Cmmi Dev 2

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An overviw on CMMI v2.0

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Cmmi Dev 2

  1. 1. CMMI-DEV 2.0
  2. 2. Agenda • Introduction (slides 3-16) • Process Area (PA) Components (slides17-20) • Tie It All Together (slides 21-35) • Relationships Among PAs (slides 36-43) • Using CMMI Models (slides 44-51) • Generic Goals and Generic Practices (slides 52-66) CMMI v1.1 vs. CMMI-DEV v1.2 (slides 67-75)
  3. 3. Introduction • About Capability Models • Evolution of CMMI • CMMI for Development (CMMI-DEV) • The Scope of CMMI-DEV • The Group of IPPD Additions • Choosing a Representation
  4. 4. Introduction About Capability Models-1
  5. 5. Introduction About Capability Models-2 • Process can: – Align the way you do business. – Address scalability and incorporate knowledge – Leverage resources and examine business trends. – Provides the infrastructure and to maximize the productivity of personnel and the use of technology – Provide a vehicle for introducing and using new technology
  6. 6. Introduction About Capability Models-4 • SEI defined CMMs (Capability Maturity models) embody the premise: the quality of a system or product is highly influenced by the quality of the process used to develop and maintain it. • Statistics from 30 organizations Who delivers the CMMI – Industry: Systems Engineering Committee of the National Defense Industrial Association – Government: U.S Department of Defense – Academic: Software Engineering Institute,Carnegie Mellon University
  7. 7. Introduction Evolution of CMMI-1
  8. 8. Introduction Evolution of CMMI-2
  9. 9. Introduction Evolution of CMMI-3
  10. 10. Introduction CMMI for Development (CMMI-DEV)-1 • Consist of two models – CMMI-DEV + IPPD – CMMI-DEV • Extensive reviews – CMMI v0.2 • Publicly review+ pilot – CMMI v1.1 • 1,500 change requests • Hundreds of comments – CMMI v1.2 • 2,000 change requests(750)
  11. 11. Introduction CMMI for Development (CMMI-DEV)-2
  12. 12. Introduction The Scope of CMMI-DEV • Covers development and maintenance activities – Aerospace, banking, computer hardware, software, defense, automobile manufacturing and telecommunications use CMMI-DEV. • Contain practices – Project management – Process management
  13. 13. Introduction About Capability Models-3 – Systems engineering – Hardware engineering – Software engineering – Supporting processes – IPPD practices
  14. 14. Introduction The Group of IPPD Additions • Help to ….. – Timely collaboration – Connecting relevant stakeholders – Throughout the life cycle – Satisfy customers’ needs, expectations and requirements
  15. 15. Introduction Choosing a Representation-1 • CMMI supports two improvement approaches ( representations ) : – Continuous : capability levels – Stage : maturity levels • Factors in your decision – Business factor – Culture factor – Legacy
  16. 16. Introduction Choosing a Representation-2 • Comparison of two representations
  17. 17. PA components Process Area (PA) Components-1
  18. 18. PA components Process Area (PA) Components-2
  19. 19. PA components Process Area (PA) Components-3
  20. 20. PA components Process Area (PA) Components-4
  21. 21. Tie It All Together • Understanding levels • Structures of the continuous and staged representation • Understanding Capability Levels • Understanding Maturity Levels • Process Areas • Generic goals and generic practices • Representation comparison • Equivalent Staging
  22. 22. Tie it all together Understanding levels • Levels – Describe an evolutionary path – Are outcome of appraisal rating • two improvement representations: – Continuous : capability levels – Stage : maturity levels • To reach a level = satisfy all goals OR set of PAs
  23. 23. Tie it all together Continuous Representation
