Educational purpose

1. CMMI
Arnon Rotem-Gal-Oz

2. The king’s Ship Wasa - 1628
 No Specification
 No Architecture description
 Changes done on the fly,
often under
market/customer pressure
 Testing ignored
 Didn’t know how to tell the
clients No
 The system last longer than
was ever imagined
 Maintenance costs far
exceed ordinary
development

3. PEOPLE
PROCESS
TECHNOLOGY

4. Underlying Premise of Process
Improvement
“The quality of a product is
largely determined by the
quality of the process that is
used to develop and
maintain it.”
Based on TQM principles as taught by
Shewhart, Juran, Deming and Humphrey.

5. The Software Development
Paradox
High-Quality but Slow to Market
Not a Leader
Speed
Quality
Fast to Market but Low Quality
Low Customer
Satisfaction
[1]Booch

6. What is CMMI?
Consultant
Money
Making
Initiative

7. What is CMMI?
 Model
 Practices
 Process Improvement

8. Model
 Say what you do
 Do what you say
 Prove It

9. CMMI Maturity Levels
[4]Buchholtz & Cordes

10. CMMI Process Areas
Project Management
: Quantitative Project
Management
QPM
IPM: Integrated Project
Management
RSKM: Risk Management
IT*: Integrated Teaming
ISM**: Integrated Supplier
Management
PP: Project Planning
PMC: Project
Monitoring and
Control
SAM: Supplier
Agreement
Management
Engineering
RD: Requirements
Development
TS: Technical
Solution
PI: Product
Integration
VER: Verification
VAL: Validation
REQM: Requirements
Management
Support
CAR: Causal Analysis
and Resolution
DAR: Decision Analysis
and Resolution
OEI*: Organizational
Environment for
Integration
MA: Measurement and
Analysis
PPQA: Process &
Product Quality
Assurance
CM: Configuration
Management
Process Management
OID: Organizational
Innovation
&Deployment
OPP: Organizational
Process Performance
OPF: Organizational
Process Focus
OPD: Organizational
Process Definition
OT: Organizational
Training
Level
5 Optimizing
4 Quantitati-
vely
Managed
3 Defined
2 Managed
1 Initial
CMMI Options: * with Integrated Product & Process Development (IPPD)
** with Supplier Sourcing (SS)
[6]Rudge

11. Software CMM software development
System Engineering CMM system engineering
Software Acquisition CMM software acquisition
System Security Engineering CMM security engineering
FAA-iCMM software engineering,
systems engineering,
and acquisition
IPD-CMM integrated product
development
People CMM workforce
SPICE Model software development
CMMI Replaces
[4]Buchholtz & Cordes

12. History of the CMMI
1987 1991 1995 1997 2000 2002
First CMM
Published
Model Refined
and Published as
SW-CMM v1.0
SW-CMM v1.1
Published
1993
Software Acquisition (SA-CMM),
Systems Engineering (SE-CMM),
Integrated Product Development (IPD-CMM),
Organizational Workforce Capability Development (People CMM)
Developed
CMMI Initiative
Launched
CMMI-SE/SW
Version 1.0
Published
CMMI-SE/SW/IPPD/A
Version 1.1
Published
[4]Buchholtz & Cordes

13. Critique of CMMI
“The projects most worth doing are the
ones that will move you DOWN one full
level on your process scale”
(Peopleware) [3]
[3]Demarco & Lister

14. CMMI vs. Agile
PEOPLE
TECHNOLOGY
Process

15. The Agile Software Manifesto
•Individuals and interactions
over processes and tools
•Working software
over comprehensive documentation
•Customer collaboration
over contract negotiation
•Responding to change
over following a plan
[7]Agile

16. CMMI Practices vis-à-vis Agility
 “LEVEL 1”
 Identify scope of work
 Perform the work
 “LEVEL 2”
 Organizational policy for plan, perform
 Requirements, objectives and plans
 Adequate resources
 Train the people
 Assign responsibility and authority
 CM for designated work products
 Identify and involve stakeholders
 Monitor and control to plan and take action if needed
 Objectively monitor adherence to process and QA products/services
 Review with upper management and resolve issues
KEY {GREEN : Supportive, White: Neutral, RED: Rough Edges}
[5]Jain

17. CMMI Practices vis-à-vis Agility
 “LEVEL 3”
 Maintain as a defined process
 Measure the process performance to support environment
 “LEVEL 4”
 Establish and maintain quantitative objectives for the process
 Stabilize the performance of one or more sub-processes to determine its
ability to achieve
 “LEVEL 5”
 Ensure continuous improvement to support business goals
 Identify and correct root causes of defects
KEY {GREEN : Supportive, White: Neutral, RED: Rough Edges}
[5]Jain

18. Agile vs. Plan Driven
[2]Bohem, Turner

19. Why Bother with both?
 Introduce Agility to a
CMMI organization
 “Best of Breed”

20. References
1. Software Architecture - A Rational Perspective – G.
Booch (ppt)
2. People Factors in Software Management: Lessons
From Comparing Agile and Plan-Driven Methods –
B. Bohem, R. Turner Crosstalk, Dec 2003
3. Peopleware 2nd edition, T. Demarco, T. Lister Dorset
House 1999, ISBN 0-932633-43-9
4. Introduction to CMMI, E. Buchholtz, A. Cordes, RTP
SPIN Meeting, 2003 (ppt)
5. CSE Annual Review and Excutive Workshop 2002,
Apurva Jain (ppt)
6. CMMI® : St George or the Dragon?, T. Rudge,
Thales (ppt)
7. www.agilemanifesto.org