Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Understanding the Defined Level of Process Maturity (Cont’) Day 3 Global Systems Technology, Inc. INTERGROUP COORDINATION ORGANIZATION PROCESS DEFINITION SOFTWARE PROCESS ENGINEERING TRAINING PROGRAM INTEGRATED SOFTWARE MANAGEMENT PEER REVIEW ORGANIZATION PROCESS FOCUS

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Global Systems Technology, Inc. REQUIREMENTS MANAGEMENT SOFTWARE PROJECT PLANNING SOFTWARE PROJECT TRACKING AND OVERSIGHT SOFTWARE SUBCONTRACT MANAGEMENT SOFTWARE QUALITY ASSURANCE SOFTWARE CONFIGURATION MANAGEMENT Defined Level of Process Maturity ORGANIZATION PROCESS FOCUS ORGANIZATION PROCESS DEFINITION TRAINING PROGRAM INTEGRATED SOFTWARE MANAGEMENT SOFTWARE PRODUCT ENGINEERING INTERGROUP COORDINATION PEER REVIEW

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Integrated Software Management (ISM) Purpose is to integrate the project’s software engineering and management activities into a coherent, defined software process documented by tailoring the organization’s software process assets Purpose is to integrate the project’s software engineering and management activities into a coherent, defined software process documented by tailoring the organization’s software process assets Involves Involves developing the project’s defined software process by tailoring the organization’s standard software processdeveloping the project’s defined software process by tailoring the organization’s standard software process managing the software project according to this defined software processmanaging the software project according to this defined software process Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Integrated Software Management (ISM) Global Systems Technology, Inc. Policy Organization Procedures & Work aids Vol. 1 2 Organization And Project Management Practices Procedures Vol. 2 Organization Engineering Practices Procedures Vol. 3 Adaptation of the engineering practices to the specific needs of the project Integrated Project Management Practices Project Plan By Reference, as appropriate

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Integrated Software Management (ISM) Goals Goal 1: The project’s defined software process is a tailored version of the organization’s standard software process Goal 1: The project’s defined software process is a tailored version of the organization’s standard software process Goal 2: The project is planned and managed according to the project’s defined software process. Goal 2: The project is planned and managed according to the project’s defined software process. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Tailoring Organization Processes At Level 3, each project tailors the organization’s standard software process for their particular needs At Level 3, each project tailors the organization’s standard software process for their particular needs includes software life cycles, standards, procedures, etc.includes software life cycles, standards, procedures, etc. uses the lessons learned and data from previous projectsuses the lessons learned and data from previous projects feeds back appropriate measurement data and documents to the organization for use by other projectsfeeds back appropriate measurement data and documents to the organization for use by other projects assesses project needs and customer requirements to select and modify the appropriate subset of organization processesassesses project needs and customer requirements to select and modify the appropriate subset of organization processes Tailoring can be accomplished with appropriate allocation of funds to project’s tasks Tailoring can be accomplished with appropriate allocation of funds to project’s tasks Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Project Management Process Evolves Software development plan is now based on the organization’s defined software process as tailored by the project Software development plan is now based on the organization’s defined software process as tailored by the project Projects can use and share process data and lessons learned across the organization as the process base is common across all projects Projects can use and share process data and lessons learned across the organization as the process base is common across all projects Integrated Software Management is the evolution of Software Project Planning and Software Project Tracking and Oversight key process areas Integrated Software Management is the evolution of Software Project Planning and Software Project Tracking and Oversight key process areas Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Integrated Software Management (ISM) Activities Activity 1: The project’s defined software process is developed by tailoring the organization’s standard software process according to a documented procedure. Activity 1: The project’s defined software process is developed by tailoring the organization’s standard software process according to a documented procedure. Activity 2: Each project’s defined software process is revised according to a documented procedure. Activity 2: Each project’s defined software process is revised according to a documented procedure. Activity 3: The project’s software development plan, which describes the use of the project’s defined software process, is developed and revised according to a documented procedure. Activity 3: The project’s software development plan, which describes the use of the project’s defined software process, is developed and revised according to a documented procedure. Activity 4: The software project is managed in accordance with the projects defined software process. Activity 4: The software project is managed in accordance with the projects defined software process. Activity 5: The organization’s software process database is used for software planning and estimating. Activity 5: The organization’s software process database is used for software planning and estimating. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Integrated Software Management (ISM) Activities Activity 6: The size of the software work products (or size of changes to the software work products) is managed according to a documented procedure. Activity 6: The size of the software work products (or size of changes to the software work products) is managed according to a documented procedure. Activity 7: The project’s software effort and cost are managed according to a documented procedure. Activity 7: The project’s software effort and cost are managed according to a documented procedure. Activity 8: The project’s software critical computer resources are managed according to a documented procedure. Activity 8: The project’s software critical computer resources are managed according to a documented procedure. Activity 9: The critical dependencies and critical paths of the project’s software schedule are managed to a documented procedure. Activity 9: The critical dependencies and critical paths of the project’s software schedule are managed to a documented procedure. Activity 10: The project’s software are identified, assessed, documented, and managed according to a documented procedure. Activity 10: The project’s software are identified, assessed, documented, and managed according to a documented procedure. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Integrated Software Management (ISM) Activities Activity 11: Reviews of the software project are periodically performed to determine the actions needed to bring the software project’s performance and results in line with the current and projected needs of the business, customer, and end users, as appropriate. Activity 11: Reviews of the software project are periodically performed to determine the actions needed to bring the software project’s performance and results in line with the current and projected needs of the business, customer, and end users, as appropriate. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Barriers to ISM An organization standard software process does not exist An organization standard software process does not exist Organizational assets are hard to retrieve and use Organizational assets are hard to retrieve and use Key individuals do not understand tailoring issues Key individuals do not understand tailoring issues Organization personnel have not been adequately trained in the organization’s processes Organization personnel have not been adequately trained in the organization’s processes Underlying processes are too “generic” so that interpretation can be universally applied Underlying processes are too “generic” so that interpretation can be universally applied Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Software Product Engineering (PE, SPE) Purpose is to consistently perform a well-defined engineering process that integrates all the software engineering activities to produce correct, consistent software products effectively and efficiently Purpose is to consistently perform a well-defined engineering process that integrates all the software engineering activities to produce correct, consistent software products effectively and efficiently Involves Involves performing the engineering to build and maintain the software using appropriate tools and methodsperforming the engineering to build and maintain the software using appropriate tools and methods All appropriate tasks from the analysis of the system requirements allocated to software toAll appropriate tasks from the analysis of the system requirements allocated to software to Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Software Product Engineering (PE, SPE) Global Systems Technology, Inc. Not included: User Needs Analysis Requirements Definition System Requirements System Design Risk Management Not included: Systems Testing Implementation Support Customer Support User Training Quality Reviews Peer Reviews Technical Reviews Management Reviews Software Engineering Analyze system requirements allocated to software Develop software requirements Develop high-level software design Develop detailed software design Develop code Unit testing Integration of software elements Integration testing Test of software product (software system) Demonstration testing for customer acceptance FBL ABL PBL

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Software Product Engineering (PE, SPE) Goals Goal 1: The software engineering tasks are defined, integrated, and consistently performed to produce the software. Goal 1: The software engineering tasks are defined, integrated, and consistently performed to produce the software. Goal 2: Software work products are kept consistent with each other. Goal 2: Software work products are kept consistent with each other. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Planning Establish Project Plans Project Management Risk Management Reviews Business Functions Project Life Cycle and the CMM Global Systems Technology, Inc. Analyze Client Needs Define System Requirements Develop System Design Allocate System Requirements To Software Review Allocated Requirements Define Software Requirements Agree to System Requirements Allocated to Software (FBL) Develop Software High-Level Design Develop Software Low-Level Design Agree to High Level Design (ABL) Develop Code Perform Unit Testing Integrate Software Elements Test Integrated Elements Test Software System Software Acceptance Testing Customer Software Acceptance (PBL) Integrate Software Into System Test System Systems Acceptance Testing Customer Acceptance of System Implementation Support User Training Customer Life-cycle Support Quality Assurance Configuration Management Subcontract Management Peer Reviews Quantitative Process Management Software Quality Management Organization Management Process Definition Process Focus Training Defect Prevention Technology Change Management Process Change Management Development of Project Processes Coordination Between Groups Organization Oversight

