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Transcript of CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM Copyright © 1995-2006, Dennis...
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMMCopyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
Slide 1
CSE7315M36August 13, 2006
SMU CSE 7315Planning and Managing a
Software Project
Module 36Details of the SEI CMM and
CMMI
Slide # 2August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Objective of This Module
• To examine the SEI CMM (capability maturity model) and CMMI (capability maturity model integrated) in further detail
Note: a thorough discussion of these models would require a half day or more - I have a short course on this, as do many other organizations.
Note: a thorough discussion of these models would require a half day or more - I have a short course on this, as do many other organizations.
Slide # 3August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Structure of the CMM and the "Staged" version of the CMMI
Level 5Maturity
Level 4 Maturity
Level 3 Maturity
Level 2 Maturity
Level 1 Maturity
Slide # 4August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Structure (continued)• “Each level comprises a set of process
goals that, when satisfied, stabilize an important component of the process.
• “Achieving each level of the maturity framework establishes a different component in the process, resulting in an increase in the process capability of the organization.”
As one moves up the levels, one exhibits greater maturity and capability and one EXPECTS to achieve better performance
As one moves up the levels, one exhibits greater maturity and capability and one EXPECTS to achieve better performance
Slide # 5August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Effects of Higher Levels
At higher levels, one expects the following characteristics:
• Better visibility into what is happening
• Less variability in outcomes
• Less risk associated with software development, due to more accurate planning and better management
Slide # 6August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Better Visibility
Level 1Input Output
Level 2 Process Step
Level 2 Process Step
Level 2 Process Step
Input Output
Level 3 Process Step
Level 3 Process Step
Level 3 Process Step
Slide # 7August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Lower Variability / Less Risk
Level 1
Level 2
Level 3
etc.
Slide # 8August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
What kind of Model is the CMM/I?• The CMM/CMMI is a descriptive
model and a normative model
• A descriptive model acts as an example or a paradigm or an ideal– A model home– A fashion model
• A normative model acts as a way to compare two or more instances of something– A model of the human body– A model of an automobile engine
Slide # 9August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Descriptive Model• The model describes essential (or key)
attributes that would be expected to characterize an organization at a particular maturity level.– Example: an organization at level 3 has
documented its process for configuration management
• One can use these attributes to evaluate one’s organization or to establish goals for an organization– Example: if we do not document our process for
CM, we are probably not at level 3– If we want to be at level 3, we should probably
document our process for CM
Slide # 10August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Uses of the ModelsAppraisal teams will use the models to
identify strengths and weaknesses in the organization.– The SEI has defined processes for doing self-
assessments and other forms of appraisalsEvaluation teams will use the models to
identify the risks of selecting among different contractors for awarding business and to monitor contracts.– The SEI has defined processes for doing
capability evaluations– There are many less extensive ways the models
can be used to evaluate contractors
Slide # 11August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Uses (continued)
Managers and technical staff will use the models to understand the activities necessary to plan and implement a software process improvement program for their organization– The models are sometimes followed too rigidly,
but the goals tend to be universally applicableProcess improvement groups, such as an
EPG [engineering process group], will use the models as a guide to help them define and improve the engineering processes in their organization.
Slide # 12August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Use as A Normative Model • The detailed practices in the models characterize
the normal types of behavior that would be expected in an organization doing large-scale projects, such as those found in a government contracting context.
• A given organization can compare itself with the models to determine how it “stacks up” with what is considered an example of best practices.
Slide # 13August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Do These Models Fit a Small Organization?
• There is considerable debate about the extent to which these practices should be expected in other kinds of organizations.
• Watts Humphrey (1) has shown that the principles, if not always the specific practices, are applicable to
individual, single-person projects (very small scale) that are
not in a government contracting mode(1) Humphrey, Watts, A Discipline of Software Engineering, Addison Wesley, 1994.
