Evolutionary Differences Between CMM for Software and the CMMI · India SEPG 2001 CMM to CMMI...
Transcript of Evolutionary Differences Between CMM for Software and the CMMI · India SEPG 2001 CMM to CMMI...
India SEPG 2001CMM to CMMI Evolution
Evolutionary DifferencesEvolutionary DifferencesBetween CMM for SoftwareBetween CMM for Software
and the CMMIand the CMMI
CMM to CMMI Evolution - 2version KI Special© 2001 Kasse Initiatives, LLC
WelcomeWelcome
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Bienvenido
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Bienvenue
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India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 3version KI Special© 2001 Kasse Initiatives, LLC
Adapting anAdapting anAn IntegratedAn Integrated
ApproachApproach
CMM to CMMI Evolution - 4version KI Special© 2001 Kasse Initiatives, LLC
Why an IntegratedWhy an IntegratedApproach?Approach?
u Software Engineering is not considered anengineering discipline throughout the worldwhen compared to electrical engineering,mechanical engineering, and civil engineering
u Software Engineering’s brief history has beenfilled with problems:³Cost overruns³Schedule slippage³Poor performance compared to specification³Unsatisfied customers
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 5version KI Special© 2001 Kasse Initiatives, LLC
Why an IntegratedWhy an IntegratedApproach? - 2Approach? - 2
u Software is becoming such a large factor in thesystems that are being built today that it isvirtually impossible to logically separate the twodisciplines
u Demands for software-intensive systems havebeen growing steadily in the government andcommercial marketplaces
u Some organizations have developed “productlifecycles” that include systems, software,hardware, marketing, manufacturing, etc.
³Motorola Microsystems - 1985
CMM to CMMI Evolution - 6version KI Special© 2001 Kasse Initiatives, LLC
Why an IntegratedWhy an IntegratedApproach? - 4Approach? - 4
u AT&T realized an increase in productivity andproduct quality by creating integrated teamsthat forced marketing, systems, software, andhardware representatives to work together andbe accountable as a team for the delivery of theproduct – 1990
u Integrating Systems and Software engineeringactivities enabled Ford Aerospace to regain itscompetitive position in the command andcontrol market place and reach CMM Level 3 atthe same time – 1989 - 1992
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 7version KI Special© 2001 Kasse Initiatives, LLC
The CMMThe CMMExplosionExplosion
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The CMM ExplosionThe CMM Explosion
u The first CMM (CMM v1.0) was developed forsoftware and released in August 1990
u Based on this success and the demand fromother interests CMMs were developed for otherdisciplines and functions³Systems Engineering³People³Integrated Product Development³Software Acquisition³Software Quality Assurance³Measurement³Others…….
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 9version KI Special© 2001 Kasse Initiatives, LLC
The CMM Explosion - 2The CMM Explosion - 2
u While organizations found these various CMMsto be useful they also found them to be:³Overlapping³Contradicting³Lacking clean, understandable interfaces³Lacking standardization³Displaying different levels of detail
u In addition, many organizations also had todeal with ISO 9001 Audits or TickIT auditsbased on ISO 9000-3
u This resulted in expensive, confusing andconflicting process improvement programs
CMM to CMMI Evolution - 10version KI Special© 2001 Kasse Initiatives, LLC
The CMMIThe CMMIProjectProject
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 11version KI Special© 2001 Kasse Initiatives, LLC
The CMMI ProjectThe CMMI Project
u The CMM Integration Project was formed to:³Establish a framework to integrate current and
future models³Build an initial set of integrated models
u The source models that served as the basis forthe CMMI include:³CMM for Software v2.0 Draft C³EIA – 731 Systems Engineering³IPD CMM (IPD) v0.98a
CMM to CMMI Evolution - 12version KI Special© 2001 Kasse Initiatives, LLC
CMMI OverviewCMMI Overview
Process is unpredictable,poorly controlled, and reactive
Process is characterized for projects and is oftenreactive
Process is characterizedfor the organization andis proactive
Process is measuredand controlled
Focus is on quantitativecontinuous processimprovement
Level Process Characteristics
Requirements ManagementProject Planning
Product and Process Quality Assurance
Configuration Management
Project Monitoring and ControlSupplier Agreement Management
Quantitative Project ManagementOrganizational Process Performance
Causal Analysis and ResolutionOrganizational Innovation and Deployment
Process Areas
Requirements Development Technical Solution
Product IntegrationValidation
Verification Organizational Process FocusIntegrated Project Management
Initial
Managed
Defined
