© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI1 Project Management according to the Capability Maturity Model (CMMI) Dr. Tami Zemel SM CMM Integration and SCAMPI are service marks of Carnegie Mellon University. ® Capability Maturity Model, CMMI, and CMM are registered with the U.S. Patent and Trademark Office.

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI2 Content  The CMMI  CMMI vs. PMBOK  Project management process areas  Using the CMMI for project management

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI3 The Capability Maturity Model Integration (CMMI)  A model that guides process improvement for system and SW engineering Used to evaluate the capabilities of an organization Guideline for process improvement  Developed by Software Engineering Institute (SEI)

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI4 The Capability Maturity Model Integration (CMMI)  Model Focus Project management Engineering Organization process Support activities

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI5 The Capability Maturity Model Integration (CMMI)  Two representations – Continuous Staged  Four Disciplines – Systems Engineering )SE( Software Engineering )SW( Integrated Product and Process Development (IPPD( Supplier Sourcing (SS)

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI6 Staged ML 1 ML2 ML3 ML4 ML5 The Staged Representation  5 Maturity levels  Every level includes a number of process areas  Every level is the foundation of the next level  Every process area consists of number of generic and specific goals  It is required to achieve all goals of all process areas in a specific level and the lower levels in order to be in a specific level  Every process area includes common features and practices

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI7 The Continuous Representation  5 capability levels for every process area  Every level is characterized by a set of generic practices  It is possible to achieve different capability levels on different process areas  There is no grouping of process areas – the organization chooses the process areas according to its business needs and goals PA Process Area Capability PA

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI8 The Capabilities Maturity Levels Process unpredictable, poorly controlled and reactive Process characterized for projects and is often reactive Process characterized for the organization and is proactive Process measured and controlled Focus on process improvement Optimizing Quantitatively Managed Defined Performed Managed Optimizing Defined

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI9 Process Areas by Maturity Level Organizational Innovation and Deployment Causal Analysis and Resolution 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed Continuous processimprovement Quantitative management Process standardization Basic project management Organizational Process Performance Quantitative Project Management Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Integrated Supplier Management Risk Management Decision Analysis and Resolution Organizational Environment for Integration Integrated Teaming Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management 1 Performed Process AreasLevelFocus (IPPD) (SS)

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI10 Structure of the CMMI Staged Representation Maturity Level Process Area Generic GoalsSpecific Goals Generic Practices Specific Practices

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI11 Generic Practices level 2  GP 2.1 Establish an Organizational Policy  GP 2.2 Plan the Process  GP 2.3 Provide Resources  GP 2.4 Assign Responsibility  GP 2.5 Train People  GP 2.6 Manage Configurations  GP 2.7 Identify and Involve Relevant Stakeholders  GP 2.8 Monitor and Control the Process  GP 2.9 Objectively Evaluate Adherence  GP 2.10 Review Status with Higher Level Management

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI12 Generic Practices level 3  GP 3.1 Establish a defined process  GP 3.2 Collect improvement information

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI13 Why to Choose the Model?  Flexible – Processes are defined according to business goals, product characteristics  Modular – divided into process areas and levels  Scaleable – it is possible to use the model for project with different sizes  Comprehensive - integrates management and engineering issues  Road Map – it possible to use the staged model or the continuous model

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI14 The CMMI vs. PMBOK CMMI  Integrates project management and engineering practices  Deals with organizational and single project practices  Divided into maturity levels and process areas  Fits system development projects PMBOK  Focus on project management  Deals mainly on a single project practices  Divided into knowledge areas and management areas  Includes human resources management processes  Fits different types of projects

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI15 CMMI’s Project Management Process Areas

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI16 Project Management Process Areas  Level 2 – Basic Project Management Project planning Project monitoring and control Supplier Agreement Management  Level 3 – Process Standardization Integrated Project Management Risk Management Integrated Teaming (IPPD) Integrated Supplier Management (SS)  Level 4 – Quantitative Management Quantitative Project management

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI17 Generic Practices  Level 2 – Managed process  GP 2.2 Plan the Process  GP 2.3 Provide Resources  GP 2.4 Assign Responsibility  GP 2.7 Identify and Involve Relevant Stakeholders  GP 2.8 Monitor and Control the Process  GP 2.10 Review Status with Higher Level Management

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI18 Basic Project Management PAs PP What To Build What To Do SAM PMC What To Monitor Replan Plans Status, issues, results of progress and milestone reviews Product component requirements Technical issues Completed product components Acceptance reviews and tests Engineering and Support process areas Status, issues, results of process and product evaluations; measures and analyses Commitments Measurement needs Corrective action Supplier Supplier agreement Corrective action

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI19 Project Planning Purpose: Establish and maintain plans that define project activities.

