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2. Webinar CMMi, 6 marzo 2012 - Tutorial CMMi Business Strategy (Fernando Mandelli, Business Strategy)

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Webinar Obiettivo CMMi. Introduzione ai Modelli CMMI, metodo SCAMPI e strumenti a supporto. ...

Webinar Obiettivo CMMi. Introduzione ai Modelli CMMI, metodo SCAMPI e strumenti a supporto.

Intervento di Fernando Mandelli, CEO di Business Strategy
Mandelli fornisce una overview al miglioramento continuativo in termini di efficacia, efficenza e qualità, attraverso l'adozione dei modelli di riferimento CMMI-DEV v1.3, CMMI-SVC v1.3, CMMI-ACQ v1.3.
Viene inoltre presentato il metodo ufficiale SCAMPI, utilizzato per la valutazione dei processi delle organizzazioni e quale strumento per definire il rating.
Sono aperte le iscrizioni al corso "Il Modello CMMI, la sua implementazione, approccio allo SCAMPI e strumenti a supporto", il 19 aprile a Torino. Scrivi a marcella.arrabito@emerasoft.com o chiama lo 011.19879270.

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    2. Webinar CMMi, 6 marzo 2012 - Tutorial CMMi Business Strategy (Fernando Mandelli, Business Strategy) 2. Webinar CMMi, 6 marzo 2012 - Tutorial CMMi Business Strategy (Fernando Mandelli, Business Strategy) Presentation Transcript

