Lecturer: Mahdy Basharyce.sharif.ir/courses/85-86/2/ce924/resources/root/... · Mahdy Bashary....

Sharif University of TechnologySharif University of Technology

Lecturer:

Mahdy BasharySharif University of Technology


AgendaAgenda

• Brief Introduction

• Why CMMI:– Why process improvement?

– Why we need integration?

• CMMI Concept– CMMI project objectives.

– CMMI source models

• CMMI Content– CMMI Models

– Model Content

– CMMI Representation


Brief IntroductionBrief Introduction

• “Capability Maturity Model® Integration (CMMI) is a process improvement approachthat provides organizations with the essential elements of effective processes. It can be used to guide process improvement across a project, a division, or an entire organization. CMMI helps integrate traditionally separate organizational functions, set process improvement goals and priorities, provide guidance for quality processes, and provide a point of reference for appraising current processes.”

[SEI 2006]


AgendaAgenda







– Model Content



Everyone realizes the importance of having a motivated, quality work force but...

• ...even our finest people can’t perform at their best when the process is not understood or operating “at its best.”

PEOPLE

PROCESS

TECHNOLOGY

Major determinants of product cost, schedule, and quality

Need for ProcessNeed for Process

[SEI 2006]


• Process provides a constructive, high-

leverage focus...

– as opposed to a focus on people

• Your work force, on the average, is as “good” as it is

trained to be.

• Working harder is not the answer.

• Working smarter, through process, is the answer.

– as opposed to a focus on technology

• Technology applied without a suitable roadmap will not

result in significant payoff.

• Technology provides the most benefit in the context of

an appropriate process roadmap.

Motivations for Process Motivations for Process

ImprovementImprovement


Process Improvement Process Improvement

BenefitsBenefits

• The quality of a system and it’s products is highly influenced by the quality of the process used to acquire, develop, and maintain it.

• Process improvement increases predictability and consistency of an organization.

• Process improvement reduces additional cost in development of product.


ExamplesExamples

• Tinker Air Force Base measured an ROI of 7 to 1 over seven years of software process improvement.

• Northrop Grumman Information Technology after three years has reported in one of its units the operationally found defects down 60 percent.

• IBM Global Services, India, report their ROI for process improvement is consistently 4 or 5 to 1


AgendaAgenda







– Model Content



The Frameworks QuagmireThe Frameworks Quagmire

[Sheard 2002]


The Benefits of Integrated The Benefits of Integrated

Process Improvement Process Improvement 1. Cost Benefits: integration reduces cost by

reducing following:

• Training in multiple models and appraisal methods.

• Performing multiple appraisals within the same organizations

• Maintaining redundant process assets in a repository.

• Maintaining or purchasing expertise in multiple models.

2. Clarity of Focus • Using a single model cause better

communication between people involved by using a common terminology, common goal,…


The Benefits of Integrated The Benefits of Integrated

Process Improvement (cont.)Process Improvement (cont.)3. Process Integration and Lean

Organizations • Improving an organization as whole is more

productive than improving its disciplines separately.

4. Flexibility and Extension into New Disciplines • Adding a new individual model results in a great

deal of redundancy and often-conflicting representations in the common process-improvement practices. Adding a discipline within an integrated program simply means a few more process area .


Performance ResultsPerformance Results

27.7 : 12 : 1164.7 : 1Return on Investment

55%-4%614%Customer Satisfaction

132%7%2050%Quality

255%9%1762%Productivity

90%2%1937%Schedule

87%3%2120%Cost

HighLowNumber of

Data PointsMedianPerformance Category

[SEI 2006]


AgendaAgenda







– Model Content



CMMI OverviewCMMI Overview

• Capability Maturity Model Integration

(CMMI) was initiated in 1997 by DoD

and National Defense Industrial

Association (NDIA).

• The development team is made up:

– Government

– Industry

– Software Engineering Institute (SEI).


CMMI Development SuppliersCMMI Development Suppliers


AgendaAgenda







– Model Content



CMMI Project ObjectiveCMMI Project Objective

• CMMI has two objectives:

– Initial objective: integration of three specific process-improvement models: software, systems engineering, and integrated product development.

– Longer-term objective: laying a foundation for the later addition of other disciplines (such as supplier sourcing, manufacturing, acquisition, or safety and security) to CMMI.