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Work Product Documentation Addresses needs which span the life cycle Addresses needs which span the life cycle Customer and end user documentation includes: Customer and end user documentation includes: user manualsuser manuals training materialstraining materials operator manualsoperator manuals Developer/maintainer documentation includes: Developer/maintainer documentation includes: software requirements documentssoftware requirements documents specification documentsspecification documents design documentsdesign documents test documentstest documents Software maintenance manualsSoftware maintenance manuals Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Consistency and Traceability of Project Work Products Consistency and traceability among documents are critical to their usefulness Consistency and traceability among documents are critical to their usefulness If specifications are not consistent, they are not usable If specifications are not consistent, they are not usable If the relationship between documents is not clearly traceable, their usefulness is minimized If the relationship between documents is not clearly traceable, their usefulness is minimized Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Software Product Engineering (PE, SPE) Activities Activity 1: Appropriate software engineering methods and tools are integrated into the project’s defined software process. Activity 1: Appropriate software engineering methods and tools are integrated into the project’s defined software process. Activity 2: The software requirements are developed, maintained, documented, and verified by systematically analyzing the allocated requirements according to the project’s defined software process. Activity 2: The software requirements are developed, maintained, documented, and verified by systematically analyzing the allocated requirements according to the project’s defined software process. Activity 3: The software design is developed, maintained, documented, and verified according to the project’s defined software process, to accommodate the software requirements and to form the framework for coding. Activity 3: The software design is developed, maintained, documented, and verified according to the project’s defined software process, to accommodate the software requirements and to form the framework for coding. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Software Product Engineering (PE, SPE) Activities Activity 4: The software code is developed, maintained, documented, and verified, according to the project’s defined software process to implement the software requirements and software design. Activity 4: The software code is developed, maintained, documented, and verified, according to the project’s defined software process to implement the software requirements and software design. Activity 5: Software testing is performed according to the project’s defined software process. Activity 5: Software testing is performed according to the project’s defined software process. Activity 6: Integration testing of the software is planned and performed according to the projects defined software process. Activity 6: Integration testing of the software is planned and performed according to the projects defined software process. Activity 7: System and acceptance testing of the software are planned and performed to demonstrate that the software satisfies its requirements. Activity 7: System and acceptance testing of the software are planned and performed to demonstrate that the software satisfies its requirements. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Software Product Engineering (PE, SPE) Activities Activity 8: The documentation that will be used to operate and maintain the software is developed and maintained according to the project’s defined software process. Activity 8: The documentation that will be used to operate and maintain the software is developed and maintained according to the project’s defined software process. Activity 9: Data on defects identified in peer reviews and testing are collected and analyzed according to the project’s defined software process. Activity 9: Data on defects identified in peer reviews and testing are collected and analyzed according to the project’s defined software process. Activity 10: Consistency is maintained across software work products, including the software plans, process descriptions, allocated requirements, software requirements, software design code, test plans, and test procedures. Activity 10: Consistency is maintained across software work products, including the software plans, process descriptions, allocated requirements, software requirements, software design code, test plans, and test procedures. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Barriers to Software Product Engineering (PE, SPE) Incompatible, ineffective, and inefficient tools and methods Incompatible, ineffective, and inefficient tools and methods Schedule pressure Schedule pressure “Not invented here” philosophy “Not invented here” philosophy Unrealistic expectations Unrealistic expectations Client intervention (dynamic requirements) Client intervention (dynamic requirements) Experience of the development team Experience of the development team Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Intergroup Coordination (IC ) Purpose is to establish a means for the software engineering group to participate actively with the other engineering groups so the project is better able to satisfy the customer’s needs effectively and efficiently Purpose is to establish a means for the software engineering group to participate actively with the other engineering groups so the project is better able to satisfy the customer’s needs effectively and efficiently Involves Involves disciplined interaction and coordination of the project engineering groups with each other to address system- level requirements, objectives, and plansdisciplined interaction and coordination of the project engineering groups with each other to address system- level requirements, objectives, and plans Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Intergroup Coordination (IC) Global Systems Technology, Inc. Systems and Hardware Engineering Quality Assurance Facilities Marketing Project Team

