CS 577b Software Engineering II -- Introduction 19 April 2017 CMMI 1.3 CS 577b Software Engineering II Supannika Koolmanojwong © 2002-6 USC Center for Software Engineering

CMMI-DEV CMMI - SVC CMMI - ACQ Causal Analysis and Resolution (CAR) Configuration Management (CM) Decision Analysis and Resolution (DAR) Measurement and Analysis (MA) Organizational Process Definition (OPD) Organizational Process Focus (OPF) Project Planning (PP) Work Planning (WP) Project Monitoring and Control Work Monitoring and Control (WMC) Project Monitoring and Control (PMC) Integrated Project Management Integrated Work Management (IWM) Integrated Project Management (IPM) Quantitative Project Management Quantitative Work Management (QWM) Quantitative Project Management (QPM) Supplier Agreement Management (SAM) Product Integration (PI) Requirements Development (RD) Technical Solution (TS) Validation (VAL) Verification (VER) Capacity and Availability Management (CAM) Incident Resolution and Prevention (IRP) Service Continuity (SCON) Service Delivery (SD) Service System Development (SSD) Service System Transition (SST) Strategic Service Management (STSM) Agreement Management (AM) Acquisition Requirements Development (ARD) Acquisition Technical Management (ATM) Acquisition Validation (AVAL) Acquisition Verification (AVER) Solicitation and Supplier Agreement Development (SSAD) Organizational Performance Management (OPM) Organizational Process Performance (OPP) Organizational Training (OT) Process and Product Quality Assurance (PPQA) Requirements Management (REQM) Risk Management (RSKM) Supplier Agreement Management (SAM) © 2011 USC-CSSE

Outline What is CMMI ? CMMI 1.3 : ACQ, DEV, SVC What will CMMI mean to stakeholders ? CMMI vs Agile CMMI for small company New concepts for CMMI 1.3 © 2011 USC-CSSE

Differences “Core Values” CMMI AGILE METHODS  Measure and Improve Process [Better Process  Better Product]  Customer Responses  Minimal Overhead  Requirements Refinement - Metaphor - Business Case  People Characteristics - Disciplined - Follow Rules - Risk Averse - Comfortable - Creative - Risk Takers  Communication - Organizational - Macro - Person to Person - Micro  Knowledge Management - Process Assets - People © 2011 USC-CSSE [Ref: USC ARR 2002]

Differences “Characteristics” CMMI AGILE METHODS  Improve Organizationally -Uniformity -Leveling  Improve within Project - Oral Tradition - Innovation  Capability/Maturity - Success by Predictability - Success by Realizing Opportunities  Body of Knowledge - Cross-Dimensional - Standardized - Personal - Evolving - Temporal  Shortcutting Rules - Discouraged - Encouraged © 2011 USC-CSSE [Ref: USC ARR 2002]

Differences “Characteristics” CMMI AGILE METHODS  Committees  Individuals  Customer Trust - In Process Infrastructure - Working SW, Participants  Front Loaded - Move to Right  Test Driven - Move to Left  Scope of View [Stakeholder, Product] - Broad - Inclusive - Organizational - Small - Focused  Level of Discussion - Words - Definitions - Enduring - Comprehensive - Job at Hand © 2011 USC-CSSE [Ref: USC ARR 2002]

Differences “Approach” CMMI AGILE METHODS  Descriptive  Prescriptive  Quantitative - Hard Scientific Numbers  Qualitative - Tacit Knowledge  Universality  Situational  Activities  Product  Strategic  Tactical  “What do we call it?”  “Just do it!”  Risk Management - Proactive - Reactive © 2011 USC-CSSE [Ref: USC ARR 2002]

Differences “Focus” “Challenge” CMMI AGILE METHODS  Business Focus - Internal - Rules - External - Innovation  Predictability  Performance  Stability  Speed CMMI         AGILE METHODS   Scaling Down - Doable, but difficult  Scaling Up - Undefined © 2011 USC-CSSE [Ref: USC ARR 2002]

Low Maturity Organizations High Maturity Organizations Highly dependent on current practitioners Improvised by practitioners and management Not rigorously followed Results difficult to predict Low visibility into progress and quality Compromise of product functionality and quality to meet schedule Use of new technology is risky A disciplined approach for development and management Defined and continuously improving Supported by management and others Well controlled Supported by measurement Basis for disciplined use of technology Institutionalized © 2011 USC-CSSE [Ref: Rudge]

