CmmIi Assignment Vish 04 Nov 2003
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CmmIi Assignment Vish 04 Nov 2003

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VISH - CMMI Assignment Pittsburg.

VISH - CMMI Assignment Pittsburg.

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CmmIi Assignment Vish 04 Nov 2003 CmmIi Assignment Vish 04 Nov 2003 Presentation Transcript

  • SM CMMI Pittsburgh, PA 15213-3890 Pre-Class Assignment Submitted by N Visweswara Satyam Computer Services Ltd., Intermediate Concepts of CMMI Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 1
  • SM CMMI Pittsburgh, PA 15213-3890 Measurement and Analysis Intermediate Concepts of CMMI Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 2
  • SM CMMI Pittsburgh, PA 15213-3890 Importance of Measurement and Analysis b) Monitor and Measure progress towards Strategic Process Improvement Goals c) Improve communication of development status and product quality by providing a standard set of metrics for use on projects d) Allow PMs and Project Review Authorities (PRA) better visibility into project and process performance e) To provide organizational measurement data base thus facilitating acquisition and bidding proposals Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 3
  • SM CMMI Pittsburgh, PA 15213-3890 Benefits of M and A c) Quantitative Management of Projects through Project Performance Metrics d) Determination of Project Process Capability e) PRA Metrics helps in providing objective, quantitative, information for senior management f) Organizational metrics helps in measuring organizational process capability Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 4
  • SM CMMI Pittsburgh, PA 15213-3890 M and A depends on c) Project Planning Process area d) Project Monitoring & Control Process area e) Config Management Process area f) Requirements Development Process area g) Requirements Management Process area h) Organizational Process Definition Process area i) Quantitative Project Management Process area Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 5
  • SM CMMI Pittsburgh, PA 15213-3890 PAs that depend on M & A c) Project Monitoring & Control Process area d) Config Management Process area e) Requirements Management Process area f) Quantitative Project Management Process area Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 6
  • SM CMMI Pittsburgh, PA 15213-3890 Ordering of SPs in M & A • SG 1 Align Measurement and Analysis Activities [PA154.IG101] • SP 1.1 Establish Measurement Objectives • SP 1.2 Specify Measures • SP 1.3 Specify Data Collection and Storage Procedures • SP 1.4 Specify Analysis Procedures • SG 2 Provide Measurement Results [PA154.IG102] • SP 2.1 Collect Measurement Data • SP 2.2 Analyze Measurement Data • SP 2.3 Store Data and Results • SP 2.4 Communicate Results Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 7
  • SM CMMI Pittsburgh, PA 15213-3890 Generic Practices and M & A • GG 2 Institutionalize a Managed Process [CL103.GL101] • GP 2.1 (CO 1) Establish an Organizational Policy • GP 2.2 (AB 1) Plan the Process • GP 2.3 (AB 2) Provide Resources • GP 2.4 (AB 3) Assign Responsibility • GP 2.5 (AB 4) Train People • GP 2.6 (DI 1) Manage Configurations • GP 2.7 (DI 2) Identify and Involve Relevant Stakeholders • GP 2.8 (DI 3) Monitor and Control the Process • GP 2.9 (VE 1) Objectively Evaluate Adherence • GP 2.10 (VE 2) Review Status with Higher Level Management Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 8
  • SM CMMI Pittsburgh, PA 15213-3890 “Critical” SPs in M & A SG 1 Align Measurement and Analysis Activities [PA154.IG101] • SP 1.1 Establish Measurement Objectives • Sub practice1 Document information needs and objectives • Sub practice 2 Prioritize information needs and objectives • Sub practice 3 Document, review, and update measurement objectives • Sub practice 4 Provide feedback for refining and clarifying information needs and objectives as necessary • Sub practice 5 Maintain trace ability of the measurement objectives to the identified information needs and objectives Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 9
  • SM CMMI Pittsburgh, PA 15213-3890 “Critical” SPs in M & A SG 1 Align Measurement and Analysis Activities [PA154.IG101] • SP 1.1 Establish Measurement Objectives • Sub practice1 Document information needs and objectives Refer next slide Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 10
  • SM CMMI Pittsburgh, PA 15213-3890 Project Organizational Goals Performance Goals * Project Performance Organizational Process • Project Management Performance • Project Process Capability • Support Cost Estimation for Proposals and Program • Emphasis on Predictive Rebaselining Capability • Support Determination of Organizational Process Capability Senior Management Evaluation • Top Level Project Performance • Organizational Health • Emphasis on Early Warning * Organizational Goals flowed down Sponsored by the U.S. Department of Defense to project and proposal © 2002 by Carnegie Mellon University performance evaluation This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 11
