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Overview of CMMI and Software Process Improvement



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Overview of CMMI and Software Process Improvement

  1. 1. Herramientas de Mejora de Procesos de Sofware Overview of CMMI and Software Process Improvement Escuela Politécnica del Litoral Universidad Técnica Particular de Loja C bnla 4 y 5 de octubre del 2007
  2. 2. Overview of CMMI and Software Process Improvement Nelson Piedra Universidad Técnica Particular de Loja C bnla Computer Science School - Intelligence Artificial Fundamentals 2007 Course
  3. 3. Agenda Overview of SW CMM and CMMI  IDEAL Framework for Continuous Process Improvement  Transition to CMMI L2: Several Considerations  Evolution of CMMI  IDEAL Experiences  Cb
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  5. 5. SW CMM and CMMI: KPAs and PAs Mapping Cb
  6. 6. SW CMM Structure Maturity Levels Contain Process Indicate Capability Key Process Areas Organized by Achieve Goals Common Features Contain Address Commitment to Perform Ability to Perform Implementation or Activities Performed Institutionalization Key Practices Measurement and Analysis Verifying Implementation Cb Describe Activities or Infrastructure “The Capability Maturity Model: Guidelines for Improving the Software Process”, SEI, (1995), Addison-Wesley
  7. 7. Cb
  8. 8. CMMI Model Components Process Area Purpose Related Introductory Statement Process Areas Notes Specific Goals Generic Goals Generic Practices Specific Practices Informative Required Expected Typical Sub-practices Work Products Generic Cb Practice Elaborations “CMMI: Guidelines for Process Integration and Product Improvement”, Chrissis, M.B., Konrad, M., Shrum, S. (2003), Addison-Wesley
  9. 9. Cb
  10. 10. CMMI Staged and Continuous Representations Cb “Improving and Integrating”, Phillips, M., SEPG 2003 Conference
  11. 11. Maturity Levels and Capability Levels Cb “Improving and Integrating”, Phillips, M., SEPG 2003 Conference
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  13. 13. Cluster of PAs in CMMI Continuous Representation Cb “Improving and Integrating”, Phillips, M., SEPG 2003 Conference
  14. 14. Cluster of PAs in CMMI Staged Representation Cb “Improving and Integrating”, Phillips, M., SEPG 2003 Conference
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  28. 28. IDEAL Framework for Continuous Process Improvement Division Evaluation & Goal Diagnosis BA/BU Setting Initiation Area Evaluation & Goal Diagnosis Setting Local Initiation Team Local Local Evaluation & Goal Diagnosis Setting (2) (1) Performance Planning Improvement (3) Engine Implementation Commitment (8) Handshake Cb Execution (7) (4) Action Planning (5) Team Deployment (6)
  29. 29. Transition to CMMI: a Process Technology CMMI is a process technology and needs to be treated  as such for introduction purposes If you have been using the SW CMM as a base model  for continuous improvement, many of the norms, beliefs, and values are similar to CMMI Cb
  30. 30. Transition to CMMI Level 2 As an organization moves towards Level 2 CMMI several issues  begin changing in the Mangers/Practitioners world: Understanding who the stakeholders are and reaching common  understanding on project scope and requirements Negotiating changes with relevant stakeholders is based on impact  analysis Managing using a measurement-focused approach and implementing  proactive project controls Using requirements as a fundamental basis for planning and control  Using risk management throughout the projects  Communicating becomes vital to maintain the process going  Identifying relevant stakeholders as the base for communication will  expand the scope of communication activities in the organization Cb “Are you Prepared for CMMI?” S. Garcia, SEPG 2003 Conference
  31. 31. . . . Transition to CMMI Level 2 Senior Managers:  Focus on product requirements as the basis for planning  Ask early for information about risks  Make less commitments without adequate impact assessment  Discourage firefighting and encourage fire prevention behaviors  Have less dissatisfied customers  Have more visibility into ability to meet project schedules and budgets  Cb “Are you Prepared for CMMI?” S. Garcia, SEPG 2003 Conference
  32. 32. . . . Transition to CMMI Level 2 Program Managers:  Are more involved in understanding the system and software  requirements and their impact on the product Higher visibility into project progress and risks  Less large and unmanageable tasks  Less ability to make un-negotiated commitments  Less ability of accepting changes in requirements without making  adequate impact analysis “Are you Prepared for CMMI?” S. Garcia, SEPG 2003 Conference Cb
