voice.256.527.8749voice.256.527.8749 fax.256.461.7985fax.256.461.7985sandra.cepeda@[email protected]
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CSSACSSACepeda Systems & Software Analysis, Inc.
CMMI ®OverviewCMMI ®OverviewPresented by:
Sandra L. CepedaPresident and CEO
Cepeda Systems and Software Analysis, Inc.
SEI Visiting Scientist
Presented by:
Sandra L. CepedaPresident and CEO
Cepeda Systems and Software Analysis, Inc.
SEI Visiting ScientistJuly 11, 2003July 11, 2003® CMMI is registered in the U.S. Patent and
Trademark Office by Carnegie Mellon University
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Copyright 2004, CSSA, Inc.
Appropriate Use of This Appropriate Use of This MaterialMaterial
Appropriate Use of This Appropriate Use of This MaterialMaterial
This material is intellectual property donated by CSSA, Inc. to the pilot of CMMI use in small settings sponsored by AMRDEC SED. You are granted use of this material for non-commercial purposes provided that the material is used as is, including the CSSA logo and copyright information.
For other uses, please contact Sandra Cepeda at [email protected] for permission.
This material is intellectual property donated by CSSA, Inc. to the pilot of CMMI use in small settings sponsored by AMRDEC SED. You are granted use of this material for non-commercial purposes provided that the material is used as is, including the CSSA logo and copyright information.
For other uses, please contact Sandra Cepeda at [email protected] for permission.
200209–CSSA0001 – 304/18/23 21:02
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AGENDAAGENDAAGENDAAGENDA
Why the CMMI? What is the CMMI? Using the CMMI Correctly Value of the CMMI Business Case for the CMMI Industry Feedback CMMI Adoption Statistics
Why the CMMI? What is the CMMI? Using the CMMI Correctly Value of the CMMI Business Case for the CMMI Industry Feedback CMMI Adoption Statistics
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Copyright 2004, CSSA, Inc.
THE CMMITHE CMMI PROJECTPROJECTTHE CMMITHE CMMI PROJECTPROJECT
The Capability Maturity Model Integration (CMMI) Project Was Initiated in 1997 by the DoD and National Defense Industrial Association (NDIA) To:
Establish a Framework to Integrate Current and Future Models
Build an Initial Set of Integrated Models Three Source Models Served As the Basis for the CMMI:
CMM for Software V2.0 Draft C EIA - 731 Systems Engineering IPD CMM (IPD) V0.98a
Collaborative Endeavor Industry Government Software Engineering Institute (SEI)
Key Driver: Use of Multiple Models and Assessment Methods Has Been
Inefficient Key Objective:
Reduce the Cost of Establishing and Maintaining Process Improvement Efforts Across an Enterprise Using Multiple Disciplines to Produce Products or Services
The Capability Maturity Model Integration (CMMI) Project Was Initiated in 1997 by the DoD and National Defense Industrial Association (NDIA) To:
Establish a Framework to Integrate Current and Future Models
Build an Initial Set of Integrated Models Three Source Models Served As the Basis for the CMMI:
CMM for Software V2.0 Draft C EIA - 731 Systems Engineering IPD CMM (IPD) V0.98a
Collaborative Endeavor Industry Government Software Engineering Institute (SEI)
Key Driver: Use of Multiple Models and Assessment Methods Has Been
Inefficient Key Objective:
Reduce the Cost of Establishing and Maintaining Process Improvement Efforts Across an Enterprise Using Multiple Disciplines to Produce Products or Services
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CMMI DESIGN GOALSCMMI DESIGN GOALSCMMI DESIGN GOALSCMMI DESIGN GOALS
Integrate the Source Models Eliminate Inconsistencies Reduce Duplication Increase Clarity and Understanding Provide Common Terminology and Consistent Style Maintain Common Components Assure Conformance to ISO 15504 Lay Foundation for Later Addition of Other
Disciplines Reduce the Cost of Implementing Model-Based
Process Improvement Be Sensitive to Impact on Legacy Efforts
Integrate the Source Models Eliminate Inconsistencies Reduce Duplication Increase Clarity and Understanding Provide Common Terminology and Consistent Style Maintain Common Components Assure Conformance to ISO 15504 Lay Foundation for Later Addition of Other
Disciplines Reduce the Cost of Implementing Model-Based
Process Improvement Be Sensitive to Impact on Legacy Efforts
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WHAT ISCMMI ?
WHAT ISCMMI ?
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Copyright 2004, CSSA, Inc.
WHAT IS CMMI?WHAT IS CMMI?WHAT IS CMMI?WHAT IS CMMI?
“The Purpose of CMM Integration is to provide guidance for improving your organization’s processes and your ability to manage the development, acquisition and maintenance of products and services.”
CMMI Version 1.1
“The Purpose of CMM Integration is to provide guidance for improving your organization’s processes and your ability to manage the development, acquisition and maintenance of products and services.”
CMMI Version 1.1
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WHAT IS CMMI?WHAT IS CMMI?WHAT IS CMMI?WHAT IS CMMI?
CMMI Is a Process-Improvement Model That Provides a Set of Best Practices That Address Productivity, Performance, Costs, and Stakeholder Satisfaction.
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.
CMMI Focuses on the Total-System Problem, Unlike the SW-CMM or SE-CMM.
CMMI Facilitates Enterprise-Wide Process Improvement, Unlike Single-Discipline Models That Can Result in Confusion and Higher Costs.
CMMI Is a Process-Improvement Model That Provides a Set of Best Practices That Address Productivity, Performance, Costs, and Stakeholder Satisfaction.
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.
CMMI Focuses on the Total-System Problem, Unlike the SW-CMM or SE-CMM.
