CMMI Awareness Training
Transcript of CMMI Awareness Training
CMMI Project Team
Awareness TrainingOn
CMMI InitiativeSEPG
YASH TECHNOLOGIES PVT LTD
Hyderabad
Faculty : <Faculty Emp ID> Duration: <Duration of training>
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Familiarize with concepts of– CMMI models– Nomenclature used– Contents and interpretation– Process improvements
Familiarize with Yash’s Approach For CMMI– Initial gap analysis– External services from CQAL for implementation &
Assessment– Broad roadmap– Where we are
Objectives of Training
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Benefits to the participants at the end of the program
•Awareness of the CMMI model and its comparative features with ISO
•Fair understanding of the CMMI model components, capability maturity levels
•A knowledge of how to access the model and its components to follow while executing specific tasks
•Effectively practice and contribute in the CMMI initiatives at Yash..
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Participants / Pre requisites
•This is an introductory level awareness program intended for all employees at Yash.
•No specific background other than practicing ISO – 9001:2000 based QMS is expected.
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Contents
•Quality standards / models and their relevance to our operations•Capability maturity models, evolution of CMMI•Comparative study of ISO and CMMI
•CMMI Representations
•CMMI Model Structure, Components
•Maturity levels, Disciplines, Process Areas
•One process area details – ref to PDF and its structure
•ISO- CMMI Integrated quality system
•QMS – CMMI model Mapping
•Audits and Assessments
•CMMI Initiatives at YASH
•Action plans
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Why Quality models and Standards
Organizations choose to adopt a model or standard for any or all of the following reasons:
As a guide (roadmap) for continuous improvement
The most notable are:
TQM
Satisfy business goals and objectives
Requirements are imposed by customer(s)
For competitive reasons
ISO 9001
Capability Maturity Model Integration (CMMI)
Six Sigma
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Model Selection
Quality models are designed for specific purposes.
ISO 9001:2000 - Standard is a quality standard which can be adopted by any organization - software, manufacturing, services etc. It gives a basic framework for the process implementation in the organization.
CMMI - Capability Maturity Model Integration, is more specific to software industry to evaluate a software contractor’s capability to deliver quality software.
Six Sigma Quality - Motorola developed a concept called “Six Sigma Quality” that focuses on defect rates, only 3.4 items per million are outside of the acceptable level.
TQM - Strategic, integrated management system for achieving customer satisfaction, which involves all managers and employees and uses quantitative methods to continuously improve an organization's processes.
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What is CMMI?• CMMI is:
– a model that provides a set of best practices that address productivity, performance, costs, and stakeholder satisfaction
– a model which provides a structured view of process improvement across an organization
• CMMI can help:– set process improvement goals and priorities– provide guidance for quality processes– provide a yardstick for appraising current practices
• CMMI is NOT:– a set of “bolt-on processes” that last only as long as the wheel is
squeaking. CMMI provides a consistent, enduring framework that accommodates new initiatives.
– restricted to a single discipline (i.e. Software Engineering or Systems Engineering). CMMI focuses on the total software intensive system problem and integrates multiple disciplines into one process-improvement framework that eliminates inconsistencies and reduces duplication
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CMMI History
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CMMI History
• In 1987 a study was conducted by the Dept. of Defense (DOD).– 17 projects– Estimated duration of 28 months– Actual duration exceeded estimate by an averageof 20 months
• DOD worked with the Software Engineering Institute(SEI) to develop a model to improve the developmentprocess. CMM was implemented in 1991.
• CMMI came about in 1997 as an integration of 3 different models.