  24. 24. Tie it all together Staged Representation
  25. 25. Tie it all together Capability Level (CL) and Maturity level (ML)
  26. 26. Tie it all together Understanding Capability Levels • A Capability level consists of a GG and its related GPs for a PA that can improve the organization’s processes associated with that PA. =>Capability level profile • The 6 CLs: – 0: Incomplete – 1: Performed = satisfy all SPs – 2: Managed CL2 = CL1+GG2 – 3: Defined CL3 = CL2+GG3 – 4: Quantitatively Managed CL4 = CL3+GG4 – 5: Optimizing CL5 = CL4+GG5
  27. 27. Tie it all together Understanding Maturity Levels • A maturity level consists of the SP and GP associated with each predefined set of PAs =>Maturity level rating • The 5 MLs: – 1:Intial – 2:Managed = ML 2 PAs (GG 2) – 3:Defined = ML 2 PAs (GG 3) + ML 3 PA (GG 3) – 4:Quantitatively Managed = ML 2,3,4 PA (GG 3) – 5:Optimizing = ML 2,3,4,5 PA (GG 3)
  28. 28. Tie it all together Process Areas-1 • How PAs used in two representations
  29. 29. Tie it all together 類別 Ca te g o ry 流程管理 Process Areas-2 工程 專案管理 支援 成熟度 P ro c e s s En g in e e rin g P ro je c t S u p p o rt Ma tu rity Le ve l Ma n a g e m e n t Ma n a g e m e n t Le ve l 5 OID 組織創新和     CAR 原因分析和解決 Op tim iz in g 推展 方案 最佳化 Le ve l 4 OPP 組織流程績   QPM量化專案管   效 理 Qu a n tita tiv Le e lyl 3 ve OPF 組織流程專 RD 需求發展 IPM + IPPD DAR 決策分析和解決 量化管理 De fin e d 注 TS 技術解決 整合性專案管 方案 定義 OPD + IPPD 方案 理 組織流程定義 PI 產品整合 RSKM 風險管理 OT 組織訓練 VER 驗證 VAL 確認 Le ve l 2   REQM 需求管 PP 專案規劃 MA 度量與分析 Ma n a g e d 理 PM 專案監控 C PPQA 流程和產品品 管理 SAM 供應商協議 質保證 管理 CM 型態管理 藍色表示 16 個 core PAs
  30. 30. Tie it all together Generic goals and generic practices
  31. 31. Tie it all together Representation comparison
  32. 32. Tie it all together Equivalent Staging-1 • Capability level profile: – Achievement profile: actual progress – Target profile: planned process improvement objectives ※pay attention to the dependencies between PAs and GGs • Target stage: a sequence of target profiles
  33. 33. Tie it all together Equivalent Staging-2
  34. 34. Tie it all together Equivalent Staging-3 • Rule for equivalent staging: – All PAs in ML 2 achieve CL 2 = ML 2 – All PAs in ML 2,3 achieve CL 3 ↑ = ML 3 – All PAs in ML 2,3,4 achieve CL 3↑ = ML 4 – All PAs in ML 2,3,4,5 achieve CL 3↑ = ML 5
  35. 35. Tie it all together Equivalent Staging-3
  36. 36. Relationship between PAs • Four categories – Process management – Project management – Engineering – Support
  37. 37. Relationships Basic Process Management
  38. 38. Relationships Advanced Process Management
  39. 39. Relationships Basic Project Management
  40. 40. Relationships Advanced Project Management
  41. 41. Relationships Engineering
  42. 42. Relationships Basic Support
  43. 43. Relationships Advanced Support
  44. 44. Using CMMI Models • Adopting CMMI • Selections That Influence Your Program • Using CMMI Appraisals • Appraisal Requirements for CMMI (ARC) • SCAMPI Appraisal Methods • Appraisal Considerations
  45. 45. Using CMMI Adopting CMMI • Gain senior management sponsorship – Influence the organization to adopt CMMI – Choose the best people to manage – Monitor the process improvement effort personally – Be a visible advocate and spokesperson – Ensure that adequate resources are available • Establish a process group – Engineers – Systems administrator – Marketing… • Begin with an improvement approach – IDEAL (Initiating, Diagnosing, Establishing, Acting, Learning)
  46. 46. Using CMMI Selections That Influence Your • Select the part of Program the organization – Organization unit size – Property • Select the model – Constellation: DEV, ACQ, SRV – Addition: IPPD • Select a representation – Continuous or staged • Which appraisal method should be used ? • Which projects should be appraised ? • How should training for personnel be secured ? • Which personnel should be trained ?
