Entinex CMMI Crash Course with Agile Concepts

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This course has been proven informative for people who know very little about CMMI and even less about appraisals, all the way to people with extensive, high maturity knowledge and experience with CMMI. It is designed to address frequently asked -- but seldom answered -- questions about CMMI and getting a level rating in plain, no-nonsense, straight-forward English.

All-too-often questions answered by the Entinex CMMI Crash Course™ do not get answered until well into or past the decision to pursue CMMI. In effect, many people are pursuing CMMI level ratings using before they have answers to important questions. The Crash Course often reveals answers even people with CMMI experience didn’t know – or worse – were duped about.

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Entinex CMMI Crash Course with Agile Concepts

  1. 1. The Entinex CMMI® Crash Course What the SEI Won’t Teach You* CMM, CMMI, and SCAMPI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. All other content © Entinex, Inc. (except where noted) *Nothing to hide, just not their style. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 1
  2. 2. Legal Yadda Yadda Special permission to use materials from the Technical Report, “CMMI® for Development, Version 1.2,” CMU/SEI-2006-TR-008, copyright 2006 by Carnegie Mellon University, in this course has been granted by the Software Engineering Institute. This course is not a Software Engineering Institute course and is not endorsed by either Carnegie Mellon University or the Software Engineering Institute. THIS CARNEGIE MELLON UNIVERSITY AND SOFTWARE ENGINEERING INSTITUTE MATERIAL IS FURNISHED ON AN “AS-IS” BASIS. CARNEGIE MELLON UNIVERSITY MAKES NO WARRANTIES OF ANY KIND, EITHER EXPRESSED OR IMPLIED, AS TO ANY MATTER INCLUDING, BUT NOT LIMITED TO, WARRANTY OF FITNESS FOR PURPOSE OR MERCHANTABILITY, EXCLUSIVITY, OR RESULTS OBTAINED FROM USE OF THE MATERIAL. CARNEGIE MELLON UNIVERSITY DOES NOT MAKE ANY WARRANTY OF ANY KIND WITH RESPECT TO FREEDOM FROM PATENT, TRADEMARK, OR COPYRIGHT INFRINGEMENT. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 2
  3. 3. More Disclaimers All source materials from the CMU/SEI are and remain © CMU/SEI. CMU/SEI All source materials from other sources are and remain © their respective owners. p Non-sourced materials are © and the opinion of the content author(s). Any opinions expressed here are the authors’ and contributors’ and do not express a position on the subject from the Software Engineering Institute (SEI) or any organization or SEI Partner affiliated with the SEI. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 3
  4. 4. Topics A brief history of the SEI and CMMI What the CMMI is and isn’t What the Wh t th appraisal i and isn’t i l is d i ’t How the appraisal works How you need to qualify and prepare Typical P-I Plan Agile Concepts ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 4
  5. 5. About You What is your name? What is your purpose? What is the airspeed velocity… never-mind.. What is your knowledge/experience with CMMI? What would you like to get out of CMMI? What would you like to get out this session? ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 5
  6. 6. A brief history of the SEI and CMMI Well… it sounded like a good idea. CMM, CMMI, and SCAMPI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. All other content © Entinex, Inc. (except where noted) ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 6
  7. 7. SEI Software Engineering Institute Federally-Funded Research & Development Center Standish Group Study (“Chaos Report”) Carnegie Mellon University Beat U of MD in a Competition (GQM) ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 7
  8. 8. SEI’s Purpose STOP THIS: ~80% software projects fail ½ cancelled ½ are over budget and schedule by 2x and deliver <60% expected functionality ~20% succeed: 20% d <20% over budget and schedule and deliver >75% of expected functionality ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 8
  9. 9. Brass Tacks Software customers Paid twice as much Waited twice as long And Got half of what they expected And the DoD was TIRED of it! ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 9
  10. 10. CMMI (CMU/SEI‐2006‐TR‐008, ESC‐TR‐2008‐ (CMU/SEI‐2006‐TR‐008, ESC‐TR‐2008‐008) Started out as CMM C apability M aturity M odel Became SW-CMM when SEI introduced SE SA IPD P Security S i CMM, CMMI, and SCAMPI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. All other content © Entinex, Inc. (except where noted) ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 10
  11. 11. CMMI (CMU/SEI‐2006‐TR‐008, ESC‐TR‐2008‐ (CMU/SEI‐2006‐TR‐008, ESC‐TR‐2008‐008) C apability M aturity P-CMM SA-CMM M odel SW-CMM I ntegration IPD-CMM SE-CMM Security-CMM S it CMM CMM, CMMI, and SCAMPI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. All other content © Entinex, Inc. (except where noted) ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 11
