SEI Partner} Business Strategy Srl is SEI Partner (Software Engineering Institute - Carnegie Mellon University) since 2003 (since Y2000 CBA IPI for SW CMM) ◦ www.sei.cmu.edu ◦ www.sei.cmu.edu/partners/businesstrategy} Authorized to deliver ◦ Intro to CMMI (Capability Maturity Model for Integration) & ◦ SCAMPI(1), for: System Integration (CMMI-DEV) Service Management (CMMI-SVC) Acquisition Management (CMMI-ACQ) 1 – Standard CMMI Appraisal for Process Improvement 3
CMMI (Capability Maturity Model Integration)• is a process improvement approach that provides the essential elements of effective processes, to improve organization performance. • includes identifying organization’s process strengths and weaknesses and making process changes to turn weaknesses into strengths. • applies to teams, work groups, projects, divisions, and entire organizations. • collections of best practices that help organizations to dramatically improve effectiveness, efficiency, and quality.. www.businesstrategy.com 8
CMMI Constellations CMMI-SVC provides guidance for those CMMI-Dev providing servicesprovides guidance within organizations for measuring, CMMI-SVC and to external monitoring and customers managing development CMMI processes for Service 16 Core Process Areas, CMMI-ACQ common to all CMMI-ACQ provides CMMI-DEV guidance to enable CMMI for informed and CMMI for Acquisition decisive Development acquisition leadership Business Strategy - SEI Partner 9
CMMI Model RepresentationsThere are two types of representations in CMMImodels: • staged • continuousA representation in CMMI is analogous to a view into adata set provided by a database.Both representations provide ways of implementingprocess improvement to achieve business goals.Both representations provide essentially the samecontent and use the same model components but areorganized in different ways.
CMMI Model Structure Continuous Representation Staged Representation Maturity Levels Process Areas Process Areas Capability Specific Generic Levels Specific Generic Goals Goals Goals GoalsSpecific Generic Specific GenericPractices Practices Practices Practices
What Does the Level Measure? This point represents a higher level of capability Staged 3 CL 3Capability Level than ML5 2 CL 2 ML4 this point in a specific process area ML3 1 CL 1 ML2 ML 1 0 CL 0 Process Area n . . . for a specified set of process areas across an organization
Maturity Level Focus on continuous process improvement ML 5 Optimizing Process measured and Quantitatively controlled ML 4 Managed Process characterized for the organization and is proactive ML 3 Defined Process characterized for projects and is often reactive ML 2 ManagedProcess unpredictable, poorly controlled, and reactive ML 1 Initial
Staged Representation Level Focus Process Areas Quality Productivity Quality5 Optimizing Continuous Causal Analysis and Resolution Process Productivity Organizational Performance Management Improvement4 Quantitatively Quantitative Organizational Process Performance Managed Management Quantitative Project Management3 Defined Process Decision Analysis and Resolution Standardization Integrated Project Management Organizational Process Definition Organizational Process Focus Organizational Training Product Integration Requirements Development Risk Management Technical Solution Validation Verification2 Managed Basic Project Configuration Management Management Measurement and Analysis Project Monitoring and Control Project Planning Process and Product Quality Assurance Requirements Management Supplier Agreement Management Risk1 Initial Rework
Continuous Representation: PAs by Categories Category Process Areas Organizational Process Definition Organizational Process Focus Process Management Organizational Performance Management Organizational Process Performance Organizational Training Integrated Project Management Project Monitoring and Control Project Planning Project Quantitative Project Management Management Requirements Management Risk Management Supplier Agreement Management Product Integration Requirements Development Engineering Technical Solution Validation Verification Causal Analysis and Resolution Configuration Management Support Decision Analysis and Resolution Measurement and Analysis Process and Product Quality Assurance
What are Services?} A service is an intangible, non-storable products (e.g. operations, maintenance, logistic and IT)} Service imply on-going relationships governed by service agreement} Services are delivered through the operation of service system} Services are simultaneously produced and consumed
Why is the CMMI-SVC needed?} A variety of potential stakeholders approached the SEI asking for help with services.} Demand for process improvement in services is likely to grow: services constitute more than 80% of the US and global economy.} Services constitute more than 54% of what the DoD acquires. In FY2006, DoD spent $146 billion on services. GAO (Government Accountabilities Office) reports a 72% increase in DoD service contracts between 1996 and 2005.*} Many organizations are cobbling together their own ITIL + CMMI solutions, reinventing the wheel over and over, and that wheel is not designed for services other than IT.} Customers are requesting that their service providers demonstrate a CMMI rating or capability profile, but attempts to use CMMI-DEV in a service setting can distort the integrity of appraisal results.} Service providers deserve a consistent benchmark as a basis for process improvement that is appropriate to the work they do and is based on a proven approach. * FY 2006 data is from “DoD throws light on how it buys services [GCN 2006].” GAO data is from GAO report GAO-07-20.
CMMI-SVC vs DEV vs ACQ CMMI for Services Model = 23 PAs + 1 PA Addition Service-specific PAs CMMI-SVC 24 6 1 CMMI-SVC AdditionsShared PA (SAM)with 1 modifiedspecific practice 1 16 Core PAs CMMI Have been expanded to include 3 new SPs Core PAs Include service-specific informative material CMMI-DEV CMMI-ACQ Business Strategy - SEI Partner 21
SCENARIOOperational Commitment / Customer Need CMMI-ACQ Acquirer Acquisition RFP Source Program Leadership System Solicitation Transition Planning Preparation Selection Insight/Oversight Acceptance Developement Integrate Plan Design Develop Deliver Suppliers Test CMMI-DEV / (SVC) www.businesstrategy.com 27
SCAMPI MDD Standard CMMI Appraisal Method for Process Improvement Business Strategy - SEI Partner 28
SCAMPI Scenario Appraisal Team Appraisal Requirements Findings, The Actual Recommendations Process Practice Lessons Learned/ Improvements Organization/ ProjectsOrganizational ProcessProcess Suite Deployment
SCAMPI Phases PUBLISHED APPRAISAL SEI AUDIT RESULTS (PARS) 1 MONTH REPORTING 1 WEEK ON SITE 1-2 WEEKS PLAN AND PREPARE 2-3 MONTHS Business Strategy - SEI Partner 31