  47. 47. Using CMMI Using CMMI Appraisals • Why appraisal ? – To determine how well the organization’s processes and identify improvement opportunities. – To inform external customers and suppliers – To meet the contract requirements
  48. 48. Using CMMI Appraisal Requirements for CMMI (ARC) – Appraisals or organizations using a CMMI model must conform to the requirements defined in ARC. – ARC describes the requirements for several types of appraisals : Class A,B ,C Appraisal. – ARC helps improve consistency across appraisal methods. – ARC helps appraisal method developers, sponsors and user understand the tradeoffs associated with various methods.
  49. 49. Using CMMI SCAMPI Appraisal Methods • The generally accepted methods used for conducting appraisals using CMMI models. • Defines rules for ensuring the consistency of appraisal rating • SCAMPI family: Class A, B, C
  50. 50. Using CMMI Appraisal Considerations • Choices that affect a CMMI-based appraisal – Appraisal scope: organization unit, PAs, ML/CL – Appraisal method – Appraisal team members – Interviewed participants – Appraisal outputs – Appraisal constraints • Documentation: must including – A description of the appraisal options – Model scope – Organizational scope
  51. 51. Using CMMI Appraisal Principles – Senior management sponsorship – A focus on the organization’s business objectives – Confidentiality for interviewees – Use of a documented appraisal method – Use of a process reference model (e.g., a CMMI model) as a base – A collaborative team approach – A focus on actions for process improvement
  52. 52. Generic Goals and Generic Practices • Process Institutionalization • Generic Goals and Generic Practices • PAs that Support GP
  53. 53. GG and GP Process Institutionalization-1 • Process institutionalization: the process is ingrained in the way the work is performed and there is commitment and consistency to performing the process. • GG and Process Name
  54. 54. GG and GP Process Institutionalization-2 • Performed Process: – To achieve all SG in that PA • Managed Process – is a performed process – is planned and executed in accordance with policy – employs skilled people who have adequate resources to produce controlled outputs – involves relevant stakeholders – is monitored, controlled, and reviewed – is evaluated for adherence to its process description.
  55. 55. GG and GP Process Institutionalization-3 • Defined Process-1 – is a managed process that is tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines – has a maintained process description – contributes work products, measures, and other process improvement information to the organizational process assets.
  56. 56. GG and GP Process Institutionalization-4 • Defined Process-2 – Must clearly states • Purpose • Inputs • Entry criteria • Activities • Roles • Measures • Verification steps • Outputs • Exit criteria
  57. 57. GG and GP Process Institutionalization-5 • Quantitatively Managed Process – is a defined process that is controlled using statistical and other quantitative techniques. – The product quality, service quality, and process-performance attributes are measurable and controlled throughout the project. – Quantitative objectives are established
  58. 58. GG and GP Process Institutionalization-6 • Optimizing Process – is a quantitatively managed process that is changed and adapted to meet relevant current and projected business objectives. – An optimizing process focuses on continually improving process performance through both incremental and innovative technological improvements.
  59. 59. GG and GP Process Institutionalization-7 • Relationship among Process Institutionalizaton – A managed process must be a performed process. – A defined process must be a managed process. – A quantitatively managed process must be a defined process. – An optimizing process must be quantitatively managed process.
  60. 60. GG and GP Generic Goals and Generic Practices GG 5 INSTITUTIONALIZE AN OPTIMIZING PROCESS. GP 5.1 ENSURE CONTINUOUS PROCESS IMPROVEMENT. GP 5.2 CORRECT ROOT CAUSES OF PROBLEMS. GG 4 INSTITUTIONALIZE A QUANTITATIVELY MANAGED PROCESS. GP 4.1 ESTABLISH QUANTITATIVE OBJECTIVES FOR THE PROCESS. GG STABLIZE SUBPROCESS PREFORMANCE. GP 4.23 INSTITUTIONALIZE A DEFINED PROCESS. GP 3.1 ESTABLISH A DEFINED PROCESS. GP 3.2 COLLECT IMPROVEMENT INFORMATION. GG 2 INSTITUTIONALIZE A MANAGED PROCESS. GP 2.1 ESTABLISH AN ORGANIZATIONAL POLICY. GP 2.2 PLAN THE PROCESS. GP 2.3 PROVIDE RESOURCES. GP 2.4 ASSIGN RESPONSIBILITY. GP 2.5 TRAIN PEOPLE. GP 2.6 MANAGE CONFIGURATIONS. GP 2.7 IDENTIFY AND INVOLVE RELEVANT STAKEHLODERS. 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 ACHIEVE SPECIFIC GOALS. GP 1.1 PERFORM SPECIFIC PRACTICES.