  12. 12. Name(s) Notwithstanding Goal of CMM/CMMI, As organizations mature… Adapted from SEI Sources ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 12
  13. 13. What the CMMI is and isn’t Definitions and Misconceptions CMM, CMMI, and SCAMPI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. All other content © Entinex, Inc. (except where noted) ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 13
  14. 14. CMMI is a FRAMEWORK Not a standard Not a prescription IS a description CANNOT be cookie cutter (and still work well) Does not require purchase of software or tools Meant for process improvement improvement, not process compliance. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 14
  15. 15. Improvement vs. Compliance Process Compliance = Do the process this way. Process Improvement = Do things that will make a difference to your h h ll k d ff company. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 15
  16. 16. It Is What It Is… CMMI is: A model for creating process improvement systems for the management of development, services and acquisition p processes. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 16
  17. 17. IF that’s All It *IS*, Then… WHY is it so complicated? WHY is it so confusing? WHY do people have so much trouble with it? CMMI assumes use by subject matter experts subject-matter experts. CMMI assumes users are “learning organizations”. CMMI inadvertently “shorts” the learning of process shorts improvement. Recommended Reading: Chasing the Rabbit, Steven Spear ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 17
  18. 18. Models ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 18
  19. 19. Not “Enterprise” Model © Paramount Pictures ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 19
  20. 20. It’s Not What It’s Not… CMMI is NOT: A life cycle or a standard or a recipe for developing products, delivering services, or acquiring g , q g goods & services. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 20
  21. 21. What CMMI Really Is Model Structure, Terminology and Actual Requirements q CMM, CMMI, and SCAMPI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. All other content © Entinex, Inc. (except where noted) ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 21
  22. 22. Improvement not Definition The model is not the process! CMMI is full of practices to IMPROVE your processes, processes not to DEFINE your processes. You likely have practices of your own in most/all process areas. Probably by other names. Likely generating their own appropriate work products. CMMI’s practices are meant to improve those activities. ti iti If you’re not doing an activity, it’s probably a good idea to do it so you could do worse than consider it. it, it ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 22
  23. 23. Model Practices vs. Your Practices YOUR CMMI’s activities p practices for to MAKE, IMPROVING Buy, or how you Service make, buy make buy, or stuff. service stuff. Diagrams not to scale. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 23
  24. 24. It often seems like this… Your organization/ Practices. CMMI © Lucasfilms ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 24
  25. 25. Model Practices vs. Your Practices YOUR CMMI’s activities p practices for to MAKE, (How you manage IMPROVING requirements.) Buy, or how you Service make, buy make buy, or stuff. service stuff. (REQM :: Practices to improve how you “manage requirements”.) Diagrams not to scale. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 25
  26. 26. … In Other Words and Therefore: You need to know what you’re doing before CMMI can help. How you manage projects, develop products, & define your standards are yours. Not all projects or processes are good candidates for improvement with CMMI. Pursuit of Maturity Levels is likely to cause non-value-added work to some of your projects and processes processes. That’s why CMMI emphasizes the business value of the improvements. PAs are called Process Areas and not processes because they are areas of process activities. Regardless of where & when they might appear on a project. j t ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 26
  27. 27. How far can interpretation be s - t - r - e - t - c - h - e - d ? Ask the question(s) backwards: What are How do you Which of your avoid the outputs do you doing risks what you do y Does it do CMMI? What does the CMMI expect you to accomplish? Read the informative material! ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 27
  28. 28. CMMI Structure A Key to Understanding Your Implementation Options p p CMM, CMMI, and SCAMPI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. All other content © Entinex, Inc. (except where noted) ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 28