CMMI Facilitates Enterprise-Wide Process Improvement, Unlike Single-Discipline Models That Can Result in Confusion and Higher Costs.
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CMMI SCOPE & COVERAGECMMI SCOPE & COVERAGECMMI SCOPE & COVERAGECMMI SCOPE & COVERAGE
Multiple Disciplines Engineering Development
Software EngineeringSystems EngineeringConcurrent EngineeringHardware Engineering“Assurance” Engineering
Program ManagementProject ManagementQuality AssuranceConfiguration and Data
Management
Multiple Disciplines Engineering Development
Software EngineeringSystems EngineeringConcurrent EngineeringHardware Engineering“Assurance” Engineering
Program ManagementProject ManagementQuality AssuranceConfiguration and Data
Management
Multiple Applications
Architecture Design
Systems Electrical Mechanical Software
System Integration and Test
Logistics Operations Maintenance
Multiple Applications
Architecture Design
Systems Electrical Mechanical Software
System Integration and Test
Logistics Operations Maintenance
Total Product Life CycleTotal Product Life CycleTotal Product Life CycleTotal Product Life Cycle
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Staged Continuous
CMMI IN A NUTSHELLCMMI IN A NUTSHELLCMMI IN A NUTSHELLCMMI IN A NUTSHELL
PA PA
Cap
abili
ty0
1
2
3
4
5
ProcessPA
ML 1
ML2
ML3
ML4
ML5
Organization
Maturity Level 5 OID, CARMaturity Level 5 OID, CAR
Maturity Level 4 OPP, QPMMaturity Level 4 OPP, QPM
Maturity Level 3 RM, TS, PI, VER, VAL, OPF, OPD, OT, IPM, RSKM, DAR, OEI, IT, ISM
Maturity Level 3 RM, TS, PI, VER, VAL, OPF, OPD, OT, IPM, RSKM, DAR, OEI, IT, ISM
Maturity Level 2 REQM, PP, PMC, MA, PPQA, CM, SAM
Maturity Level 2 REQM, PP, PMC, MA, PPQA, CM, SAM
Process Areas (SE/SW/IPPD/SS)
Requirements Management (REQM)Project Planning (PP)Project Monitoring and Control (PMC)Measurement and Analysis (MA)Process and Product Quality Assurance (PPQA)Configuration Management (CM)Supplier Agreement Management (SAM)
Requirements Development (RD)Technical Solution (TS) Product Integration (PI)Verification (VER)Validation (VAL)Organizational Process Focus (OPF)Organizational Process Definition (OPD)Organizational Training (OT)Integrated Project Management (IPM)Risk Management (RSKM)Decision Analysis and Resolution (DAR)Organizational Environment for Integration (OEI)Integrated Teaming (IT)Integrated Supplier Management (ISM)
Organizational Process Performance (OPP)Quantitative Project Management (QPM)
Organizational Innovation & Deployment (OID)Causal Analysis and Resolution (CAR)
SupportSupport CM, PPQA, MA, CAR, DAR, OEI
SupportSupport CM, PPQA, MA, CAR, DAR, OEI
EngineeringEngineering REQM, RD, TS, PI, VER, VAL
EngineeringEngineering REQM, RD, TS, PI, VER, VAL
Project Project ManagementManagementPP, PMC, SAM,
ISM, IPM, RSKM, QPM, IT
Project Project ManagementManagementPP, PMC, SAM,
ISM, IPM, RSKM, QPM, IT
Process Process ManagementManagement OPF, OPD, OT,
OPP, OID
Process Process ManagementManagement OPF, OPD, OT,
OPP, OID
Two Representations Per CMMI Two Representations Per CMMI Model Model One Appraisal Method (SCAMPI)One Appraisal Method (SCAMPI) Two Representations Per CMMI Two Representations Per CMMI Model Model One Appraisal Method (SCAMPI)One Appraisal Method (SCAMPI)
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COMPARING THE SW-CMMCOMPARING THE SW-CMMTO CMMI TO CMMI
COMPARING THE SW-CMMCOMPARING THE SW-CMMTO CMMI TO CMMI
Level 2 New Measurement and Analysis
PA SSM: “Supplier” Instead Of
“Subcontractor”
Level 3 New Process Areas
Risk Management Decision Analysis and Resolution Organizational Environment For
Integration Integrated Teaming Integrated Supplier Management
Expansion of SPE Into 5 Process Areas
Requirements Development Technical Solution Product Integration Verification Validation
Level 2 New Measurement and Analysis
PA SSM: “Supplier” Instead Of
“Subcontractor”
Level 3 New Process Areas
Risk Management Decision Analysis and Resolution Organizational Environment For
Integration Integrated Teaming Integrated Supplier Management
Expansion of SPE Into 5 Process Areas
Requirements Development Technical Solution Product Integration Verification Validation
Level 3 (Continued)
Deletion of Peer Reviews As PA Practices Included in Verification PA
Merging of ISM and IC Into Integrated Project Management
Common Features Refocus of Measurement and
Analysis CF to Directing Implementation CF
All Levels Addition of a Capability Level
Goal (Should Have Little Impact) Addition of Practices in Process
Areas, Where Necessary Expanded Scope
Level 3 (Continued)
Deletion of Peer Reviews As PA Practices Included in Verification PA
Merging of ISM and IC Into Integrated Project Management
Common Features Refocus of Measurement and
Analysis CF to Directing Implementation CF
All Levels Addition of a Capability Level
Goal (Should Have Little Impact) Addition of Practices in Process
Areas, Where Necessary Expanded Scope
Natural Extension Of, And Evolution From, Legacy Natural Extension Of, And Evolution From, Legacy ModelsModels
Natural Extension Of, And Evolution From, Legacy Natural Extension Of, And Evolution From, Legacy ModelsModels
IPPDSSIPPDSS
voice.256.527.8749voice.256.527.8749 fax.256.461.7985fax.256.461.7985sandra.cepeda@[email protected]
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USING CMMI
CORRECTLY
USING CMMI
CORRECTLY
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USING CMMIUSING CMMI CORRECTLYCORRECTLYUSING CMMIUSING CMMI CORRECTLYCORRECTLY
Correct Use of the CMMI Implies:
Reflecting the Reality of Your Business Environment
Tailoring (Interpreting) the CMMI to Suit Your Context and Needs
Allowing for Professional Judgment
Identifying Problems As Objectively As Possible
Thinking and Analyzing How the CMMI Applies Doing and Not Just Thinking!