  33. 33. . . . Transition to CMMI Level 2 Practitioners:  Higher degree of direct requirements-based estimation using historical  data More information available earlier in the project  More focus on negotiating changes rather than “blindly” accepting  More impact analysis on changes  More information on how to get things done consistently  Less overtime  Less daily corrective action meetings late in the project  Less firefighting  “Are you Prepared for CMMI?” S. Garcia, SEPG 2003 Conference Cb
  34. 34. IDEAL Experiences Experiences are provided from the perspective of being part of a Corporate
  35. 35. Initiation Experiences It is important to identify someone in the organization that is  genuinely interested in continuous process improvement (CPI) It is essential to have Senior Management support for establishing a  CPI program in the organization Performing an appraisal is just the beginning  It is very important to discuss the business goals that will drive the  CPI program Initial high-level training on CMMI may be required for participants  in CPI program It is essential to establish a contact person or “site coordinator” to  begin planning A readiness analysis of the organization and relevant stakeholders  is very important Cb Initiation is not a “one-time” activity but a continuous activity of  “taking the pulse of the organization Document your experiences 
  36. 36. Diagnostic Experiences (as Lead Appraiser) Establish good relationship with site coordinator  Site coordinator may divide responsibilities  Lead Appraiser must be proactive and forward thinking  Site coordinator - Appraisal team member and change agent  Develop a solid Appraisal Plan ahead of time  Be prepared to have at least 12 revisions of the Appraisal Plan  Even the most robust final plan will change – be prepared  Communicate often with stakeholders (sponsor, site coordinator)  Assemble the most competent Appraisal team you can  Learn all details of CMMI Model while preparing the interview  questions Cb
  37. 37. . . . Diagnostic Experiences The Lead Appraiser is responsible to ensure right timing of activities  Do not panic if things seem to be chaotic and out of control  Maintain your sense of humor during the appraisal activity  Be always positive and maintain the good spirit of the team  Enjoy the whole experience  Expect to encounter “lagoons of concentration” in team members and yourself  Continue to talk with appraisal team to ensure smooth flow  Reduce to the minimum reading questions during the interview session  Expect to work long hours  Make sure you meet with Senior Management to discuss final findings – do not  change them – ask for their support Discuss organization’s business goals  Name of change Agent and critical dates for PIP should be established before  final findings presentation to personnel Cb Rehearse final findings presentation and stick to it when presenting  Have a wrap-up session with the Appraisal Team and document experiences 
  38. 38. Establishing Experiences Use organization business goals, final findings and CMMI Model to  develop a prioritized process improvement plan (PIP) Work closely with Change Agent and Senior Management to  develop a realistic PIP Make sure deadlines for approval of PIP are met  Involve relevant stakeholders during the creation of the plan to  establish teams Use your Measurement and Analysis Process Area to define metrics  for key processes Set a date for a new appraisal in the PIP  Continuously document your experiences  Cb
  39. 39. Acting Experiences Establish a close relationship with Change Agent to ensure there is  a good communication Coach your Change Agent to act at a higher level of maturity than  the organization Make sure Change Agent feels as owner of PIP  Change Agent will become the focal point for the creation of the  EPG Continuously monitor the organization readiness to the CPI program  Continuously fine-tune organization dynamics to enhance readiness  for CPI program Bring value to your organization and Change Agent  Continuously document events during Acting phase  Cb
  40. 40. Leveraging Experiences Use your metric program and CPI phases phase  documentation to analyze lessons Set up meeting with relevant stakeholders to analyze the  efficiency of CPI approach Identify changes to enhance process and plan next  improvement cycle Cb
  41. 41. Universidad Técnica Particular de Loja Escuela de Ciencias de la Computación Nelson Piedra C bnla 4 y 5 de octubre del 2007