  61. 61. GG and GP PAs that Support GP-1 Generic Practice Roles of Process Areas in Implementation of the Generic Practice GP 2.2 Project Planning: Plan the Process GP 2.3 Project Planning: Provide Resources SP 2.4, “Plan for necessary resources GP 2.4 to perform the project,” Assign Responsibility GP 2.5 Organizational Training: Train People Project Planning: SP 2.5, “Plan for knowledge and skills needed to perform the project,” GP 2.6 Configuration Management: Manage Configurations
  62. 62. GG and GP PAs that Support GP-2 GP 2.7 Project Planning: Identify and Involve SP 2.6,“Plan Stakeholder Relevant Stakeholders Involvement, Project Monitoring and Control: SP 1.5, “Monitor Stakeholder Involvement,” Integrated Project Management: SP 2.1,“Manage Stakeholder GP 2.8 ProjectInvolvement,” Monitoring and Control: Monitor and Control the Measurement and Analysis: Process GP 2.9 Process and Product Quality Objectively Evaluate Assurance: Adherence
  63. 63. GG and GP PAs that Support GP-3 GP 2.10 Project Monitoring and Control: Review Status with SP 1.6, “Conduct Progress Higher Level Reviews,” Management SP 1.7,“Conduct Milestone Reviews,” GP 3.1 Integrated Project Management: Establish a Defined SP 1.1, “Establish and maintain the Process project’s defined process from project startup through the life of the project,” Organizational Process Definition:
  64. 64. GG and GP PAs that Support GP-4 GP 3.2 Integrated Project Management: Collect Improvement SP 1.6, “Contribute work products, Information measures, and documented experiences to the organizational process assets,” Organizational Process Focus: SP 3.4, “Incorporate process-related work products, measures, and improvement information derived from planning and performing the process into the
  65. 65. GG and GP PAs that Support GP-5 GP 4.1 Quantitative Project Management: Establish Quantitative SP 1.1, “Establish and maintain the Objectives for the project’s quality and Process process- performance objectives,” Organizational Process Performance: SP 1.3, “Establish and maintain quantitative objectives for quality and process performance for the organization,”
  66. 66. GG and GP PAs that Support GP-6 GP 4.2 Quantitative Project Management: Stabilize Subprocess SG 2, “Statistically Manage Performance Subprocess Performance,” Organizational Process Performance: GP 5.1 Organizational Innovation and Ensure Continuous Deployment: Process Improvement GP 5.2 Causal Analysis and Resolution: Correct Root Causes of Problems
  67. 67. CMMI v1.1 vs. CMMI-DEV v1.2 • Main changes – Models – Combinations – IPPD changes – Other changes • CMMI V1.1 • CMMI V1.2 • CMMI-ACQ (Preliminary)
  68. 68. V1.1 vs. V1.2 Model structure-1
  69. 69. V1.1 vs. V1.2 Model structure-2
