CMMI November 2018

Presentation objective The aim of the presentation is to introduce Capability Maturity Model Integrated (CMMI) process improvement approach to students of Software Project Management course at Faculty of Informatics and Information Technologies at Slovak University of Technology The presentation will describe what the CMMI is about, and a case study will be presented, describing the preparation to CMMI appraisal and appraisal process itself

Graduate at Slovenská Vysoká Škola Technická Elektrotechnická Fakulta 14 years in Národná banka Slovenska Establishment of new Computing Centre Development of NBS payment system Lead the operation and support team 11 years in Accenture Technology Solutions Lead the Security and Compliance team Software Delivery Life Cycle processes and methodology Internal and external audits CMMI, P-CMM, ISAE3402, ISO27001 ITIL, CISM certified Vladimír Šatura Assosiate Manager Accenture Plynárenská 7/C, Bratislava Slovak Republic vladimir.satura@accenture.com 00421 904 405 277

Agenda Introduction of CMMI CMMI Appraisal at service and consulting company CMMI and Agile

Introduction of CMMI The Capability Maturity Model Integration (CMMI®) is a performance improvement framework developed by Carnegie Mellon University – Software Engineering Institute Currently owned by CMMI Institute acquired by ISACA. not a single process based on best practices

Levels of CMMI model Continuously improving process Predictable Initial 1 (Ad-hoc, heroes) “Just Do It” Managed 2 (Basic Project Management) “We recognize our problems and are correcting them” Defined 3 (Process standardization) “We anticipate and prevent problems” Quantitatively Managed 4 (Quantitatively Managed) “We see the sources of individual problems and eliminate them” Optimizing 5 (Continuous Improvement) “We see common sources of problems and eliminate them” Disciplined process Standard, consistent process Predictable process Continuously improving process

CMMI Components

CMMI Process Areas Development Services

Specific Goals and Practices Process Area: Technical Solution in CMMI for Development SG 1 Select Product Component Solutions SP 1.1 Develop Alternative Solutions and Selection Criteria SP 1.2 SG 2 Develop the Design SP 2.1 Design the Product or Product Component SP 2.2 Establish a Technical Data Package SP 2.3 Design Interfaces Using Criteria SP 2.4 Perform Make, Buy, or Reuse Analyses SG 3 Implement the Product Design SP 3.1 Implement the Design SP 3.2 Develop Product Support Documentation

Specific Goals and Practices Process Areas in CMMI for Services CM, REQM, CAM Configuration Management (CM) SG 1 Establish Baseline Requirement Management (REQM) SG 1 Manage Requirements Services SLA People Processes Tools Infrastructure Capacity and Availability (CAM) SG 1 Monitor and Analyze Capacity and Availability

Generic Goals and Practices of CMMI GG1 Achieve Specific Goals GP1 Perform Specific Practices GG 2 Institutionalize a managed process 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 Control work products 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 GG 3 Institutionalize a defined process GP 3.1 Establish a defined process GP 3.2 Collect process related experience Defined Managed Performed

Mature Organization Processes are defined and documented Roles and responsibilities are clear Management plans are defined and communicated Products and processes are measured and monitored Quality, cost and schedule are predictable Products meet user expectations Technology is used effectively within defined process Management is committed to continuous improvement

CMMI Appraisal Method - SCAMPI Standard CMMI Appraisal Method for Process Improvement (SCAMPI) is the official CMMI appraisal method Appraisal helps to identify strengths and weaknesses of organizational processes SCAMPI C is short and more flexible. It is used to provide a quick gap analysis between the organization's processes and CMMI practices. SCAMPI B is more formal. It helps an organization understand its progress toward a target CMMI maturity level or capability profile. SCAMPI A is the most rigorous method and the only one that can result in a rating. Appraisal renewal every 3 years

CMMI Published Appraisal results Appraisal Results published at CMMI PARS page

CMMI Appraisal at service and consulting company

Audience composition What type of work you incline to? Analyse requests with clients (functional designs) Be a developer (programming, testing) Delivery a Service (application and user support) Manage project / service (work with people) No idea

Appraisal preparation Define appraisal organization unit 4 independent delivery centers across 6 countries into one appraisal Identify appraisal sponsor 4 delivery center leads Define business goals Ensure organizational process excellence that differentiates us in the marketplace and improves market penetration. Improve customer satisfaction and expand our customer base. Reduce Cost of Poor Quality through process improvements. Ensure we remain competitive in the marketplace through a CMMI ML3 rating Define appraisal scope Application development (CMMI DEV) Application Maintenance (CMMI SVC)

Appraisal Planning Select projects and Support groups - Sampling approach Defined by Appraisal Lead based on number of projects, location, type of work, unit size / number of people 6 / 120 (projects/people) Development projects from 92 /1560 candidates 6 /180 Services projects from 103 / 1030 candidates Leadership, Process Group, Training Coordinators for every delivery center (33 people) Global methods team (25 people) Define Appraisal Team Appraisal Team Lead – 1 external ATL certified for SCAMPI A Appraisal Team members – 13 internal + 1 external certified for SCAMPI A Distributed team communicated via Skype for Business

Appraisal – Evidence Reviews Two weeks for documentation review Collect evidence from all 25 projects and groups Appraisal team to review all collected documentation 1024 documents, mails, screenshots, links 700 projects level 324 organization level

