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CMMI - Capability Maturity Model Integration  Using CMMI, a well-defined process for process improvements that provides the means to work smarter Anand Subramaniam
2 “When you hire people that are smarter than you are, you prove you are smarter than they are.”  - R. H. Grant
Current Project Challenges  Too much rework / functions not working correctly Late delivery / over commitment Defects are discovered by the customer Repeatability questionable Poor staff morale Inadequate management visibility Challenges Customer complaints Estimates are way off / spiraling costs Plans are made, but not necessarily followed and / or tracked Failure to manage risks User require-ments not managed Lack of consideration for the entire product / service lifecycle Success depends on heroic efforts by competent individuals 3
Projects – Critical Success Factors Effective project quality control Effective communication Effective project KPIs / measurements Substantial volumes of reusable material Capable project managers CSF Effective risk management Effective project cost estimating Capable technical personnel Effective processes & systems Effective project change management Effective project milestone tracking Effective project planning 4
Competitive Advantage 5 CMMI To  measure, monitor & manage processes s Six Sigma To deliver value & develop a sustainable competitive advantage Knowledge Management To utilise data, transform it into knowledge  to enable informed decision making
CMMI - Usage Software-intensive products & services Benchmarking against others in varied industries Development, acquisition & maintenance of products & services Product & service lifecycles from conception through to delivery & maintenance 6
Process Improvement Benefits  Improved schedule Improved employee morale Increased customer satisfaction Increased return on investment Improved cycle time Benefits Decreased cost of quality Increased productivity Improved quality  7
CMMI – What & Why Integrate traditionally separate organisational functions Manage System complexity  Improve program performance – schedule, cost, risk etc Enterprise Improvement effort Evolutionary process improvement model Advances in technology / systems integration What & Why Provide guidance for quality processes Criteria for reviews NOT prescriptive Framework for process improvement goals & priorities Provides a discipline & a point of reference for appraising current processes Common Vocabulary for describing   Product Development Processes 8
CMMI – Critical Dimension 9 Procedures / methods -defining task relationship Process Major determinants of product cost, schedule & quality  People – motivated, with skills, trained Tools & Equipment Improved Process + Competent Workforce + Appropriate Technology =Risk Minimised + Productivity & Quality Maximised
CMMI – Process Steps  Assess Fit / Gap Prioritise suggested New Processes Kick Off Train (On Going) Assess Current State Assess Maturity Level / Approach Assess Pilot Institutionalise Key Lessons Learned  Appraisal Revise/ Develop New Processes Pilot Processes
CMMI - Process Area 11 Process Management ,[object Object]
Organisational Process Definition
Organisational Training
Organisational Process Performance
Organisational Innovation an & DeployEmpower Analyse Project Management ,[object Object]
Project Monitoring and Control
Supplier Agreement Management
Integrated Project Management (IPPD)
Risk Management
Integrated Teaming
Integrated Supplier Management**
Quantitative Project ManagementSupport ,[object Object]
Process and Product Quality Assurance
Measurement and Analysis
Org Environment for Integration
Decision Analysis and Resolution

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CMMI Capability Maturity Model Integration

  • 1. CMMI - Capability Maturity Model Integration Using CMMI, a well-defined process for process improvements that provides the means to work smarter Anand Subramaniam
  • 2. 2 “When you hire people that are smarter than you are, you prove you are smarter than they are.” - R. H. Grant
  • 3. Current Project Challenges Too much rework / functions not working correctly Late delivery / over commitment Defects are discovered by the customer Repeatability questionable Poor staff morale Inadequate management visibility Challenges Customer complaints Estimates are way off / spiraling costs Plans are made, but not necessarily followed and / or tracked Failure to manage risks User require-ments not managed Lack of consideration for the entire product / service lifecycle Success depends on heroic efforts by competent individuals 3
  • 4. Projects – Critical Success Factors Effective project quality control Effective communication Effective project KPIs / measurements Substantial volumes of reusable material Capable project managers CSF Effective risk management Effective project cost estimating Capable technical personnel Effective processes & systems Effective project change management Effective project milestone tracking Effective project planning 4