Not Forcing Foolish Decisions!
Supporting Worker Participation and Empowerment
Correct Use of the CMMI Implies:
Reflecting the Reality of Your Business Environment
Tailoring (Interpreting) the CMMI to Suit Your Context and Needs
Allowing for Professional Judgment
Identifying Problems As Objectively As Possible
Thinking and Analyzing How the CMMI Applies Doing and Not Just Thinking!
Not Forcing Foolish Decisions!
Supporting Worker Participation and Empowerment
Use the Model As aUse the Model As a Guide, Not a, Not a Dictate
Tie Process Improvement to Business GoalsTie Process Improvement to Business Goals
Use the Model As aUse the Model As a Guide, Not a, Not a Dictate
Tie Process Improvement to Business GoalsTie Process Improvement to Business Goals
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TAILORING CMMITAILORING CMMI FORFORYOUR ORGANIZATIONYOUR ORGANIZATIONTAILORING CMMITAILORING CMMI FORFORYOUR ORGANIZATIONYOUR ORGANIZATION
CMMI Is Designed to Be Tailored to the Goals Set by Your Business Environment. The Built-in Flexibility of the CMMI Provides You the Opportunity To:
Fully Align Process Improvement With You Business Goals
Choose Areas Providing the Biggest “Bang for the Buck”
Leverage off Existing Activities
Develop Specialized Areas to Meet Your Specific Business Needs
Build on Previously Isolated Activities in Software, Systems Engineering, Acquisition, IPPD
Promote Maximum Flexibility and Efficiency in Your Process Improvement Approach
Support an Enterprise Perspective Across All Business Functions
CMMI Is Designed to Be Tailored to the Goals Set by Your Business Environment. The Built-in Flexibility of the CMMI Provides You the Opportunity To:
Fully Align Process Improvement With You Business Goals
Choose Areas Providing the Biggest “Bang for the Buck”
Leverage off Existing Activities
Develop Specialized Areas to Meet Your Specific Business Needs
Build on Previously Isolated Activities in Software, Systems Engineering, Acquisition, IPPD
Promote Maximum Flexibility and Efficiency in Your Process Improvement Approach
Support an Enterprise Perspective Across All Business Functions
voice.256.527.8749voice.256.527.8749 fax.256.461.7985fax.256.461.7985sandra.cepeda@[email protected]
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VALUEOF
CMMI
VALUEOF
CMMI
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Copyright 2004, CSSA, Inc.
VALUE OF THE CMMIVALUE OF THE CMMI (1 OF 2)(1 OF 2)VALUE OF THE CMMIVALUE OF THE CMMI (1 OF 2)(1 OF 2)
CMMI Adds: New Emphasis on Product As Well As Process Coverage of Services As Well As Systems Emphasis on Process Capability and Organizational
Maturity Early Emphasis on Measurement and Analysis Better Coverage of Engineering Management A Common, Integrated Vision of Improvement for All
Elements of Your Organization Efficient, Effective Appraisals and Improvement Across
Multiple Process Disciplines Reduced Cost of Future Training and Appraisals
CMMI Builds Upon SW-CMM Legacy: Better, Expanded Model Scope Since Many “Software Problems” Are Linked to Systems
Issues, Capabilities Associated With Disciplines Other Than Software Contribute to Causal Factors
CMMI Adds: New Emphasis on Product As Well As Process Coverage of Services As Well As Systems Emphasis on Process Capability and Organizational
Maturity Early Emphasis on Measurement and Analysis Better Coverage of Engineering Management A Common, Integrated Vision of Improvement for All
Elements of Your Organization Efficient, Effective Appraisals and Improvement Across
Multiple Process Disciplines Reduced Cost of Future Training and Appraisals
CMMI Builds Upon SW-CMM Legacy: Better, Expanded Model Scope Since Many “Software Problems” Are Linked to Systems
Issues, Capabilities Associated With Disciplines Other Than Software Contribute to Causal Factors
Additional Productivity and Quality GainsAdditional Productivity and Quality GainsAdditional Productivity and Quality GainsAdditional Productivity and Quality Gains
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VALUE OF THE CMMIVALUE OF THE CMMI (2 OF 2)(2 OF 2)VALUE OF THE CMMIVALUE OF THE CMMI (2 OF 2)(2 OF 2)
CMMI Will Help You: Improve Delivery of Promised Performance, Cost, and
Schedule Collaborate With External Stakeholders and Manage Their
Expectations Provide Competitive World-class Products and Services Implement an Integrated, Enterprise Business and
Engineering Perspective Master System-of-systems Evolutionary Development
Complexity Use Common, Integrated, and Improving Processes for
Systems and Software Implement Proactive Program Management Techniques Develop Project Leaders Who Look Ahead and Not Over Their
Shoulder Develop a Staff That Uses Best Practices to Cope With
Changing Development, Technology, and Customer Environments
Enable Staff Members to Move Between Projects and Still Use the Same Processes
Create and Improve Processes That Adapt to a Changing Business Environment
CMMI Will Help You: Improve Delivery of Promised Performance, Cost, and
Schedule Collaborate With External Stakeholders and Manage Their
Expectations Provide Competitive World-class Products and Services Implement an Integrated, Enterprise Business and
Engineering Perspective Master System-of-systems Evolutionary Development
Complexity Use Common, Integrated, and Improving Processes for
Systems and Software Implement Proactive Program Management Techniques Develop Project Leaders Who Look Ahead and Not Over Their
Shoulder Develop a Staff That Uses Best Practices to Cope With
Changing Development, Technology, and Customer Environments
Enable Staff Members to Move Between Projects and Still Use the Same Processes
Create and Improve Processes That Adapt to a Changing Business Environment
voice.256.527.8749voice.256.527.8749 fax.256.461.7985fax.256.461.7985sandra.cepeda@[email protected]
200209–CSSA0001 – 1804/18/23 21:02
CSSACSSACepeda Systems & Software Analysis, Inc.