AgendaAgenda







– Model Content



CMMI Source ModelsCMMI Source Models

• CMMI has three main source models:

IPD-CMM, version 0.98Integrated Product and Process Development

EIA/IS 731Systems Engineering

SW-CMM, draft version 2(c)Software

Source ModelModel Discipline


History of the CMMIHistory of the CMMI1987 1991 1995 1997 2000 2002

First CMMPublished

Model Refinedand Published as

SW-CMM v1.0

SW-CMM v1.1Published

1993

Software Acquisition (SA-CMM),Systems Engineering (SE-CMM),

Organizational Workforce Capability Development (People CMM)Developed

CMMI InitiativeLaunched

CMMI-SE/SWVersion 1.0Published

CMMI-SE/SW/IPPD/SSVersion 1.1Published

2006

CMMI-SE/SW/IPPD/SSVersion 1.2Published


AgendaAgenda







– Model Content



Maturity ModelsMaturity Models

• A maturity model describes characteristics of effective processes.

– Purpose: to provide guidance for improving your organization’s processes.

– Based on community’s prior experience

– Provides a common language, a framework for implementing improvements

– Can be used as a benchmark for comparing organizations.


CMMI DisciplinesCMMI Disciplines

• Systems engineering:– The development of total systems (which may or may not include software)

• Software engineering:– Development of software systems in particular

• Integrated product and process development (IPPD):– Achieving collaboration of relevant stakeholders throughout the life of the product to satisfy customer needs

– Always used with other disciplines (not alone)

• Supplier sourcing:– Supplier source analysis & monitoring supplier activities

• The CMMI project team expects other bodies of knowledge to be incorporated in future.


Model Based ImprovementModel Based Improvement

• model-based process improvement begins with management commitment and an appraisal. The findings from this appraisal, in turn, feed action plans. When these plans have been completed, further appraisals are performed and the cycle continues.

Perform

Appraise

Plan


CMMI ModelsCMMI Models

• A model is a structured collection of

elements that describe characteristics

of effective processes.

• CMMI Models:

– CMMI-SW

– CMMI-SE/SW

– CMMI-SE/SW/IPPD

– CMMI-SE/SW/IPPD/SS


Process AreaProcess Area

• Main feature of all CMMI models.

• Process Area are domains in which should be improved.

• Process areas is grouped in four categories: Process Management, Project Management, Engineering, and Support.

• Each model has a set of Process Areas: 22 in CMMI-SE/SW and CMMI-SW, 24 in CMMI-SE/SW/IPPD, and 25 in CMMI-SE/SW/IPPD/SS.


CMMICMMI--SE/SW/IPPD/SS SE/SW/IPPD/SS

Process AreasProcess Areas• Process Management

– Organizational Process Definition (OPD).

– Organizational Process Focus (OPF).

– Organizational Process Performance (OPP).

– Organizational Innovation and Deployment (OID).

– Organizational Training (OT).

• Project Management– Project Planning (PP)

– Project Monitoring and Control (PMC)

– Integrated Project Management (IPM)

– Integrated Project Management (IPM)

– Supplier Agreement Management (SAM)

– Risk Management (RSKM)

– Integrated Project Management for IPPD (IPM)

– Integrated Teaming (IT)

– Integrated Supplier Management (ISM)


CMMICMMI--SE/SW/IPPD/SS SE/SW/IPPD/SS

Process AreasProcess Areas• Engineering

– Requirements Management (REQM)

– Requirements Development (RD)

– Technical Solution (TS)

– Product Integration (PI)

– Verification (VER)

– Validation (VAL)

• Support– Configuration Management (CM)

– Process and Product Quality Assurance (PPQA)

– Measurement and Analysis (MA)

– Decision Analysis and Resolution (DAR)

– Causal Analysis and Resolution (CAR)

– Organizational Environment for Integration (OEI)


AgendaAgenda







– Model Content



Content ClassificationContent Classification

• There three types of materials in CMMI Models:– Required: These items are essential to the model and to an understanding of what is needed for process improvement and demonstrations of conformance to the model.