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So Many CMM Models Lead to Confusion
SoftwareCMM
SoftwareCMM
SystemsSecurity
Engr CMM
SystemsSecurity
Engr CMM
SystemsEngrCMM
SystemsEngrCMM
PeopleCMM
PeopleCMM
FAAiCMMFAA
iCMM
IPDCMMIPD
CMM
SoftwareAcqCMM
SoftwareAcqCMM
CMM v1.0 was developed in August 1991 by SEI for Software industry
•Different structures, formats, terms, ways of measuring maturity
•Causes confusion, especially when using more than one model
•Hard to integrate them in a combined improvement program
•Hard to use multiple models in supplier selection
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CMMI Models
• Capability Maturity Model for Software (SW-CMM)
• System Engineering Capability Model (SECM)
• Integrated Product Development Capability Maturity Model (IPD-CMM)
Source Models
CMMI Model
CMMI V 1.2 is scheduled in Aug 2006
CMMI V 1.1: An integrated model of the above - released in 2002
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DisciplinesCMMI model encompasses • Systems engineering (SE)
– Covers the development of total systems, which may or may not include software
– Focus on transforming customer needs, expectations, and constraints into product solutions and supporting those product solutions throughout the product life cycle
• Software (SW)– Covers the development of software systems– Focus on applying systematic, disciplined, and quantifiable approaches to the
development, operation and maintenance of software
• Integrated Product/Process Development (IPPD)– Covers the Teaming aspects in a project– Addresses organizational support requirements for establishing and
maintaining successful teams
• Supplier Sourcing (Acquisition)– Proactive management of suppliers
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Comparative Study of ISO and CMMI
General Differences between ISO and CMMI:
ISO 9001 - 2000
Standard
Broad Direction
One set of Requirements to be satisfied.
Model
Detailed
Progressive steps
No Guidelines for implementation Institutionalization and guidance
Not specific to software organizations.Designed specifically for software organizations.
CMMI
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TESTCMMI – Is it a standard or a model?
Model - A model is a simplified representation, which contains all the essential elements.
List the four disciplines of CMMI Model.. What is YASH’s option?
SE, SW, IPPD, SS: Yash opted for SE/SW
One disadvantage with CMM model
So many models causing confusion
Specify 2 differences between ISO and CMMI
Standard,Model; Not specific to software organizations, specific for SW organizations
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Representations
Two representations
–Staged: Focus is on a Maturity Level by mastering sets of Process Areas that are grouped into 5 Maturity Levels
–Continuous: Focus is on selected portions of Process Areas to achieve a Process Capability Level
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CMMI–Overview: Staged Representation
Quantitatively Managed (2)
Process unpredictable, poorly controlled and reactive
Process characterized for projects and is often reactive
Process characterized for the organization and is proactive
Process measured and controlled
Focus on process improvement
Defined
(14)
Performed
Managed
(7)
Optimizing
(2)5 4 3 2 1
Maturity is measured at the organization level satisfying the requirements of a set of process areas.
An organization assessed for a certain maturity level satisfies the requirements of all the levels below, including the assessment level.
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CMMI – Overview: Continuous Representation
5 Optimizing
4 Quantitatively Managed
3 Defined
2 Managed
1 Performed
0 Incomplete
Capability LevelsP r o c e s s A r e a
REQM PP PMC etc
5
4
3
2
1
0
C a
p a
b i
l i t
y
An Example
•Yash has opted for Staged model of CMMI SE/SW.
•Capability measured at the individual process level
•An organization can be assessed for specific process areas at specific capability levels
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CMMI Model Components(Structure)
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Model Components• Process Areas: A process area is a cluster of related
practices• Specific Goals: Address the unique characteristics that
describe what must be implemented to satisfy the process area.
• Specific Practices: An activity that is considered important in achieving the associated specific goal.
• Common Features: Four common features organized as the generic goals and practices of each process
Commitment to Perform (CO)Ability to Perform (AB)Directing Implementation (DI)Verifying Implementation (VE)
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Model Components(Cont’d)
• Typical Work Products: Output from a specific or generic practice.
• Sub practices: Detailed descriptions that provide guidance for interpreting specific or generic practices.
• Generic Goals: Are called “generic” because the same goal statement appears in multiple process areas.
• Generic practices: Are categorized by generic goals and common features and are expected components in CMMI models.