  • SM CMMI Pittsburgh, PA 15213-3890 “Critical” SPs in M & A SG 1 Align Measurement and Analysis Activities [PA154.IG101] • SP 1.1 Establish Measurement Objectives • Sub practice 3 Document, review, and update measurement objectives • a Strategic plans • b.Established management objectives • c.Interviews with managers and others who have information needs • d.External industry benchmarks • e.Process improvement plans • f.Formal requirements or contractual obligations • gProject plans • hMonitoring of project performance • i.Recurring or other troublesome management or technical problems • j.Experiences of other projects or organizational entities Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 12
  • SM CMMI Pittsburgh, PA 15213-3890 “Critical” SPs in M & A SG 1 Align Measurement and Analysis Activities [PA154.IG101] • SP 1.1 Establish Measurement Objectives • Sub practice 5 Maintain trace ability of the measurement objectives to the identified information needs and objectives Microsoft Word Document Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 13
  • SM CMMI Pittsburgh, PA 15213-3890 “Critical” SPs in M & A SG 1 Align Measurement and Analysis Activities [PA154.IG101] • SP 1.4 Specify Analysis Procedures • Sub practice1 Specify and prioritize the analysis that will be conducted and the reports that will be prepared • Sub practice 2 Select appropriate data analysis methods and tools • Sub practice 3 Specify administrative procedures for analyzing the data and communicating the results • Sub practice 4 Review and update the proposed content and format of the specified analysis and reports • Sub practice 5 Update measures and measurement objectives as necessary • Sub practice 6 Specify criteria for evaluating the utility of the analysis results, and of the conduct of the M&A activities Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 14
  • SM CMMI Pittsburgh, PA 15213-3890 “Critical” SPs in M & A SG 1 Align Measurement and Analysis Activities [PA154.IG101] • SP 1.4 Specify Analysis Procedures • Sub practice 2 Select appropriate data analysis methods and tools Microsoft Word Document Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 15
  • SM CMMI Pittsburgh, PA 15213-3890 “Critical” SPs in M & A SG 1 Align Measurement and Analysis Activities [PA154.IG101] • SP 1.4 Specify Analysis Procedures • Sub practice 4 Review and update the proposed content and format of the specified analysis and reports The measurements may also be derived using the Goal Question Metric (GQM) method. The GQM method includes: • a. Identifying the information goal • b. Identifying questions that determine whether the goal is being met • c. Identifying the specific parameters that must be measured to answer the questions • d.Applying the measures selected and evaluating their usefulness Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 16
  • SM CMMI Pittsburgh, PA 15213-3890 “Critical” SPs in M & A SG 1 Align Measurement and Analysis Activities [PA154.IG101] • SP 1.4 Specify Analysis Procedures • Sub practice 6 Specify criteria for evaluating the utility of the analysis results, and of the conduct of the M&A activities • a) Divisions shall establish and maintain measurement objectives derived from identified organizational needs and objectives. • b) Divisions shall derive organizational measurements based on organizational measurement objectives. • c) Projects shall establish and maintain measurement objectives derived from organizational objectives and project needs and objectives. • d) Projects shall derive project measurements based on project measurement objectives. Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 17
  • SM CMMI Pittsburgh, PA 15213-3890 “Critical” SPs in M & A • SG 2 Provide Measurement Results [PA154.IG102] • SP 2.1 Collect Measurement Data • SP 2.2 Analyze Measurement Data • SP 2.3 Store Data and Results • SP 2.4 Communicate Results Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 18
  • SM CMMI Pittsburgh, PA 15213-3890 “Critical” SPs in M & A • SG 2 Provide Measurement Results [PA154.IG102] • SP 2.2 Analyze Measurement Data • Sub practice 1 Conduct initial analysis, interpret the results, and draw preliminary conclusions • Sub practice 2 Conduct additional M&A as necessary and prepare results for presentation • Sub practice 3 Review the initial results with relevant stakeholders • Sub practice 4 Refine criteria for future analysis Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 19
  • SM CMMI Pittsburgh, PA 15213-3890 “Critical” SPs in M & A • SG 2 Provide Measurement Results [PA154.IG102] • SP 2.2 Analyze Measurement Data • Sub practice 1 Conduct initial analysis, interpret the results, and draw preliminary conclusions Refer next two slides Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 20
