Capability Maturity Model Integrated (CMMI®) ProgramSummaryBy:  Ghassan Rassoul (ESKADENIA Software) <br />
 CMMI® Practical View<br />A collection of best practices from industry experience<br />A descriptive Model and not a Pres...
CMMI® Application<br />Acquire<br />Systems<br />CMMI®<br />Software<br />CMMI®<br />Service<br />Develop<br />Hardware<br...
CMMI® Maturity Levels<br />Ghassan - ESKA<br />4<br />Amman TT<br />L5<br />L4<br />L3<br />L2<br />L1<br />
Engineering<br />Project Management<br />Process Management<br />Support<br />CMMI® Process Blocks<br />Ghassan - ESKA<br ...
Organizational Innovation & Deployment<br />Causal Analysis & Resolution<br />L5<br />Organizational Process Performance<b...
CMMI® Trends over the past 4 years<br />Ghassan - ESKA<br />7<br />Amman TT<br />Data from the SEI’s Semi-Annual Reports <...
Critical Success Factors for Effectiveness<br />Program <br />Management<br />Management<br />Involvement<br />Capable<br ...
Key Learning's<br /><ul><li>Clear Implementation Strategy / Project Governance
Roadmap activities, Resources
Scheduling, Dependencies between all stakeholders (government, vendor, IT)
Excellent communication mechanism between all stakeholders
Expectation setting at each stage
Risk management at Consortium level and for each company
Visibility/Reporting and Escalations for all stakeholders
How to integrate multiple technologies/ tools/ lifecycle approaches for the clients
There is NO standard box process solution, it is org. specific
Leveraging best practices and experiences within similar community
Enabling improvement is a management responsibility
Upcoming SlideShare
Loading in …5
×

cmmi program overview 2011 eng

1,019 views

Published on

Published in: Technology, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,019
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
35
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