BUSINESS CASEFOR
CMMI
BUSINESS CASEFOR
CMMI
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BUSINESS CASE FOR CMMIBUSINESS CASE FOR CMMI (1 OF 3)(1 OF 3)
BUSINESS CASE FOR CMMIBUSINESS CASE FOR CMMI (1 OF 3)(1 OF 3)
Reduced Development/ Maintenance Costs
Improved Productivity
Less Rework
Increased Revenue/Profitability
Improved Customer Satisfaction
Reduced Post-Release Defects
Measurable Improvements of Reliability and Quality
Repeat Business
Increased Product Sales
Reduced Cycle Time Improved Process Performance
Enhanced Time-to-Market Performance
Bonuses for Early Delivery Improved Professional Staff
Improved Employee Morale
Increased Developer and Maintainer Confidence
Reduced Employee Turnover and Retraining Costs
Improved Competitive Advantage
Better Products Better Products – Not Just Software –– Not Just Software – Out Sooner And Cheaper Out Sooner And CheaperBetter Products Better Products – Not Just Software –– Not Just Software – Out Sooner And Cheaper Out Sooner And Cheaper
200209–CSSA0001 – 2004/18/23 21:02
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BUSINESS CASE FOR CMMIBUSINESS CASE FOR CMMI (2 OF 3)(2 OF 3)
BUSINESS CASE FOR CMMIBUSINESS CASE FOR CMMI (2 OF 3)(2 OF 3)
Improvements From Adopting SW-CMM (SEI, 1994)
Savings vs. cost of
software process
improvement (median) 5:1
Pe
rce
nta
ge
Imp
rov
eme
nt
Annual Medians
+35%
-19%
Tim
e to
M
arke
t
-39%
Po
st-R
elea
seD
efec
t R
epo
rts
Pro
du
ctiv
ity
0
5
10
15
20
25
30
35
40
Current ROI Value
to Programs(DACS, 1999)
Application of SPI to “Example
Organization With Example Projects”:
Development Costs
Reduced 73%
Rework Costs
Reduced 96%
Average Schedule Length
Reduced 37%
Post-Release Defects
Reduced 80%
Weighted Risk Likelihood
Reduced 92%
Return On Investment
21:1Expect Higher ROI For CMMIExpect Higher ROI For CMMIExpect Higher ROI For CMMIExpect Higher ROI For CMMI
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DoD Contractors Have Additional Motivation To Transition To The DoD Contractors Have Additional Motivation To Transition To The CMMICMMI
DoD Contractors Have Additional Motivation To Transition To The DoD Contractors Have Additional Motivation To Transition To The CMMICMMI
BUSINESS CASE FOR CMMIBUSINESS CASE FOR CMMI (3 OF 3)(3 OF 3)
BUSINESS CASE FOR CMMIBUSINESS CASE FOR CMMI (3 OF 3)(3 OF 3)
DoDDoDCustomersCustomers
Associate Contractors
Suppliers
Competitors
• May Require Organizational Maturity or Process Capability in RFP, Implicitly or Explicitly
• May Use Organizational Maturity or Process Capability As a Discriminator
• Will Use Organizational Maturity or Process Capability to Advise Customers
• Will Use Organizational Maturity or Process Capability to Competitive Advantage
• Improve Integration of Products and Services
• Improve Integration of Products and Services
• Provide Insight Into Supplier Performance and Quality
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INDUSTRYFEEDBACKINDUSTRYFEEDBACK
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CMMICMMI EARLY ADOPTERSEARLY ADOPTERSCMMICMMI EARLY ADOPTERSEARLY ADOPTERS
Process Assessment, Consulting & Training (PACT)Process Assessment, Consulting & Training (PACT)
Information Technology Sector &Integrated Systems Sector, Airborne Early Warning/Electronic Warfare Systems
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FEEDBACK FROM ADOPTERSFEEDBACK FROM ADOPTERS(1 OF 2)(1 OF 2)
FEEDBACK FROM ADOPTERSFEEDBACK FROM ADOPTERS(1 OF 2)(1 OF 2)
“CMMI can be applied to non-developmental projects, increasing the ‘bang for the buck’”
Wayne Sherer, TACOM-ARDEC
CMMI supports strategically-focused IT organizations “Why CMMI:
GM CIO mandate for global, common processes Desired IT capabilities and maturity of IT organization Common assessment across key processes in a global IT organization Integrated vision of process improvement Leverage industry best practice and incorporate GM-specific practices in standard
improvement framework”
Dr. Hubert F. Hofmann, Christine Walsh, Zahira Gonzalvo, General Motors Corp.
