Changes in CMMI-DEV and SCAMPI-A v1.3 - An Implementation Perspective
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Changes in CMMI-DEV and SCAMPI-A v1.3 - An Implementation Perspective

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The new version of CMMI(r) has been released in 2010 followed by a new version of SCAMPI ...

The new version of CMMI(r) has been released in 2010 followed by a new version of SCAMPI

This presentation highlights the key changes expected in version 1.3 of the model and appraisal methodology.

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Changes in CMMI-DEV and SCAMPI-A v1.3 - An Implementation Perspective Changes in CMMI-DEV and SCAMPI-A v1.3 - An Implementation Perspective Presentation Transcript

  • Changes in CMMI® - DEV and SCAMPISM- A v 1.3 An Implementation Perspective BSPIN - May 21, 2011 Rajesh Naik Founding Partner QAI India Limited ® CMMI and CMM are registered trademark of Carnegie Mellon University SM SCAMPI is a service mark of Carnegie Mellon University© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 1
  • Sources • Most of the material is compiled from publicly available material from SEI • References : CMMI® Models (Public Domain) from SEI website • SCAMPISM Method Definition Document is also available© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 2
  • Audience • Knowledge of CMMI V1.2 is presumed • Anybody who would like to know the changes from CMMI® V1.2 to CMMI® V1.3 • Organizations interested in transitioning from CMMI® V1.2 to CMMI® V1.3© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 3 View slide
  • Agenda • The Background and Structure • Changes to CMMI® DEV • Generic Goals and Practices • Maturity Level 2 Changes • Maturity Level 3 Changes • Maturity Levels 4 & 5 Changes • CMMI® - SVC • Key Changes to SCAMPISM Methodology • Sun-setting Timelines • Q&A© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 4 View slide
  • Background to the Changes • Correct identified model, training material, or appraisal method defects or provide enhancements. • Incorporate amplifications and clarifications as needed. • Decrease overall model size in V1.3 if possible; increases, if any, must not be greater than absolutely necessary. • Model and method changes should avoid adversely impacting the legacy investment of adopting companies and organizations. • Changes to model architecture will only be incorporated with specific CMMI Steering Group authorization. • Changes can only be initiated by Change Requests or by the CMMI Steering Group. • Changes must not require retraining the nearly 100,000 (as of Dec. 2008) personnel already trained in CMMI. Upgrade training may be needed, especially for instructors, lead appraisers, and appraisal team members.© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 5
  • The Overall Structure Shared PA© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 6
  • The Size of the Models CMMI CMMI Acquisitions CMMI Services Measure Development V 1.1 V 1.1 V 1.2 V1.3 V1.2 V1.3 V1.2 V1.3 Staged Cont. Pages 715 710 560 468 428 424 531 506 Process 25 25 22 22 22 22 24 24 Areas Generic 2 5 5 3 5 3 5 3 Goals Generic 12 17 17 13 17 13 17 13 Practices Specific 55 55 50 48 46 46 52 52 Goals Specific 185 189 173 165 161 161 182 179 Practices© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 7
  • CMMI® - DEV Technical Solution Requirements Development 16 Core PAs Verification 1 Shared PA Product (SAM) Integration Validation© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 8
  • CMMI® - SVC Incident Resolution and Service Prevention Delivery Service 16 Core PAs Continuity Capacity and 1 Shared PA Verification Availability (SAM) Management Service System Service System Strategic Transition Development Service Management© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 9
  • CMMI® - ACQ Agreement Solicitation and Management Supplier Agreement Development Acquisitions 16 Core PAs Validation Acquisitions Requirement Development Acquisitions Acquisitions Verification Technical Management© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 10
  • CMMI® - DEV 1.3 Changes to GGs and GPs Generic Goals 4 and 5 have been removed from all the process areas (PA) of the model In the a Continuous representation appraisal of the model, no PA can be rated at CL4 or CL 5. The highest CL is CL3 for any process area in the continuous representation Some changes in the verbiage of GP 2.6 and GP 3.2. No changes in the intent In the model document, the GGs and GPs are not repeated in each process area, but all GGs and GPs are listed and elaborated at one place (at the start of the document). Makes the document slimmer; does not change anything in the requirements to be implemented© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 11
  • CMMI® - DEV 1.3 Changes in ML2 Requirements Management (REQM) PA has been shifted to the Project Management category of PAs Makes no difference However, no Engineering PA in ML 2 Two contentious specific practices of Supplier Agreement Management (SAM) have been removed and converted to sub- practices These two SPs were SP2.2 and SP2.3 in version 1.2 SP 2.2 (v1.2) Monitor selected supplier process & SP 2.3 (v1.2) Evaluate selected supplier work-products No other changes© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 12