Quantitatively Managed
Optimizing
Measurement and Analysis
Organization Process DefinitionOrganizational TrainingRisk ManagementDecision Analysis & Resolution
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 13version KI Special© 2001 Kasse Initiatives, LLC
The Evolution ofThe Evolution ofCMM intoCMM into
CMMICMMI
CMM to CMMI Evolution - 14version KI Special© 2001 Kasse Initiatives, LLC
RequirementsRequirementsManagementManagement
u Bi-Directional Traceability is now explicitlyasked for in Requirements Management³Hard to determine if the delivered product matches
the requirements and approved requirementschange requests and nothing more withoutrequirements traceability³Always been necessary but not clearly demanded
u Requirements Management is expected tooperate in parallel with RequirementsDevelopment and offer support as newrequirements are discovered and requirementschange requests are made
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 15version KI Special© 2001 Kasse Initiatives, LLC
RD
RM
The Requirements ManagementThe Requirements Managementand Requirements Developmentand Requirements DevelopmentPartnershipPartnership
CMM to CMMI Evolution - 16version KI Special© 2001 Kasse Initiatives, LLC
RequirementsRequirementsManagement - 2Management - 2
u Requirements cannot be managed effectivelywithout bi-directional requirements traceability
u A requirement is traceable if:³You know the source of each requirement³Why the requirement exists³What requirements are related to it³How that requirement relates to other information
such as systems designs, implementations, anduser documentation
u Traceability information is used to find otherrequirements which might be affected byproposed changes
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 17version KI Special© 2001 Kasse Initiatives, LLC
Project PlanningProject Planning
u There is a heavier emphasis on having adetailed Work Breakdown Structure
u Includes a focus on the project having thenecessary Knowledge and Skills to execute theproject according to the estimations and plan
u Data Management or the planning andmaintaining of project data items and theircontents has been added to the list of projectmanagement concerns
CMM to CMMI Evolution - 18version KI Special© 2001 Kasse Initiatives, LLC
Data ManagementData Management
u Requires administrative control of project data,both deliverable and non-deliverable³Some large, critical projects demand that even
Engineering Notebooks with daily entries be placedunder control for audit purposes³Covers all other forms of data such as CD-ROMs,
Disks, Notebooks, etc³Part of Project Planning process area
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 19version KI Special© 2001 Kasse Initiatives, LLC
Project Planning - 2Project Planning - 2
u Estimation focuses on size and complexitywhile effort and cost, and schedule aredetermined and established respectively basedon the size estimation
u Estimate size and/or relative difficulty orcomplexity
u Determine the project effort and cost based onthe size and complexity estimations
u Establish and maintain the project schedulebased on the size and complexity estimations
CMM to CMMI Evolution - 20version KI Special© 2001 Kasse Initiatives, LLC
Project Planning - 3Project Planning - 3
u The identification and involvement of stakeholders isan important evolution of the “all affected groups”statement that appeared frequently in the SWCMM
u The required plan for stakeholder interaction includes:
³List of all relevant stakeholders
³Rationale for stakeholder involvement
³Expected roles and responsibilities
³Relationships between stakeholders
³Relative importance of stakeholder to project success byphase
³Resources needed to ensure relevant stakeholder interaction
³Schedule for phasing of stakeholder interaction
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 21version KI Special© 2001 Kasse Initiatives, LLC
Project Planning - 4Project Planning - 4
u The commitment process is now explicitlydefined in Specific Practice 3.3
CMM to CMMI Evolution - 22version KI Special© 2001 Kasse Initiatives, LLC
Project Monitoring andProject Monitoring andControlControl
u Monitoring Commitments has also beenelevated to specific practice level - (SP 1.2)
u Monitoring Risks and Stakeholder Involvementis also more strongly emphasized in the CMMIcompared to the SWCMM
u Monitoring Stakeholder Involvement is explicitlybrought out and enables the Generic Practice2.6 – Identify and Involve RelevantStakeholders
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 23version KI Special© 2001 Kasse Initiatives, LLC
Process and ProductProcess and ProductQuality AssuranceQuality Assurance
u Stresses the objective evaluation of productsas well as processes!!
u Evaluation criteria must be established basedon business objectives³What will be evaluated?³When or how often will a process be evaluated?³How will the evaluation be conducted?³Who must be involved in the evaluation?