Slide # 14August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
The Principles Seem to Be Universally Applicable
• The intent is that the models are at a sufficient level of abstraction that it does not unduly constrain how the development process is implemented by an organization
• Rather, the models describe what the essential attributes of a process would normally be expected to be
• One must keep this in mind when applying the CMM or CMMI
Slide # 15August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Structure of the CMMI (CMM)
Maturity LevelsMaturity Levels
(Key) Process Areas(Key) Process Areas
Common FeaturesCommon Features
Specific or Generic (Key)
Practices
Specific or Generic (Key)
Practices
Goals
Implementation
Infrastructureor Activities
ProcessCapability
Address
Describe
Achieve
Contain
Organized by
Contain
Indicate
Level 5Maturity
Level 4 Maturity
Level 3 Maturity
Level 2 Maturity
Level 1 Maturity
Specific or Generic Goals in
CMMI
Slide # 16August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
ExampleLevel 2:
RepeatableLevel 2:
Repeatable
SW Project PlanningSW Project Planning
Activities PerformedActivities Performed
DocumentedProcedure forSize Estimates
DocumentedProcedure forSize Estimates
Goal:
SW Estimatesare Documented
...
Implementation:
ImplementationActivities
Infrastructureor Activities
ProcessCapability:
DisciplinedProcess
Address
Describe
Achieve
Contains
Organized by
Contains
Indicate
Slide # 17August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Process Areas• Except for Level 1, each level of the CMMI is
defined in terms of a series of Process Areas or PAs
• Process areas indicate the areas an organization should focus on to improve its software process.
• Process areas identify the issues that must be addressed to achieve a maturity level.– Level 2 PAs are what you focus on when you are at
level 1– Level 3 PAs are what you focus on when you are at
level 2– And so forth.
Process AreasProcess Areas
Slide # 18August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Structure of PAsEach process area identifies a cluster of related activities
that, when performed collectively, achieve a set of goals considered
important for enhancing process capability.
– Note that PAs are artificially associated with specific levels in the CMM
– In actual fact, each PA evolves as an organization moves up the maturity scale
Key Process AreasKey Process Areas
Slide # 19August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Continuous Model of CMMI
• This is an alternative perspective that, instead of looking at maturity as a series of five levels (Staged model) looks, instead, at the maturity of each individual process area
• This approach was originated in the systems engineering CMM, but is not as widely used as the Staged model
Slide # 20August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Staged Model Scorecard
Level 5Maturity
Level 4 Maturity
Level 3 Maturity
Level 2 Maturity
Level 1 Maturity
You are Level 3
Slide # 21August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Continuous Model Scorecard
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
1st Qtr
PA 1PA 2PA 3PA 4PA 5PA 6PA 7PA 8PA 9PA 10PA 11 PA 12PA 13PA 14PA 15 PA 16PA 17PA 18PA 19 etc.
Slide # 22August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
PA DefinitionEach PA is defined in terms of the following:
• Goals - why you do it - what you hope to achieve– The goals signify the scope, boundaries, and
intent of each key process area.– Generic goals apply to all PAs; specific goals
apply to specific PAs• Practices (generic or specific) - what you
(typically) do to achieve the goals– Infrastructure elements, such as policies or
practices or resources– Activities, such as reviews or processes
Process AreasProcess Areas
Slide # 23August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Achievement of PAs• Certain attributes indicate whether the
implementation and institutionalization of a process area are effective, repeatable, and lasting.
• The attributes are:– Commitment to Perform– Ability to Perform– Activities Performed– Measurement and Analysis– Verifying Implementation
Process AreasProcess Areas
Slide # 24August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Commitment to Perform• Commitment to Perform describes
the actions the organization must take to ensure that the process is established and will endure– Example: establishing a policy that
mandates a particular activity
We WILL do
this!
Process AreasProcess Areas
Commitment to Perform typically involves
establishing organizational policies
and demonstrating senior management sponsorship.
Commitment to Perform typically involves
establishing organizational policies
and demonstrating senior management sponsorship.