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Intergroup Coordination (IC) Goals Goal 1: The customer’s requirements are agreed to by all affected groups. Goal 1: The customer’s requirements are agreed to by all affected groups. Goal 2: The commitments between the engineering groups are agreed to by the affected groups. Goal 2: The commitments between the engineering groups are agreed to by the affected groups. Goal 3: The engineering groups identify, track, and resolve intergroup issues. Goal 3: The engineering groups identify, track, and resolve intergroup issues. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Inputs: Human, Financial, Technological, Material, Resources Organization Groups The World of a Project Outputs: Products Services Strategic Subsystem Human/ Cultural Subsystem Structural Subsystem Technology Subsystem Managerial Subsystem Organizational System Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Ongoing Working Relationships “Commitments” between groups are documented and agreed to by all groups “Commitments” between groups are documented and agreed to by all groups Intergroup Coordination can be: Intergroup Coordination can be: as minimal as one or two meetings between interproject (development and test) groupsas minimal as one or two meetings between interproject (development and test) groups as extensive as “integrated product teams”or Joint Application Development (JAD) teams (where hardware, systems, software and product assurance, coordinate product development)as extensive as “integrated product teams”or Joint Application Development (JAD) teams (where hardware, systems, software and product assurance, coordinate product development) Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Interdisciplinary Groups The software engineering groups actively interface with a variety of groups The software engineering groups actively interface with a variety of groups Examples of these groups, to whom the interface must be managed include: Examples of these groups, to whom the interface must be managed include: systems engineeringsystems engineering marketingmarketing trainingtraining subcontract managementsubcontract management Intergroup Coordination is a first step on the road to concurrent engineering Intergroup Coordination is a first step on the road to concurrent engineering Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Intergroup Coordination (IC) Goals Activities Activity 1: The software engineering group and the other engineering groups participate with the customer and end users, as appropriate, to establish the system requirements. Activity 1: The software engineering group and the other engineering groups participate with the customer and end users, as appropriate, to establish the system requirements. Activity 2: Representatives of the project’s software engineering group work with representatives of the other engineering groups to monitor and coordinate technical activities and resolve technical issues. Activity 2: Representatives of the project’s software engineering group work with representatives of the other engineering groups to monitor and coordinate technical activities and resolve technical issues. Activity 3: A documented plan is used to communicate intergroup commitments and to coordinate and track the work performed. Activity 3: A documented plan is used to communicate intergroup commitments and to coordinate and track the work performed. Activity 4: Critical dependencies between engineering groups are identified, negotiated and tracked according to a documented procedure. Activity 4: Critical dependencies between engineering groups are identified, negotiated and tracked according to a documented procedure. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Intergroup Coordination (IC) Goals Activities Activity 5: Work products produced as input to other engineering groups are reviewed by representatives of the receiving groups to ensure that the work products meet their needs. Activity 5: Work products produced as input to other engineering groups are reviewed by representatives of the receiving groups to ensure that the work products meet their needs. Activity 6: Intergroup issues not resolvable by the individual representatives of the project engineering groups are handled according to a documented procedure. Activity 6: Intergroup issues not resolvable by the individual representatives of the project engineering groups are handled according to a documented procedure. Activity 7: Representatives of the project engineering groups conduct periodic technical reviews and interchanges. Activity 7: Representatives of the project engineering groups conduct periodic technical reviews and interchanges. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Barriers to Intergroup Coordination Rigid organizational structure with communication barriers Rigid organizational structure with communication barriers Lack of mutual respect between the different groups Lack of mutual respect between the different groups Battles over responsibility, authority, and accountability Battles over responsibility, authority, and accountability Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Peer Reviews (PR) Purpose is to remove defects from the software work products early and efficiently. An important corollary effect is to develop a better understanding of the work products and of defects that might be prevented Purpose is to remove defects from the software work products early and efficiently. An important corollary effect is to develop a better understanding of the work products and of defects that might be prevented Involves Involves methodical examination of work products by the producer’s peers to identify defects and areas where changes are neededmethodical examination of work products by the producer’s peers to identify defects and areas where changes are needed Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Peer Reviews (PR) Global Systems Technology, Inc. As simple as an Informal one-on-one Moderator Notes, Minutes, & Action Items Reviewer (Develop) Reviewer (QA) Reviewer (Test) Presenter, Software Developer Module 15.3 Add A to Z Z Minus (B+C) Z=Total Module 15.4 As complex as a formal Inspection OR

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Peer Reviews (PR) Goals Goal 1: Peer review activities are planned. Goal 1: Peer review activities are planned. Goal 2: Defects in the software work products are identified and removed. Goal 2: Defects in the software work products are identified and removed. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Return on Investment Finding and fixing defects early in the life cycle is cost effective. Finding and fixing defects early in the life cycle is cost effective. approximately 100 times less expensive to find and fix a defect in development rather than delivered system maintenanceapproximately 100 times less expensive to find and fix a defect in development rather than delivered system maintenance peer reviews can find anywhere from 50 to 90% of product defects prior to testingpeer reviews can find anywhere from 50 to 90% of product defects prior to testing Formality of peer review should be scaled to the needs of the project (What should be considered?)Formality of peer review should be scaled to the needs of the project (What should be considered?) Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Performing Peer Reviews Plan, budget and schedule peer reviews in the Project Plan Plan, budget and schedule peer reviews in the Project Plan Train leaders and participants Train leaders and participants Give material to reviewers in advance or review Give material to reviewers in advance or review Assign each reviewer a specified role Assign each reviewer a specified role Specify criteria to begin and end reviews Specify criteria to begin and end reviews Use pre-planned checklists Use pre-planned checklists Identify action items and track to closure Identify action items and track to closure Collect and analyze data for product quality trends and effectiveness of peer review process Collect and analyze data for product quality trends and effectiveness of peer review process Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Alternative Peer Review Methods Possible alternative ways of implementing peer reviews include: Possible alternative ways of implementing peer reviews include: Fagan style inspectionsFagan style inspections structured walkthroughsstructured walkthroughs active reviewsactive reviews phased inspectionsphased inspections Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Peer Reviews (PR) Activities Activity 1: Peer reviews are planned, and the plans are documented. Activity 1: Peer reviews are planned, and the plans are documented. Activity 2: Peer reviews are performed according to a documented procedure. Activity 2: Peer reviews are performed according to a documented procedure. Activity 3: Data on the conduct and results of the peer reviews are recorded. Activity 3: Data on the conduct and results of the peer reviews are recorded. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Barriers to Peer Reviews Belief that peer reviews are too expensive Belief that peer reviews are too expensive Schedule pressure Schedule pressure Hostile reviews Hostile reviews Untrained participants Untrained participants Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Defined Level Emphasis shifts to organization Emphasis shifts to organization Organization Process Focus Organization Process Focus coordinate software process improvement activitiescoordinate software process improvement activities identify strengths and weaknesses of processesidentify strengths and weaknesses of processes plan organization’s software process improvement effortsplan organization’s software process improvement efforts Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Defined Level Organization Process Definition Organization Process Definition develop and maintain an organization’s standard software processdevelop and maintain an organization’s standard software process collect, review and distribute data and documents related to the organization's standard software processcollect, review and distribute data and documents related to the organization's standard software process Training Program Training Program plan organizational training activitiesplan organizational training activities provide training for developing skills and knowledge for the organizationprovide training for developing skills and knowledge for the organization ensure that individuals are trainedensure that individuals are trained Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Defined Level Integrated Software Management Integrated Software Management develop the project’s defined software processdevelop the project’s defined software process manage the project according to a plan which includes the project’s defined software processmanage the project according to a plan which includes the project’s defined software process Software Product Engineering Software Product Engineering perform