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Maturity Levels
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Level 1 : “Initial” - Success depends on heroes
“Processes don’t help my delivery schedule”
“Processes limit my creativity”
“Schedules run everything”
“Just send in the
Tiger Team”
Good performance is possible - but
•Requirements often misunderstood, uncontrolled
•Schedules and budgets frequently missed
•Progress not measured
•Product content not tracked or controlled
•Engineering activities nonstandard, inconsistent
•Teams not coordinated, not trained
•Defects proliferate
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Level 2: “Managed” – Establishing Basic PM Control
CLARIFY REQUIREMENTS•Baseline the product requirements
7 Process AreasRequirements Management (REQM)
DOCUMENT PLANS•Estimate project parameters,•Develop plans and processes
Project Planning (PP)
•Verify adherence of processes and products to requirements
Process & Product Quality Assurance (PPQA)
Project Monitoring and Control (PMC)
Measurement & Analysis(M&A)
TRACK PROGRESS•Measure actual progress to enable timely corrective action
•Measure for mgmt. info needs
CONTROL PRODUCTS•Identify and control products, changes, problem reports
Configuration Management (CM)
•Select qualified suppliers / vendors; manage their activities
Supplier Agreement Management (SAM)
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Level 3: “Defined” – Standardizing the Org’s ProcessesENGINEER THE PRODUCT•Clarify customer requirements•Solve design requirements; develop implementation processes•Assemble product components, deliver•Ensure products meet requirements•Ensure products fulfill intended use•Analyze decisions systematically
MANAGE THE PROCESSES•Identify and control potential problems
PROVIDE ORG. INFRASTRUCTURE•Establish org. responsibility for PI•Define the org. best practices•Develop skills and knowledge
11 Process Areas
•Requirements Definition(RD)•Technical Solution (TS)•Product Integration(PI)•Verification(Ver)•Validation (Val)•Decision Analysis & Resolution (DAR)
•Integrated Project Mgmt (IPM) •Risk Management(RSKM)
•Org. Process Focus(OPF) •Org. Process Definition (OPD)•Org. Training (OT)
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Level 4: “Quantitatively Managed” - Quantitative analysis of processes and products for monitoring and controlMANAGE PROJECTS QUANTITATIVELY•Statistically manage the project’s processes and sub-processes
MANAGE THE ORGANIZATION QUANTITATIVELY•Understand process performance; Quantitatively manage the organization’s projects
2 process Areas
Quantitative Project Management (QPM)
Organizational Process Performance (OPP)
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Level 5: “Optimizing” – Institutionalizing process improvement
OPTIMIZE PERFORMANCE•Identify and eliminatethe cause of defects early
ADOPT IMPROVEMENTS•Identify and deploy new tools and process improvements to meet needs and business objectives
2 Process AreasCausal Analysis and Resolution (CAR)
Organizational Innovation & Deployment (OID)
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Sample Level 1 Organization Few Processes in Place
Dept. BDept. B
The OrganizationThe Organization
Dept. ADept. A Dept. CDept. C
Project 1
Div. BBDiv. AA
Project 4Project 3Project 2
Top Management
Middle Management
Projects
Processes
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Sample Level 2 Organization many processes in place; but they are project-specific
The OrganizationThe Organization
Dept. BDept. BDept. ADept. A Dept. CDept. C
Project 1
Div. BBDiv. AA
Project 4Project 3Project 2
Top Management
Middle Management
Projects
Processes
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Sample Higher- Level OrganizationProcesses based on organization’s Process Asset Library (PAL)
Div. AA
The OrganizationThe Organization
Dept. ADept. A Dept. CDept. C
Div. BB
Projects
Processes
Project 1 Project 2
Dept. B
Project 3 Project 4
YASHYASH
Process Asset Library Approved life cycles Standard processes Tailoring guidelines Process database Related documents
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Mapping of PA’s – 5 Levels
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Process AreasMaturity Level - 2 Process Areas
•Requirements Management
•Project Planning
•Project Monitoring and Control
•Supplier Agreement Management
•Measurement and Analysis
•Process and Product Quality Assurance