Slide # 25August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Ability to Perform• Ability to Perform describes the
preconditions that must exist in the project or organization to implement the software process competently
Process AreasProcess Areas
Boss
SEPGSW
Manager
Ability to Perform typically involves resources, organizational structures, and
training
Ability to Perform typically involves resources, organizational structures, and
training
Slide # 26August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Activities Performed
• Activities Performed describes the roles and procedures necessary to implement a key process area
Process AreasProcess Areas
Activities Performed typically involve: -- Establishing plans and procedures, -- Performing the work, -- Tracking it, and -- Taking corrective actions as necessary
Activities Performed typically involve: -- Establishing plans and procedures, -- Performing the work, -- Tracking it, and -- Taking corrective actions as necessary
Slide # 27August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Measurement and Analysis
• Measurement and Analysis describes the need to measure the process and analyze the measurements
Process AreasProcess Areas
Measurement and Analysis typically includes examples of the measurements
that could be taken to determine the status and effectiveness of the activities
performed.
Measurement and Analysis typically includes examples of the measurements
that could be taken to determine the status and effectiveness of the activities
performed.
Slide # 28August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Verifying Implementation
• Verifying Implementation describes the steps to ensure that the activities are performed in compliance with the process that has been established
Process AreasProcess Areas
Verification typically encompasses reviews
and audits by management and software quality
assurance.
Verification typically encompasses reviews
and audits by management and software quality
assurance.
Slide # 29August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Practices
• The specific and generic practices describe "what" is to be done
-- Example: a practice for risk management might be periodic evaluation of risks and the status of known risk areas
• But they should not be interpreted as mandating "how" the goals should be achieved
PracticesPractices
Slide # 30August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Alternative Practices• Alternative practices may
accomplish the goals of the key process area
• The key practices should be interpreted rationally to judge whether the goals of the key process area are effectively, although perhaps differently, achieved.
PracticesPractices
Key Practice per CMMI Example
Key Practice for Our Situation
Slide # 31August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Reviewing the Five Levels for the Software Portion of the CMMI• The five levels correspond to
Humphrey’s five levels (see text)• But the CMM and CMMI provide
additional detail and many “best practices”
Level 5Maturity
Level 4 Maturity
Level 3 Maturity
Level 2 Maturity
Level 1 Maturity
Slide # 32August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Level 1- Initial• The software process is characterized as
ad hoc, and occasionally even chaotic. • Few processes are defined, and success
depends on individual effort (heroes).• Unstable environment is subject to
catastrophe if key people leave– “Bus sensitive projects”
• Planning is ineffective -- reaction is the order of the day
• Plans are routinely ignored or abandoned
Level 5Maturity
Level 4 Maturity
Level 3 Maturity
Level 2 Maturity
Level 1 Maturity
“You can be very successful, but you cannot count on it.”
“You can be very successful, but you cannot count on it.”
Slide # 33August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Level 2 - Repeatable• Basic project management processes
are established to track cost, schedule, and functionality.
• The necessary process discipline is in place to repeat earlier successes on projects with similar applications.
• Stability is present, even when heroes leave, so long as the overall environment is consistent
• Everyone knows how to do it, although they do not always know why
Level 5Maturity
Level 4 Maturity
Level 3 Maturity
Level 2 Maturity
Level 1 Maturity
“You can expect consistent behavior.”
“You can expect consistent behavior.”
Slide # 34August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Process Areas for Level 2• Configuration Management• Project Planning• Process & Product Quality Assurance• Requirements Management• Supplier Agreement Management (**)• Project Monitoring and Control (**)• (*) Measurement and Analysis
(*) Was not in the CMM(**) Different Title in the CMM
Slide # 35August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Level 3 - Defined• The process for both management and
engineering activities is documented, standardized, and integrated into a standard process for the organization.
• All projects use an approved, tailored version of the organization's standard process for developing and maintaining products.