CMMI supports strategically-focused IT organizations “Why CMMI:
GM CIO mandate for global, common processes Desired IT capabilities and maturity of IT organization Common assessment across key processes in a global IT organization Integrated vision of process improvement Leverage industry best practice and incorporate GM-specific practices in standard
improvement framework”
Dr. Hubert F. Hofmann, Christine Walsh, Zahira Gonzalvo, General Motors Corp.
“Involvement with and use of CMMI could have prevented a $21M cost overrun if we had had level 3 capability measurement and analysis process in place”
Don Michels, SOF System Program Office, USAF/WR-ALC
“Involvement with and use of CMMI could have prevented a $21M cost overrun if we had had level 3 capability measurement and analysis process in place”
Don Michels, SOF System Program Office, USAF/WR-ALC
“[tailoring SCAMPI resulted in a] 4-day on-site schedule for the 4-person business unit [and it worked well]”
Tim Kasse, Kasse Initiatives
“[tailoring SCAMPI resulted in a] 4-day on-site schedule for the 4-person business unit [and it worked well]”
Tim Kasse, Kasse Initiatives
“If you have reached mostly Level 2s or 3s in a SE model, … you have most of the CMMI’s requirements for comparable levels covered.”Sarah Sheard, Software Productivity Consortium
“If you have reached mostly Level 2s or 3s in a SE model, … you have most of the CMMI’s requirements for comparable levels covered.”Sarah Sheard, Software Productivity Consortium
We are using CMMI as a reference for guiding Lifecycle Management (LCM) Improvement
BAE
We are using CMMI as a reference for guiding Lifecycle Management (LCM) Improvement
BAE
We are using CMMI taxonomy in Risk Evaluation.Government Agency
We are using CMMI taxonomy in Risk Evaluation.Government Agency
CMMI is less burdensome in the implementation phases. CMMI provides detailed integrated acquisition management coverage that was only partially available in SW-CMM
CMMI Transition Workshop
CMMI is less burdensome in the implementation phases. CMMI provides detailed integrated acquisition management coverage that was only partially available in SW-CMM
CMMI Transition Workshop
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FEEDBACK FROM ADOPTERSFEEDBACK FROM ADOPTERS(2 OF 2)(2 OF 2)
FEEDBACK FROM ADOPTERSFEEDBACK FROM ADOPTERS(2 OF 2)(2 OF 2)
“What took SEI so long? CMMI concepts are needed and have been used successfully for a long time.”
Christian Hertneck(SEI Resident Affiliate from Siemens)
“What took SEI so long? CMMI concepts are needed and have been used successfully for a long time.”
Christian Hertneck(SEI Resident Affiliate from Siemens)
“[SW-CMM] investments will migrate naturally to CMMI.”Gary Natwick & Geoff Draper,
Harris Corporation
“[SW-CMM] investments will migrate naturally to CMMI.”Gary Natwick & Geoff Draper,
Harris Corporation
“You have many reference systems available to measure how efficient you are and to evaluate the progress you make; the CMMI presents this advantage to be a reference as well as a guide towards good practices.”
Thales
“You have many reference systems available to measure how efficient you are and to evaluate the progress you make; the CMMI presents this advantage to be a reference as well as a guide towards good practices.”
Thales
Level of impact and effort in a high maturity organization should be minimal due to natural extension from SW CMM to CMMI
High Maturity Workshop
Level of impact and effort in a high maturity organization should be minimal due to natural extension from SW CMM to CMMI
High Maturity Workshop
“Best Assessment in 10 years.”Motorola, JAN 2002
“Best Assessment in 10 years.”Motorola, JAN 2002
Appraisal time shows an excellent learning curve 40% reduction in appraisal time over five Australian assessments
“Shadow appraisals” show ease of transition High maturity CBA IPI at Litton PRC Multiple EIA/IS 731 Systems Engineering assessments
Mappings and gap analyses confirm evolutionary expansion from predecessor models
Government and contractors agree on CMMI’s improved engineering coverage in contract monitoring
CMMI is more understandable to practitioners at levels 4 and 5 SCAMPI V1.1 gives us much more value for capturing the
“current state”CMMI Pilots
Appraisal time shows an excellent learning curve 40% reduction in appraisal time over five Australian assessments
“Shadow appraisals” show ease of transition High maturity CBA IPI at Litton PRC Multiple EIA/IS 731 Systems Engineering assessments
Mappings and gap analyses confirm evolutionary expansion from predecessor models
Government and contractors agree on CMMI’s improved engineering coverage in contract monitoring
CMMI is more understandable to practitioners at levels 4 and 5 SCAMPI V1.1 gives us much more value for capturing the
“current state”CMMI Pilots
With slight interpretations from an operational perspective, operational organizations can use CMMI models today to initiate and sustain an active operational process improvement program.Brian P. Gallagher, “Interpreting CMMI for Operational Organizations”
With slight interpretations from an operational perspective, operational organizations can use CMMI models today to initiate and sustain an active operational process improvement program.Brian P. Gallagher, “Interpreting CMMI for Operational Organizations”
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CMMI TRANSITION STATUSCMMI TRANSITION STATUSCMMI TRANSITION STATUSCMMI TRANSITION STATUS
CMMI Is Being Adopted Quickly
Companies in Key Markets Are Adopting the CMMI
Defense
Aerospace
Automotive
Entertainment
Telecommunications
CMMI Is Being Adopted Quickly
Companies in Key Markets Are Adopting the CMMI
Defense
Aerospace
Automotive
Entertainment
Telecommunications
200209–CSSA0001 – 2704/18/23 21:02
CSSACSSACepeda Systems & Software Analysis, Inc.Cepeda Systems & Software Analysis, Inc.