software activities in a defined, integrated and consistent mannerperform software activities in a defined, integrated and consistent manner ensure consistency among productsensure consistency among products Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Defined Level Intergroup Coordination Intergroup Coordination involve all affected groupsinvolve all affected groups ensure commitments are agreed to by all affected partiesensure commitments are agreed to by all affected parties identify, track and resolve intergroup issuesidentify, track and resolve intergroup issues Peer Reviews Peer Reviews plan and fund peer review activitiesplan and fund peer review activities identify and remove defects as early as possibleidentify and remove defects as early as possible Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Understanding the Managed Level of Process Maturity Global Systems Technology, Inc. QUANTITATIVE PROCESS MANAGEMENT SOFTWARE QUALITY MANAGEMENT

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Global Systems Technology, Inc. REQUIREMENTS MANAGEMENT SOFTWARE PROJECT PLANNING SOFTWARE PROJECT TRACKING AND OVERSIGHT SOFTWARE SUBCONTRACT MANAGEMENT SOFTWARE QUALITY ASSURANCE SOFTWARE CONFIGURATION MANAGEMENT Managed Level of Process Maturity ORGANIZATION PROCESS FOCUS ORGANIZATION PROCESS DEFINITION TRAINING PROGRAM INTEGRATED SOFTWARE MANAGEMENT SOFTWARE PRODUCT ENGINEERING INTERGROUP COORDINATION PEER REVIEW QUANTITATIVE PROCESS MANAGEMENT SOFTWARE QUALITY MANAGEMENT

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Moving from Level 3 to Level 4 At Level 3, measurements have been defined and collected systematically At Level 3, measurements have been defined and collected systematically At Level 4 decisions are made based on data collected At Level 4 decisions are made based on data collected common measurementcommon measurement data analysisdata analysis Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Understanding the Managed Maturity Level Control Chart with Special Causes Applies the principles of statistical process control and addresses special causes of process variation Fix the process problem Global Systems Technology, Inc. Range of Normal Process Variation

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Product and Process Are Quantitatively Managed In Out Management has an objective basis for making decisions Management is able to predict performance within quantified bounds Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Quantitative Process Management (QP, QPM) Purpose is to control the process performance of the software project quantitatively Purpose is to control the process performance of the software project quantitatively Involves Involves establishing goals for process performanceestablishing goals for process performance measuring the performance of the projectmeasuring the performance of the project analyzing these measurementsanalyzing these measurements making adjustments to maintain process performance within acceptable limits.making adjustments to maintain process performance within acceptable limits. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Quantitative Process Management (QP, QPM) Global Systems Technology, Inc. 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Task A Task B Task C Today Overrun Status of Project Independent Reviews Of Project Quantitative Understanding Of Process Understand Status: Determine causes of not making goals Review possible courses of action Determine how to get back on path to goals Planned Actual Estimate Decisive Course of Action

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Quantitative Process Management (QP, QPM) Goal 1: The quantitative process management activities are planned. Goal 1: The quantitative process management activities are planned. Goal 2: The process performance of the project’s defined software process is controlled quantitatively. Goal 2: The process performance of the project’s defined software process is controlled quantitatively. Goal 3: The process capability of the organization’s standard software process is known in quantitative terms. Goal 3: The process capability of the organization’s standard software process is known in quantitative terms. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Controlling Special Causes of Variation An important concern is identifying variations in performance that are not within the normal range of process performance An important concern is identifying variations in performance that are not within the normal range of process performance “extraordinary” events outside the bounds of normal process capability“extraordinary” events outside the bounds of normal process capability Control Chart with Special Causes Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Taking Corrective Action at Level 4 Quantitative Process Management focuses on the process Quantitative Process Management focuses on the process Process capability is quantitatively known Process capability is quantitatively known When performance falls outside the limits: When performance falls outside the limits: the reason is identifiedthe reason is identified corrective action is taken, when appropriatecorrective action is taken, when appropriate Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T The Meaning of Quantitative Control Quantitative control in the CMM implies any quantitative or statistically-based technique Quantitative control in the CMM implies any quantitative or statistically-based technique The words “statistical and “quantitative” imply data The words “statistical and “quantitative” imply data Objective data reflect facts Objective data reflect facts Fact-based management results in objective decisions Fact-based management results in objective decisions Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Basic Statistics Quantitative, or