  29. 29. Questions we hear… A LOT! What “processes” (process areas) do we have to do? Do we need a Maturity Level? What’s Capability Level? What s What’s the difference between “Staged” and Staged “Continuous” Do we have to do these Generic Practice things? Why is it so complicated? !&*!!##!??$***$!?? $ $ ! To answer these questions… q ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 29
  30. 30. CMMI Structure “Super-Structure” Constellations DEV / ACQ / SVC / ,,, Representations Staged / Continuous Additions Categories Process Areas related to each other Engineering / Acquisition / Services Project Mgmt, Process Mgmt, Support ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 30
  31. 31. Constellations 3 Complementary “Constellations” CMMI-Ser vices CMMI-Dev pr ovides guidance for pr ovides +6 + SAM + those pr oviding guidance for 1 Addition PA ser vices within measur ing, or ganizations and to monit or ing and exter nal customer s managing development CMMI-SVC pr ocesses 16 Cor e Pr ocess Ar eas, CMMI-A CQ common to all pr ovides guidance to enable CMMI-DEV CMMI-ACQ infor med and decisive + 5 + SAM + acquisition +6 Additions leader ship CMMI Update V1.2 and Beyond... Phillips, August 1, 2007 13 © 2007 Carnegie Mellon University ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 31
  32. 32. Constellation Distinctions Development: Build stuff. Tangible, storable products, made to spec in a life cycle. Acquisition: A i iti Buy stuff. Spec y, solicit, select, contract, procure, Specify, so c t, se ect, co t act, p ocu e, accept, t a s t o to transition consumer. Services: Do stuff. Intangible, non-storable, products delivered via a service system on explicit or implicit service requests. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 32
  33. 33. CMMI Model Foundation (CMF) Includes 16 Core Process Areas: Causal Analysis and Resolution (CAR)5 Configuration Management (CM)2 C fi ti M t Decision Analysis and Resolution (DAR)3 Integrated Project Management (IPM)3 Measurement and Analysis (MA)2 Organizational Innovation and Deployment (OID)5 Organizational Process Definition (OPD)3 Organizational Process Focus (OPF)3 Organizational Process Performance (OPP)4 Organizational Training (OT)3 Process and Product Quality Assurance (PPQA)2 Q y ( Q ) Project Monitoring and Control (PMC)2 Project Planning (PP)2 ML 5 Quantitative Project Management (QPM)4 ML 4 Requirements Management (REQM)2 ML 3 Risk Management (RSKM)3 ML 2 ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 33
  34. 34. CMMI- CMMI-DEV Includes 5 Development PAs Requirements Development (RD)3 Product Integration (PI)3 Technical Solution (TS)3 Validation (VAL)3 Verification (VER)3 IPPD Additions in IPM and OPD Shares 1 PA with CMMI-SVC Supplier Agreement Management (SAM)2 ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 34
  35. 35. CMMI- CMMI-ACQ 6 Acquisition PAs Agreement Management (AM)2 Acquisition Requirements Development (ARD)2 Acquisition Technical Management (ATM)3 Acquisition Validation (AVAL)3 Acquisition Verification (AVER)3 Solicitation and Supplier Agreement Development (SSAD)2 ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 35
  36. 36. CMMI- CMMI-SVC 6 Included, 1 Optional Addition Services PAs: Capacity and Availability Management (CAM)3 Incident Resolution and Prevention (IRP)3 Service Continuity (SCON)3 Service Delivery (SD)2 Service System Development (SSD)3* Strategic Service Management (STSM)3 Service System Transition (SST)3 Shares 1 PA with CMMI-DEV: Supplier Agreement Management (SAM)2 *optional Addition ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 36
  37. 37. Service System Development (SSD) SSD DEV Engineering PAs ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 37
  38. 38. Focus of CMMI Structure Process Areas Specific Goals Required Specific Practices Generic Goals Generic Practices Expected ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 38
  39. 39. CMMI “Representations” Staged Familiar levels… levels Do these cumulative m processes for level x, Do these cumulative n processes for level y… Results in Maturity Level Rating Continuous New level structure Do your pick of processes to this extent for level p, Do your pick of processes to this extent for level q… Results in a Capability Level Rating ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 39
  40. 40. “Additions” & Constellations Constellations Core PAs (16) Development Acquisition Services May be others in the future. Additions Currently, the only “additions” in DEV are for IPPD. Implementing IPPD was once done by including 2 PAs and some goals. l PAs denoted by “+”s on IPM and OPD SVC has a “additional” process area: SSD In the future there may be other additions. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 40
  41. 41. Representations: The PA Mix Process improvement path or Level ratings Representations: How you mix and match the choice of PAs, and PAs How you plan to grow your capability and maturity. Growing Maturity = # of PAs Growing Capability = Depth of Institutionalization g p y p ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 41