Appraisal - Interviews Two weeks for 33 interview sessions to verify Institutionalization of processes: Delivery Center Leadership Project / Service Managers Practitioners Configuration Managers Business Analysts, Architects, Developers Testers Release / Transition managers Service providers Support groups Basic Rules: Confidentiality, Non-attribution

Appraisal – Interview with Managers Interview with Practitioners (DEV) – project managers, team leads Please describe How you plan the project? How you contribute to organization data? How you know you are on time? Interview with Practitioners (SVC) – service managers, team leads Please describe How you monitor the quality of your service? How you manage the capacity and availability of critical resources? How you control the fulfilment of contract? Scope, estimation, plan, commitment, Plan, Resources, Budget, Schedule, Risks, Data, Stakeholders, Environments – when to whom deliver Improvement to org. level time tracking, metrics SLA metrics, reopened tickets Resource planning, monitoring, tools availability, seats, substitues, business continutity SLA

Appraisal – Interview with Practitioners Interview with Practitioners (DEV) – Analysts, Developers, Testers Please describe How were the requirements of project understood and commitment obtained? How a product is assembled, integrated? How were you trained for your role? Interview with Practitioners (SVC) – Support team Please describe How were the requirements of project understood and commitment obtained? How you analyze the root cause of incidents? How you review client satisfaction? Example project is student class with practice work to develop st. Use cases, client discussions. Repeatedly agreements Different environments for integration, Classroom, on-the-job, selfstudy List of services agreed, processes, guides, Ticket analysis, confirmation with requestor, KX base Ticket solution confirmation, % reopened tickets, surveys

Appraisal – Preliminary Findings User preliminary meeting to validate findings with participants Weaknesses On some projects peer review results are not summarized and analysis on summary level is not documented. [VER SP 2.3] On a few projects configuration management audit have been implemented only recently as one evidence only has been provided. [CM GP 2.8, CM GP 2.10] On all projects it is not always clear who is in charge of managing the formal decision making process. [DAR GP 2.4] VER PI IPM DAR RD RSKM TS VAL PPQA CM PMC REQM MA PP Findings No findings Basic Rules: Non-attribution, No rating, No Maturity rating

Appraisal – Rating agreement Appraisal Team ratings agreement The team has to agree on ratings based on rules or team judgment Generic and Specific practice rating Fully, Largely, Partially, Not Implemented Process Area, General and Specific goal rating Satisfied, Unsatisfied Present Maturity level – ML2, .. ML5 based on Satisfied all goals relevant for maturity level

Appraisal – Final Presentation Present final findings with Appraisal rating Present strengths, weaknesses and recommendations to each process areas Present rating Present Maturity level Discuss interview relations, golden questions, why validation,

CMMI and Agile

CMMI for DEV & Agile - ?

CMMI for DEV & Agile – Development Practices Requirement Managemt (REQM) Requirement Development (RD) Technical Solution (TS) Product Integration (PI) Verification (VER) Validation (VAL) REQM RD REQM VAL VER PI TS RD Validation (VAL) Prepare for Validation Validate Product or Product Components Verification (VER) Prepare for Verification Perform Peer Reviews Verify Selected Work Products Product Integration (PI) Prepare for Product Integration Ensure Interface Compatibility Assemble Product Components and Deliver the Product Technical Solution (TS) Select Product Component Solutions Develop the Design Implement the Product Design Requirements Development (RD) Develop Customer Requirements Develop Product Requirements Analyze and Validate Requirements Requirements Management (REQM) Understand Requirements, Obtain Commitment to Requirements Manage Requirements Changes

CMMI for DEV & Agile – Management Practices Project Planning (PP) Risk Management (RSKM) Configuration Management (CM) Project Monitoring and Control (PMC) Measurement and Analysis (MA) Integrating Project Management (IPM) REQM RD MA PP PP IPM RSKM IPM CM PMC RSKM CM REQM VAL VER PI TS PP RSKM RD RSKM PMC MA Integrated Project Management (IPM) Establish the Project’s Defined Process Use Organizational Process Assets for Planning Project Activities Establish the Project’s Work Environment Establish Teams Contribute to Organizational Process Assets Measurement and Analysis (MA) Align Measurement and Analysis Activities Provide Measurement Results Project Monitoring and Control (PMC) Monitor the Project Against the Plan Manage Corrective Action to Closure Risk Management (RSKM) Prepare for Risk Management Identify and Analyze Risks Mitigate Risks Configuration Management (CM) Establish Baseline Track and Control Changes Establish Integrity

CMMI for DEV & Agile - complement CMMI focuses on what program / project do Scrum focuses on how product is developed CMMI provides engine that enable Scrum techniques on large projects Scrum enhances CMMI method with specific software engeneering approach CMMI provides methods for continuously improve organization Scrum includes practices for project team improvement CMMI aimed typically for high cost failure (weaponry, aircraft) domains Scrum aimed typically for low cost failure (Internet, Games) domains Frameworks are progressing CMMI v2.0 Scrum of Scrums, Scaled Agile Framework (SAFe), Large Scale Scrum (LeSS)

CMMI V2.0 Objectives to address High cost of appraisals Little value perceived by organization Difficult to read and interpret Perceived as being not Agile compatible CMMI v2.0 CMMI Institute - https://cmmiinstitute.com/

CMMI V2.0 From a process improvement to performance improvement The number of practices is globally reduced Agile friendly New Appraisal method instead of SCAMPI Random sampling by CMMI Institute Access to the model is no longer free CMMI v2.0

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