  • SM CMMI Pittsburgh, PA 15213-3890 Metrics can be generally classified into two types: · trend-based · limit-based Trend-based Metrics: – these are used when expected or planned value changes regularly over time. Typical examples of this type of metric are growth of code size, no. of units completed etc. Limit-based Metric: – These are used when expected or planned value remains relatively constant over time. Typical examples of this type of metric are effort estimation variance, schedule estimation variance, productivity etc. Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 21
  • SM CMMI Pittsburgh, PA 15213-3890 In simplest form metric is analysed in following steps · Compute the metric using the collected data · Compare the computed value for the metric with defined goal and allowable range as per the metric plan · If the computed metric value is outside the range, then a cause analysis is performed to identify the cause for this exception / deviation. Once the cause(s) has been established, identify the corrective actions that need to be taken Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 22
  • SM CMMI Pittsburgh, PA 15213-3890 “Critical” SPs in M & A • SG 2 Provide Measurement Results [PA154.IG102] • SP 2.2 Analyze Measurement Data • Sub practice 3 Review the initial results with relevant stakeholders Refer next two slides Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 23
  • SM CMMI Pittsburgh, PA 15213-3890 “Critical” SPs in M & A Taking corrective actions based on Metric Analysis • Probable causes for exception may include one or more of the following • Complexity of Project - New technology • Lack of experience and skills - Attrition • Frequent Changes - Unclear requirements • Resources not available - Under estimation • Lack of process compliance Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 24
  • SM CMMI Pittsburgh, PA 15213-3890 “Critical” SPs in M & A • Corrective actions may include one or more of the following • Replanning the project schedules, estimates, risk etc • Improving process compliance in the project • Giving project specific training to the project teams • Proper change control • Close monitoring and tracking Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 25
  • SM CMMI Pittsburgh, PA 15213-3890 “Critical” SPs in M & A • SG 2 Provide Measurement Results [PA154.IG102] • SP 2.4 Communicate Results • Sub practice 1 Keep relevant stakeholders apprised of measurement results on a timely basis • Sub practice 2 Assist relevant stakeholders in understanding the results Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 26
  • SM CMMI Pittsburgh, PA 15213-3890 “Critical” SPs in M & A • SG 2 Provide Measurement Results [PA154.IG102] • SP 2.4 Communicate Results • Sub practice 2 Assist relevant stakeholders in understanding the results • Conduct training sessions on quality tools like Pareto Analysis, cause and Effect diagram Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 27
  • SM CMMI Pittsburgh, PA 15213-3890 Generic Practices and M & A • GG 2 Institutionalize a Managed Process [CL103.GL101] • GP 2.5 (AB 4) Train People Train M&A stake holders on • Statistical techniques • Data collection, analysis and reporting processes • Goal Question Metrics Microsoft Word Document Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 28
  • SM CMMI Pittsburgh, PA 15213-3890 Generic Practices and M & A • GG 2 Institutionalize a Managed Process [CL103.GL101] • GP 2.7 (DI 2) Identify and Involve Relevant Stakeholders • This is achieved by setting up standards for flowing down of organizational quality goals through a set of questionnaire passed on to relevant stakeholders and compiling the same on regular intervals. Microsoft Word Document Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 29
  • SM CMMI Pittsburgh, PA 15213-3890 Generic Practices and M & A • GG 2 Institutionalize a Managed Process [CL103.GL101] • GP 2.8 (DI 3) Monitor and Control the Process As discussed in Slide # 15, SG1 Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 30
  • SM CMMI Pittsburgh, PA 15213-3890 Generic Practices and M & A • GG 2 Institutionalize a Managed Process [CL103.GL101] • GP 2.10 (VE 2) Review Status with Higher Level Management • Presentations could be in the form of “Stop Light” charts, indicating the Red/Yellow/Green status of each major area. The determination of Red, Yellow or Green status shall be based on pre-established threshold values. • Areas with Red or Yellow status on the Stop Light Charts shall have backup metrics trend data and an action plan to improve the status. Microsoft Word Document Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 31
  • SM CMMI Pittsburgh, PA 15213-3890 Thank You Sponsored by the U.S. Department of Defense © 2002 by Carnegie Mellon University This material is approved for public release. Distribution is limited by the Software Engineering Institute to attendees. Intermediate CMMI V 1.1 PMC 053102 - Page 32