– Expected: these items may not be fully essential, and in some instances they may not be present in an organization that successfully uses the model. Nevertheless, expected material is presumed to play a central role in process improvement

– Informative: materials provide useful guidance for process improvement, and in many instances they may offer clarification regarding the intended meaning of the required and expected components.


Required MaterialRequired Material

• The sole required component of the CMMI models is the "goal."

• A goal represents a desirable end state, the achievement of which indicates that a certain degree of project and process control has been achieved.

• There are two type of goal:– Specific Goal: These goals are unique to a single process area.

– Generic Goal: These goals may apply across all of the process areas.

• Each process area has between one and four specific goals; the entire CMMI-SE/SW/IPPD/SS model (version 1.1) includes a total of 55 specific goals.


Expected MaterialExpected Material

• The only expected component of the CMMI models is the statement of a "practice."

• A practice represents the "expected" means of achieving a goal.

• CMMI lets you to use Alternative practices instead of using CMMI practices.

• There are two types of practice:– Specific Practice: these are unique to a single process area .– Generic Practice: these may be apply across all process area.

• Between two and seven specific practices are mapped to each specific goal; the entire CMMI-SE/SW/IPPD/SS version 1.1 model includes a total of 189 specific practices, which are mapped to the 55 specific goals


Goal & Practice ExampleGoal & Practice Example

CAR SP 2.2-1: Evaluate the effect of

changes on process performance.

CAR SG 2: Root causes of defects and

other problems are systematically

addressed to prevent their future

occurrence.

OPP SP 1.2-1: Establish and maintain

definitions of the measures that are to

be included in the organization's

process performance analyses.

OPP SG 1: Baselines and models that

characterize the expected process

performance of the organization's set of

standard processes are established

and maintained.

PMC SP 2.1-1: Collect and analyze the

issues and determine the corrective

actions necessary to address the

issues.

PMC SG 2: Corrective actions are

managed to closure when the project's

performance or results deviate

significantly from the plan.

REQM SP 1.1-1: Develop an

understanding with the requirements

providers on the meaning of the

requirements.

REQM SG 1: Requirements are managed

and inconsistencies with project plans

and work products are identified.

Specific PracticeSpecific Goal


Informative MaterialsInformative Materials

• There are 10 type of Informative Materials:1111.... Purpose: Purpose: Purpose: Purpose: a brief statement of purpose for the

process area.

2222.... Introductory Note: Introductory Note: Introductory Note: Introductory Note: A section including multiple introductory notes that apply to the entire process area follows the purpose statement.

3333.... Reference: Reference: Reference: Reference: Explicit pointing from one process area to all or part of another process area.

4444.... Name: Name: Name: Name: An acronym for a goal, practice, process area name. (i.e.: MA SG 1)

5555.... PracticePracticePracticePractice----totototo----Goal Relationship Table: Goal Relationship Table: Goal Relationship Table: Goal Relationship Table: a table that maps each practice to corresponding goal.


Informative Materials (cont.)Informative Materials (cont.)

6666.... Note: Note: Note: Note: like “introductory note” but in other places.

7777.... Typical Work Products: Typical Work Products: Typical Work Products: Typical Work Products: artifacts produced by a practice.

8888.... Subpractices: Subpractices: Subpractices: Subpractices: Subpractices provide a decomposition of practices meaning and the activities that they might entail as well as an elaboration of their use.

9999.... Discipline AmplificationsDiscipline AmplificationsDiscipline AmplificationsDiscipline Amplifications: these fit a content to a specific discipline.

10101010.... Generic Practice ElaborationsGeneric Practice ElaborationsGeneric Practice ElaborationsGeneric Practice Elaborations: these customize a generic practice for specific process area.


An ExampleAn Example

[SEI 2002]Organization Process Focus Process Area


AgendaAgenda







– Model Content



CMMI RepresentationCMMI Representation

• A CMMI representation is an approach to how to apply a CMMI model to improve our process.

• There was a three type of representation in agile source models:

– Staged: Staged: Staged: Staged: SW-CMM used this representation.

– Continuous: Continuous: Continuous: Continuous: EIA/IS 731 used this representation

– Hybrid: Hybrid: Hybrid: Hybrid: IPD-CMM used this representation. It’s a mix down of pervious representation.


Staged RepresentationStaged Representation

• This uses predefined road map for organizational improvement based on proven grouping and ordering of processes and associated organizational relationships.

