Most of major industries mainly defense and aerospace, find themselves conducting large number of internal and formal appraisals during a year, each of which consumes time and resources of the appraised organization.
An additional aspect of this challenge is that careful evaluations of these multi-constellation, multi-model and multi-standard environments leads to the inevitable conclusion that there are content overlaps.
To improve this cumbersome expansive and ineffective process without major impact on the organization’s benefit of using the multi-model environment that is the best framework for its strategic needs, we have structured a combined evaluation method that is based on SCAMPISM.
In our presentation we share and demonstrate the following:
1. Refresh on method principles – SCAMPISM
2. Structure and scripts for the appraisal team
3. Appraisal planning
4. Pilot lessons learned
5. Next steps
[AgileCMMI] Practical Report: CMMI Measurements and Analysis in Agile environ...davidobama
Software industry is one of the most empirical industries due to its high dependence on technology and people. Each
software company adopts a specific development methodology, and furthermore seeks to build a system for its process
improvement by adopting one or more Software Process Improvement (SPI) models. CMMI is a process framework
which is widely adopted by software and systems development companies, while Scrum is one of the more
recent project management agile method whose adoption is growing rapidly. CMMI is basically a process
improvement framework which provides a set of processes for software and system development management, Scrum
can be thought of as an iterative project management framework for development activities, CMMI has a wider scope
and different aims to those of Scrum and covers production support, maintenance, product implementation and
application transition type projects as well.
This paper shows how to implement the Measurements
and Analysis (M&A) process area of CMMI model and clarify how M&A can be achieved in the agile (Scrum)-
I got the title of this paper from
http://www.ndia.org/meetings/0110
and the content from http://www.agilecmmi.blogspot.com
[AgileCMMI] Practical Experience Report: Application of Project Management ar...davidobama
The Capability Maturity Model Integration (CMMI) has been broadly used for assessing organizational maturity and process capability throughout the world. Although most of the customers give priority to CMMI certified organizations over others for guaranteeing the quality, the nature of their rapid market change can no longer accept heavyweight plans, requirements specification, change requests, contract negotiation, and other documentation. Moreover, the rapid change in information technology has caused increasing the frustration more, especially that there are new competitors started using lightweight processes that invite to customer collaboration over contract negotiation and working software over comprehensive documentation that is called “Agile” methodologies that have been adopted to tackle this challenge. Agile development methods and CMMI are often perceived to be at odds with each other. In fact, it’s possible to embrace both to dramatically improve business performance. This paper focuses on the verification of implementing CMMI Project Management process areas in agile organizations based on a real and practical experience in Agile and CMMI successful projects.
The authors are going to share their practical experiences in interpreting the CMMI model's project management practices in an Agile environment to address the model intent and not compromising on the credibility or value of the practices.
From http://www.ndia.org/meetings/0110
and http://www.agilecmmi.blogspot.com
[AgileCMMI] Practical Report: CMMI Measurements and Analysis in Agile environ...davidobama
Software industry is one of the most empirical industries due to its high dependence on technology and people. Each
software company adopts a specific development methodology, and furthermore seeks to build a system for its process
improvement by adopting one or more Software Process Improvement (SPI) models. CMMI is a process framework
which is widely adopted by software and systems development companies, while Scrum is one of the more
recent project management agile method whose adoption is growing rapidly. CMMI is basically a process
improvement framework which provides a set of processes for software and system development management, Scrum
can be thought of as an iterative project management framework for development activities, CMMI has a wider scope
and different aims to those of Scrum and covers production support, maintenance, product implementation and
application transition type projects as well.
This paper shows how to implement the Measurements
and Analysis (M&A) process area of CMMI model and clarify how M&A can be achieved in the agile (Scrum)-
I got the title of this paper from
http://www.ndia.org/meetings/0110
and the content from http://www.agilecmmi.blogspot.com
[AgileCMMI] Practical Experience Report: Application of Project Management ar...davidobama
The Capability Maturity Model Integration (CMMI) has been broadly used for assessing organizational maturity and process capability throughout the world. Although most of the customers give priority to CMMI certified organizations over others for guaranteeing the quality, the nature of their rapid market change can no longer accept heavyweight plans, requirements specification, change requests, contract negotiation, and other documentation. Moreover, the rapid change in information technology has caused increasing the frustration more, especially that there are new competitors started using lightweight processes that invite to customer collaboration over contract negotiation and working software over comprehensive documentation that is called “Agile” methodologies that have been adopted to tackle this challenge. Agile development methods and CMMI are often perceived to be at odds with each other. In fact, it’s possible to embrace both to dramatically improve business performance. This paper focuses on the verification of implementing CMMI Project Management process areas in agile organizations based on a real and practical experience in Agile and CMMI successful projects.