  42. 42. What is Institutionalization? Let’s talk about products and projects for a moment. You’re the PM. What would be expected of you to manage the product/project? … … … … … We l k to call it acculturation, “stickiness” … like ll l i i ki ” ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 42
  43. 43. CMMI Components Process Areas (PA) Specific Goals (SG) Maturity* Specific Practices (SP) Generic Goals (GG) Capability/ Institutionalization/ I tit ti li ti / Generic Practices (GP) (Acculturation) *Not strictly speaking ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 43
  44. 44. Process Areas (PAs) Process Areas: 22 in DEV 22 in ACQ 24 in SVC (including addition) Each PA describes: One set of goals and practices that make up the process area: Specific Goals and Specific Practices And one set of practices that are shared across all process areas: Generic Goals and Generic Practices ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 44
  45. 45. Specific Goals (SG) Each Process Area has at least 1 Specific Goal All the Specific Practices are organized by which Specific Goal they help organizations achieve. The Goals are what organizations are required to pursue. While the Practices are what organizations are expected to perform, they can be swapped with alternative practices. lt ti ti ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 45
  46. 46. Specific Practices (SP) What organizations are “expected” to actually do in order to achieve a Goal is described in some number of Specific Practices. Most Goals have several practices. The straightest line to achieving a goal is to perform the practices. The “straightest line” may a matter of perspective. Do t D not assume every practice i right f you. ti is i ht for ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 46
  47. 47. Generic Goals (GG) Every Process Area has the same Generic Goals with “fill-in-the-blank” differences for each PA fill in the blank PA. Choice of “Staged” or “Continuous” representation determines which Generic Goals are required for a level rating. “Capability Level N ” implies that you are performing Capability all the SG/SPs in a PA + all the GPs in through GG N GGs imply how “deeply institutionalized” your practices are… ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 47
  48. 48. Generic Practices (GP) GPs in each GG describe what you’re doing to “institutionalize” the SGs and SPs. SPs @ GG 1 you are barely executing the PA’s SPs from PA s project to project. @ GG2 you are making a conscious effort to plan, track, and ensure the success of each PA’s SPs. It may l k different f look diff t from project t project, b t you’re j t to j t but ’ doing enough work each time to get it right. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 48
  49. 49. GP stuff continued @ GG3 you have a single set of defined processes that each project uses and tailors to their specific instantiation. With a single set, you can now start to i t ti ti i l t t tt collect and feed-back improvement data on the processes. @ GG 4 you will be using the data in GG 3 to manage the processes using numbers, not just management oversight. “Quantitatively Managed” @ GG 5 you’re able to use computational methods to you re predict process performance, to anticipate process issues, and to create an environment in which you can really get creative with what you improve how improve, you improve, and when. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 49
  50. 50. What’s “Required”? Goals are REQUIRED Practices are expected not required You’ve ‘got’ to be doing “something” to be achieving a g goal. If you don’t already have good ideas for how to achieve a goal, the practices are a good place to start. Everything else is “commentary” Which can be helpful if the goals or practices aren’t self-explanatory. self-explanatory Don’t assume you and CMMI use terms the same way.y ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 50
  51. 51. Ratings Ingredients, 1 Maturity Levels (Staged) Level X = All PAs in the LEVEL All SGs in the PA All SPs in the SG All GGs in the PA GG i th All the GPs in the GGs ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 51
  52. 52. Ratings Ingredients, 2 Capability Levels (Continuous) Level X = All GG-Xs in the PAs you’ve chosen All the GPs in the GG All the SP-Xs in the PAs you’ve chosen SPs still do add up to SGs ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 52
  53. 53. Ratings Implications Saying “ML” 2, 3, etc. carries clear implications. People who know know which PAs and GGs you are know, performing. Saying “CL” 2, 3, etc. is incomplete. Must be qualified by stating which PAs you are CLx in. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 53
  54. 54. Confusing? An Example: (part 1) Maturity Levels (DEV used as example) ML 5 OID ML 4 CAR OPP QPM ML 3 RD OPF IPM+ ML 2 TS OPD+ RSKM PI OT DAR REQM VER PP VAL ML 1 PMC MA SAM PPQA CM ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 54