• The term "staged" comes from the way that the model describes this road map as a series of "stages" that are called "maturity levels."

• Each maturity level has a set of process areas that indicate where an organization should focus to improve its organizational process.

• Progress occurs by satisfying the goals of all process areas in a particular maturity level.


Process unpredictable, poorly controlled and reactive1

2Process characterized for projects and is often reactive

3Process characterized for the organization

4Process measured and statistically controlled

5Emphasis on continuous improvement

Optimizing

Initial

Quantitatively Managed

Defined

Managed

CMMI Maturity LevelsCMMI Maturity Levels

Low Maturity

High Maturity


Continuous RepresentationContinuous Representation

• Continuous models provide less specific guidance on the order in which improvement should be accomplished.

• They are called continuous because no discrete stages are associated with organizational maturity.

• The order of accomplishment process areas is defined by company that uses it.

• Instead of maturity level there is capability profile which shows capability level in each process area.


Causal Analysis and ResolutionOrganization Innovation & DeploymentQuantitative Project ManagementOrganizational Process PerformanceOrganizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project ManagementRisk Management Decision Analysis and ResolutionRequirements DevelopmentTechnical Solution Product IntegrationVerification ValidationProject PlanningProject Monitoring and ControlConfiguration ManagementProduct & Process Quality AssuranceSupplier Agreement ManagementMeasurement and AnalysisRequirements Management

Capability ProfileCapability Profile

Level0

Level1

Level2

Level3

Level5

Level4


Capability LevelsCapability Levels

GG 5: The process is institutionalized as an optimizing process.CL 5

GG 4: The process is institutionalized as a quantitatively

managed process.

CL 4

GG 3: The process is institutionalized as a defined process.CL 3

GG 2: The process is institutionalized as a managed process.CL 2

GG 1: The process supports and enables achievement of the

specific goals of the process area by transforming identifiable

input work products to produce identifiable output work

products.

CL 1

No goal.CL 0

Generic GoalCapability

Level


Building CapabilityBuilding Capability


PerformedPerformed


ManagedManaged

Respiratory


DefinedDefined

Respiratory


Quantitatively Managed Quantitatively Managed

Respiratory


Optimizing Optimizing

Respiratory


CMMI RepresentationCMMI Representation

• The risk of losing support for CMMI was too great if it summarily eliminated either representation or tried to find a single "hybrid" solution.

• CMMI uses two representation: Staged, Continuous

• Process areas between two Representation are same but their organization are different.


Overview of CMMI Process Overview of CMMI Process

AreasAreasProject Management

QPM: Quantitative

Project Management

IPM: Integrated

Project Management

RSKM: Risk

Management

IT*: Integrated

Teaming

ISM**: Integrated

Supplier ManagementPP: Project Planning

PMC: Project

Monitoring and

Control

SAM: Supplier

Agreement

Management

Engineering

RD: Requirements

Development

TS: Technical

Solution

PI: Product

Integration

VER: Verification

VAL: ValidationREQM:

Requirements

Management

Support

CAR: Causal Analysis

and Resolution

DAR: Decision

Analysis and

Resolution

OEI*: Organizational

Environment for

Integration

MA: Measurement and

Analysis

PPQA: Process &

Product Quality

Assurance

CM: Configuration

Management

Process Management

OID: Organizational

Innovation

&DeploymentOPP: Organizational

Process Performance

OPF: Organizational

Process Focus

OPD: Organizational

Process Definition

OT: Organizational

Training

Level

5 Optimizing

4 Quantitati-velyManaged

3 Defined

2 Managed

1 Initial

CMMI Options: * with Integrated Product & Process Development (IPPD)

** with Supplier Sourcing (SS)


Equivalent Staging Equivalent Staging

• To reinforce the concept of one model

with two views or representations,

CMMI provides a mapping to move

from the continuous to the staged

perspective.


Maturity Level 2Maturity Level 2


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Lecturer: Mahdy Basharyce.sharif.ir/courses/85-86/2/ce924/resources/root/... · Mahdy Bashary....

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Transcript of Lecturer: Mahdy Basharyce.sharif.ir/courses/85-86/2/ce924/resources/root/... · Mahdy Bashary....