The document discusses the Standard CMMI Appraisal Method for Process Improvement (SCAMPI). SCAMPI is designed to provide benchmark quality ratings relative to the Capability Maturity Model Integration (CMMI) and satisfies requirements for a Class A appraisal method. The document provides examples of using SCAMPI to conduct appraisals at Maturity Level 2, including rating process attributes, examples assessing process areas, and scoring. Key practices and artifacts considered for requirements management are also outlined.

1. Kittitouch Suteeca
Ref. Panit Watcharawitch, PhD (cantab)

2. Standard CMMI Appraisal Method for
Process Improvement (SCAMPI)
 SCAMPI is designed to provide benchmark quality
ratings relative to Capability Maturity Model®
Integration (CMMISM) models. It is applicable to a wide
range of appraisal usage modes, including both internal
process improvement and external capability
determinations. SCAMPI satisfies all of the Appraisal
Requirements for CMMI (ARC) requirements for a Class
A appraisal method and supports the conduct of
ISO/IEC 15504 assessments.
 SCAMPI Appraisal System (SAS)
 Method Definition Document (MDD)
 Appraisal Requirements for CMMI (ARC)
 Appraisal Team Member (ATM)
 Appraisal Disclosure Statement (ADS)
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3. SCAMPI class A, B, C
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4. Objective SCAMPI class A
 Understand the current implemented process.
 Identify process weakness (and strengths) in the
organization unit.
 Determine degree of satisfaction of CMMI process area
goal investigated.
 Assign rating ,if request by appraisal sponsor.
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5. Rating process attributes
 Process attribute rating values: The ordinal rating scale
defined below shall be used to express the levels of
achievement of the process attributes.
 N Not achieved: There is little or no evidence of
achievement of the defined attribute in the assessed
process.
 P Partially achieved: There is some evidence of an approach
to, and some achievement of, the defined attribute in the
assessed process. Some aspects of achievement of the
attribute may be unpredictable.
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6. Rating process attributes
 L Largely achieved: There is evidence of a systematic
approach to, and significant achievement of, the defined
attribute in the assessed process. Some weakness related
to this attribute may exist in the assessed process.
 F Fully achieved: There is evidence of a complete and
systematic approach to, and full achievement of, the
defined attribute in the assessed process. No significant
weaknesses related to this attribute exist in the assessed
process.
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7. Rating process attributes
 The corresponding values shall be:
 N Not achieved 0 to 15% achievement
 P Partially achieved >15% to 50% achievement
 L Largely achieved >50% to 85% achievement
 F Fully achieved >85% to 100% achievement.
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8. Example: CMMI ML2 Appraisal of RUP
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Reference: http://www.ibm.com/developerworks/rational/library/dec05/grundmann/
Requirement management (REQM)

9. Example: CMMI ML2 Appraisal of RUP #2
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Project planning(PP)

10. Example: CMMI ML2 Appraisal of RUP #3
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Supplier Agreement Management (SAM)

11. Example: CMMI ML2 Appraisal of RUP #4
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Generic goal and Generic Practice

12. Example: CMMI ML2 Appraisal
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0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
120.00%
REQM
PP
PMC
SAM
MA
PPQA
CM
PAs
SPI with CMMI Project Summary Chart
Maturity Level 2
% Complete of each
PAs
% Actual Complete of
PAs

13. Example: CMMI ML2 Appraisal
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0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
REQM
PP
PMC
SAM
MA
PPQA
CMPAs
SPI with CMMI Project Summary Chart
Maturity Level 2
% PAs in Project
(Estimation)
% Complete of PAs in
Project

14. Example: CMMI ML2 Appraisal
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15. Scoring
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16. Generic Goals & Generic Practices
GG 1 Achieve Specific Goals
GP 1.1 Perform Specific Practices
GG 2 Institutionalize a Managed Process
GP 2.1 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 StagedRepresentation 16

17. Appraisal keys
 Appraisal Considerations
 Direct Artifact
 Indirect Artifact
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18. Example:REQM ML2
 15 Key practices
 5 Specific Practices
 10 Generic Practices
 SP 1.1-1 Obtain an Understanding of Requirements
 Develop an understanding with the requirements providers
on the meaning of the requirements
 Appraisal Considerations
 Consider existence of requirements at multiple levels (e.g.,
product and product component requirements.).
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19. Example:REQM ML2
 Direct Artifact
 Allocated Requirements Document
 Allocated Requirements Database
 Review Report of Requirements
 Commitments from affected groups on allocated
requirements
 Defined criteria for evaluation and acceptance of
requirements
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20. Example:REQM ML2
 Indirect Artifact
 Evidence of early (before committing to develop the
corresponding software) system requirement allocated to
software review (e.g. meeting minutes, reports…)
 A list or characterization of requirements providers
authorized to provide direction
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21. Example of ML2 and ML3
 Available in SPI. site.
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