Copyright 2004, CSSA, Inc.
CMMICMMI ADOPTION STATISTICSADOPTION STATISTICSAS OF JANUARY 2003AS OF JANUARY 2003
CMMICMMI ADOPTION STATISTICSADOPTION STATISTICSAS OF JANUARY 2003AS OF JANUARY 2003
7,207 People Trained on the Introduction to CMMI Course
478 People Trained on the Intermediate CMMI Course
162 Authorized SCAMPI Lead Assessors
103 Authorized CMMI Instructors
7,207 People Trained on the Introduction to CMMI Course
478 People Trained on the Intermediate CMMI Course
162 Authorized SCAMPI Lead Assessors
103 Authorized CMMI Instructors
200209–CSSA0001 – 2804/18/23 21:02
CSSACSSACepeda Systems & Software Analysis, Inc.Cepeda Systems & Software Analysis, Inc.
Copyright 2004, CSSA, Inc.
SCAMPI APPRAISALSSCAMPI APPRAISALSSCAMPI APPRAISALSSCAMPI APPRAISALS
SCAMPI Appraisals Conducted Since 1999 and Reported to The SEI by February 2003
73 Appraisals
40 Participating Companies
30% Organizations Upgrading
70% Organizations New To CMM’s
52% Offshore Organizations
SCAMPI Appraisals Conducted Since 1999 and Reported to The SEI by February 2003
73 Appraisals
40 Participating Companies
30% Organizations Upgrading
70% Organizations New To CMM’s
52% Offshore Organizations
200209–CSSA0001 – 2904/18/23 21:02
CSSACSSACepeda Systems & Software Analysis, Inc.Cepeda Systems & Software Analysis, Inc.
Copyright 2004, CSSA, Inc.
© 2 0 0 2 b y C a r n e g i e M e l l o n U n i v e r s i t y V e r s i o n 1 2 / 3 / 0 2 P h i l l i p s
C M M IS M
S C A M P I a p p r a i s a l s c o n d u c t e d s i n c e 1 9 9 9 a n d r e p o r t e d t o t h e S E I b y
• a p p r a i s a l s• o r g a n i z a t i o n s• p a r t i c i p a t i n g c o m p a n i e s• r e a p p r a i s e d o r g a n i z a t i o n s• p r o j e c t s• o f f s h o r e o r g a n i z a t i o n s
P l e a s e r e f e r t o : T e r m s U s e d i n t h i s R e p o r t o n p a g e 1 4
C u r r e n t S t a t u s
J u l y 2 0 0 2
3 43 01 8
31 2 5
5 0 . 0 %
CMMI V1.1 – “I”MPROVING CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING AND “I”NTEGRATING (1 OF 8)(1 OF 8)
CMMI V1.1 – “I”MPROVING CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING AND “I”NTEGRATING (1 OF 8)(1 OF 8)
200209–CSSA0001 – 3004/18/23 21:02
CSSACSSACepeda Systems & Software Analysis, Inc.Cepeda Systems & Software Analysis, Inc.
Copyright 2004, CSSA, Inc.
CMMI V1.1 – “I”MPROVING CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING AND “I”NTEGRATING (2 OF 8)(2 OF 8)
CMMI V1.1 – “I”MPROVING CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING AND “I”NTEGRATING (2 OF 8)(2 OF 8)
© 2002 by Carnegie Mellon University Version 12/3/02 Phillips
CMMISM
Based on organizations
Reporting Organization Types
3 0
6 .7%
2 0 .0 %
3 6 .7 %
3 6 .7 %
0% 5 % 10 % 1 5% 20 % 2 5% 30 % 3 5% 40 %
O the r/Un kn ow n
Milita ry /Fed era l
Co mm e rcial/In-ho us e
DoD /F ed Co ntrac tor
% of O rg aniz ations
200209–CSSA0001 – 3104/18/23 21:02
CSSACSSACepeda Systems & Software Analysis, Inc.Cepeda Systems & Software Analysis, Inc.
Copyright 2004, CSSA, Inc.
CMMI V1.1 – “I”MPROVING CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING AND “I”NTEGRATING (3 OF 8)(3 OF 8)
CMMI V1.1 – “I”MPROVING CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING AND “I”NTEGRATING (3 OF 8)(3 OF 8)
© 2002 by Carnegie M ellon U nivers ity Versio n 12 /3/02 Phillip s
C MMISM
O f fs h ore (S IC C od e Not A pp lic a b le )
50 . 0%
E ng in eering & M ana ge m en t S ervic es
6. 7 %
Hea lt h S erv ic e s3.3%
T ran s p orta t ion E q uip m en t6. 7 %
In s t ru m en ts And R e la ted P rod uc t s
3. 3 %
P ub lic Ad m in is t ra tion (In c lu d ing D e f en s e)
16 . 7%
Unkno w n (No D at a P rovid ed)
6.7%
B us in es s S er vic es6.7%
Types of O rganizationsBased on P rimary S tandard Industria l C lassification (SIC) Code
Ba sed o n orga niz ations3 0
200209–CSSA0001 – 3204/18/23 21:02
CSSACSSACepeda Systems & Software Analysis, Inc.Cepeda Systems & Software Analysis, Inc.
Copyright 2004, CSSA, Inc.