    • Business Strategy Tutorial “Obiettivo CMMi. Introduzione ai Modelli CMMI, metodo SCAMPI e strumenti a supporto” Fernando Mandelli fernando.mandelli@businesstrategy.com !martedì 6 marzo 12
    • Agenda Module 1 Software Engineering Institute Business Strategy CMMI Models and Appraisal CMMI Compatibility CMMI Profile !martedì 6 marzo 12
    • http://www.sei.cmu.edu/index.cfm !martedì 6 marzo 12
    • !
    • CMMI Constellations CMMI for Service This model is designed for service provider organizations that want to improve their ability to establish, manage, and deliver services. Current release v1.3 CMMI for Acquisition This model is designed for acquisition organizations that want to improve their ability to acquire products and services. Current release v1.3. CMMI for Development This model is designed for development organizations that want to improve their ability to develop products and services. Current release v1.3. !martedì 6 marzo 12
    • Quality Leverage Points !martedì 6 marzo 12
    • CMMI Constellations CMMI-Services provides guidance for CMMI-Dev those providing provides guidance services within for measuring, organizations and to monitoring and external customers managing development CMMI-SVC processes 16 Core Process Areas, CMMI-ACQ common to all provides guidance to enable CMMI-DEV CMMI-ACQ informed and decisive acquisition leadership Business Strategy - SEI Partner 7 !martedì 6 marzo 12
    • Appraisal Method CMMI and SCAMPISM Method Appraisal Requirements Appraisal Team Actual Practice Findings, Recommendations Organizational Processes Organization Projects Lessons Learned/Improvements !martedì 6 marzo 12
    • Appraisal Classes !martedì 6 marzo 12
    • http://sas.sei.cmu.edu/ pars/pars.aspx !martedì 6 marzo 12
    • CMMI Model Representation There are two representations in CMMI models: staged continuous A representation in CMMI is analogous to a view into a data set provided by a database. Both representations provide ways of implementing process improvement to achieve business objectives. Both representations provide essentially the same content and use the same model components but are organized in different ways. !martedì 6 marzo 12
    • Continuous Benefits It allows you to select the order of improvement that best meets your organization’s business objectives and mitigates your organization’s areas of risk. It enables comparisons across and among organizations on a process area by process area basis. !martedì 6 marzo 12
    • Staged Benefits It provides a proven sequence of improvements, each serving as a foundation for the next. It permits comparisons across and among organizations by the use of maturity levels. It provides a single rating that summarizes appraisal results and allows comparisons among organizations. !martedì 6 marzo 12
    • What Does the Level Measure? This point represents a higher level of capability Staged 3 CL 3 Capability 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 !martedì 6 marzo 12
    • CMMI-DEV PAs by Maturity Level Level Focus Process Areas Quality Productivity 5 Optimizing Continuous Causal Analysis and Resolution Process Organizational Performance Management Improvement 4 Quantitatively Quantitative Organizational Process Performance Managed Management Quantitative Project Management 3 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 Verification 2 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 Risk 1 Initial Rework !martedì 6 marzo 12
    • CMMI-DEV 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 !martedì 6 marzo 12
    • CMMI-SVC !martedì 6 marzo 12
    • CMMI-SVC PAs !martedì 6 marzo 12
    • CMMI-SVC Strategic Service Management (STSM): deciding what services you should be providing, making them standard, and letting people know about them Service System Development (SSD): making sure you have everything you need to deliver services, including people, processes, consumables, and equipment Service System Transition (SST): getting new systems in place, changing existing systems, or retiring obsolete systems, —all while making sure nothing goes terribly wrong with the service Service Delivery (SD): setting up agreements, taking care of service requests, and operating the service system Capacity and Availability Management (CAM): making sure you have enough of the resources you need to deliver services and that they are available when needed—at an appropriate cost Incident Resolution and Prevention (IRP): handling what goes wrong—and preventing it from going wrong if you can Service Continuity (SCON): being ready to recover from a disaster and get back to delivering your service !martedì 6 marzo 12
    • CMMI-ACQ !martedì 6 marzo 12
    • CMMI-ACQ & CMMI-DEV Operational 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) !martedì 6 marzo 12
    • PAs Components !martedì 6 marzo 12
    • Summarizing Maturity Levels and Capability Levels in Relation to GGs and GPs Staged Continuous Representation Representation Maturity Levels Generic Goals Generic Practices Capability Levels ML5 CL3 GG 3 ML4 Institutionalize GP 3.1 Establish a Defined Process a Defined GP 3.2 Collect Process Related Experiences Process ML3 ML2 GP 2.1 Establish an Organizational Policy CL2 GP 2.2 Plan the Process GP 2.3 Provide Resources GG 2 GP 2.4 Assign Responsibility Institutionalize GP 2.5 Train People a Managed Process GP 2.6 Control Work Products GP 2.7 Identify and Involve Relevant Stakeholders GP 2.8 Monitor and Control the Process GP 2.9 Objectively Evaluate Adherence GP 2.10 Review Status with Higher Level Management GG 1 CL1 Achieve GP 1.1 Perform Specific Practices Specific Goals !martedì 6 marzo 12
    • Technical Report !martedì 6 marzo 12
    • Requirements Management (REQM) A Project Management Process Area at Maturity Level 2 Purpose Manage requirements of the project’s products and product components and to ensure alignment between those requirements and the project’s plans and work products. e nts m uire R eq !martedì 6 marzo 12
    • Requirements Management Specific Practices Manage Requirements SP 1.1 Understand Requirements SP 1.2 Obtain Commitment to Requirements SP 1.3 Manage Requirements Changes SG 1 SP 1.4 Maintain Bidirectional Traceability of Requirements SP 1.5 Ensure Alignment Between Project Work and Requirements !martedì 6 marzo 12
    • CMMI Compatibility http://www.sei.cmu.edu/ cmmi/compatibility/ CMMI and Agile CMMI and ITIL CMMI and ISO Standards CMMI and Scrum CMMI and Six Sigma CMMI and Others !martedì 6 marzo 12
    • CMMI Profile http://www.sei.cmu.edu/cmmi/casestudies/ profiles/pdfs/upload/2011SeptCMMI-2.pdf !martedì 6 marzo 12
    • Process Maturity Profile !martedì 6 marzo 12
    • Reporting Organizational Categories !martedì 6 marzo 12
    • Organization Size !martedì 6 marzo 12
    • Appraisal and Maturity Level !martedì 6 marzo 12
    • Links http://www.sei.cmu.edu/ (SEI Site) http://www.sei.cmu.edu/tools/ (Models) http://www.sei.cmu.edu/cmmi/ casestudies/profiles/pdfs/upload/ 2011SeptCMMI-2.pdf (CMMI Profile) http://sas.sei.cmu.edu/pars/pars.aspx (Pars) !martedì 6 marzo 12
    • Thanks Fernando Mandelli fernando.mandelli@businesstrategy.com !martedì 6 marzo 12