  • CMMI® - DEV 1.3 Changes in ML3 Optional IPPD “Addition” in v1.2 translated to one extra goal in Integrated Project Management (IPM PA) and one extra goal in Organizational Process Definition (OPD PA) This is now one additional SP in IPM and one additional SP in OPD (both related to teaming) No longer optional addition The two goals (in IPM and OPD) have been removed in v 1.3 The two additional practices are now part of the non-optional goals No other significant changes© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 13
  • CMMI® - DEV 1.3 Changes in ML4 & 5 Organizational Innovation and Deployment (OID PA) has been renamed as Organizational Performance Management (OPM PA) New goal added to OPM (old OID) – this goal is related to explicit alignment of process improvements to business objectives and process performance data New goal consists of 3 SPs Quantitative Project Management (QPM PA) - made tighter and the requirements are more explicit. No significant change in the intent of the process area. Causal Analysis and Resolution (CAR PA) and Organizational Process Performance (OPP PA) have undergone some changes in the verbiage, though nothing significant in intent. No other significant changes© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 14
  • CMMI® - DEV 1.3 Changes in ML4 & 5 (contd.) • Glossary definition of PPM was revised to clearly state the required characteristics (“Process performance models include statistical, probabilistic and simulation based models that predict interim or final results by connecting past performance with future outcome’’). • For establishing PPMs, informative material to QPM and OPP were added stating that PPMs and PPBs can be created by the organization, projects or support groups. • Informative material was revised to show the use of data from stabilized sub processes is desirable, but not required, not all parameters in a PPM must be related to characteristics of a sub-process • Informative material to QPM, CAR, and OID is added to describe the use of PPMs© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 15
  • CMMI® - DEV 1.3 Changes in ML4 & 5 (contd.) • ML 4 & 5 is differentiated in a more robust way – without relying on SPC concepts as THE central theme. • Treatment of Assignable/Common Cause in Quantitative Project Management process area is balanced to allow a greater variety of quantitative techniques to be recognized. • Glossary entries and other related terminology throughout the model are revised to avoid narrowly focusing on Common Cause as a defining concept of high maturity. • Minor informative material is added to OPP and QPM to clarify proper use of business objectives, including updated examples. • Minor informative material is added to OPP and QPM to clarify use of sub processes, including updated examples • High maturity requirements are documented in high maturity process area goals and high maturity expectations in high maturity process area practices – instead of relying on informative material© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 16
  • CMMI® - DEV 1.3 Changes in ML4 & 5 (contd.) QPM material has been made more meaningful and logical SG 1 Prepare for Quantitative Management SP 1.1 Establish the Project’s Objectives SP 1.2 Compose the Defined Process SP 1.3 Select Sub-processes and Attributes SP 1.4 Select Measures and Analytic Techniques SG 2 Quantitatively Manage the Project SP 2.1 Monitor the Performance of Selected Sub-processes SP 2.2 Manage Project Performance SP 2.3 Perform Root Cause Analysis© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 17
  • CMMI® - DEV 1.3 Changes in ML4 & 5 (contd.) • Organizational Innovation and Deployment (OID) is renamed as Organizational Performance Management (OPM). • Added New goal to OPM • SG 1 Manage Business Performance • SP 1.1 Maintain Business Objectives • SP 1.2 Analyze Process Performance Data • SP 1.3 Identify Potential Areas for Improvement • Earlier two SGs of OID remains similar but there are changes to Specific practices • SG 2 Select Improvement • SG 3 Deploy improvement© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 18
  • ® CMMI -SVC CMMI®-SVC is a set of best practices that help service organizations to: Design the service Deploy and deliver the service Manage the service Retire and replace the service with a new one Has commonalities with other models Like CMMI®-DEV, ITIL®, eSCM, CobiT etc. Usable by any service provider BPO, IT Infra, Testing, Hotels, Hospitals, Travel, etc.© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 19
  • What is a Service as per CMMI®-SVC • Services are useful intangible and typically non-storable results delivered through the operation of a service system. • A service is • delivered through the operation of a service system • which is an integrated and interdependent combination of component resources • that satisfies service requirements • Service System consisting of multiple components Processes & Work products Tools & Facilities Human Resources Consumable Items© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 20
  • Where can CMMI®-SVC be Used?© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 21
  • CMMI® - SVC OID/ CAR Project or Work Management OPM SVC Process Areas Added QPM or QWM OPP IPMCAM or WPM OT DAR RSKM SCON OPF RD Removed PP or WP PMC or WMC & OPD REQM SAM TS Removed M&A PI Removed CM STSM IRP VER Removed PPQA SSD SST SD VAL Removed Process Management Support Service Establishment & Delivery© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 22
