Ch 7(spi)intro tocm-mi2013

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Ch 7(spi)intro tocm-mi2013

  1. 1. Kittitouch Suteeca Ref. Panit Watcharawitch, PhD (cantab)
  2. 2. 2 THE THREE CRITICAL DIMENSIONS 2. 1. 3. • Process helps an organization’s workforce meet business objective by helping them work smarter, not harder, and with improved consistency. Note: image from CMMI ® 2nd Edition: Guidelines for Process Integration and Product Improvement, Addiso
  3. 3. 3 FIVE PRINCIPAL IDEAS 1. Planning, Tracking and Scheduling Management 2. Requirements Definition and Configuration Control 3. Process Assessment 4. Quality Management and Continuous Improvement 5. Evolutionary Improvement
  4. 4. 4 HISTORY • CMM was actively developed since 1986 for assessing the ability of US government contractor’s processes to perform SW project • The CMM Integration has formed to combine 3 models: • • • The Capability Maturity Model for SoftWare (SW-CMM) by SEI, 1997 The System Engineering Capability Model (SECM) by EIA 731, 1998 The Integrated Product Development Capability Maturity Model (IPD-CMM) by SEI, 1997 • SEI launched 1st CMMI in 2000 & then version 1.1 in 2002 • The latest version is 1.3 in 2010. • CMMI Models • • • Note • SEI: • EIA: CMMI for DEVelopment (CMMI-DEV), version 1.2, released on August 2006 CMMI for ACQuisition (CMMI-ACQ), version 1.2, released on November 2007 CMMI for SerViCe (CMMI-SVC) will be released on January 2009 Software Engineering Institute (Carnegie Mellon University) Electronic Industries Alliance
  5. 5. 5 OTHER STANDARDS… • ISO/IEC 12207 Software Lifecycle Processes • ISO/IEC 15939 Software Measurement Process • ISO/IEC 25000 Software Product Quality Requirements and Evaluation (SQuaRE) • ISO/IEC 15504 Process Assessment • ISO 9000 Quality Management System Series • TSP Team Software Process • PSP Personal Software Process • PSM Practical Software Measurement • SECAM Systems Engineer Capability Assess Model (by INCOSE) • SE-CMM Systems Engineering CMM by (EPIC) • SPICE Software Process Improvement and Capability Evaluation Note • ISO: International Standard Organization (International Organization for Standardization) • IEC: International Electronic Commission • INCOSE: INternational Council On System Engineering • EPIC: Enterprise Process Improvement Collaboration
  6. 6. 6 RELATIONSHIPS OF STANDARDS SECAM (1996) SE-CMM (1995) IPD-CMM (1997) SECM (1998) CMMI v 1.1 CMMI (2000) (2002) ISO/IEC 15939 (2002) PSM (1999) CMMI-DEV v 1.2 (2006) CMMI-ACQ v 1.2 (2007) CMMI-SVC v 1.2 (2009) ISO/IEC 25000 (2005) TSP (1999) SW-CMM v 2 (1997) ISO/IEC 15504 (1997) ISO 9000 (1987) PSP (1994) CMM for SW v 1.1 (1993) SPICE (1993) ISO/IEC 12207 (1995)
  7. 7. 7 • CMMI Capability Maturity Model Integration) is a process improvement maturity model for the development of products and services. It consists of best practices that address development and maintenance activities that cover the product lifecycle from conception through delivery and maintenance. • CMMI provides a set of best practices that address: • Productivity • Performance • Costs • Stakeholder Satisfaction It provides a consistent, enduring framework that accommodates new initiatives.
  8. 8. 8 MODELS There are two representations in CMMI: • Staged uses levels to measure process improvement • Based on SW-CMM Systematic • Pre-define set of Process Area (PA) • Define improvement step-by-step for the organization • Apply to organization’s overall maturity • Continuous uses levels to measure process improvement • Based on SECM Flexible • Apply to each Process Area • Characterize improvements relative to individual PA • Organization may choose to improve performance of a single-related trouble spot, or on several areas that are closely aligned to objectives The content is nearly identical in both representations
  9. 9. STAGED LEVELS 9 • Focus on process improvement • Process measured and controlled • Process characterized for the organization and is proactive •Process characterized for projects and is often reactive •Process unpredictable, poorly controlled, and reactive
  10. 10. 10 CONTINUOUS LEVELS • Defects are prevented, Innovations and changed are inserted and deployed • Process is stable and performance is measured • Project’s process is tailored from organization’s standard processes •Process is planned and institutionalized for consistent performance •Performance is dependent on individual practitioner •Process is unpredictable and poorly controlled
  11. 11. 11 DECISION FACTORS When selecting a representation… • Mature knowledge of business objectives • Improvement across entire organization  Continuous  Stage Provide guideline • Corporate culture is process based • Little experience in process improvement  Continuous  Stage • Experience with continuous-based model  Continuous • Experience with stage-based model  Stage
  12. 12. 12 COMPARISON Continuous Stage Freedom to select the order Organization have a predefined and proven improvement path Visibility of the capability in each PA Set of PA with specific capabilities by each maturity level Different processes perform at different rates The same set of PAs mature together New: Does not have the data to demonstrate ties to ROI Long history: Have case studies and data that demonstrate ROI Note ROI: Return Of Investment
  13. 13. 13 • Required Components PROCESS MODEL COMPONENTS What an organization must achieve to satisfy a process area. • Specific Goals (SG) • Generic Goals (GG) • Expected Components What an organization may implement to achieve a required component • Specific Practices (SP) • Generic Practices (GP) • Informative Components Details that help organizations get started