statistical, techniques need not be sophisticated to be useful. Quantitative, or statistical, techniques need not be sophisticated to be useful. Pareto analysis, for example, is fairly simplePareto analysis, for example, is fairly simple Quantitative techniques do require: Quantitative techniques do require: measurable datameasurable data consistent data collectionconsistent data collection defined, comparable measurementsdefined, comparable measurements Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T The Basic Tool Set of Statistical Process Control Deming identified seven quantitative tools considered basic to statistical process or quality control Deming identified seven quantitative tools considered basic to statistical process or quality control histogramshistograms cause-and-effect (fishbone) diagramscause-and-effect (fishbone) diagrams check sheetscheck sheets Pareto diagramsPareto diagrams run charts (graphs)run charts (graphs) control chartscontrol charts scatter diagramsscatter diagrams Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Quantitative Process Management (QP, QPM) Activities Activity 1: The software project’s plan for quantitative process management is developed according to a documented procedure. Activity 1: The software project’s plan for quantitative process management is developed according to a documented procedure. Activity 2: The software project’s quantitative process management activities are performed in accordance with the project’s quantitative process management plan. Activity 2: The software project’s quantitative process management activities are performed in accordance with the project’s quantitative process management plan. Activity 3: The strategy for the data collection and the quantitative analyses to be performed are determined based on the project’s defined software process. Activity 3: The strategy for the data collection and the quantitative analyses to be performed are determined based on the project’s defined software process. Activity 4: The measurement data used to control the project’s defined software process quantitatively are collected according to a documented procedure Activity 4: The measurement data used to control the project’s defined software process quantitatively are collected according to a documented procedure Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Quantitative Process Management (QP, QPM) Activities Activity 5: The project’s defined software process is analyzed and brought under quantitative control according to a documented procedure. Activity 5: The project’s defined software process is analyzed and brought under quantitative control according to a documented procedure. Activity 6: Reports documenting the results of the software project’s quantitative process management activities are prepared and distributed. Activity 6: Reports documenting the results of the software project’s quantitative process management activities are prepared and distributed. Activity 7: The process capability baseline for the organization’s standard software process is established and maintained according to a documented procedure. Activity 7: The process capability baseline for the organization’s standard software process is established and maintained according to a documented procedure. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Barriers Quantitative Process Management Lack of supporting analysis training Lack of supporting analysis training Linear nature of software as opposed to cyclical nature of manufacturing Linear nature of software as opposed to cyclical nature of manufacturing Too busy reacting to problems; no time to analyze them Too busy reacting to problems; no time to analyze them Client focus is on schedule, product; not on the underlying process Client focus is on schedule, product; not on the underlying process Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Software Quality Management (QM, SQM) Purpose is to develop a quantitative understanding of the quality of the project’s software products and achieve specific quality goals Purpose is to develop a quantitative understanding of the quality of the project’s software products and achieve specific quality goals Involves: Involves: defining quality goals for the software productsdefining quality goals for the software products establishing plans to achieve these goalsestablishing plans to achieve these goals monitoring and adjusting software plans, software work products, activities, and quality goals to satisfy the needs and desires of the customer and end-usermonitoring and adjusting software plans, software work products, activities, and quality goals to satisfy the needs and desires of the customer and end-user Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Software Quality Management (QM, SQM) Global Systems Technology, Inc. Status of Product Independent Reviews Of Products Quantitative Understanding Of Product Quality Understand Product in Terms of Quality: Review product problems (by type/impact) Determine causes of common problems Decide on what actions are appropriate Decisive Courses of Action Errors by Type/Time