•Configuration Management
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Maturity Level - 3 Process Areas
•Requirements Development
•Technical Solution
•Product Integration
•Verification
•Validation
•Organizational Process Focus
•Organizational Process Definition
•Organizational Training
•Integrated Project Management
•Risk Management
•Integrated Teaming
•Org. Environment for Integration
•Integrated Supplier Management
•Decision Analysis and Resolution
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Maturity Level - 4 Process Areas
Maturity Level - 5 Process Areas
•Organizational Process Performance
•Quantitative Project Management
•Organizational Innovation and Deployment
•Causal Analysis and Resolution
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Four Categories of CMMI Process Areas
• Process Management• Project Management• Engineering• Support
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Process Areas Organized by Category
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Example: Structure of the CMMI - Project Planning PA
Purpose: Establish and maintain plans that define project activities
Goals PracticesSG1 Estimates of project
planning parametersare established andmaintained
SG2 A project plan isestablished andmaintained
SG3 Commitments to theplan are established
GG2 The process isinstitutionalized as amanaged process
1.1 Estimate the scope of the project1.2 Establish estimates of work product and task attributes
1.3 Define project life cycle1.4 Determine estimates of effort and cost
2.3 Plan for data management2.4 Plan for project resources
2.5 Plan for needed knowledge and skills2.6 Plan stakeholder involvement2.7 Establish the Project Plan
3.1 Review plans that affect the project3.2 Reconcile work and resource levels3.3 Obtain plan commitment
(see 10 generic practices)
2.2 Identify project risks2.1 Establish the budget and schedule
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Generic Goals
A generic goal describes what institutionalization must be achieved to satisfy a process area.
Each process area at maturity level 2 contains the following generic goal:
GG 2 Institutionalize a Managed Process
Each process area at maturity level 3 or higher contains the following generic goal:
GG 3 Institutionalize a Defined Process
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4 Common Features
1. Commitment to Perform (CO): Creating policies and securing sponsorship.
2. Ability to Perform (AB): Acquiring resources
3. Directing Implementation (DI): Managing the performance of the process, integrity of its work products, and involving relevant stakeholders.
4. Verifying Implementation (VE): Review by higher level management and objective evaluation of conformance to process descriptions, procedures, and standards.
Common features are model components that are not rated in any way. They are only groupings that provide a way to present the generic practices.
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Generic Practices Listed by Common Feature
• GP2.1 Establish an organizational Policy(CO1)• GP2.2 Plan the process(AB1)• GP2.3 Provide Resources(AB2)• GP2.4 Assign Responsibility(AB3)• GP2.5 Train the people(AB4)• GP2.6 Manage Configurations(DI1)• GP2.7 Identify and Involve Relevant Stake holders(DI2)• GP2.8 Monitor and Control the process(DI3)• GP2.9 Objectively Evaluate Adherence(VE1)• GP2.10 Review Status with Higher level Management(VE2)
Generic Goal 2 (GG2)
Generic Goal 3(GG3)
•GP3.1 Establish a Defined Process(AB5)•GP3.2 Collect Improvement Information(DI4)
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GP’s vs. PA’s and explanationGeneric Goal/Generic Practices
Process Area
Elaboration
GP 2.1 (CO 1) Establish an Organizational Policy
RM This policy establishes organizational expectations for managing requirements and identifying inconsistencies between the requirements and the project plans and work products.
PP This policy establishes organizational expectations for estimating the planning parameters, making internal and external commitments, and developing the plan for managing the project
GP 2.2 (AB 2) Plan the Process PP The plan called for in this generic practice would address the comprehensive planning for all of the specific practices in this process area, from estimating the scope of the project all the way to obtaining commitment for the project plan. In other words, this generic practice calls for one to “plan the plan.”