  55. 55. Confusing? An Example: (part 2) Capability Levels PA1 PA2 PAr SG1 SG1 SG1 SP1.1 SP1.1 SP1.1 SP1.2 SP1.2 SP1.2 SP1.m SP1.m SP1.m SGq SGq SGq SPq.1 SPq.1 SPq.1 SPq.2 SPq.2 SPq.2 SPq.n SPq.n SPq.n GG1 GG1 GG1 CL1 GP1.1 GP1.1 GP1.1 GG2 GG2 GG2 CL2 GP2.1 - 2.10 GP2.1 - 2.10 GP2.1 - 2.10 GG3 GG3 GG3 CL3 GP3.1 - 3.2 GP3.1 - 3.2 GP3.1 - 3.2 GG4 GG4 GG4 CL4 GP4.1 - 4.2 GP4.1 - 4.2 GP4.1 - 4.2 GG5 GG5 GG5 CL5 GP5.1 - 5.2 GP5.1 - 5.2 GP5.1 - 5.2 ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 55
  56. 56. What the appraisal is and isn’t Certification? CMM, CMMI, and SCAMPI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. All other content © Entinex, Inc. (except where noted) ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 56
  57. 57. Ratings? You perform an APPRAISAL You get a RATING You do not get CERTIFIED ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 57
  58. 58. Not one more Seafood Joke! SCAMPI S tandard C MMI A ppraisal M ethod P rocess I mprovement CMM, CMMI, and SCAMPI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. All other content © Entinex, Inc. (except where noted) ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 58
  59. 59. SEI Eats its own Dog food ANSI/ISO 15504 (“SPICE”) Appraisal Requirements for CMMI (TR CMU/SEI-2006-TR-011 ESC-TR-2006-011) SCAMPI Method Definition Document (HANDBOOK CMU/SEI-2006-HB-002) Appraisal Plan Appraisal Results ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 59
  60. 60. More on what it is and is not Not a Test Is a benchmark for where you are for yourselves, not relative to others Can b C be used for many purposes, not just ratings df t j t ti DOES NOT require special documentation DOES NOT intrinsically impose any tools or work(!) ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 60
  61. 61. How the appraisal works Appraisal Mechanics You Must Know CMM, CMMI, and SCAMPI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. All other content © Entinex, Inc. (except where noted) ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 61
  62. 62. Level Ratings, 1 Process Area Satisfied Satisfied Goal Practice Fully or Largely Practice Implemented Practice Satisfied Goal Practice P ti Fully or Largely Practice Implemented Practice Satisfied Goal Practice Fully or Largely Practice Implemented Practice ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 62
  63. 63. Level Ratings, 2 Process Area NOT Satisfied NOT Goal Satisfied Practice Partially or Not Practice Implemented Practice NOT Goal Satisfied Practice P ti Partially or Not Practice Implemented Practice NOT Goal Satisfied Practice Partially or Not Practice Implemented Practice ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 63
  64. 64. Level Ratings, 3 Process Area NOT Satisfied NOT Goal Satisfied Practice Partially or Not Practice Implemented Practice Satisfied Goal Practice P ti Fully or Largely Practice Implemented Practice Satisfied Goal Practice Fully or Largely Practice Implemented Practice ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 64
  65. 65. Alternative Practices Goal Alternative Practice Fully or Largely Practice Implemented p Alternative Practice l i i ..... • 1:1 • 1:Many • Many:1 Alternative practices must be qualified, and supported by Objective Evidence ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 65
  66. 66. How we determine FI, LI, FI, LI, PI and NI Objective Evidence Direct Artifact Direct output of a process/practice, e.g., the process says “write a plan” and the DA is the plan Indirect Artifact Some item that clearly shows a process was being followed e.g., meeting minutes in which a process/practice was addressed Affirmations Verbal (written or oral) communication to the appraisal team ( ) pp that provides positive corroboration of a process. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 66
  67. 67. FI, LI, FI, LI, PI and NI Goal Goals are just Practice 1 or Project 1 Instance Characterizations Project 2 Can only be LI Project 3 Practice 2 Project 1 Organizational Can’t be FI Characterization Project 2 Could be PI Project 3 Practice n Project 1 At best Project 2 Can only b LI C l be Project 3 ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 67
  68. 68. Minimum Objective Evidence 1 Direct Artifact + 1 Indirect Artifact or 1 Affirmation (with a calculated minimum # of affirmations) ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 68
  69. 69. Definitions of FI, LI, FI, LI, PI (NI and nr) nr) Fully Implemented= All required OE and no weaknesses Largely Implemented= Implemented All required OE and qualified weaknesses, or consistency among weaknesses. Partially Implemented= Missing Mi i OE and/or weaknesses that prevent the d/ k th t t th practice from being implemented or the goal from being satisfied. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 69