  • Bug Fix – ML4/ ML5 Example Analyze Fix Review Test …… Suzy Expert Expert Expert Expert Rohit Proficient Proficient Proficient Expert Rita Novice Proficient Proficient Expert Ankit Cant Do Novice Novice ProficientNew ticket Queue Queue Queue Accept/ Queue Reject Analyze Fix Review Queue Queue Queue Close Delivery Regression Test Optimize: SLA Compliance, Bad Fixes, Idle time, Cost, Pending Queues Input Data: Expected arrival rate, current sub-process performance baselines Models: Simulations, based on queuing theory What-if: We change the rules of task assignment? More tickets are expected? We get one more person in the team? Suzy takes leave for 2 weeks? We reduce avg. cycle-time of “regressions” sub-process by 10%?© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 23
  • CMMI® - DEV/ SVC Impacts You may not be able to include “projects” that do not implement RD, PI or VAL in DEV appraisals in future 60-70% of your “projects” may fit better with the SVC model May end up with more SVC appraisals than DEV appraisals DEV SVC Full Life cycle Major Enhancements Only Testing Only Coding & Testing Bug Fixes & Minor Enhancements Production Support Beta Site Management Documentation© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 24
  • SCAMPISM–A: Changes • Sampling Rules • The method now provides more explicit guidelines for minimum sample sizes across sub-groups of “projects” (basic units) • Data Coverage rules for various projects have changed • Requirements for ATM team members has become more explicit • Minimum average of 6 years experience (excluding LA) • Many factors/ questions to be explicitly answered on “conflict of interest” for ATMs and translators • Affirmations have to be provided by people “who have done the activity” • Appraisal Input document replaced with “Initial Appraisal Plan”© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 25
  • Sampling • Identify sub-groups of “basic units”/ “projects” based on similar “factors”: • Factors could be Business Units, Locations, Technology, Development Methodology, Lifecycle…. • So BU1-BLR-SAP-ERP-STD could be one sub-group of projects • Calculate the minimum number of units to be selected from each sub-group using the formula© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 26
  • Data Coverage • No concept of “direct” and “indirect” artifacts – only relevant artifacts • For each “sub-group”: • some projects (at least one) must cover all relevant process areas and provide artifacts AND affirmations for each practice • half of the remaining projects must cover at least one PA with artifacts AND affirmations for each practice • the other half must cover at least one PA with artifacts OR affirmations for each practice© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 27
  • ATM Requirements – Conflict of Interest • Are any team members authors of one or more processes included in the scope of the appraisal? • Are any members of the organization’s process group serving on the appraisal team? • Are any “process owners” serving as appraisal team members? • Are staff with supervisory responsibility over one or more parts of the organizational unit on the team? • Are people who served on previous appraisals (Class C, B or A) of the organizational unit serving as appraisal team members? • Are any of the appraisal team members in a direct reporting relationship above any appraisal participants or other appraisal team members, including administrative, functional, basic unit, performance, or technical authority (e.g., supervisory, basic unit, program, technical)? • Will any of the appraisal team members be interviewed or providing evidence? • Are members of the appraisal team involved in process or product quality audits?© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 28
  • Timelines for Sun-setting CMMI® Version 1.3 has been released in November 2010 for all three models (DEV, SVC and ACQ). Appraisals on v1.3 of the models have started You can continue with appraisals on CMMI® v1.2 for one year after the release of v1.3 (i.e, up to October 2011) SCAMPISM v 1.3 has been released in April 2011. You can continue with appraisals on SCAMPISM v1.2 for one year after the release of SCAMPISM v1.3 (i.e, up to March 2012) Right Now, all 4 combinations are possible !© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 29
  • Questions? Comments?© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 30
  • Thank You! Rajesh Naik Consulting Partner QAI India Limited Email rajesh.naik@qaiglobal.com or naik.rajeshnaik@gmail.com Mobile +91 9845488767 Website www.rajeshnaik.com Also, have a look at the latest “business novel”: Aligning Ferret: How an Organization Meets Extraordinary Challenges By Swapna Kishore & Rajesh Naik Website: http://www.postscript-impressions.com© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 31
  • About this Presentation Author: Rajesh Naik Consulting Partner QAI India Limited rajesh.naik@qaiglobal.com naik.rajeshnaik@gmail.com +91 9845488767 More resources on the subject are available from the creator of this presentation at: http://www.rajeshnaik.com © Rajesh Naik, 2010 This work is released under a Creative Commons Attribution-NonCommercial- ShareAlike 3.0 Unported License license. This means you can use it for non- commercial purposes so long as you include the copyright line “© Rajesh Naik, 2010". If you create derivative works using this work, they should also be made available under a similar license. For further information go to http://creativecommons.org/licenses/by-nc-sa/3.0/ For uses outside the scope of the license, contact Rajesh Naik at naik.rajeshnaik@gmail.com© Rajesh Naik, 2011Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license BSPIN May 21, 2011 32