  • 5. Competitive Advantage 5 CMMI To measure, monitor & manage processes s Six Sigma To deliver value & develop a sustainable competitive advantage Knowledge Management To utilise data, transform it into knowledge to enable informed decision making
  • 6. CMMI - Usage Software-intensive products & services Benchmarking against others in varied industries Development, acquisition & maintenance of products & services Product & service lifecycles from conception through to delivery & maintenance 6
  • 7. Process Improvement Benefits Improved schedule Improved employee morale Increased customer satisfaction Increased return on investment Improved cycle time Benefits Decreased cost of quality Increased productivity Improved quality 7
  • 8. CMMI – What & Why Integrate traditionally separate organisational functions Manage System complexity Improve program performance – schedule, cost, risk etc Enterprise Improvement effort Evolutionary process improvement model Advances in technology / systems integration What & Why Provide guidance for quality processes Criteria for reviews NOT prescriptive Framework for process improvement goals & priorities Provides a discipline & a point of reference for appraising current processes Common Vocabulary for describing Product Development Processes 8
  • 9. CMMI – Critical Dimension 9 Procedures / methods -defining task relationship Process Major determinants of product cost, schedule & quality People – motivated, with skills, trained Tools & Equipment Improved Process + Competent Workforce + Appropriate Technology =Risk Minimised + Productivity & Quality Maximised
  • 10. CMMI – Process Steps Assess Fit / Gap Prioritise suggested New Processes Kick Off Train (On Going) Assess Current State Assess Maturity Level / Approach Assess Pilot Institutionalise Key Lessons Learned Appraisal Revise/ Develop New Processes Pilot Processes
  • 11.
  • 15.
  • 22.
  • 23. Process and Product Quality Assurance
  • 25. Org Environment for Integration
  • 27.
  • 33. CMMI – Body of Knowledge SW = Software Engineering SE = Systems Engineering SS = Supplier Sourcing IPPD = Integrated Product & Process Development 12
  • 34. CMMI – Body of Knowledge (Contd.) SW Covers the development of software systems Focus on applying systematic, disciplined and quantifiable approaches to the development, operation & maintenance SE Covers the development of total systems, which may or may not include software Focus on transforming customer needs, expectations, and constraints into product solutions and supporting these product solutions throughout the life of the product IPPD Focus on collaboration with relevant stakeholders throughout the life of the product to better satisfy customer needs, expectations, and requirements SS Focus on enhancing the sourcing and monitoring supplier activities before product delivery, where suppliers are used - to perform functions or add modifications to products that are specifically needed by the project
  • 35. CMMI Levels – Risk / Quality 14 Lvl 5 - Optimised Low High Continuously Improve Process Lvl 4 – Quantitatively Managed Measured Predictable Process Lvl 3 - Defined Standard Productivity / Quality Risk Std Consistent Process Lvl 2 - Managed Planned & Tracked Maturity levels should not be skipped Disciplined Process Lvl 1 - Initial Performed Lvl 0 - Not performed High Low
  • 36. CMMI Levels – Focus & Process Area 15
  • 37. CMMI - Differences Structure/ Represent (staged vs. continuous) Discipline (software, systems, acquisition) How Capability is Defined (institutionalised) How Maturity is Defined (process improvement path) 16
  • 38.
  • 39. Maturity Levels is the degree of process improvement across a predefined set of process areas
  • 40.
  • 41. Capability level is the achievement of process improvement within an individual process area
  • 42.
  • 43. 19 CMMI – Standalone or Along with BSC Lean Six Sigma Prince 2 Basel II CMMI +? +? Agile ISO SOX CoBIT TQM ITIL PMBOK
  • 44. Disparate vs. Integrated Improvement 20 ITIL CMMI Disparate improvement efforts Integrated improvement efforts ISO Six Sigma Process BSC Management CMMI ISO Six Sigma ITIL BSC
  • 45.
  • 46. In-depth focus in SE,SW,SA
  • 49. Extensive set of “best practice”
  • 50.
  • 52. Focus on having a process
  • 54. Assists in satisfying CMMI capabilities
  • 55.
  • 56. Best practices for systems & software engineering, acquisition and integrated product & process development
  • 58.
  • 59. Set of tools applicable to performing each process improvement activity
  • 60. Business orientation to process improvement
  • 61.
  • 62. CMMI & IT Balance Score Card (BSC) 24
  • 63. 25 “Cats are smarter than dogs. You can't get eight cats to pull a sled through snow.” - Jeff Valdez
  • 64. 26 Good Luck http://www.linkedin.com/in/anandsubramaniam