Process Area Informative: Specific Goals Generic Goals Purpose Statement, Introductory Notes, Related Process Areas Specific Goals Specific Practices Example Work Products Subpractices Generic Goals Generic Practices Subpractices Generic Practice Elaborations © 2011 USC-CSSE

SGs and # of SGs are different from process area to process area GGs for every process area are the same © 2011 USC-CSSE

Two improvement paths using levels Capability levels, continuous representation process improvement achievement in individual process areas These levels are a means for incrementally improving the processes corresponding to a given process area. 4 capability levels, numbered 0 through 3. Maturity levels staged representation process improvement achievement across multiple process areas These levels are a means of improving the processes corresponding to a given set of process areas 5 maturity levels, numbered 1 through 5 © 2011 USC-CSSE

Using Continuous Representation When you know the processes that need to be improved Improve the performance of a single process area (the trouble spot) or several process areas Allow an organization to improve different processes at different rates. © 2011 USC-CSSE [Ref: Lazaris]

Factors in your decision Business Factors Mature knowledge of its own business objectives (continuous) Product-line focus; entire organization (staged) Cultural Factors Depend on org’s capability Process-based – Continuous Little experience in process improvement - staged Legacy Continuation from using other model © 2011 USC-CSSE [Ref: Lazaris]

Comparison of Capability and Maturity Levels Continuous Representation Capability Levels Staged Representation Maturity Levels Level 0 Incomplete Level 1 Performed Initial Level 2 Managed Level 3 Defined Level 4 Quantitatively Managed Level 5 Optimizing © 2011 USC-CSSE

To achieve a capability level, pick a process area Capability Level 1: Performed - accomplishes the needed work to produce work products; the specific goals of the process area are satisfied Capability Level 2: Managed - A managed process is a performed process that is planned and executed in accordance with policy; employs skilled people having adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description. Capability Level 3: Defined - A defined process is a managed process that is tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines; has a maintained process description; and contributes process related experiences to the organizational process assets © 2011 USC-CSSE

Capability Levels Capability Level 0: Incomplete not performed or is partially performed. One or more of the specific goals of the process area are not satisfied no generic goals exist for this level since there is no reason to institutionalize a partially performed process Capability Level 1: Performed accomplishes the needed work to produce work products; the specific goals of the process area are satisfied Although capability level 1 results in important improvements, those improvements can be lost over time if they are not institutionalized © 2011 USC-CSSE [Ref: CMMI]

Capability Levels Capability Level 2: Managed A managed process is a performed process that is planned and executed in accordance with policy; employs skilled people having adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description. Capability Level 3: Defined A defined process is a managed process that is tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines; has a maintained process description; and contributes process related experiences to the organizational process assets © 2011 USC-CSSE [Ref: CMMI]

CMMI Maturity Levels © 2011 USC-CSSE [Ref: Buchholtz 2003]

Categories of Process Areas Category Product Integration (PI) Engineering Requirements Development (RD) Technical Solution (TS) Validation (VAL) Verification (VER) Organizational Process Definition (OPD) Process Management Organizational Process Focus (OPF) Organizational Performance Management (OPM) Organizational Process Performance (OPP) Organizational Training (OT) Integrated Project Management (IPM) Project Management Project Monitoring and Control (PMC) Project Planning (PP) Quantitative Project Management (QPM) Requirements Management (REQM) Risk Management (RSKM) Supplier Agreement Management (SAM) Causal Analysis and Resolution (CAR) Support Configuration Management (CM) Decision Analysis and Resolution (DAR) Measurement and Analysis (MA) Process and Product Quality Assurance (PPQA) © 2011 USC-CSSE

Process Areas by Maturity Levels Category Maturity Level Project Monitoring and Control (PMC) Project Management 2 Project Planning (PP) Requirements Management (REQM) Supplier Agreement Management (SAM) Configuration Management (CM) Support Measurement and Analysis (MA) Process and Product Quality Assurance (PPQA) Product Integration (PI) Engineering 3 Requirements Development (RD) Technical Solution (TS) Validation (VAL) Verification (VER) Organizational Process Definition (OPD) Process Management Organizational Process Focus (OPF) Organizational Training (OT) Integrated Project Management (IPM) Risk Management (RSKM) Decision Analysis and Resolution (DAR) Organizational Process Performance (OPP) 4 Quantitative Project Management (QPM) Organizational Performance Management (OPM) 5 Causal Analysis and Resolution (CAR) © 2011 USC-CSSE