The authors are going to share their practical experiences in interpreting the CMMI model's project management practices in an Agile environment to address the model intent and not compromising on the credibility or value of the practices.
From http://www.ndia.org/meetings/0110
and http://www.agilecmmi.blogspot.com
Gewoon een handige samenvatting van de 3 constellaties van CMMI: DEV, SVC, ACQ.
Van elke constellatie wordt aangegeven welke PA's op welk maturity level behoren en in welke categorie.
21 Business Processes and Counting - Enhancing Customer Experience with Proce...Capgemini
As part of Cisco’s vision for a Digital Enterprise, the Process Digitization Center of Excellence has embarked on a journey to transform and digitize the business processes on its iBPM SaaS platform, thereby providing seamless customer experience by unifying the underlying applications, data, systems of record and infrastructure.
With 21 processes enabled across 14 business domains, this session provides an enterprise wide capability view of the use cases that has helped business and IT to evolve to the next generation of Digitized Business Process Management and Automation.
Presented at Pegaworld 2016.
ARC's Sid Snitkin Asset Lifecycle Management @ ARC Industry Forum 2010ARC Advisory Group
ARC's Sid Snitkin Asset Lifecycle Management @ ARC Industry Forum 2010 in Orlando, FL.
Rethinking Asset Lifecycle Management
ARC and Asset Lifecycle Management
ARC has a long history of research around ALM
• Over 20 Years in Automation Systems and Field Devices
• Over 10 Years in IT Systems related to ALM
• ALM has been a key topic of ARC Forums for over 5 years
We have developed various models to help clients
understand issues, develop strategies and select solutions
• TEAM, ITEAM, CALM, DOM
ALM is a good match with our analysts’ capabilities
• Ten analysts participate on our ALM Team
• Most are Engineers with O&M and D&B experience
• RCM, Reliability, Analytics
Gewoon een handige samenvatting van de 3 constellaties van CMMI: DEV, SVC, ACQ.
Van elke constellatie wordt aangegeven welke PA's op welk maturity level behoren en in welke categorie.
21 Business Processes and Counting - Enhancing Customer Experience with Proce...Capgemini
As part of Cisco’s vision for a Digital Enterprise, the Process Digitization Center of Excellence has embarked on a journey to transform and digitize the business processes on its iBPM SaaS platform, thereby providing seamless customer experience by unifying the underlying applications, data, systems of record and infrastructure.
With 21 processes enabled across 14 business domains, this session provides an enterprise wide capability view of the use cases that has helped business and IT to evolve to the next generation of Digitized Business Process Management and Automation.
Presented at Pegaworld 2016.
ARC's Sid Snitkin Asset Lifecycle Management @ ARC Industry Forum 2010ARC Advisory Group
ARC's Sid Snitkin Asset Lifecycle Management @ ARC Industry Forum 2010 in Orlando, FL.
Rethinking Asset Lifecycle Management
ARC and Asset Lifecycle Management
ARC has a long history of research around ALM
• Over 20 Years in Automation Systems and Field Devices
• Over 10 Years in IT Systems related to ALM
• ALM has been a key topic of ARC Forums for over 5 years
We have developed various models to help clients
understand issues, develop strategies and select solutions
• TEAM, ITEAM, CALM, DOM
ALM is a good match with our analysts’ capabilities
• Ten analysts participate on our ALM Team
• Most are Engineers with O&M and D&B experience
• RCM, Reliability, Analytics
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
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Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Free Complete Python - A step towards Data Science
Applying CMMI SCAMPI method for Multi standards and cross CMMIs joint assessment
1. Lesson Learned
from
Cross Constellations
and
Multi Models
Process Improvement Initiatives
Kobi Vider – Picker
K.V.P Consulting
Kobi.Vider@hotmail.com
+972522946676
2.