cmmi program overview 2011 eng

  1. 1. Capability Maturity Model Integrated (CMMI®) ProgramSummaryBy: Ghassan Rassoul (ESKADENIA Software) <br />
  2. 2. CMMI® Practical View<br />A collection of best practices from industry experience<br />A descriptive Model and not a Prescriptive Standard<br />Tells us “What to do” and not “How to do”<br />“How to do” part is organization specific where implementation best practices & business context play a vital role<br />A complete suite including<br />Formal Training Set<br />Appraisal Methodology<br />Detail Model Descriptions<br />Has constellations, representations, maturity/capability levels and disciplines to suit different business context and needs<br />The median improvements<br />• Cost : 20 percent<br />• Schedule : 37 percent<br />• Productivity : 67 percent<br />• Quality : 50 percent<br />• Customer satisfaction : 14 percent<br />• ROI : 4.8:1<br />Ghassan - ESKA<br />2<br />Amman TT<br />
  3. 3. CMMI® Application<br />Acquire<br />Systems<br />CMMI®<br />Software<br />CMMI®<br />Service<br />Develop<br />Hardware<br />Services<br />Perspectives…<br />Areas…<br />Information Technology<br />And More…<br />Banking & Finance<br />Hospitals<br />BPO<br />Domains…<br />Ghassan - ESKA<br />3<br />Amman TT<br />
  4. 4. CMMI® Maturity Levels<br />Ghassan - ESKA<br />4<br />Amman TT<br />L5<br />L4<br />L3<br />L2<br />L1<br />
  5. 5. Engineering<br />Project Management<br />Process Management<br />Support<br />CMMI® Process Blocks<br />Ghassan - ESKA<br />5<br />Amman TT<br />
  6. 6. Organizational Innovation & Deployment<br />Causal Analysis & Resolution<br />L5<br />Organizational Process Performance<br />Quantitative Project Management<br />L4<br />Organizational Training<br />Organizational Process Definition (+IPPD)<br />Organizational Process Focus<br />Risk Management<br />Integrated Project Management (+IPPD) <br />Validation <br />Verification<br />Product Integration<br />Technical Solution<br />Requirements Development<br />Decision Analysis & Resolution<br />L3<br />Supplier Agreement Management<br />Project Monitoring and Control<br />Project Planning<br />Requirements Management<br />Configuration Management<br />Process & Product QA<br />Measurement & Analysis<br />L2<br />Engineering<br />Project Management<br />Process Management<br />Support<br />CMMI® Process Areas (PA’s)<br />Ghassan - ESKA<br />6<br />Amman TT<br />
  7. 7. CMMI® Trends over the past 4 years<br />Ghassan - ESKA<br />7<br />Amman TT<br />Data from the SEI’s Semi-Annual Reports <br />
  8. 8. Critical Success Factors for Effectiveness<br />Program <br />Management<br />Management<br />Involvement<br />Capable<br />Workforce<br />Cultural<br />Change<br />Leads<br />Effective CMMI®Implementation<br />Ghassan - ESKA<br />8<br />Amman TT<br />
  9. 9. Key Learning's<br /><ul><li>Clear Implementation Strategy / Project Governance
  10. 10. Roadmap activities, Resources
  11. 11. Scheduling, Dependencies between all stakeholders (government, vendor, IT)
  12. 12. Excellent communication mechanism between all stakeholders
  13. 13. Expectation setting at each stage
  14. 14. Risk management at Consortium level and for each company
  15. 15. Visibility/Reporting and Escalations for all stakeholders
  16. 16. How to integrate multiple technologies/ tools/ lifecycle approaches for the clients
  17. 17. There is NO standard box process solution, it is org. specific
  18. 18. Leveraging best practices and experiences within similar community
  19. 19. Enabling improvement is a management responsibility
  20. 20. Improvement focuses on fixing the process, not on blaming the people
  21. 21. Improvement must be measured and periodically reinforced
  22. 22. Improvement requires constancy of investments, rewards, and incentives
  23. 23. Improvement is a continuous process</li></ul>Ghassan - ESKA<br />9<br />Amman TT<br />
  24. 24. The IDEAL Wheel<br />5. Learning<br />4. Acting<br />Analyze<br />and<br />validate<br />Propose<br />future<br />actions<br />Implement<br />solution<br />1. Initiating<br />Refine<br />solution<br />Establish<br />improve-<br />ment infra-<br />structure<br />Stimulus<br />for<br />change<br />Build<br />sponsor-<br />ship<br />Set<br />context<br />Life cycle for an Improvement Program <br />a version of <br />Plan-Do-Check-Act<br />Pilot test<br />solution<br />Character-<br />ize current<br /> & desired<br /> states<br />Create<br />solution<br />2. Diagnosing<br />Develop<br />recommen-<br />dations<br />Plan<br />actions<br />Set<br />priorities<br />Develop<br />approach<br />3. Establishing<br />Initiating<br />Diagnosing<br />Establishing<br />Acting<br />Learning<br />© Software Engineering Institute<br />Ghassan - ESKA<br />10<br />Amman TT<br />
  25. 25. Typical Timeliness to achieve CMMI®-L3 from Ground Zero<br />Gap analysis and Process Enhancement<br />Process Implementation cycle 3 & 4<br />Appraisal<br />3M<br />7M<br />12M<br />0M<br />14M<br />Process Implementation cycle 1 & 2<br />Pre-<br />Appraisal<br />Close Pre-Appraisal Gaps<br />*M=Months<br />Ghassan - ESKA<br />11<br />Amman TT<br />Spot Check<br />&<br />ATM Training<br />The accurate schedule and roadmap shall be drawn for each organization after the completion of Gap Analysis and Action planning (visit 1) with mutual agreement.<br />
  26. 26. CMMI®-L3 Roadmap Summary<br />Ghassan - ESKA<br />12<br />Amman TT<br />
  27. 27. Typical CMMI® Training Plan for One Customer<br />Ghassan - ESKA<br />13<br />Amman TT<br />
  28. 28. Some Facts from the industry<br />Ghassan - ESKA<br />14<br />Amman TT<br />
  29. 29. Some Facts from the industry<br />Ghassan - ESKA<br />15<br />Amman TT<br />
  30. 30. Some Benefits Derived from CMMI<br />Source: CMU/SEI-2006-TR-004 <br />Ghassan - ESKA<br />16<br />Amman TT<br />
  31. 31. Some Benefits Derived from CMMI<br />Source: CMU/SEI-2006-TR-004 <br />Ghassan - ESKA<br />17<br />Amman TT<br />
  32. 32. Some Benefits Derived from CMMI<br />Source: CMU/SEI-2006-TR-004 <br />Ghassan - ESKA<br />18<br />Amman TT<br />1ST Period<br />2nd Period<br />3rd Period<br />4th Period<br />5th Period<br />6th Period<br />7th Period<br />8th Period<br />9Th Period<br />
  33. 33. Some benefits for a CMMI ML3 Organization<br />For the same size of enhancement projects (approximately 133 FP)<br />Productivity (Function Point / Effort Month) was projected to increase by 132%<br />Project duration reduced by 50%<br />Effort reduction by 50% <br />Defect density reduced by 75%. <br />Ghassan - ESKA<br />19<br />Amman TT<br />

×