OPP This plan for performing the organizational process performance process may be included in or referenced by the organization's process-improvement plan
GP 2.3 (AB 2) Provide Resources PMC Examples of Resources:Cost tracking systems, Effort reporting systems, Action-item-tracking systems, Project management and scheduling programs
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GP’s vs.PA’s and explanation cont’dGeneric Goal/Generic Practices
Process Area
Elaboration
GP 2.3 (AB 2) Provide Resources MA Measurement personnel may be employed full time or part time. A measurement group may or may not exist to support measurement activities across multiple projects.
GP 2.5 (AB 5) Train People TS Examples of training:
Application domain of the product and product components, Design methods, Interface design, Unit testing techniques, Standards (e.g., product, safety, human factors, environmental
PI Examples of training:
Application domain, Product integration procedures and criteria, Organization's facilities for integration and assembly, Assembly methods, Packaging standards
GP 2.6 (DI 1) Manage Configurations
MA Examples of work products:
Specifications of base and derived measures, Base and derived measurement data sets, Data analysis tools
CM Examples of work products:Access lists, Change status reports, Change request database, CCB meeting minutes, Archived baseline
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Common Terminology with Special Meaning
• Customer: Responsible for accepting the product or for authorizing payment.
• Stakeholder: Stakeholders may include project members, suppliers, customers, end users, and others.
• Work Product: Any artifact produced by a process.
• Tailoring Guidelines: Tailoring guidelines cover (1) selecting a standard process, (2) selecting an approved life-cycle model, and (3) tailoring the selected standard process and life-cycle model to fit project needs.
• Verification: Verification confirms that work products properly reflect the requirements specified for them.
• Validation: Confirms that the product, as provided, will fulfill its intended use.
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CMMI Model Components
Process Areas (25 )• Specific Goals ( 45 )• Specific Practices (165 )• Generic Goals ( 125 )• Generic Practices ( 425 )
Typical Work Products ( 396 ) Sub-practices (718 ) Notes Discipline Amplifications Generic Practice Elaborations References
Total 25 Process Areas – 21 for SE/SW, 3 for IPPD, 1 for SS
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CMMI - More Details
SEI PDF file:Adobe Acrobat
Document
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Navigate through CMMI PDF file for a process area
Compare existing QMS activities with CMMI PA’s,Specific goals, sp. Practices and work products
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ISO – CMMI Integrated Quality System
Below specified site will be used for ISO/CMMI implementation
http://intranet.yashind.com/QMS-Docs/QMS-Portal/Home.htm
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CMMI- QMS(ISO) Mapping
Level 2 Requirements Management
PRP-004 Requirements Management Procedure PRP-010 Change Management Procedure
Project Planning PRP-001Software Estimation Procedure PRP-015 Project Initiation Procedure PRP-017 Data Collection and Storage Procedure PRP-020 Project Planning Procedure PRP-022 Risk Management Procedure
Project Monitoring and Control
PRP-013 Project Monitoring and Control Procedure
Supplier Agreement Management
FCM-001 Maintain Approved Supplier’s List Procedure FCM-002 Purchase Products and Services Procedure FCM-003 Receive the Purchase Materials
Measurement and Analysis
PRP-012 Project Quality Management Procedure PRP-013 Project Monitoring and Control Procedure
Level QMS ProcedurePractice Area
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CMMI- QMS(ISO) Mapping(Cont’d)
Level 2 Process and Product Quality Assurance
CQS-006 Internal Quality Audit Procedure
Configuration Management
PRP-011 Software Configuration Management procedure PRP-010 Change Management Procedure
Level QMS ProcedurePractice Area
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CMMI- QMS(ISO) Mapping(Cont’d)
Level 3 Requirements Development
PRP-004 Requirements Management Procedure PRP-005 High Level Design procedure PRP-023
Technical Solution PRP-005 High Level Design procedure PRP-006 Low Level Design procedure PRP-007 Coding Procedure
Product Integration PRP-021 Product Integration Procedure
Verification PRP-008 Reviews Procedure PRP-012 Quality management Procedure