CMMI V1.1 – “I”MPROVING CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING AND “I”NTEGRATING (4 OF 8)(4 OF 8)
CMMI V1.1 – “I”MPROVING CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING AND “I”NTEGRATING (4 OF 8)(4 OF 8)
© 2 00 2 by Ca rne gie Me l lon Uni ve r si ty V er s ion 12 /3 / 02 P hil lip s
C M MIS M
25 or les s
4. 0 %
10 1 to 20 0
1 9. 0%3 0 1 to 5 0 0
24 .0 %
7 6 to 1 0 08. 0 %
5 1 to 7 512 . 0%
25 to 5 08. 0%
5 01 to 1 00 08 .0 %
10 0 1 to 2 0 00
4 .0 %
20 0 0 +
16 .0 %
B ase d on o rga n izations re porting size da ta
O rg a niza tion S iz eBa se d o n the to tal nu m be r o f e m p lo ye es w ithin th e are a of the o rg an iza tio n tha t wa s a pp ra ise d
2 01 to 2 0 00+6 8. 0%
1 t o 1 0 032 .0 %
2 5
200209–CSSA0001 – 3304/18/23 21:02
CSSACSSACepeda Systems & Software Analysis, Inc.Cepeda Systems & Software Analysis, Inc.
Copyright 2004, CSSA, Inc.
CMMI V1.1 – “I”MPROVING CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING AND “I”NTEGRATING (5 OF 8)(5 OF 8)
CMMI V1.1 – “I”MPROVING CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING AND “I”NTEGRATING (5 OF 8)(5 OF 8)
© 2002 by Carnegie Mellon University Version 12/3/02 Phillips
CMMISM
Based on the most recent SCAMPI appraisal reported to the SEI by organizations.
Organization Maturity Profile%
of
Org
an
iza
tio
ns
3 0
August 2002
36 .7%
2 3 .3%
1 3 .3%1 6.7%
0.0%
10 .0 %
0 %
10%
20%
30%
40%
50%
60%
70%
80%
90%
1 00 %
Not G iv en Initia l Man aged De fined Qua ntita tiv elyMa na ged
Op tim izing
200209–CSSA0001 – 3404/18/23 21:02
CSSACSSACepeda Systems & Software Analysis, Inc.Cepeda Systems & Software Analysis, Inc.
Copyright 2004, CSSA, Inc.
CMMI V1.1 – “I”MPROVING CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING AND “I”NTEGRATING (6 OF 8)(6 OF 8)
CMMI V1.1 – “I”MPROVING CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING AND “I”NTEGRATING (6 OF 8)(6 OF 8)
© 2002 by Carnegie M ellon U nivers ity Versio n 12 /3/02 Phillip s
C MMISM
Ba sed o n th e m ost re ce nt SC AM PI a ppraisa l repo rte d to the S EI b y orga nizatio ns .
M aturity Profile by Organization Type%
of
Org
aniz
ati
on
s
2 7. 3 %
18 .2 %
36 .4 %
1 8.2 %
45 . 5%
18 .2 %
27 . 3%
9 .1 %
50 . 0%
16 .7%
33 .3%
0 %
10 %
20 %
30 %
40 %
50 %
60 %
70 %
80 %
90 %
1 00%
No t G iv en Initia l M an ag ed De fin ed Qu an tita tivelyM an a ge d
Op tim izin g
C om mercial /In -h ou se Do D /F ed C o ntra cto r M ili tar y /Fe de ral
3 0
200209–CSSA0001 – 3504/18/23 21:02
CSSACSSACepeda Systems & Software Analysis, Inc.Cepeda Systems & Software Analysis, Inc.
Copyright 2004, CSSA, Inc.
CMMI V1.1 – “I”MPROVING CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING AND “I”NTEGRATING (7 OF 8)(7 OF 8)
CMMI V1.1 – “I”MPROVING CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING AND “I”NTEGRATING (7 OF 8)(7 OF 8)
© 2 0 0 2 b y C a r n e g ie M e l lo n U n iv e r s ity V e r s io n 1 2 / 3 /0 2 P h i l l ip s
C M M IS M
N u m b e r o f S C A M P I A p p r a i s a l s R e p o r t e d - - b y Y e a r
0
2
4
6
8
1 0
1 2
1 4
1 6
1 9 9 9 2 0 0 0 2 0 0 1 2 0 0 2
F ir s t A s s e s s m e n t R e a s s e s s m e n t
B a s e d o n S C A M P I a p p r a i s a l s r e p o r t e d t o t h e S E I b y 3 4 J u l y 2 0 0 2
Nu
mb
er
of
Ap
pra
isa
ls
*
*
200209–CSSA0001 – 3604/18/23 21:02
CSSACSSACepeda Systems & Software Analysis, Inc.Cepeda Systems & Software Analysis, Inc.
Copyright 2004, CSSA, Inc.
CMMI V1.1 – “I”MPROVING CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING AND “I”NTEGRATING (8 OF 8)(8 OF 8)
CMMI V1.1 – “I”MPROVING CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING AND “I”NTEGRATING (8 OF 8)(8 OF 8)
© 2 0 0 2 b y C a r n e g ie M e l lo n U n iv e r s ity V e r s io n 1 2 / 3 /0 2 P h i l l ip s
C M M IS M
B a s e d o n S C A M P I a p p r a i s a l s r e p o r t e d t o t h e S E I b y
N u m b e r o f S C A M P I A p p r a i s a l s R e p o r t e d b y O r g a n i z a t i o n T y p e a n d Y e a r
0
1
2
3
4
5
6
1 9 9 9 2 0 0 0 2 0 0 1 2 0 0 2
C o m m e rc i a l /I n - h o u s e D o D /F e d C o n t r a c t o r M il ita r y / F e d e ra l
3 4 J u l y 2 0 0 2
Nu
mb
er
of
Ap
pra
isa
ls
*
*
voice.256.527.8749voice.256.527.8749 fax.256.461.7985fax.256.461.7985sandra.cepeda@[email protected]
200209–CSSA0001 – 3704/18/23 21:02
CSSACSSACepeda Systems & Software Analysis, Inc.