  70. 70. What’s a Weakness?* Practices that are not, or are only partially, p performed. Evidence that must be massaged to fit the expected practice, or, that you did it looks like a coincidence. i h i l k lik i id Evidence that is out of synch with practices definitions. Evidence that looks like it was created for the appraisal. *not a complete list ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 70
  71. 71. What Gets Appraised? (1) Appraisal applies to ORGANIZATIONAL UNITS Not always the entire company. Not always all parts of the organization using CMMI. Defined by the company, not the appraisal team. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 71
  72. 72. What Gets Appraised? (2) Sample “Instances” Representative of the Organizational Unit (OU) Include “Focus Projects” and “Non-Focus Projects” as affunction of appraisal scope. ti f i l “Representative Sample” determined collaboratively by Representative Sample OU and Lead Appraiser, based on critical factors Coverage (in several attributes) Domains (usually market technology life cycles …) market, technology, cycles, ) Geography (sometimes LOBs, localizations, …) Iterations? R l It ti ? Releases? ? ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 72
  73. 73. “Project” vs. Instantiation SCAMPI Artifacts are based on “Instances” not “Projects”. Projects Often “Instances” = “Projects”, but not always. Instances Projects , DO NOT ASSUME that what you or your client or your contract call a “project” is the same as: what CMMI (for process use) or SCAMPI (for artifact collection) may interpret as an “instance”. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 73
  74. 74. How you need to qualify and prepare Are you ready? When are you ready? Should you b th ? Sh ld CMM, CMMI, and SCAMPI are registered in the U.S. Patent and bother? Trademark Office by Carnegie Mellon University. All other content © Entinex, Inc. (except where noted) ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 74
  75. 75. Basics Have policies and processes. Follow them. Can show (objectively) that you follow them. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 75
  76. 76. Preparation Basics Any company staff on the Appraisal Team must have completed an SEI Licensed course of SEI-Licensed Introduction to CMMI (Team consists of a leader + 3 people) (Can include internal and external members) Team members (and leaders) must have certain minimum experience In Engineering, Management and Life Cycle I E i i M t d Lif C l Sticking junior staff on the team is not a good plan ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 76
  77. 77. More Prep Lead-in to the Appraisal includes: Readiness Review(s) Appraisal Team Training (not the same as “Intro…”) Intro… ) Lead Appraiser writes an Appraisal Plan pp pp Registers the appraisal with SEI These two slides outline what’s required by the SEI, not what may needed for YOU. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 77
  78. 78. Typical P-I Plan Getting Started to Getting Done CMM, CMMI, and SCAMPI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. All other content © Entinex, Inc. (except where noted) ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 78
  79. 79. Typical Road Map Goal (“Present State”) Analysis Where are you relative to the CMMI? Training/Knowledge Transfer Process Improvement Assuming you “ ’ all that” “ain’t ll h Process creation and deployment Process Institutionalization and Normalization Appraisal Prep ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 79
  80. 80. Factors that affect Time and Cost Where you are w.r.t. CMMI? (i.e., Goal Analysis Results) How “process-oriented” is your company? How much work will your company do on its own? How much work will your company need help doing? How much progress do you think you ll be you'll able to make? How quickly? q y ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 80
  81. 81. STOP! You really must answer some questions of yourself before you even embark upon the SCAMPI journey journey. Why do you want one? Can your reason be justified in business goals? y j g Can your business goals be qualified in ROI? If you're not the one who calls the shots, who is and will that person give you the resources to get through this successfully? ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 81
  82. 82. Summary Take- Take-Aways CMM, CMMI, and SCAMPI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. All other content © Entinex, Inc. (except where noted) ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 82
  83. 83. If you remember nothing Else … CMMI has no processes in it. Process Areas *don’t* develop or deliver products or *don t* services. You need a lot more than what s in a PA to create what’s anything anyone wants to pay for. Description vs. Prescription for health management. Remember The Enterprise… What does it mean to appraise against a “model” and how the appraisal works. h th i l k You must be doing *something* to achieve a goal, if you have no better ideas start with CMMI’s practices ideas, CMMI s practices. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 83