Validation PRP-009 Testing procedure PRP-012 Quality management Procedure
Level QMS ProcedurePractice Area
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CMMI- QMS(ISO) Mapping(Cont’d)
Level 3 Organizational Process Focus
CQS-001 Organizational Process Improvements Procedure CQS-005 QMS Implementation
Organizational Process Definition
CQS-002 QMS Establishment and Maintenance Procedure CQS-003 Control of Documents CQS-004 Control of Records Procedure
Organizational Training
TRN-001Training Needs Assessment and Planning Procedure
TRN-002 Organize Training procedure TRN-003 Training Evaluation and Follow-up Procedure
Risk Management PRP-022 Risk Management Procedure
Org. Environment for Integration
PRP-021Product Integration Procedure
Organization Process Performance
CQS-008 Organization Process Performance & Measurement Procedure
Level QMS ProcedurePractice Area
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CMMI- QMS(ISO) Mapping(Cont’d)
Level 4 Quantitative Project Management
PRP-020 Project Planning Procedure
Decision Analysis and Resolution
CMN-002 Decision Analysis and Resolution Procedure
Level 5 Organizational Innovation and Deployment
CQS-009 Continual Improvements and Deployment
Causal Analysis and Resolution
PRP-012 Project Quality Management Procedure PRP-020 Project Planning Procedure
Level QMS ProcedurePractice Area
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Audits and Assessments
• Internal Audits – ISO – Internal quality auditors (trained by SEPG)– CMMI – Assessment Team Members (trained by SEI
authorized consultant)
• Audit Analysis Reports/Noncompliance reports• Corrective Actions• Review the activities, status, and results with higher
level management
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CMMI Initiatives at YASH
CMMI - ISO • Can we all just get along? - Yes• ISO and CMMI have different architectures,
different languages and different appraisal methods• SEPG Team Identified gaps in QMS procedures/templates• Changed QMS Procedures and templates• Conducted gap analysis by external lead assessor• Updated procedures and templates to be reviewed by PAT
team
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Our Implementation Action Plans
Plan for CMMI Implementation
Microsoft Excel Worksheet
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Assessments for CMMI Implementation
SCAMPI Method: Standard CMMI Assessment Method for Process Improvement
The SCAMPI Method is a diagnostic tool that supports, enables, and encourages an
organization’s commitment to process improvement.
CMMI Appraisals
•SCAMPI Class A Appraisal: Conducted when an organization has implemented a number of significant process improvements and needs to formally benchmark its process relative to the CMMI. A SCAMPI A is the only appraisal method that provides CMMI Maturity Level or Capability Level ratings.
•SCAMPI Class B Appraisal: A SCAMPI B is called for when an organization needs to assess its progress towards a target CMMI Maturity Level, but at a lower cost than a SCAMPI A. SCAMPI B appraisals provide detailed findings and indicate the likelihood that the evaluated practices would be rated as satisfactorily implemented in a SCAMPI A appraisal.
•SCAMPI Class C Appraisal:SCAMPI C appraisals are shorter and more flexible than SCAMPI A and B appraisals and are conducted to address a variety of special needs, from a quick gap analysis to determining an organization's readiness for a SCAMPI A.
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Comparison of Assessments for CMMI vs. ISO
CMMI
ATM training will be given to identified members from external resources to assist the external consultant for CMMI assessments.
ISO
Internal Training will be given to identified members to do internal audits.
No surveillance audit right now, in future after 3 years of achievement of CMMI
Every year surveillance audit will be conducted.
Internal periodical assessments will be conducted by ATM members
Internal audits will be conducted by internal auditors.
Process improvement will occur after fulfilling the all PA’s, SG’s, SP’s, GG’s and GP’s
The organization shall continually improve effectiveness of QMS through the use of the quality policy, objectives, audit results, analysis of data, corrective and preventive action and management review (Clauses from 4 to 8)
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Various Browsing Tools for CMMI
http://www.teraquest.com/cmmi
http://www.wibas.de/cmmibrowser/index.php
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Question paper