CMMI V2.0 Adoption Guide

Practical Suggestions to Successfully Adopt
the CMMI V2.0 Development for Better
Process, Performance, and Products
Dr. Mustafa Degerli
mustafa.degerli@metu.edu.tr
Degerli, M. (2020). Practical Suggestions to Successfully Adopt the CMMI V2.0 Development for Better Process, Performance, and Products. 5th International Conference on Computer Science and Engineering.

Agenda
• Background and Motivation
• Addressing New & Most Significantly Changed Practice Areas
• Gap Analysis Report Template
• Transition Plan Template
• Conclusion
• Questions and Comments

Background and Motivation
• Given the harsh competitive conditions, many systems and software
development organizations mostly look for better processes, performance,
and products
• As people, processes, and technologies are the main drivers of the quality,
organizations pay distinctive attention to processes that they use to
develop and deliver their products (goods and services)
• Capability Maturity Model Integration (CMMI) is a relatively popular model
for process and performance improvements
• Since 2008, there have been more than 23,000 appraisals conducted
worldwide, 109 of which completed in Turkey and 4392 of which done in
the US

Background and Motivation
• CMMI is not a silver bullet, yet it is something remarkably useful and
beneficial for engineering and management practices for systems and
software development organizations
• Lately, the CMMI Institute has released version 2 of the CMMI [8] and
all involved organizations need to do the transition
• A significant number of the organizations in systems and software
development industry are interested in the Capability Maturity Model
Integration (CMMI) for better processes, performance, and products

Addressing New & Most Significantly Changed
Practice Areas
• A moderately original questionnaire was developed and deployed
• Data were collected from 1057 people
• We applied partial least squares multi-group (PLS-MGA) analyses with
Smart PLS to determine whether degrees of relations (paths) among
constructs diverge regarding different groups
• The main mechanism of the PLS-MGA process is that the subsamples
(groups) to be compared are exposed to distinct bootstrap explores,
and the bootstrap results function as a basis for the hypothesis tests
of relevant group differences

Practice Areas

Practice Areas
• Estimating
• Includes forecasting the size, effort, and cost
• Especially considering the “size”, organizations need to do forecasting
• Organizations might define and deploy estimation process assets (guidelines
and pertinent forms) to comply with the intent and value of this practice area
• Since the size estimation is highlighted in the new version, organizations
should specifically take this concern into account

Practice Areas
• Peer Reviews:
• Includes practices for identifying solution defects or issues
• In the previous versions of the CMMI, this practice was covered under
verification practices
• In the new version, peer reviews become a new practice area with a very
special focus on performance improvements
• Organizations need to revise their pertinent process assets with a sound focus
on performance improvements

Practice Areas
• Governance:
• Provides guidance to senior management on their role in ensuring that work
is performed in a way that is relevant and important to the business and
organization
• Governance is the only practice area where the actors and responsible people
to perform the process are clearly noted, who are senior management
• If organizations are already performing strategic planning and management
practices, they are somehow lucky for this context as the expectations of this
practice can easily be merged into the pertinent strategic management
practices
• Other organizations might define and deploy a devoted “Governance Process”
and pertinent process assets (e.g. presentation templates covering practices
defined in the practice area, action item logs, minutes of meetings, etc.)

Practice Areas
• Implementation Infrastructure:
• Provides a framework that ensures the processes of an organization are
persistently used and improved
• Organizations may refine their own process management processes to comply
with the expectations of this new practice area
• As the old “generic practices” became new “practice areas” (governance and
implementation infrastructure) in the new version of the CMMI, it is a good
idea to merge the expectations of this practice area into the organization’s
already defined process management process and/or relevant process assets

Practice Areas
• Managing Performance and Measurement:
• Ensures that benefits and business objectives are the leading factors driving
performance and improvement
• A very important change and reality is that now CMMI is more focused on
performance improvements
• In the old days, if organizations are not interested in the high maturity
(maturity level 4 and 5), they weren’t extensively interested in performance
improvements
• With the version 2 of the CMMI, all organizations, irrespective of the maturity
level they target, need to address performance improvements
• Organizations shall revisit all of their critical processes and practices with a
sound performance improvement focus to comply with the CMMI V2

Practice Areas
• Risk Management and Opportunity Management:
• Ensures identifying threats and opportunities, and evaluating their likelihood
of occurrence and impact
• What is new here is the opportunity management
• In addition to threats, now organizations need to address opportunities
• A solution for organizations may be refining their risk management processes
and relevant process assets to include not only threats but also opportunities
in the scope of risk management

Practice Areas
• Verification and Validation:
• Ensures requirements are met and solutions function as intended in target
environments
• Old two verification and validation process areas now became a single
practice area with a sole focus on performance improvements
• There is not many things to do for organizations other than refining their
defined processes with a sound performance improvement focus

Practice Areas
• Requirements Development and Management:
• Ensures developing and keeping updated a common understanding of needs
and expectations
• Old two requirements development and requirements management process
areas now became a single practice area with a net focus on performance
improvements
• There is not many things to do for organizations except for refining their
already defined relevant process assets with a solid performance
improvement focus

Gap Analysis Report Template
• For the relevant transition journey, a very important preparatory and
initial activity must be the comprehensive analysis of any relevant
gaps in order to become fully compliant with the expectations of the
CMMI V2
• In this context, a gap analysis report is going to be highly beneficial
and instrumental
• This template is to let organizations benefit from in preparing their
own reports to determine points to improve and revise in becoming
compliant with the CMMI V2

• 1. Goal
• The reason for the preparation of this report shall be documented.
• 2. References
• Pertinent references including applicable process assets and relevant CMMI
clauses must be clearly referred to with the defining date and revision details.