  84. 84. Agile Concepts Opinion: The most “common” way is the worst way. The “path of least resistance” usually means you hit the wall faster faster. CMM, CMMI, and SCAMPI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. All other content © Entinex, Inc. (except where noted) ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 84
  85. 85. Agile and CMMI can co-exist. co- But how? Extreme Extreme Optimized Optimized Core Core Agile Core Agile Principles CMMI Principles Principles ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 85
  86. 86. Agile Manifesto “We are uncovering better ways of developing software by doing it and helping others do it. it Through this work we have come to value: individuals and interactions d d l d over processes and tools d l working software over comprehensive documentation customer collaboration over contract negotiation responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.” Underline emphasis added. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 86
  87. 87. CMMI & Agile Be honest with the Manifesto and CMMI. Systems Engineering: Components of the system are necessarily sub-optimized to optimize the system. Allow the “balance” to be fluid and dynamic. dynamic Process design is a systems engineering exercise, NOT a compliance drill! p Optimization is context-driven. What’s the business reason for the process / improvement? Being fully committed to both Agility and Discipline requires being a learning organization, not pathologically box-checking one. h l i ll b h ki ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 87
  88. 88. What about all the redundancies? Redundancies were necessary to facilitate the organic (continuous) growth. growth You are not required to be redundant. That would be antithetical to improvement! Ex. There doesn’t have to be a difference between how you validate requirements or work products for your products and services compared to how it’s done for work products of the project. ®2009 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 88
  89. 89. Lean and TQM “Agile” is the result of applying “lean” concepts to software. software CMMI is the result of applying TQM concepts to systems and software development. TQM and “lean” came from the same source! ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 89
  90. 90. Process Silos: NOT LEAN! PAs in a vacuum. PA1 PA2 Each PA is self-contained in SG1 SG1 it’s own silo. SP1.1 SP1.1 SP1.2 For each PA instance, SP1.m SP1.2 SP1.m p practices are planned, p SGq SGq performed to its plan. SPq.1 SPq.1 SPq.2 Can be implemented w/out SPq.n SPq.2 SPq.n affecting ‘real’ work. GG1 GG1 Adds layers of process GP1.1 GP1.1 GG2 overhead & paperwork. GP2.1 - 2.10 GG2 GP2.1 - 2.10 Makes app a se s jobs a es appraisers’ GG3 GG3 easier. GP3.1 - 3.2 GP3.1 - 3.2 GG4 GG4 Makes developers’ jobs GP4.1 - 4.2 GP4.1 - 4.2 harder. GG5 GG5 GP5.1 - 5.2 Least “Institutionalization” GP5.1 - 5.2 ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 90
  91. 91. A word about the GPs Generic Practices: Establish an Organizational Policy & a Defined Process Plan the Process Provide Resources Assign Responsibilities Train People Manage Configurations Involve Stakeholders Monitor & Control the Process Objectively Evaluate Adherence & Collect Improvement Information Review Status w/Higher Level Mgmt ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 91
  92. 92. GP Discussion Generic Practices Same in every PA Refer to the SPs of the respective PAs The Silo’d Approach: Is mechanical and simple (minded) Good for companies with lots of overhead Requires these be done for every project Often unrelated to: what the actual work is when the actual work is done when practices are used Most often, very disruptive , y p Too easy to “get wrong” ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 92
  93. 93. Silos are NOT Agile! ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 93
  94. 94. Instead… (Patent Pending) Life Cycle Approach with Process Solutioneering™ Cascading Life Cycles™ ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 94
  95. 95. Process Flow-Down Flow- (Patent Pending) Establishes that company projects will adhere to formal processes Policy and states company’s policy for quality values, quality work, and how these align with the company’s mission and vision. Outlines what company does to ensure on-time, on- Quality budget, fully featured/functional projects. Manual Contains the phases of every project @ company and scopes activities and deliverables within each phase. Business Establishes each project’s parameters. Life Cycle Proj/Tech Contains a menu of management or technical activities Life Cycle that each project can choose from as appropriate. Each project is required to identify a life cycle. This menu (menu) provides the list of what can be in a life cycle. cycle Daily Management g Contains how projects are carried-out. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 95
