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Interpretation and Tailoring in CMMI

Interpretation and Tailoring in CMMI
Key concepts for performance improvement - Nuno Alexandre Seixas (PT Inovação)

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2 nunoseixas-2confcmmiportual 2 nunoseixas-2confcmmiportual Presentation Transcript

  • Portugal Interpretation and Tailoring in CMMIKey concepts for performance improvement Nuno Alexandre Seixas Project and Program Manager, CMMI-DEV Certified Instructor PT Inovação 2012-07-06, Coimbra
  • Interpretation and Tailoring in CMMIKey concepts for performance improvementAgenda• CMMI Concepts• Using CMMI for performance improvement• Experiences for discussion 2 2
  • Interpretation and Tailoring in CMMIKey concepts for performance improvementCMMI ConceptsThe model points out theimportance of 3 criticaldimensions that need to beaddressed in order to getperformance improvementTaken from: Software Engineering Institute, CMMI for Development, Version 1.3, Technical Report, CMU/SEI-2010-TR-033 3 3
  • Interpretation and Tailoring in CMMIKey concepts for performance improvementCMMI ConceptsIn order to CMMIunderstand and - The WHAT -use CMMI, itsimportant tounderstand the Appraisal Definitionconcept of (Lead Interpretation (EPGInterpretation Appraisal, Consultants) ATM) Organization - The HOW - 4 4
  • Interpretation and Tailoring in CMMIKey concepts for performance improvementCMMI ConceptsTailoring is also an important part of CMMI:• GP 3.1 – “Establish a Defined Process” • IPM (Integrated Project Management) • SP 1.1 Establish the Project’s Defined Process • OPD (Organizational Process Definition) • SP 1.1 Establish Standard Processes • SP 1.2 Establish Lifecycle Model Descriptions • SP 1.3 Establish Tailoring Criteria and Guidelines 5 5
  • Interpretation and Tailoring in CMMI Key concepts for performance improvement CMMI Concepts The Organization Process Training of Improvement People Organization’s Measurement Repository Organization’s Organization’s Tailoring Set of Standard Process Asset Guidelines Processes Library A Project Defined Process Project PlansAdapted from: Software Engineering Institute, CMMI for Development, Version 1.3, Technical Report, CMU/SEI-2010-TR-033 6 6
  • Interpretation and Tailoring in CMMIKey concepts for performance improvementUsing CMMI for performance improvementSo, how do you apply these concepts in a real organization? FORGET CMMI!!!!! Taken from: http://www.wibas.com/publications/scrum/scrum_and_cmmi/index_en.html, June 2012 7 7
  • Interpretation and Tailoring in CMMIKey concepts for performance improvementUsing CMMI for performance improvementOf course, you will not FORGET CMMI, you just need torefocus• On your business objectives• On your organization’s culture• On your own processes And CMMI will come naturally… 8 8
  • Interpretation and Tailoring in CMMIKey concepts for performance improvementUsing CMMI for performance improvementSome thoughts on CMMI implementation:1. Know the problem: - The organizational initial state CMMI appraisals, inquiries, assessments, … - The model characteristics Read, take official courses, talk with others, visit other companies It’s important to have a correct knowledge of the problems you are trying to solve. 9 9
  • Interpretation and Tailoring in CMMIKey concepts for performance improvementUsing CMMI for performance improvementSome thoughts on CMMI implementation:2. Identify the strengths and weaknesses - Praise the strengths - Understand the weaknesses: - Are they real, or just misconceptions from the model? - Why are they weaknesses? What are they affecting? - Everyone understand this as a weakness? - Is there any part of the organization that doesn’t have this one? Why? What are doing different? 10 10
  • Interpretation and Tailoring in CMMIKey concepts for performance improvementUsing CMMI for performance improvementSome thoughts on CMMI implementation:3. Once the problem is realized by everyone: • Which ones can be addressed by quick wins – start with these • Which ones need process redefinition? Ensure that changes are aligned with your business values and objectives Ensure that people understand clearly the rational for the change 11 11
  • Interpretation and Tailoring in CMMIKey concepts for performance improvementUsing CMMI for performance improvementSome thoughts on CMMI implementation:4. Leave space for improvement • How can teams suggest different approaches (process waivers) • How are processes going to support and encourage improvement? • How can processes deal with self-organizing teams? 12 12
  • Interpretation and Tailoring in CMMIKey concepts for performance improvementUsing CMMI for performance improvementList of DO’s and DON’T:• DO use CMMI as a tool for improvement• DON’T use CMMI as a blindfold• DO use CMMI to help you understand how to improve yourown processes• DON’T use CMMI as your own process• DO use CMMI as guide for improvement• DON’T use CMMI as an excuse for setting bureaucracy• DO use CMMI with common sense!!! 13 13
  • Interpretation and Tailoring in CMMIKey concepts for performance improvementExperiences for discussionSome food for thought:1. Does every Project Manager in CMMI ML3 organization needs to know the CMMI model?First of all, does this mean that everyone needs to attend CMMI-DEV Introduction to CMMI course?In my opinion, no, not everyone needs to know CMMI. People need to know their own processes… 14 14
  • Interpretation and Tailoring in CMMIKey concepts for performance improvementExperiences for discussionSome food for thought:2. Why can’t we somehow adapt CMMI to our own reality?You better adapt…OR else, you’ll end up with CMMI-like processes, with no value for you, and it will not be institutionalized.Mainly, you are not doing a correct implementation of CMMI. 15 15
  • Interpretation and Tailoring in CMMIKey concepts for performance improvementExperiences for discussionSome food for thought:3. Can’ t CMMI implementation be not heavy weight and bureaucratic?Only the bad implementations are bureaucratic and not bringing any added value.The organization need to understand what is the best degree of adaptation they need 16 16
  • Interpretation and Tailoring in CMMIKey concepts for performance improvementAny other thoughts?Thank you.Nuno Alexandre Seixasnseixas@gmail.com 17 17