CMM to CMMI Evolution - 24version KI Special© 2001 Kasse Initiatives, LLC
ConfigurationConfigurationManagementManagement
u The idea of “Software Library” has beenreplaced by the more encompassing“Configuration Management System”
u A configuration management systemincludes:³The storage media
³The procedures
³The tools for accessing the configuration system
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 25version KI Special© 2001 Kasse Initiatives, LLC
Supplier AgreementSupplier AgreementManagementManagement
u Replaces the initial ideas found in SubcontractManagement
u Now incorporates the original intent ofSubcontract Management as well as lessonslearned over the past 7 years ☺
CMM to CMMI Evolution - 26version KI Special© 2001 Kasse Initiatives, LLC
Supplier AgreementSupplier AgreementManagement - 2Management - 2
Project
SisterDivisions
Other Projectsin Business
Unit
Off-the-ShelfProducts
Subcontractors
Contractors
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 27version KI Special© 2001 Kasse Initiatives, LLC
Measurement andMeasurement andAnalysisAnalysis
u Provides a description of a measurementinitiative that involves the following:³Specifying the objectives of measurement and
analysis such that they are aligned with establishedinformation needs and business objectives
³Defining the measures to be used, the datacollection process, the storage mechanisms, theanalysis processes, the reporting processes, andthe feedback processes³Implementing the collection, storage, analysis, and
presentation of the data³Providing objective results that can be used in
making business judgments and taking appropriatecorrective actions
CMM to CMMI Evolution - 28version KI Special© 2001 Kasse Initiatives, LLC
Measurement andMeasurement andAnalysis - 2Analysis - 2
u An organization that barely passes theMeasurement and Analysis Common Featurerequirements of CMM for Software would notpass the measurement requirements of CMMI
u Sets up the organization to evolve itsmeasurement program from basic projectmanagement measures to those based on theorganization’s set of standard processes tostatistical control of selected subprocessesaccording to the organization’s business needs
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 29version KI Special© 2001 Kasse Initiatives, LLC
RequirementsRequirementsDevelopmentDevelopment
u The concepts presented in RequirementsDevelopment are consistent with very modernpublications on Requirements Engineering
u Clearly defines the need for identification andcare of stakeholders
u Incorporates the interface ideas of SystemsEngineering and Software Engineering withregards to gathering, analyzing, documenting,and maintaining requirements found in CMMfor Software v1.1 and expands on them
CMM to CMMI Evolution - 30version KI Special© 2001 Kasse Initiatives, LLC
RequirementsRequirementsDevelopment -2Development -2
u Requirements Development together with TechnicalSolution truly shows the recursive and iterative natureof developing requirements:
Stakeholder Needs
Customer Requirements
Product and ProductComponent Requirements
Requirements Analysis
Derived Requirements
Allocation to ProductFunctions and ProductComponents includingObjects, People,and associated Processesor People
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 31version KI Special© 2001 Kasse Initiatives, LLC
RequirementsRequirementsDevelopment - 3Development - 3
u The Requirements Development PA includes adescription of developing an operationalconcept and operational scenarios to refineand discover new requirements, needs, andconstraints that include the interaction of theproduct, the end user and the environment
u It also includes a strong focus on interfacerequirements
u It suggests the use of models, simulations, andprototyping to perform risk assessments toreduce the cost and risk of productdevelopment
u It is very tightly coupled to the TechnicalSolution process area
CMM to CMMI Evolution - 32version KI Special© 2001 Kasse Initiatives, LLC
RequirementsRequirementsDevelopment - 4Development - 4
u It emphasizes the idea of starting the processof requirements validation very early in theproduct lifecycle
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 33version KI Special© 2001 Kasse Initiatives, LLC
Spiral Model of theSpiral Model of theProduct RequirementsProduct RequirementsEngineering ProcessEngineering Process
START
Requirements elicitation
Requirements validationRequirements documentation
Requirements analysisand negotiation
Agreedrequirements
Draft Requirementsdocument
Requirementsdocument and
validation report
Informal statement ofrequirements
Decision point:accept documentor re-enter spiral
Gerald Kotonya and Ian Sommerville, Requirements Engineering, John Wiley and Sons, 1998
CMM to CMMI Evolution - 34version KI Special© 2001 Kasse Initiatives, LLC
Technical SolutionTechnical Solution