  14. 14. CMMI MODEL COMPONENTS 14 Process Area Purpose Statement Specific Goals Generic Goals Introductory Notes Note: Related Process Areas Required Expected Specific Practices Typical Work Products Generic Practices Subpractices Subpractices Informative Generic Practice Elaborations
  15. 15. PROCESS AREAS [22] Category  Process Management     Process Area (PA) Organization Organization Organization Organization Organization Process Focus (OPF) Training (OT) Process Definition (OPD) + IPPD Process Performance (OPP) Innovation and Deployment (OID) Maturity Level 3: Defined 3: Defined 3: Defined 4: QM 5: Optimizing  Project Management      Project Planning (PP) Project Monitoring and Control (PMC) Supplier Agreement Management (SAM) Integration Project Management (IPM) + IPPD RiSK Management (RSKM) Quantitative Project Management (QPM) 2: Managed 2: Managed 2: Managed 3: Defined 3: Defined 4: QM Engineering       REQuirement Management (REQM) Requirement Development (RD) Technical Solution (TS) Product Integration (PI) VERification (VER) VALidation (VAL) 2: Managed 3: Defined 3: Defined 3: Defined 3: Defined 3: Defined Support      Configuration Management (CM) Process and Product Quality Assurance (PPQA) Measurement and Analysis (MA) Decision Analysis and Resolution (DAR) Casual Analysis and Resolution (CAR) 2: Managed 2: Managed 2: Managed 3: Defined 5: Optimizing In Staged Representation Group in Continuous Representation 15
  16. 16. 16 REQUIRED COMPONENTS Specific Goals • Describe the unique characteristics that must be present to satisfy the process area Generic Goals • Called “generic” because the same goal statement applies to multiple process areas • Describe the characteristics that must be present to institutionalize the processes that implement a process area.
  17. 17. 17 EXPECTED COMPONENTS Specific Practices Description of an activity considered important to achieve the associated specific goal of the process area. Generic Practices Description of an activity considered important to achieve the associated generic goal of the process area.
  18. 18. 18 INFORMATIVE COMPONENTS Purpose Statements Describe the purpose of the process area Introductory Notes Describe the major concepts covered in the process area Related Process Areas List references to related process areas and reflects the high-level relationships among the process areas.
  19. 19. 19 INFORMATIVE COMPONENTS #2 Typical Work Products List sample output from a specific practice Subpractices Detailed description that provides guidance for interpreting and implementing a specific or generic practice Generic Practice Elaborations Appear after a generic practice in a process area to provide guidance on how the generic practice should be applied uniquely to the process area
  20. 20. 20 SUPPORT INFORMATIVE COMPONENTS Notes Accompany text nearly any other model component Examples Usually in a box nearly any component that provides one or more examples to clarify a concept or described activities Amplifications Identification of relation to particular discipline • Hardware Engineering • System Engineering • Software Engineering References Pointer to additional or more detailed information
  21. 21. 21 GENERIC GOALS & GENERIC PRACTICES GG 1 GP 1.1 GG 2 Achieve Specific Goals Perform Specific Practices Institutionalize a Managed Process Establish an Organizational Policy GP 2.2 Plan and Process GP 2.3 Provide Resources GP 2.4 Assign Responsibility GP 2.4 Train People GP 2.6 Manage Configuration GP 2.7 Identify and Involve Relevant Stakeholders GP 2.8 Monitor and Control the process GP 2.9 Objectively Evaluate Adherence GP 2.10 Review Status with Higher Level Management GG 3 Institutionalize a Defined Process GP 3.1 Establish a Defined Process GP 3.2 Collect Improvement Information GG 4 Institutionalize a Quantitatively Managed Process GP 4.1 Establish Quality Objective for the Process GP 4.2 Stabilize Subprocess Performance GG 5 Institutionalize an Optimizing Process GP 5.1 Ensure Continuous Process Improvement GP 5.2 Correct Root Causes of Problem Staged Representation GP 2.1
  22. 22. CMMI MODEL STRUCTURES 22 Mutuality Levels (1-5) Process Area 1 … Specific Goals Process Area n Process Area n Specific Goals Generic Goals Generic Goals Capability Levels (0-5) Specific Practices Generic Practices Staged Specific Practices Generic Practices Continuous
  23. 23. PROCESS AREAS [22] Category  Process Management     Process Area (PA) Organization Organization Organization Organization Organization Process Focus (OPF) Training (OT) Process Definition (OPD) + IPPD Process Performance (OPP) Innovation and Deployment (OID) Maturity Level 3: Defined 3: Defined 3: Defined 4: QM 5: Optimizing  Project Management      Project Planning (PP) Project Monitoring and Control (PMC) Supplier Agreement Management (SAM) Integration Project Management (IPM) + IPPD RiSK Management (RSKM) Quantitative Project Management (QPM) 2: Managed 2: Managed 2: Managed 3: Defined 3: Defined 4: QM Engineering       REQuirement Management (REQM) Requirement Development (RD) Technical Solution (TS) Product Integration (PI) VERification (VER) VALidation (VAL) 2: Managed 3: Defined 3: Defined 3: Defined 3: Defined 3: Defined Support      Configuration Management (CM) Process and Product Quality Assurance (PPQA) Measurement and Analysis (MA) Decision Analysis and Resolution (DAR) Casual Analysis and Resolution (CAR) 2: Managed 2: Managed 2: Managed 3: Defined 5: Optimizing In Staged Representation Group in Continuous Representation 23
  24. 24. Q&A

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