CMMI TRANSITION
CMMI TRANSITION
200209–CSSA0001 – 3804/18/23 21:03
CSSACSSACepeda Systems & Software Analysis, Inc.Cepeda Systems & Software Analysis, Inc.
Copyright 2004, CSSA, Inc.
CMMICMMI TRANSITION:TRANSITION:APPROACHAPPROACH (1 OF 2)(1 OF 2)
CMMICMMI TRANSITION:TRANSITION:APPROACHAPPROACH (1 OF 2)(1 OF 2)
Become Familiar With CMMI Understand Content and Scope Interpret Model for Your Organization
Select Appropriate CMMI Model SE/SW SE/SW/IPPD SE/SW/IPPD/SS SW
Select Representation Staged Continuous Both (“Constaguous”)
Perform Gap Analysis(Mapping of Existing Processes to CMMI)
Perform Impact Analysis
Perform Cost/Benefit Analysis
Become Familiar With CMMI Understand Content and Scope Interpret Model for Your Organization
Select Appropriate CMMI Model SE/SW SE/SW/IPPD SE/SW/IPPD/SS SW
Select Representation Staged Continuous Both (“Constaguous”)
Perform Gap Analysis(Mapping of Existing Processes to CMMI)
Perform Impact Analysis
Perform Cost/Benefit Analysis
200209–CSSA0001 – 3904/18/23 21:03
CSSACSSACepeda Systems & Software Analysis, Inc.Cepeda Systems & Software Analysis, Inc.
Copyright 2004, CSSA, Inc.
CMMICMMI TRANSITION:TRANSITION:APPROACHAPPROACH (2 OF 2)(2 OF 2)
CMMICMMI TRANSITION:TRANSITION:APPROACHAPPROACH (2 OF 2)(2 OF 2)
Develop and Implement Transition Plan Extend PI Infrastructure to Include New Disciplines
and Organizations
Analyze Legacy Transition Mechanisms
Update Process Improvement Plan
Hire or “Grow” Trainers and Appraisers
Train People
Update Organizational Process Assets
Execute Pilots
Update Projects’ Defined Processes and Plans
Appraise
Develop and Implement Transition Plan Extend PI Infrastructure to Include New Disciplines
and Organizations
Analyze Legacy Transition Mechanisms
Update Process Improvement Plan
Hire or “Grow” Trainers and Appraisers
Train People
Update Organizational Process Assets
Execute Pilots
Update Projects’ Defined Processes and Plans
Appraise
Leverage Investment In Legacy ModelsLeverage Investment In Legacy ModelsLeverage Investment In Legacy ModelsLeverage Investment In Legacy Models
200209–CSSA0001 – 4004/18/23 21:03
CSSACSSACepeda Systems & Software Analysis, Inc.Cepeda Systems & Software Analysis, Inc.
Copyright 2004, CSSA, Inc.
CMMICMMI TRANSITION:TRANSITION:CHALLENGESCHALLENGES
CMMICMMI TRANSITION:TRANSITION:CHALLENGESCHALLENGES
Understanding CMMI Content and Scope
Interpreting and Tailoring Model for Your Organization
Defining Scope of Improvement
Selecting Model Representation
Integrating Disciplines, Functions, and Applications
Identifying Common Components
Eliminating Existing Process Inconsistencies and Reducing Duplication
Minimizing Impact to Projects
Managing Organizational Change
Managing a Different Scope of Improvement
Analyzing Legacy Transition Mechanisms
Optimizing CMMI Implementation As It Relates to Other Quality Improvement Efforts
Understanding CMMI Content and Scope
Interpreting and Tailoring Model for Your Organization
Defining Scope of Improvement
Selecting Model Representation
Integrating Disciplines, Functions, and Applications
Identifying Common Components
Eliminating Existing Process Inconsistencies and Reducing Duplication
Minimizing Impact to Projects
Managing Organizational Change
Managing a Different Scope of Improvement
Analyzing Legacy Transition Mechanisms
Optimizing CMMI Implementation As It Relates to Other Quality Improvement Efforts
200209–CSSA0001 – 4104/18/23 21:03
CSSACSSACepeda Systems & Software Analysis, Inc.Cepeda Systems & Software Analysis, Inc.
Copyright 2004, CSSA, Inc.
CMMICMMI TRANSITION:TRANSITION:RISKSRISKS
CMMICMMI TRANSITION:TRANSITION:RISKSRISKS
Cost of Investing in Transition
Lack of Information About CMMI ROI Mitigated by Strong Legacy of SW-CMM
Readiness of Process Improvement Consultants and SEI Transition Partners Mitigated by SEI-Sponsored Training, CMMI Events, Technical
Reports, and Special Reports
Limited CMMI-Supporting Products Available for a Particular Context
Future of CMMI (at end of 2004 this appears minimal!) Mitigated by Strong DoD Sponsorship and Sunset of Source
Models
Cost of Investing in Transition
Lack of Information About CMMI ROI Mitigated by Strong Legacy of SW-CMM
Readiness of Process Improvement Consultants and SEI Transition Partners Mitigated by SEI-Sponsored Training, CMMI Events, Technical
Reports, and Special Reports
Limited CMMI-Supporting Products Available for a Particular Context
Future of CMMI (at end of 2004 this appears minimal!) Mitigated by Strong DoD Sponsorship and Sunset of Source
Models
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