CMMI Process Areas (Staged) Level Project Management Engineering Support Process Management 5 Optimizing CAR: Causal Analysis and Resolution OPM: Organizational Performance Management 4 Quantitatively Managed QPM: Quantitative Project Management OPP: Organizational Process Performance 3 Defined IPM: Integrated Project Management RSKM: Risk Management RD: Requirements Development TS: Technical Solution PI: Product Integration VER: Verification VAL: Validation DAR: Decision Analysis and Resolution OPF: Organizational Process Focus OPD: Organizational Process Definition OT: Organizational Training 2 Managed PP: Project Planning PMC: Project Monitoring and Control SAM: Supplier Agreement Management REQM: Requirements Management MA: Measurement and Analysis PPQA: Process & Product Quality Assurance CM: Configuration Management 1 Initial © 2011 USC-CSSE [Based on Ref: Rudge]

Categories of Process Areas Category Level Integrated Project Management (IPM) Project Management Advanced - 3 Project Monitoring and Control (PMC) Basic - 2 Project Planning (PP) Quantitative Project Management (QPM) Advanced - 4 Requirements Management (REQM) Risk Management (RSKM) Supplier Agreement Management (SAM) © 2011 USC-CSSE

Basic Project Management Category © 2011 USC-CSSE

Advanced Project Management Category © 2011 USC-CSSE

Categories of Process Areas Category Level Product Integration (PI) Engineering 3 Requirements Development (RD) Technical Solution (TS) Validation (VAL) Verification (VER) © 2011 USC-CSSE

Engineering Category © 2011 USC-CSSE

Categories of Process Areas Category Level Causal Analysis and Resolution (CAR) Support Advanced - 5 Configuration Management (CM) Basic - 2 Decision Analysis and Resolution (DAR) Advanced - 3 Measurement and Analysis (MA) Process and Product Quality Assurance (PPQA) © 2011 USC-CSSE

Basic Support Category © 2011 USC-CSSE

Advanced Support Category © 2011 USC-CSSE

Categories of Process Areas Category Level Organizational Process Definition (OPD) Process Management Basic - 3 Organizational Process Focus (OPF) Organizational Performance Management (OPM) Advanced - 5 Organizational Process Performance (OPP) Advanced - 4 Organizational Training (OT) © 2011 USC-CSSE

Basic Process Management Category © 2011 USC-CSSE

Advanced Process Management Category © 2011 USC-CSSE

When Project Planning isn’t done well… What you’ll see… Poor estimates that lead to cost and schedule overruns Unable to discover deviations from undocumented plans Resources aren’t available/applied when needed Unable to meet commitments Why Should You Care? Because…. Customers don’t trust suppliers who waste their resources -- loss of future business No lessons learned for future projects means making the same mistakes on multiple projects Unhappy customers, employees ,and stockholders means a short life for the business If you fail to plan then you plan to fail! © 2011 USC-CSSE [Ref: Garcia 2005]

When Project Monitoring and Control isn’t done well…. What you’ll see Crisis management High rework levels throughout the project Lots of time spent in meetings trying to “discover” project status rather than reporting on it Data needed for management decisions is unavailable when needed Actions that should have been taken early on aren’t discovered until it’s too late Why Should You Care? Because…. If you don’t know what’s going on, corrective action can’t be taken early when it’s least expensive Lack of management insight/oversight makes project results highly unpredictable, even later in the project If your confidence in the status you give to your customer is low, they probably perceive that! © 2011 USC-CSSE [Ref: Garcia 2005]

When Requirements Management isn’t done well What you’ll see: High levels of re-work throughout the project Requirements accepted by staff from any source they deem to be authoritative “Galloping” requirements creep Inability to “prove” that the product meets the approved requirements Why Should You Care? Because…. Lack of agreement among stakeholders as to what are the “real” requirements increases time and cost to complete the Project You’re highly likely to deliver an incorrect or incomplete product Revisiting requirements changes over and over is a waste of resource highly visible to the customer © 2011 USC-CSSE [Ref: Garcia 2005]

© 2011 USC-CSSE [Ref: Garcia 2005]

© 2011 USC-CSSE [Ref: Garcia 2005]

© 2011 USC-CSSE [Ref: Garcia 2005]