The document provides an overview of the Capability Maturity Model Integration (CMMI). It discusses the three critical dimensions, five principal ideas, history, models, components, process areas, and structures of CMMI. Specifically: 1) CMMI is a process improvement model that consists of best practices to develop products and services across a lifecycle from conception to maintenance. It addresses productivity, performance, costs, and stakeholder satisfaction. 2) CMMI has two representations - staged which uses maturity levels and continuous which uses capability levels. Both aim to measure process improvement. 3) CMMI components include required goals and practices to satisfy areas, expected practices to achieve goals, and informative

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

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
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
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
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
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
• 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
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. 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
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
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
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
• 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. 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. 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
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
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
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
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
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
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. 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. 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. Q&A