The document discusses Capability Maturity Model Integrated (CMMI), which provides best practices for organizations. It describes CMMI as a descriptive model that tells organizations "what to do" rather than "how to do." Implementing CMMI can lead to improvements such as 20% reduced costs, 37% shorter schedules, 67% higher productivity, and 50% higher quality. The document outlines CMMI's maturity levels, process areas, and provides typical timelines and steps needed for an organization to achieve CMMI level 3 certification.

1. Capability Maturity Model Integrated (CMMI®) ProgramSummaryBy: Ghassan Rassoul (ESKADENIA Software)

2. CMMI® Practical View A collection of best practices from industry experience A descriptive Model and not a Prescriptive Standard Tells us “What to do” and not “How to do” “How to do” part is organization specific where implementation best practices & business context play a vital role A complete suite including Formal Training Set Appraisal Methodology Detail Model Descriptions Has constellations, representations, maturity/capability levels and disciplines to suit different business context and needs The median improvements • Cost : 20 percent • Schedule : 37 percent • Productivity : 67 percent • Quality : 50 percent • Customer satisfaction : 14 percent • ROI : 4.8:1 Ghassan - ESKA 2 Amman TT

3. CMMI® Application Acquire Systems CMMI® Software CMMI® Service Develop Hardware Services Perspectives… Areas… Information Technology And More… Banking & Finance Hospitals BPO Domains… Ghassan - ESKA 3 Amman TT

4. CMMI® Maturity Levels Ghassan - ESKA 4 Amman TT L5 L4 L3 L2 L1

5. Engineering Project Management Process Management Support CMMI® Process Blocks Ghassan - ESKA 5 Amman TT

6. Organizational Innovation & Deployment Causal Analysis & Resolution L5 Organizational Process Performance Quantitative Project Management L4 Organizational Training Organizational Process Definition (+IPPD) Organizational Process Focus Risk Management Integrated Project Management (+IPPD) Validation Verification Product Integration Technical Solution Requirements Development Decision Analysis & Resolution L3 Supplier Agreement Management Project Monitoring and Control Project Planning Requirements Management Configuration Management Process & Product QA Measurement & Analysis L2 Engineering Project Management Process Management Support CMMI® Process Areas (PA’s) Ghassan - ESKA 6 Amman TT

7. CMMI® Trends over the past 4 years Ghassan - ESKA 7 Amman TT Data from the SEI’s Semi-Annual Reports

8. Critical Success Factors for Effectiveness Program Management Management Involvement Capable Workforce Cultural Change Leads Effective CMMI®Implementation Ghassan - ESKA 8 Amman TT

10. Roadmap activities, Resources

11. Scheduling, Dependencies between all stakeholders (government, vendor, IT)

12. Excellent communication mechanism between all stakeholders

13. Expectation setting at each stage

14. Risk management at Consortium level and for each company

15. Visibility/Reporting and Escalations for all stakeholders

16. How to integrate multiple technologies/ tools/ lifecycle approaches for the clients

17. There is NO standard box process solution, it is org. specific

18. Leveraging best practices and experiences within similar community

19. Enabling improvement is a management responsibility

20. Improvement focuses on fixing the process, not on blaming the people

21. Improvement must be measured and periodically reinforced

22. Improvement requires constancy of investments, rewards, and incentives

23. Improvement is a continuous processGhassan - ESKA 9 Amman TT

24. The IDEAL Wheel 5. Learning 4. Acting Analyze and validate Propose future actions Implement solution 1. Initiating Refine solution Establish improve- ment infra- structure Stimulus for change Build sponsor- ship Set context Life cycle for an Improvement Program a version of Plan-Do-Check-Act Pilot test solution Character- ize current & desired states Create solution 2. Diagnosing Develop recommen- dations Plan actions Set priorities Develop approach 3. Establishing Initiating Diagnosing Establishing Acting Learning © Software Engineering Institute Ghassan - ESKA 10 Amman TT

25. Typical Timeliness to achieve CMMI®-L3 from Ground Zero Gap analysis and Process Enhancement Process Implementation cycle 3 & 4 Appraisal 3M 7M 12M 0M 14M Process Implementation cycle 1 & 2 Pre- Appraisal Close Pre-Appraisal Gaps *M=Months Ghassan - ESKA 11 Amman TT Spot Check & ATM Training The accurate schedule and roadmap shall be drawn for each organization after the completion of Gap Analysis and Action planning (visit 1) with mutual agreement.

26. CMMI®-L3 Roadmap Summary Ghassan - ESKA 12 Amman TT

27. Typical CMMI® Training Plan for One Customer Ghassan - ESKA 13 Amman TT

28. Some Facts from the industry Ghassan - ESKA 14 Amman TT

29. Some Facts from the industry Ghassan - ESKA 15 Amman TT

30. Some Benefits Derived from CMMI Source: CMU/SEI-2006-TR-004 Ghassan - ESKA 16 Amman TT

31. Some Benefits Derived from CMMI Source: CMU/SEI-2006-TR-004 Ghassan - ESKA 17 Amman TT

32. Some Benefits Derived from CMMI Source: CMU/SEI-2006-TR-004 Ghassan - ESKA 18 Amman TT 1ST Period 2nd Period 3rd Period 4th Period 5th Period 6th Period 7th Period 8th Period 9Th Period

33. Some benefits for a CMMI ML3 Organization For the same size of enhancement projects (approximately 133 FP) Productivity (Function Point / Effort Month) was projected to increase by 132% Project duration reduced by 50% Effort reduction by 50% Defect density reduced by 75%. Ghassan - ESKA 19 Amman TT