• 3. Intent, Value, Additional Required Practice Area Information, and
Practice Summary
• a.Intent
• “Intent” part of the related practice area must be copied form the CMMI V2 and must be
pasted here.
• b.Value
• “Value” part of the related practice area must be copied form the CMMI V2 and must be
pasted here.
• c.Additional Required Information
• “Additional Required Information” part of the related practice area must be copied form the
CMMI V2 and must be pasted here.
• d.Practice Summary
• Practice Summary” portion of the relevant practice area must be copied form the CMMI V2
and must be pasted here.

• 4. Analysis Results
• A table shall be included and populated with the following specifics:
• Model’s practice details
• What is currently done in this context
• Percentage about meeting the model’s expectations
• Characterization about need for an update on process assets

• 5. Improvement Opportunities
• a. Must Items
• Regarding the analysis results, must items to comply with the relevant practice area’s
intent, value, and the additional required information must be listed in sufficient detail.
• b. Effort and Time Estimations for Must Items
• Effort and time estimations for must items shall be given shall be given.
• c. Nice to Have Items
• Regarding the analysis results, nice to have items to comply with the relevant practice
area’s explanatory information must be listed in sufficient detail.
• d. Effort and Time Estimations for Nice to Have Items
• Effort and time estimations for nice to have items shall be given.

• 6. Process Assets to be Updated
• A full list of process assets to be updated must be provided. If there is a need
to define new process asset(s), this should also be documented along with
recommendations, if any.
• 7. Additional Notes
• If there are any additional notes to be taken into account by the readers of
this report, these must be noted here. If there is nothing to add, a “None.”
statement must be written here.

Transition Plan Template
• This template is to let the organization take advantage of in
formulating their own plans to implement and manage the transition
process to become compliant with the new version
• Relevant changes and improvements must be planned in sufficient
detail in order to manage and implement the change process
effectively and efficiently

• 1. Introduction
• a. Goal and Scope
• The goal and scope of the plan shall be documented. It must be explained why this plan is
prepared and what it includes.
• b. References
• Both normative and informative references shall be listed with date & revision details.
• 2. Principles
• General principles for the transition period must be listed and explained. Top
management’s policy, directions, and expectations shall be documented.
General rules shall be clarified in sufficient detail to let all stakeholders
understand the general scheme and context. Improvement policy and other
relevant documented information might be referred to.

• 3. Projects
• a. Projects Included and Justifications
• A list of projects included and justifications for their inclusions must be provided.
• b. Further Steps for Projects Included
• A step-by-step to-do list must be provided. How projects are expected to perform as of
determined date should be clearly communicated. Relevant organizational process assets
may be referred to.
• c. Projects Excluded and Justifications
• A list of all projects excluded and pertinent legitimate justifications for their exclusions
must be provided in sufficient detail.

• 4. Departments
• A list of processes and procedures to be implemented by relevant
departments must be explained. For each department, it must be clearly
communicated regarding what they are expected to do including answers for
why, who, when, where, and how questions.
• 5. Reflection of Updates to the Projects Included
• A comprehensive table must be provided to include each and every process
asset and their applicability to projects included. Level, identifier, asset name,
revision number, project identifier, project name, and relevant justifications
must be included in the pertinent table.

• 6. Managing Issues during the Implementation of Transition Plan
• As transition periods are somehow complex and unpredictable to a certain
extent, an issue management flow shall be documented. Details for handling
issues related to the transition period, actors, channels, and decision
authorities must be documented.

Conclusion
• Shared the relevant experiences in adopting the new version of the
CMMI model and the particulars of related transition ride
• Provided practical suggestions to address the new and most
significantly changed practice areas, the novel gap analysis report
template to analyze the gaps, and the original transition plan
template to manage and implement the transition process

Conclusion
• Organizations wanting to successfully adopt the new model for better
process, performance, and products might benefit from these
distilled and established suggestions to easily become compliant with
the CMMI V2
• Organizations may update their relevant process assets and practices
with respect to the suggestions defined in the paper
• Organizations may use the novel gap analysis report template and the
original transition plan template, defined comprehensively in the
paper

Dr. Mustafa Degerli
mustafa.degerli@metu.edu.tr

CMMI V2.0 Adoption Guide

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