• People know why, not just how to do the job
Level 5Maturity
Level 4 Maturity
Level 3 Maturity
Level 2 Maturity
Level 1 Maturity
“You can expect stability in a changing environment.”
“You can expect stability in a changing environment.”
Slide # 36August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Process Areas for Level 3Part 1 – Similar to CMM
• Organizational Process Focus• Organization Process Definition• Organizational Training • Integrated Project Management• Integrated Teaming• Organizational Environment for
Integration• Technical Solution
Slide # 37August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Process Areas for Level 3Part 2 – New from CMM
• Requirements Development• Product Integration• Verification• Validation• Risk Management• Integrated Supplier Management• Decision Analysis and Resolution
Slide # 38August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Level 4 – Quantitatively Managed
• Detailed measures of the process and product quality are collected.
• Both the process and products are quantitatively understood and controlled.
• Decisions are based on fact• Process behavior is quantified• Processes are instrumented to facilitate
data collection• Measurements are applied across the
organization so that norms and exceptions can be identified
Level 5Maturity
Level 4 Maturity
Level 3 Maturity
Level 2 Maturity
Level 1 Maturity
Slide # 39August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Process Areas for Level 4• Quantitative Project Management -- Metrics are defined, collected,
analyzed and acted upon to improve the project
• Organizational Process performance -- Metrics are defined, collected,
analyzed and acted upon to improve the process
Slide # 40August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Level 5 - Optimizing
• Continuous process improvement is enabled by quantitative feedback from the process and from piloting innovative ideas and technologies.
Level 5Maturity
Level 4 Maturity
Level 3 Maturity
Level 2 Maturity
Level 1 Maturity
Slide # 41August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Key Process Areas for Level 5• Causal Analysis and Resolution– You not only find defects, you correct or
remove the process steps that cause them
• Organizational Innovation and Deployment– You insert technology in an orderly and
managed fashion– New methods and tools do not disrupt
performance
Slide # 42August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
A Closer Look at a Few Parts of CMMI Level 2
Configuration ManagementProject PlanningQuality AssuranceRequirements ManagementSupplier Agreement ManagementProject Monitoring and ControlMeasurement and Analysis
Level 5Maturity
Level 4 Maturity
Level 3 Maturity
Level 2 Maturity
Level 1 Maturity
Slide # 43August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
We Will Review Two of the PAs
• Requirements Management and Supplier Agreement Management have not been discussed very much in the course up until now
• So we will examine what the CMMI has to say about them
• The other PAs have been discussed in the course, and are discussed further in other courses
Slide # 44August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Requirements Management TYPICAL SYMPTOMS• The product is “perfect,” but the customer
doesn’t like it– Often because the developers “know what’s best for
the customer”
• Finger pointing – Multiple versions of the requirements– Multiple interpretations of the requirements
• The system will not integrate– The parts do not fit together– Some functions are duplicated in software &
hardware– Some functions are missing entirely
Slide # 45August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Requirements Management PA
• Purpose: To establish a common understanding
between the customer and the software project
• Practices:– Reaching agreement on the requirements– Documenting the requirements– Controlling changes to the requirements– Communicating changes to the requirements– Allocating requirements - to software,
hardware, etc. - in a clear, unambiguous manner
Slide # 46August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Requirements Management
Goals I1.System requirements allocated to
software or other disciplines are controlled to establish a baseline– Requirements may come directly from
the customer on a software-only project– Requirements may come from a system
engineering function on a hardware & software project
– “Controlled” means you don’t change without approval and communication
Slide # 47August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Requirements Management
Goals II2.Plans, products and activities are kept
consistent with the requirements– If you change the requirements, you must
consider changing the plans, etc.