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI20 Project Planning - Context Planning Data Establish Estimates Obtain Commitment to the Plan Develop a Project Plan Project Plans PMC

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI21 Project Planning - Context Determine Estimates of Effort and Cost Planning Data Establish Estimates Estimate the Scope of the Project Establish Estimates of Work Product and Task Attributes Define Project Life Cycle

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI22 Project Planning - Context Establish the Budget and Schedule Planning Data Develop a Project Plan Plan for Data Management Plan Stakeholder Involvement Plan for Project Resources Project Plans Establish the Project Plan Identify Project Risks Plan for Needed Knowledge and Skills

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI23 Project Planning - Context Obtain Commitment to the Plan Reconcile Work and Resource Levels Project Plans Review Plans that Affect the Project Obtain Plan Commitment

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI24 Project Monitoring and Control Purpose: Provide understanding into the project ’ s progress so that appropriate corrective actions can be taken when the project ’ s performance deviates significantly from the plan.

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI25 Project Monitoring and Control - Context Project Plans Monitor Project Risks Monitor Commitments Analyze Issues Take Corrective Actions Conduct Milestone Reviews Monitor Data Management Monitor Project Planning Parameters Manage Corrective Actions to Closure Monitor Project Against Plans Conduct progress Reviews Monitor Stakeholder Involvement Manage Corrective Actions PP

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI26 Supplier Agreement Management Purpose: Manage the acquisition of products from suppliers for which there exists a formal agreement.

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI27 Coordination & collaboration; Shared vision & IT structure subprocesses for quantitative mgmt. Advanced Project Management PAs Process Performance Objectives, Baselines, Models QPM Organization’s Std. Processes IPM RSKM Lessons Learned, Performance Data Project’s Defined Process Statistical Mgmt Data Risk Taxonomies & Parameters, Status, Mitigation, and Corrective Action Process Management process areas Basic Project Management process areas Risk exposure due to unstable processes Identified risks Engineering & Support process areas Coordination, commitments, issues; Product Architecture for Structuring Teams IT IT mgmt for engineering processes; Integrated work environment people & practices

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI28 Integrated Project Management Purpose: Establish and manage the project and the involvement of the relevant stakeholders according to an integrated and defined process that is tailored from the organization ’ s set of standard processes.

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI29 Integrated Project Management - Context Manage Stakeholder Involvement Manage Dependencies Resolve Coordination Issues Coordinate with Relevant Stakeholders Documented Technical Issues Documented Critical Dependencies Agendas and Schedules for Collaborative Activities Use the Project’s Defined Process Defined Process Based Project Plan Project’s Defined Process Use Org Proc Assets for Planning Project Activities Integrate Plans OPD Estimates and Measures Documentation Lessons Learned Other Project & Org Functions Establish the Project’s Defined Process Contribute to Org Process Assets Manage Project Using Integrated Plans

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI30 Integrated Supplier Management  Purpose:  Proactively identify sources of products that may be used to satisfy the project ’ s requirements and to manage selected suppliers while maintaining a cooperative project-supplier relationship.

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI31 Risk Management  Purpose:  Identify potential problems before they occur, so that risk handling activities may be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives.

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI32 Quantitative Project Management  Purpose:  Quantitatively manage the project ’ s defined process to achieve the project ’ s established quality and process-performance objectives.

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI33 Summary  Project Planning  Project Monitoring and Control  Supplier Agreement Management  Risk Management  Integrated Project Management  Integrated Supplier Management (SS)  Quantitative Project Management

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI34 Using the CMMI

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI35 Where is the Model Being Used?  Worldwide used for defense and commercial companies  Fits large and small companies  In Israel the model was adopted by large companies e.g. IAI, Rafael, Elbit, Motorola, and small companies e.g. Surf, Marvell and other

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI36 How the Model is Being Used?  Preliminary assessment  Planning of the improvement program  Development of process assets  Deployment of the process assets  Assessment

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI37 Benefits  Shorter time to market  Reduced development efforts  Higher customer satisfaction  Higher quality  Higher employee moral

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI38 Testimonies  “ We were more focused on the project ”  “ We eliminated problems in early stages of the project ”  “ We had higher visibility of the project status ”  “ We provided the product on time with higher quality ”

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI39 References  CMMI Guidelines for Process Integration and Product Improvement, Mary Beth Chrissis, Mike Konrad, Sandy Shrum, Addison Wesley, 2003  CMMI ® V1.1 Tutorial, 2003  A guide to the Project Management Body of Knowledge (PMBOK Guide), PMI, 2000  Demonstrating the Impact and Benefits of CMMI ® : An Update and Preliminary Results, Dennis R. Goldenson, Diane L. Gibson, CMU/SEI-2003-SR-009

© 2004 Tangram Hi-Tech Solutions Project Management According to the CMMI40 Thank You! Dr. Tami Zemel Mobile: Office: P.O.B 128, Yuvalim