 – All SP under PP SG 3 Documentation from Obtain Commitment to Obtain Plan the PVC project the Plan as guided by Commitment throughout its CMMI Project Planning lifecycle. (Attached PA SG 3 to this document) RIA Section 1.3 – All GP under PP GG 1 Documentation from Achieve Specific Goals Achieve Specific Goals the PVC project as guided by CMMI throughout its Project Planning PA lifecycle. (Attached GG 1 to this document) RIA Section 1.4 – All GP under PP GG 2 Documentation from 20
  21. 21. Institutionalize a Institutionalize a the PVC project Managed Process as Managed process throughout its guided by CMMI lifecycle. (Attached Project Planning PA to this document) GG 2 RIA Section 2.0 – All SP under PMC SG Documentation from Monitor Project 1 Monitor Project the PVC project Against Plan as guided Against plan throughout its by CMMI Project lifecycle. (Attached Monitoring and Control to this document) PA SG 1 RIA Section 2.1 – All SP under PMC SG Documentation from Manage Corrective 2 Manage Corrective the PVC project Action to Closure as Action to Closure throughout its guided by CMMI lifecycle. (Attached Project Monitoring and to this document) Control PA SG 2 RIA Section 2.2 – All GP under PMC GG Documentation from Achieve Specific Goals 1 Achieve Specific the PVC project as guided by CMMI Goals throughout its Project Monitoring and lifecycle. (Attached Control PA GG 1 to this document) RIA Section 2.3 – All GP under PMC GG Documentation from Institutionalize a 2 Institutionalize a the PVC project Managed Process as Managed Process throughout its guided by CMMI lifecycle. (Attached Project Monitoring and to this document) Control PA GG 2 21
  22. 22. Record Presence/Absence of Objective Evidence All SP’s and GP’s for both Project Planning and Project Monitoring and Control Process Areas are present as described earlier within this document, sections 2b and 2c. Document Practice Implementation A meeting is set up between appraisal team, RIA team, and the VP of marketing and the appraisal team hands out documentation and discusses with everyone the good news of the team not having any gaps. Document Practice Implementation A meeting is set up between appraisal team, RIA team, and the VP of marketing and the appraisal team hands out documentation and discusses with everyone the good news of the team not having any gaps. Review and Update the Data Collection Plan All the necessary data which were collected during the inventory of objective evidence, was reviewed. Those reviews were held between RIA team and appraisal team. During this activity every document along with the data were carefully reviewed and concluded that there are no updates to the data collection plan required. Verify Objective Evidence Verify Objective Evidence Appraisal team lead along with the team has verified all the direct and indirect artifacts. Those artifacts were collected during the Collection of evidence phase of PVC project. Characterize Implementation of Model Practices After the verification of all the documents and data, appraisal team characterized the each practices. Following table has outlined all the SP and GP for PP and PMC PA. Practice for PP Implementation SG1 FI (Fully Implemented) SG2 FI GG2 LI (Largely Implemented) 22
  23. 23. Practice for PMC Implementation SG1 FI SG2 FI SG3 FI GG2 LI Validate Preliminary Findings Validate Preliminary Findings For the Preliminary validation, appraisal team and RIA team of the PVC project had numbers of meetings. They validate all the findings which were gathered during inventory of objective evidence phase. Appraisal team also validated that the traceability between input and output appraisal were sufficient. Generate Appraisal Results Derive Findings and rate Goals After the validation with appraisal team and RIA team, it was concluded that all the SG and GG of PP and PMC process areas were satisfied. Practice for PP Implementation Rate SG1 FI (Fully Implemented) Satisfied SG2 FI Satisfied GG2 LI (Largely Implemented) Satisfied Practice for PMC Implementation Rate SG1 FI Satisfied SG2 FI Satisfied SG3 FI Satisfied GG2 LI Satisfied 23
  24. 24. Determine Process Area Capability Level Staged Representation of CMMI has been implemented in PVC project for PP and PMC process areas. After the appraisal was completed the appraisal team’s assessment concludes that the capability level of the PVC project has within the PP and PMC process area capability level. Determine Satisfaction of Process Areas The appraisal team finds all the specific and generic goals for PMC and PP process areas have been followed during the PVC project implementation. Determine Capability Profile Since PVC project followed Staged Representation of CMMI Level 2 therefore this activity will be omitted. Determine Maturity Level The appraisal team lead along with the team finds that PP and PMC process areas in scope for CMMI Maturity Level 2 because those PA have been satisfied all the specific and generic goals. Document Appraisal Results Appraisal Team created a report in which they documented all their findings, rating and Appraisal Disclosures Statement (ADS) of the PVC project. Report Results Deliver Appraisal Results After the object evidence has been verified and validated, rating has been determined and final result documented and reviewed, appraisal team has delivered final finding and plan for next step activities. Deliver Final Findings A document has been created with final findings and also the Appraisal Disclosures Statement (ADS) provided to the RIA stakeholders. ADS conclude all the results and conditions of PMC and PP process area of PVC project. These final document and ADS have been signed by appraisal team along with the Team Leader. For the delivering of those documents a meeting has been arranged with all the Appraisal Team, and the RIA team. 24
  25. 25. Conduct Executive Sessions Meeting with the marketing VP of RIA was conducted in which all the findings were documented in reports where were presented by Appraisal Team. After the results and finding, Sr. Management were glad to hear that the entire appraisal process went well and company achieved the CMMI Maturity Level 2 in PP and PMC process areas for PVC project. Plan for Next Steps Since PVC project achieve CMMI Maturity level 2 successfully, therefore it was decided by senior management that process areas PP and PMC should be implemented in entire organization so that organization can achieve the CMMI Level 3. Package and Archive Appraisal Assets Collect Lessons Learned The entire appraisal activities were under the budget and finished the appraisal process on time. It was also decided that every project in the organization should have formal documentation because on numerous occasions, when there was no documentation the appraisal team needed to go through with interview process, which was time consuming. Generate Appraisal Record Appraisal team lead did the baseline of the appraisal data and provided it to RIA project manager. Also all the required SCAMPI documentation was provided. Team leader also generated the appraisal record from baseline planning and execution data collect throughout the appraisal, which were also provided to the RIA project manager. RIA project manager placed those documents, reports and data into the company repository. Provide Appraisal Data Package to CMMI Steward The appraisal team leader ensured that the completed appraisal report along with soft copies of approved ADS, approved appraisal input, approved appraisal plan and the final findings presentation or report, was delivered to the CMMI Steward. Archive and/or Dispose of Key Artifacts Appraisal team lead archived the work products which were collected during the appraisal. The soft copy of the documents and reports were copied into CD, and returned to RIA project manager along with the hard copies. However the evidence provided by RIA team was returned back. All the meeting minutes and notes taken during the appraisal were disposed of. 25

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