  70. 70. V1.1 vs. V1.2 Combinations
  71. 71. V1.1 vs. V1.2 IPPD Changes
  72. 72. V1.1 vs. V1.2 Other changes • Supplier Sourcing was eliminated • ISM was eliminated • OEI move to OPD • IT move to IPM ⇒25 PAs in CMMI V1.1 ⇒22 PAs in CMMI-DEV V1.2
  73. 73. V1.1 vs. V1.2 類別 流程管理 ★ CMMI V1.1 工程 ▓ 專案管理 ◥ 支援 ● Ca te g o ry P ro c e s s En g in e e rin g P ro je c t S u p p o rt 成熟度 Ma n a g e m Ma n a g e m e Ma tu rity Le ve l e nt nt Le ve l 5 OID 組織創新和     CAR 原因分析和解決 Op tim iz in g 推展 方案 最佳化 Le ve l 4 OPP 組織流程績   QPM量化專案管   Qu a n tita tive l 效 理 y 量化管理 Le ve l 3 OPF 組織流程專 RD 需求發展 IPM for IPPD DAR 決策分析和解決 De fin e d 注 TS 技術解決方案 整合性專案管 方案 定義 OPD 組織流程 PI 產品整合 理 OEI 組織環境整合 定義 VER 驗證 RSKM 風險管理 OT 組織訓練 VAL 確認 IT 整合性團隊 ISM 整合性供應 商管理 Le ve l 2   REQM 需求管理 PP 專案規劃 MA 度量與分析 Ma n a g e d PM 專案監控 C PPQA 流程和產品品 管理 SAM 供應商協議 質保證 管理 CM 型態管理 藍色 :16個 core PAs 綠色 : 在 V1.2中已納入其他 PAs 藍色 + 底線 : 因應 IPPD 所修改的 PA
  74. 74. V1.1 vs. V1.2 類別 流程管理 ★ CMMI V1.2 工程 ▓ 專案管理 ◥ 支援 ● Ca te g o ry P ro c e s s En g in e e rin g P ro je c t S u p p o rt 成熟度 Ma n a g e m e Ma n a g e m e Ma tu rity Le ve l Le ve l 5 OID n組織創新和推 t     nt CAR 原因分析和解決 Op tim iz in g 展 方案 最佳化 Le ve l 4 OPP 組織流程績   QPM量化專案管   效 理 Qu a n tita tive ly 量化管理 Le ve l 3 OPF 組織流程專 RD 需求發展 IPM + IPPD DAR 決策分析和解決 De fin e d 注 TS 技術解決 整合性專案管 方案 定義 OPD + IPPD 方案 理 組織流程定義 PI 產品整合 RSKM 風險管理 OT 組織訓練 VER 驗證 VAL 確認 Le ve l 2   REQM 需求管 PP 專案規劃 MA 度量與分析 Ma n a g e d 理 PM 專案監控 C PPQA 流程和產品品質 管理 SAM 供應商協議 保證 管理 CM 型態管理 藍色 :16個 core PAs
  75. 75. V1.1 vs. V1.2 類別 CMMI-ACQ (Preliminary) 流程管理 ★ 購採 ▓ 專案管理 ◥ 支援 ● Ca te g o ry P ro c e s s Ac q u is itio n P ro je c t S u p p o rt 成熟度 Ma n a g e m e Ma n a g e m e n t Ma tu rity Le ve l Le ve l 5 OID n組織創新和 t     CAR 原因分析和解 Op tim iz in g 推展 決方案 最佳化 Le ve l 4 OPP 組織流程績  QPM量化專案管   Qu a n tita tive l 效 理 y 量化管理 Le ve l 3 OPF 組織流程專 ARD 採購需求發 IPM 整合性專案管 DAR 決策分析和解 De fin e d 注 展 理 決方案 定義 OPD 組織流程定 ATS 採購技術解 RSKM 風險管理 義 決方案 OT 組織訓練 AVER 採購驗證 AVAL 採購確認 Le ve l 2   AM 採購管理 PP 專案管理 MA 度量與分析 Ma n a g e d SSAD 徵求需求規 PM 專案監控 C PPQA 流程和產品 管理 格書與合約發 REQM 需求管理 品質保證 展 CM 型態管理 藍色 : 在 CM I v1.1 的 PAs/16個 core PAs M 黑色 : 修改 CM I v1.1 工程類的 PAs M 紅色 : 新增的 PAs
  76. 76. Reference Sources • CMMI for Development V1.2 http://www.sei.cmu.edu/cmmi/models/CMMI-DEV-v1.2.doc • CMMI Version 1.2 Model Changes http://www.sei.cmu.edu/cmmi/adoption/pdf/v12-model-changes.pdf • CMMI V1.1 http://www.sei.cmu.edu/publications/documents/02.reports/02tr012.html • Adapting CMMI for Acquisition Organizations : A Preliminary Report http://www.sei.cmu.edu/pub/documents/06.reports/pdf/06sr005.pdf • CMMI V1.2 Overview http://www.sei.cmu.edu/cmmi/adoption/pdf/cmmi-overview06.pdf
  77. 77. Q&A
  78. 78. Q&A

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