u Technical Solution practices apply not only tothe product and product components but alsoto services and product-related processes
u Technical Solutions are presented as beingdeveloped interactively with product orproduct component requirements definition
u Technical Solution stresses the need fordeveloping alternative solutions
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 35version KI Special© 2001 Kasse Initiatives, LLC
Technical Solution - 2Technical Solution - 2((Engineer in Quality)Engineer in Quality)
u To engineer in quality means to add quality tosoftware during the engineering process
u To achieve this, software engineers must beaware of quality requirements at the same timethey are building the functional requirements
u Quality requirements thus take on the samerelationship to the product as functionalrequirements do
u If we engineer quality in, we add quality to theproduct as we build it
CMM to CMMI Evolution - 36version KI Special© 2001 Kasse Initiatives, LLC
Technical Solution - 3Technical Solution - 3
u Quality Factors (e.g., maintainability,expandability, reliability) were discussed in theCMM/SW Level 4 KPA Software QualityManagement – “Quality goals for the project’ssoftware products are defined, monitored, andrevised throughout the software lifecycle”
u CMMI discusses the quality factors first inRequirements Development and emphasizestheir importance in Technical Solution
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 37version KI Special© 2001 Kasse Initiatives, LLC
Technical Solution - 4Technical Solution - 4
u Design criteria are often established to ensurethat the product or product component exhibitsone or more of the following quality attributes:³Modularity³ Clarity³Maintainability³ Expandability³ Portability³ Efficiency³ Reliability³ Security³ Usability³ Scalability
CMM to CMMI Evolution - 38version KI Special© 2001 Kasse Initiatives, LLC
Product IntegrationProduct Integration
u Product Integration presents the concepts toachieve complete product integration throughprogressive assembly of product components,in one stage or in incremental stages,according to a defined integration strategy
u It stresses the careful analysis and selection ofthe optimum integration strategy³The basis for effective product integration is an
integration strategy that uses combinations oftechniques in an incremental manner
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 39version KI Special© 2001 Kasse Initiatives, LLC
Product Integration - 2Product Integration - 2
u It points out the need to establish and maintainthe environment required to support theintegration of the product components
u It introduces the concept of product componentand product assembly Checkout, to evaluateits performance and suitability
u It presents the idea of applying (ProductIntegration, Verification, and Validation) insuccessive triplets until the product is ready forpackaging and delivery
CMM to CMMI Evolution - 40version KI Special© 2001 Kasse Initiatives, LLC
Product Integration - 3Product Integration - 3
u It stresses the effective management of allinterfaces to ensure that all interfaces will becomplete and compatible³Interface descriptions
³Interface data
u Packaging and Delivery is specifically calledout in Specific Practice 3.4 – an improvementover the information provided in the SWCMM
u Inspecting Product Elements Upon Receipt isan activity that is not well done in the industrytoday and deserves the attention that is nowdefined in the CMMI!
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 41version KI Special© 2001 Kasse Initiatives, LLC
VerificationVerification
u Verification is used to assure that selectedwork products meet their specifiedrequirements
u Verification assures “You built it right”
u Expects a verification strategy that addressesthe specific actions, resources, andenvironments that will be required for workproduct verification to be developed³Developed concurrently and iteratively with the
product and product component designs
CMM to CMMI Evolution - 42version KI Special© 2001 Kasse Initiatives, LLC
Verification - 2Verification - 2
uCaptures the ideas of using:³Peer Reviews³Load, stress and performance testing³Functional decomposition based testing³Simulation³Prototypes³Observations and demonstrations³Operational scenario testing
as they apply to ensuring that the requirementsare being addressed at each phase of thedevelopment lifecycle from a systems, andsoftware point of view
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 43version KI Special© 2001 Kasse Initiatives, LLC
ValidationValidation
u Validation is used to demonstrate that aproduct or product component fulfills itsintended use when placed in its intendedoperational environment
u Validation assures “You built the right thing”
CMM to CMMI Evolution - 44version KI Special© 2001 Kasse Initiatives, LLC
Risk ManagementRisk Management