3. Agenda
• Process flow
• Background
• First Level Filtering (PA Level)
• Second Level Filtering (Goal Level)
• How We Approach the Combination and
Integration of the Common PAs
• Suggestions and Open Questions
4. Process flow
• Organizational Structure Review and Mapping
• Organizational Scope Planning
• Process Improvement Effort Objectives
• Supporting Quality Standards Scope
• Correlating the Organizational Mission and
Responsibilities to the CMMIs Content and
context
• Supporting Quality Standards Mapping
• CMMI Harmonization Process
• Conducting Detailed Gap Analysis
• Gap Analysis Result Segmentation
5. Organizational Structure
Review and Mapping
• Government Agency
• Structure and Size
• 6 Senior Managers
• ~250 Project / Program Managers
• ~900 In-house Development, Service
and Maintenance Personal
• ~2000 External Contractors
• Internal R&D Team
• Internal Reliability and Performance Team
6. Process Improvement
Effort Objectives
• Group Target is Process Improvement:
• Increase Processes Efficiency
• Increase Budget utilization
• Reduce Cost of Poor Quality
• Increase Uniformity in Processes
• Leading Standards to Compliance with
• Internal Quality Standard
• EFQM
• CMMI Suite
7. Supporting Quality Standards Scope
• All Groups
• Smart Grid
• ACQ PMs / PMO
• PMBOK
• DoD 5000.01 & 5000.02
• Maintenance and Service
• ISO 14000
• OHAS 18000
8. Additional Standards Elements
• ISO 9001-2008 = 216 • Not Counted
• OHSAS 18001 = 132
• ISO 27001 = 126
• Domain Specific
• ISO 27002 = 134 Regulations
• ISO 14001 = 139 • LEAN
• PMBOK 3rd = 804 Total of • DoD-AF V2
• OPM3 = 1402
• DoD-AF V1.5 = 40 • SOA-MM
• ISO 20000 = 196
5009
• ITIL V2.0 = 741
‘Additional’ Elements
• Six Sigma = 148
• Baldrige = 127
• EFQM = 804
12. Six Sigma Correlation Snapshot
14 out are covered
DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
REQM SSD OPP DAR RSKM
CAM OT QPM M&A IRP
SAM OPD SST PPQA SCON
PMC OPF IPM OID SD
PP CM STSM CAR
13. ISO 9000:2008 Correlation Snapshot
20 are covered
Management
Responsibility
Measurement
Analysis &
Improvement
Product
Realization
Resource
Management
Quality
Management
System
REQM SSD OPP DAR RSKM
CAM OT QPM M&A IRP
SAM OPD SST PPQA SCON
PMC OPF IPM OID SD
PP CM STSM CAR
14. PMBOK Correlation Snapshot
15 PAs are covered
Integration Procurement Risk Communications Human
Resource
Scope
Time
Cost
Quality
REQM SSD OPP DAR RSKM
CAM OT QPM M&A IRP
SAM OPD SST PPQA SCON
PMC OPF IPM OID SD
PP CM STSM CAR
15. ITIL – CMMI Correlation Snapshot
Service Delivery
Financial Management
for
IT Services
Capacity
Management
IT Service
Continuity Management
Availability
Management
Service Level
Management
REQM SSD OPP DAR RSKM
CAM OT QPM M&A IRP
SAM OPD SST PPQA SCON
PMC OPF IPM OID SD
PP CM STSM CAR
16. ITIL – CMMI Correlation Snapshot
Service Support
The Service Desk
Incident Management
Problem Management
Configuration
Management
Change Management
Release Management
REQM SSD OPP DAR RSKM
CAM OT QPM M&A IRP
SAM OPD SST PPQA SCON
PMC OPF IPM OID SD
PP CM STSM CAR
17. ISO 20000 – CMMI
Correlation Snapshot
Control processes Planning and Resolution processes Release process
implementing
service management
new or changed
services
Service delivery
process
Requirements for a
management system
Relationship processes
REQM SSD OPP DAR RSKM
CAM OT QPM M&A IRP
SAM OPD SST PPQA SCON
PMC OPF IPM OID SD
PP CM STSM CAR
25. DEV ACQ SVC
Project Planning Project Planning Project Planning
Project Monitoring and Control Project Monitoring and Control Project Monitoring and Control
Process and Product Quality Assurance Process and Product Quality Assurance Process and Product Quality Assurance
Requirements Management Requirements Management Requirements Management
Configuration Management Configuration Management Configuration Management
Measurement and Analysis Measurement and Analysis Measurement and Analysis
Organizational Process Definition +IPPD Organizational Process Definition Organizational Process Definition
Organizational Process Focus Organizational Process Focus Organizational Process Focus
Organizational Training Organizational Training Organizational Training
Decision Analysis and Resolution Decision Analysis and Resolution Decision Analysis and Resolution
Integrated Project Management +IPPD Integrated Project Management Integrated Project Management
Risk Management Risk Management Risk Management
Quantitative Project Management Quantitative Project Management Quantitative Project Management
Organizational Process Performance Organizational Process Performance Organizational Process Performance
Causal Analysis and Resolution Causal Analysis and Resolution Causal Analysis and Resolution
Organizational Innovation and Deployment Organizational Innovation and Deployment Organizational Innovation and Deployment
Supplier Agreement Management Supplier Agreement Management
Requirements Development Acquisition Requirements Development
Validation Acquisition Validation
Verification Acquisition Verification
Technical Solution Solicitation and Supplier Agreement Development Capacity and Availability Management
Product Integration Agreement Management Incident Resolution and Prevention
Acquisition Technical Management Service Continuity
Service Delivery
