2-CMMI For Development

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2-CMMI For Development

  1. 1. Capability Maturity Model Integration CMMI for Development
  2. 2. What are Capability Maturity Models? <ul><li>Systematic ordered approach to process improvement. </li></ul><ul><li>Organized collections of best practices </li></ul><ul><li>Means of measuring organizational maturity. </li></ul><ul><li>Have proven to bring significant return on investment in productivity and quality. </li></ul><ul><li>Based on work by Crosby, Deming, Juran, Humphrey... </li></ul>
  3. 3. How are CMMs used? <ul><li>Process Improvement. </li></ul><ul><li>Process Definition. </li></ul><ul><li>Competency Assessment. </li></ul><ul><li>Risk Management. </li></ul><ul><li>Communication. </li></ul>
  4. 4. CMM situation. <ul><li>Explosion of CMMs and CMM-like models. </li></ul><ul><li>Multiple models within an organization. </li></ul><ul><li>Multiple assessments. </li></ul><ul><li>Multiple training. </li></ul><ul><li>Multiple expenses. </li></ul>
  5. 5. CMM Framework
  6. 6. CMM Solution <ul><li>A Product Line Approach. </li></ul>I SW SE IPPD Assess Training ... Industry SEI Government <ul><li>Team of Teams </li></ul><ul><li>Modeling and Discipline Experts </li></ul><ul><li>Collaborative Process </li></ul>CMMI Product Suite CMMI- SW CMMI- SE CMMI- SE/SW CMMI- SE/SW/ IPPD ...
  7. 7. Purpose of CMMI for Development <ul><li>A process improvement approach that provides organizations with the essential elements of effective processes. </li></ul><ul><li>CMMI helps to: </li></ul><ul><ul><li>integrate traditionally separate organizational functions. </li></ul></ul><ul><ul><li>set process improvement goals and priorities. </li></ul></ul><ul><ul><li>provide guidance for quality processes . </li></ul></ul><ul><ul><li>provide a point of reference for appraising current processes. </li></ul></ul><ul><li>Best practices that address development and maintenance processes for both products and services. </li></ul>
  8. 8. CMMI Benefits <ul><li>CMMI product users can expect to: </li></ul><ul><ul><li>Efficiently and effectively improve and assess multiple disciplines across their organization. </li></ul></ul><ul><ul><li>Reduce costs (including training) associated with improving and assessing processes. </li></ul></ul><ul><ul><li>Deploy a common, integrated vision of process improvement that can be used as a basis for enterprise-wide process improvement efforts. </li></ul></ul>
  9. 9. About CMMI for Development
  10. 10. About CMMI for Development <ul><li>A single company usually does not develop all the components that compose a product or service. More commonly, some components are built in-house and some are acquired. </li></ul><ul><li>Organizations must be able to manage and control this complex development and maintenance process. </li></ul>
  11. 11. About CMMI for Development <ul><li>CMMI for Development consists of best practices that address development and maintenance activities applied to products and services . </li></ul><ul><li>It addresses practices that cover the product’s lifecycle from conception through delivery and maintenance. The emphasis is on the work necessary to build and maintain the total product. </li></ul>
  12. 12. CMMI Performance ( reported as of December 15, 2005) 4.7 : 1 Return on Investment 14% Customer Satisfaction 50% Quality 62% Productivity 37% Schedule 20% Cost Median Performance Category
  13. 13. Organizations Using CMMI <ul><li>Accenture, Boeing, Bosch, Dyncorp, </li></ul><ul><li>EDS, Ericsson, Fannie Mae, Fujitsu, </li></ul><ul><li>General Motors, Hitachi, Honeywell, </li></ul><ul><li>IBM, Infosys, Intel, J. P. Morgan, </li></ul><ul><li>KPMG, L3 Communications, Lockheed Martin, </li></ul><ul><li>Motorola, NASA, NEC, Nokia, </li></ul><ul><li>Northrop Grumman, NRO, Polaris, </li></ul><ul><li>Raytheon, Reuters, SAIC, Samsung, </li></ul><ul><li>Social Security Administration, Tata C. S., U.S. Air Force, </li></ul><ul><li>U.S. Navy, U.S. Treasury Department, Wipro, </li></ul><ul><li>Zurich Financial Services </li></ul>

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