u The concepts inherent to Risk Managementfinally made it to Process Area status³Risk Identification³Risk Assessment³Risk Analysis³Risk Prioritization³Risk Mitigation³Risk Contingency Planning
u The ideas behind Risk Contingency Planningand Risk Mitigation have been merged but aredefinitely clearer
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 45version KI Special© 2001 Kasse Initiatives, LLC
Decision and AnalysisDecision and Analysis
u Decision and Analysis presents the concepts ofidentifying alternatives to issues that have asignificant impact on meeting objectives,analyzing the alternatives, and selecting oneor more alternatives that best supportprescribed objectives
u Decision and Analysis is a new concept for thesoftware world whose time has certainly come
CMM to CMMI Evolution - 46version KI Special© 2001 Kasse Initiatives, LLC
Criteria for UsingCriteria for UsingFormal DecisionFormal DecisionAnalysis TechniquesAnalysis Techniques
u Decision and Analysis helps determine which issuesshould be examined by formal decision analysis –typical criteria for when to require formal decisionmaking includes:³When a decision is directly related to topics assessed as
being of medium or high risk
³When a decision is related to changing work productsunder configuration management
³When a decision would cause schedule delays over acertain percentage or specific amount of time
³When a decision has an impact on the ability to achieveproject objectives
³When a decision’s costs are reasonable compared to thedecision’s impact
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 47version KI Special© 2001 Kasse Initiatives, LLC
Assistance fromAssistance fromOperations ResearchOperations Research
u Understanding decision making models fromOperations Research can help in making fulluse of this Process Area³Linear Optimization Models Simplex Method for executive decision making
³Stochastic Programming Models³Dynamic Optimization Models³Unbounded Horizon Models³Queuing Decision Models
CMM to CMMI Evolution - 48version KI Special© 2001 Kasse Initiatives, LLC
Organizational ProcessOrganizational ProcessDefinitionDefinition
u The wording for this process area has changedsubtly but significantly from that of the SWCMM³Establish and maintain a usable set of
organizational process assets including theorganization’s set of standard processes³Acknowledges that an organization may utilize more
than one standard process to handle its productlines and business needs
u Process Database evolved into OrganizationalMeasurement Repository
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 49version KI Special© 2001 Kasse Initiatives, LLC
Integrated ProjectIntegrated ProjectManagementManagement
u Integrated Project Management takes on the aspects ofIntegrated Software Management and IntergroupCoordination that were found in the SWCMM³ The project is conducted using a defined process that is tailored
from the organization's set of standard processes
u It also emphasizes the need to proactively integrate theconcepts in the Project Plan and all supporting planssuch as:³Quality assurance plans³Configuration management plans³Risk management strategy³ Verification strategy³ Validation strategy³ Product integration plans
CMM to CMMI Evolution - 50version KI Special© 2001 Kasse Initiatives, LLC
Organizational ProcessOrganizational ProcessPerformancePerformance
u The Organizational Process Performanceprocess area was developed to helporganizations set the stage for quantitativeprocess management:³Baselines and models that characterize
the expected process performance of theorganization's set of standard processes areestablished and maintained
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 51version KI Special© 2001 Kasse Initiatives, LLC
Performance BaselinesPerformance Baselines
u The organization’s process performancebaselines measure performance for theorganization’s set of standard processes atvarious levels including:³Individual processes (e.g., test case inspection
element)
³Sequence of connected processes
³Processes for the complete lifecycle
³Processes for developing individual work products
CMM to CMMI Evolution - 52version KI Special© 2001 Kasse Initiatives, LLC
PerformancePerformanceBaselines - 2Baselines - 2
u There may be several process performancebaselines to characterize performance forsubgroups of the organization – Examplesinclude:³Product Line
³Application domain
³Complexity
³Team size
³Work product size
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 53version KI Special© 2001 Kasse Initiatives, LLC
Quantitative ProjectQuantitative ProjectManagementManagement
u This Process Area combines the concepts ofQuantitative Process Management andSoftware Quality Management from theSWCMM point of view
u The concepts of quantitative management andstatistical process control are strongly presentin this process area.