Service System Development
Service System Transition
Strategic Service Management
26. First Level Filtering (PA Level)
DEV ACQ SVC
Project Planning Project Planning Project Planning
Project Monitoring and Control Project Monitoring and Control Project Monitoring and Control
Process and Product Quality Assurance Process and Product Quality Assurance Process and Product Quality Assurance
Requirements Management Requirements Management Requirements Management
Configuration Management Configuration Management Configuration Management
Measurement and Analysis Measurement and Analysis Measurement and Analysis
Organizational Process Definition +IPPD Organizational Process Definition Organizational Process Definition
Organizational Process Focus Organizational Process Focus Organizational Process Focus
Organizational Training Organizational Training Organizational Training
Decision Analysis and Resolution Decision Analysis and Resolution Decision Analysis and Resolution
Integrated Project Management +IPPD Integrated Project Management Integrated Project Management
Risk Management Risk Management Risk Management
Quantitative Project Management Quantitative Project Management Quantitative Project Management
Organizational Process Performance Organizational Process Performance Organizational Process Performance
Causal Analysis and Resolution Causal Analysis and Resolution Causal Analysis and Resolution
Organizational Innovation and Deployment Organizational Innovation and Deployment Organizational Innovation and Deployment
Supplier Agreement Management Supplier Agreement Management
Requirements Development Acquisition Requirements Development
Validation Acquisition Validation
Verification Acquisition Verification
Technical Solution Solicitation and Supplier Agreement Development Capacity and Availability Management
Product Integration Agreement Management Incident Resolution and Prevention
Acquisition Technical Management Service Continuity
Service Delivery
Service System Development
Service System Transition
Strategic Service Management
27. Second Level Filtering (Goal Level)
• Service System Development (SSD),
SG 1 – Develop and Analyze Stakeholder Requirements
can be found in Requirements Development
• Acquisition Technical Management (ATM),
SG 1 – Evaluate Technical Solutions
can be found in Technical Solution
• Acquisition Technical Management (ATM),
SG 2 – Perform Interface Management
can be found in Technical Solution and Product Integration
28. Second Level Filtering (Goal Level)
• Service Continuity (SCON),
SG 3 - Verify and Validate the Service Continuity Plan
can be found in Verification and Validation
• Service System Development (SSD),
SG 3 - Verify and Validate Service Systems
can be found in Verification and Validation
30. Gap Analysis Model Scope
• 32 CMMI Process Areas
• 75 CMMI Specific Goals
• 249 CMMI Specific Practices
• 1169 CMMI Specific Subpractices
• 5 ‘Classic’ CMMI Generic Goals (Extended)
• 17 ‘Classic’ CMMI Generic Practices (Extended)
• 34 ‘Classic’ CMMI Generic Subpractices (Extended)
• Cross-referenced with the following
additional standards elements
38. Survival Quick guidelines
• A method to support multi appraisals in line with
CMMI must be compatible with the Reference Model
and discipline
• Requirements for Compatibility are expressed in terms
of:
• Purpose
• Of combined models
• Of going there
• Scope
• Of selected models
• Of organization
• Model elements and indicators
• Mapping
• Knowledge on....
• Translation
• These requirements span various levels and model
features
39. Some of Our Suggestions
Integration approach
• Capacity and Availability Management (CAM)
place as unique PA?
• In CMU/SEI-93-TR-025 (SW-CMM V1.1) SPP KPA Activity 11: Estimates
for the project's critical computer resources are derived according to a
documented procedure
• Integrate SG 3 of Service Continuity (SCON), and
Service System Development (SSD) to be part of
Verification and Validation
• Integrate Acquisition Technical Management
(ATM) to Technical Solution
• Integrate VER and AVER; VAL and AVAL
• Consider Security
40. Some of Our Suggestions
Our Suggestions to the integration approach
• Add more elaborations
• Create more objective wording in PAs, e.g.
• Project Planning to Delivery / Assignment /
Product Planning
• Technical Solution to Solution Development
• Add more examples
41. Some of Our Future Discussions
• Additional Generic Practice for Security as defined process
• Our suggestion: GP 3.3 Information Management and Security
Control
• Place designated information entities and work products of the process and
product under appropriate levels of classification and control
• Including five subpractices
• Identify
• Analysis
• Evaluate
• Prepare plan
• Execute and recover
• Approach to P-CMM
• Approach to Resiliency Engineering Framework (REF)
and Operationally Critical Threat, Asset, and Vulnerability
Evaluation (OCTAVE)
• Approach Smart Grid at three levels
42. Some of Our Future Discussions
• Cross constellation support team
• Prerequisite knowledge
• Team qualification / certifications
• Cross constellations Appraisal team
• Team training
• Team qualification / certifications
• PIIDs
• Structure of mini teams
• Consensus process