Slide # 48August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Sample Behaviors• System engineer or project lead:– Allocates requirements to all parts of
the system• Don’t forget support, installation,
documentation, etc.• Include platform selection, network
configuration, and other tasks that are not part of software development
– Controls and communicates changes• May use a system configuration control
board– Listens to understand the impact of
changes
Slide # 49August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Sample Behaviors (continued)
• Software manager:– Participates in system configuration
control process– Determines the impact of changes on
software cost and schedule– Communicates the impact to affected
parties (system engineers, customers, program managers, etc.)
Slide # 50August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Sample Behaviors (continued)
• Software engineers:– Review requirements (and changes) – Communicate the cost/impact of
requirements/changes– For example, which modules need to
be redesigned, recoded, retested, etc.
– (This works best if the software engineer can document the estimated cost and schedule impact of each change.)
Slide # 51August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Special Issues - I• The basic responsibility for requirements management
may lie outside of the software engineering function– Software may be only part of a larger system
product– Many large projects use a system engineer
responsible for design, control and integration of the whole system
Subsystem(segment)
Subsystem(segment)
Subsystem(segment)
Product or Item(configuration
item)
Product or Item(configuration
item)
Product or Item(configuration
item)
System
Subsystem(segment)
Requirements Management Responsibility
Requirements Implementation Responsibility
}
}
Slide # 52August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Special Issues - II
• The symptoms of poor requirements management tend to show up toward the end of the project -- when it costs the most to fix the problems– Often the fixes require extensive
software changes, but the “fault” may lie outside the software function
Slide # 53August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Special Issues - III• The cost of proper requirements
management comes at the front end of the project
Integrate& Test
Design theArchitecture& Allocate
Requirements
Buildthe
System
AnalyzeRequirements
• The penalty for improper requirements management comes at the back end
Slide # 54August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Supplier Agreement Management
TYPICAL SYMPTOMS
They were supposed to deliver it today. They just called and told us
they have a three month delay!
They always delivered on
time in the past!
Slide # 55August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
More Typical Symptoms
We’ve been hit by a $25,000 fine because our user interface does not meet EPA standards.
The supplier did not know
about the regulations.
The big cost will be the
recall - about $200,000
Slide # 56August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Further Typical Symptoms
They delivered the software
module, but no test cases and no documentation
The contract was vague on
this point.
They thought that was our
responsibility.
Slide # 57August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Supplier Agreement Management
• Purpose:– To select qualified suppliers– To manage suppliers effectively
• Practices:– Establish policies for supplier management– Select suppliers based on ability to do the job– Communicate effectively with suppliers– Document commitments– Flow down standards, processes, etc.– Track and review supplier performance and
results.
Slide # 58August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Subcontract Management -- Goals
1. Select qualified suppliers– Include software management in
selection process
2. Agree to commitments– Get them in writing
3. Maintain ongoing communication
4. Track performance against commitments– Reviews, audits, etc.
Slide # 59August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Sample Behaviors• Program manager:– Includes software manager in software supplier
selection process– Establishes policies and procedures for
managing suppliers
• Software manager and subcontract manager:– Track supplier schedule, effort, size, risks, etc. – Take corrective action when there are
significant deviations from plan– Hold periodic reviews of supplier project status
Slide # 60August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Special Issues
• Suppliers may not like to be reviewed and audited – Diplomacy, tact, and firm management skills
are needed– A cooperative approach based on mutual
goals for quality can lead to more openness and more accurate information
– Standards and regulations can provide leverage in negotiations
“We trust you, but ISO 9000 requires that we do an audit”
Slide # 61August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Special Issues
• Other parts of your own company are suppliers too!– They may not require all the formality, but
the principles are still the same:• Statement of work, commitment, tracking, etc.
Slide # 62August 13, 2006
CSE 7315 - SW Project Management / Module 36 - Details of the SEI CMM
Copyright © 1995-2006, Dennis J. Frailey, All Rights Reserved
CSE7315M36
Module Summary• The CMM and CMMI can be used as a
descriptive or a normative model
• Each level has process areas and other common elements
• The level 2 process areas are fundamental to good management and correspond to major sections of this course