u Quantitative Project Management is tightlycoupled with Organizational ProcessPerformance, taking standard processmeasures from it to achieve stability ofsubprocesses and providing information backto it once the statistical control boundaries areestablished
CMM to CMMI Evolution - 54version KI Special© 2001 Kasse Initiatives, LLC
QuantitativeQuantitativeManagement ConceptsManagement Concepts
u Quantitative Management is tied to theorganization’s strategic goals for productquality, service quality, and processperformance
u When higher degrees of quality andperformance are demanded, the organizationand projects must determine if they have theability to improve the necessary processes tosatisfy the increased demands
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 55version KI Special© 2001 Kasse Initiatives, LLC
QuantitativeQuantitativeManagementManagementConcepts - 2Concepts - 2
u Achieving the necessary quality and processperformance objectives requires stabilizing theprocesses that contribute most to theachievement of the objectives
u Assuming the technical requirements can bemet, the next decision is to determine if it iscost effective
CMM to CMMI Evolution - 56version KI Special© 2001 Kasse Initiatives, LLC
QuantitativeQuantitativeManagementManagementConcepts - 3Concepts - 3
u Reducing process variation is an importantaspect to quantitative management:³It is important to focus on subprocesses that can be
controlled to achieve a predictable performance
u Statistical process control is often betterfocused on organizational areas such asProduct Lines where there is high similarity ofprocesses, than on the organization’s entire setof products
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 57version KI Special© 2001 Kasse Initiatives, LLC
QuantitativeQuantitativeManagementManagementConcepts - 4Concepts - 4
u Successful application of QuantitativeManagement concepts must look closely to:³The business demands³The capability of existing processes³The ability of the organization to bring processes
and subprocesses under statistical control in a costeffective manner
CMM to CMMI Evolution - 58version KI Special© 2001 Kasse Initiatives, LLC
Quantitative ProjectQuantitative ProjectManagement ConceptsManagement ConceptsReferencesReferences
u Two sources that can help to really understandwhat is behind this Process Area are:³Measuring the Software Process by William Florac
and Anita Carleton.
³Statistical Methods for Software Quality by AdrianBurr and Mal Owen
³Understanding Variation by Donald Wheeler
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 59version KI Special© 2001 Kasse Initiatives, LLC
OrganizationalOrganizationalInnovation andInnovation andDeploymentDeployment
u Combined Process Change Management andTechnology Change Management from theSWCMM point of view
u Just Do It! – Or once one has the innovationideas identified and analyzed against theorganization’s business objectives and costmeasures, get it tried and expanded whereverpossible throughout the organization
u Subpractices are excellent and provide a solidpicture of what is required for this process area
CMM to CMMI Evolution - 60version KI Special© 2001 Kasse Initiatives, LLC
OrganizationalOrganizationalInnovation andInnovation andDeployment OverviewDeployment Overview
u The Organizational Innovation and Deploymentprocess area selects and deploysimprovements that can improve theorganization’s ability to meet its quality andprocess performance objectives
u Quality and process performance objectivesthat this process area might address include:³Improved product quality³Increased productivity³Decreased developed cycle time³Greater customer and end user satisfaction
India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 61version KI Special© 2001 Kasse Initiatives, LLC
OrganizationalOrganizationalInnovation andInnovation andDeployment Overview - 2Deployment Overview - 2
u Process and technology improvements that willbe deployed are selected from proposalsbased on the following criteria:³A quantitative understanding of the organization’s
current quality and process performance
³Estimates of the improvement resulting from thedeployment
³The resources and funding available for thatdeployment
³The expected benefits weighed against the cost andimpact to the organization
CMM to CMMI Evolution - 62version KI Special© 2001 Kasse Initiatives, LLC
ConstageduousConstageduousViewpointViewpoint
India SEPG 2001CMM to CMMI Evolution
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ConstageduousConstageduousViewpointViewpoint
u CMMI Framework provides the opportunity toapply the principles of both the staged andcontinuous representations in a processimprovement oriented manner or a manner thatmight be labeled “Constageduous”
CMM to CMMI Evolution - 64version KI Special© 2001 Kasse Initiatives, LLC
ConstageduousConstageduousViewpoint - 2Viewpoint - 2
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India SEPG 2001CMM to CMMI Evolution
CMM to CMMI Evolution - 65version KI Special© 2001 Kasse Initiatives, LLC
The Standard BarThe Standard BarHas Been RaisedHas Been Raised
Old StandardHeight
New StandardHeight
The Standard Bar has been raised – Lessonslearned over the past 7 years have now beenincorporated into this integrated CMM
Lessons Learned
CMM to CMMI Evolution - 66version KI Special© 2001 Kasse Initiatives, LLC
Tim KasseTim KasseKasse Initiatives LLCKasse Initiatives LLC
30 West Sheffield Avenue30 West Sheffield AvenueGilbert, Arizona 85233Gilbert, Arizona 85233
U.S.A.U.S.A.Tel: +1 480 855 1101Tel: +1 480 855 1101
E-mail: E-mail: kassetckassetc@@aolaol.com.com
Web Site: www.Web Site: www.kasseinitiativeskasseinitiatives.com.com