  96. 96. Process Flow-Down Flow- (cont’d) (Patent Pending) Policy Quality Manual Particular Process Business Area Particular Life Cycle Process P Process Policies Area Proj/Tech Process Life Cycle Descriptions ( (menu) ) Execute Daily Management ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 96
  97. 97. Key Feature (Patent Pending) Process definition/description documents define where in YOUR reality practices take place place. The image cannot be display ed. Your computer may not hav e enough memory to open the image, or the image may hav e been corrupted. Restart y our computer, and then open the file again. If the red x still appears, y ou may hav e to delete the image and then insert it again. Expectation/BizDev/Corporate Container Particular The image cannot be display ed. Your computer may not hav e enough memory to open the image, or the image may hav e been corrupted. Restart y our computer, and then open the file again. If the red x still appears, y ou may hav e to delete the image and then insert it again. Engagement/Management/Technical Container Process (menu) CMMI CMMI Area Process Areas Process Areas Process The image cannot be display ed. Your computer may not hav e enough memory to open the image, or the image may hav e been corrupted. Restart y our computer, and then open the file again. If the red x still appears, y ou may hav e to delete the image and then insert it again. Day to Day Descriptions Management Container ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 97
  98. 98. What’s in the Quality Manual? (Patent Pending) Explains how on each project, all company Processes: are planned out and tailored planned-out from a single set of company processes are assigned as someone’s responsibility are provided resources to be done Quality are assured of having people Manual trained in them have their work products h h i k d configuration controlled involve relevant stakeholders are monitored & controlled are objectively evaluated bj ti l l t d against applicable standards, have performance reviewed with higher management, and incorporate lessons learned for improvement ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 98
  99. 99. Work- Work-Product Generation (Patent Pending) Business Templates p Life Cycle Proj/Tech Life Cycle Mgmt/Tech g t/ ec (menu) Life Cycle Daily Tasks, T k Management Backlog… ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 99
  100. 100. Work- Work-Product Interactions (Patent Pending) Templates Filled-in on Mgmt/Tech Life Cycle Tasks, Carries out Backlog, … ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 100
  101. 101. Summary 2 (Patent Pending) CMMI Happens Here: Requirements Management Templates Project Planning Project Monitoring & Control Engineering Life Cycle Measurement & Analysis Process & Product Quality Assurance Backlogs & Peer Configuration Reviews R i Management ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 101
  102. 102. What’s Not Here (Patent Pending) Templates Particular Process Area Engineering Process Life Cycle Descriptions Backlogs & Peer Reviews R i ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 102
  103. 103. At the Appraisal (Patent Pending) Templates Process Implementation Engineering E i i Indicator I di t Life Cycle Descriptions come from here: Backlogs & Peer Reviews ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 103
  104. 104. Benefits Uses realistic product, project and process life cycles. Puts recurring practices in one place. Distributes practices into life cycles. Invokes relevant practices at their point of use use. Causes lim¨ δ(productivity) 0 Most likely to still be in-place after the appraisal = long-term long term ROI ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 104
  105. 105. Silver Lining? Less Disruption and More Productivity Requires: More up-front process design. up front Deep understanding of Company Context: Technology Processes/Practices P ocesses/P actices Culture Project types and style Customers C t Deep understanding of CMMI. Deep understanding of SCAMPI process. p g p More work by the appraiser. Lasting results and real ROI require real investment and real discipline. ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 105
  106. 106. Questions? ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 106
  107. 107. Resources CMMI-DEV, v1.2 (TR CMU/SEI-2006-TR-008, ESC-TR-2006-008) Appraisal Requirements for CMMI (TR CMU/SEI-2006-TR-011 ESC-TR-2006-011) SCAMPI Method Definition Document (HANDBOOK CMU/SEI-2006-HB-002) Introduction to CMMI Intermediate Concepts of CMMI Introduction to CMMI Instructor Training SCAMPI Lead Appraiser Training Authors’ and Contributors’ Experience p ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 107
  108. 108. Don’t forget to write! ®2005-9 Entinex, Inc. ALL RIGHTS RESERVED ***PROPRIETARY*** 17-Jul-09 108

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