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Software Quality Management (QM, SQM) Goals Goal 1: The project’s software quality management activities are planned. Goal 1: The project’s software quality management activities are planned. Goal 2: Measurable goals for software product quality and their priorities are defined. Goal 2: Measurable goals for software product quality and their priorities are defined. Goal 3: Actual progress toward achieving the quality goals for the software products is quantified and managed. Goal 3: Actual progress toward achieving the quality goals for the software products is quantified and managed. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Building High Quality Products Software Quality Management focuses on the product Software Quality Management focuses on the product Measurable quality goals for the product are defined Measurable quality goals for the product are defined The product is “ready” when the goals are achieved The product is “ready” when the goals are achieved Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Quality Evolves At Level 2, the focus of quality is “conformance to requirements” At Level 2, the focus of quality is “conformance to requirements” By Level 4, there is an emphasis on understanding the needs of: By Level 4, there is an emphasis on understanding the needs of: the customerthe customer the end usersthe end users the organizationthe organization Ultimately the customer determines what quality is or is not Ultimately the customer determines what quality is or is not Total Quality Management revolves around customer satisfaction Total Quality Management revolves around customer satisfaction Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Satisfactory Knowledge “When you can measure what you are speaking about, and express it in numbers, you know something about it; but when you cannot measure it, when you cannot express it in numbers, your knowledge is of a meager and unsatisfactory kind.” Lord Kelvin Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Software Quality Management (QM, SQM) Activities Activity 1: The project’s software quality plan is developed and maintained according to a documented procedure. Activity 1: The project’s software quality plan is developed and maintained according to a documented procedure. Activity 2: The project’s software quality plan is the basis for the project’s activities for software quality management. Activity 2: The project’s software quality plan is the basis for the project’s activities for software quality management. Activity 3: The project’s quantitative quality goals for the software products are defined, monitored, and revised throughout the software life cycle. Activity 3: The project’s quantitative quality goals for the software products are defined, monitored, and revised throughout the software life cycle. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Software Quality Management (QM, SQM) Activities Activity 4: The quality of the project’s software products is measured, analyzed, and compared to the products’ quantitative quality goals on an event-driven basis. Activity 4: The quality of the project’s software products is measured, analyzed, and compared to the products’ quantitative quality goals on an event-driven basis. Activity 5: The software project’s quantitative quality goals for the products are allocated appropriately to the subcontractors delivering software products to the project. Activity 5: The software project’s quantitative quality goals for the products are allocated appropriately to the subcontractors delivering software products to the project. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Barriers Software Quality Management Lack of supporting analysis training Lack of supporting analysis training Inability to distinguish between change and improvement Inability to distinguish between change and improvement Testing, analysis identifies errors, does not prove the the absence of errors Testing, analysis identifies errors, does not prove the the absence of errors Client focus is on schedule; product use, assumes product is error free Client focus is on schedule; product use, assumes product is error free Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T At the Managed Level Data is collected and analyzed throughout the projects in the organization Data is collected and analyzed throughout the projects in the organization Measurable product quality goals are defined and used Measurable product quality goals are defined and used When performance falls outside expected limits, something is done When performance falls outside expected limits, something is done The quality focus is on customer satisfaction The quality focus is on customer satisfaction Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Understanding the Optimized Level of Process Maturity Global Systems Technology, Inc. PROCESS CHANGE MANAGEMENT TECHNOLOGY CHANGE MANAGEMENT DEFECT PREVENTION

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Global Systems Technology, Inc. REQUIREMENTS MANAGEMENT SOFTWARE PROJECT PLANNING SOFTWARE PROJECT TRACKING AND OVERSIGHT SOFTWARE SUBCONTRACT MANAGEMENT SOFTWARE QUALITY ASSURANCE SOFTWARE CONFIGURATION MANAGEMENT Managed Level of Process Maturity ORGANIZATION PROCESS FOCUS ORGANIZATION PROCESS DEFINITION TRAINING PROGRAM INTEGRATED SOFTWARE MANAGEMENT SOFTWARE PRODUCT ENGINEERING INTERGROUP COORDINATION PEER REVIEW QUANTITATIVE PROCESS MANAGEMENT SOFTWARE QUALITY MANAGEMENT DEFECT PREVENTION TECHNOLOGY CHANGE MANAGEMENT PROCESS CHANGE MANAGEMENT

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Moving from Level 4 to Level 5 At Level 4 the process is quantitatively understood At Level 4 the process is quantitatively understood At Level 5 continuous process improvement is a way of life At Level 5 continuous process improvement is a way of life At the lower maturity levels, worker participation on continuous improvement may be on the order of 20 to 30% At the lower maturity levels, worker participation on continuous improvement may be on the order of 20 to 30% World-class companies have 70 to 80% participation in improvement activities at any given point in time. World-class companies have 70 to 80% participation in improvement activities at any given point in time. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Understanding the Optimizing Maturity Level Identify and eliminate chronic causes of poor performance Control Chart with Common Causes Original zone of quality control Chronic Waste Quality Improvement New zone of quality control Continually improve the software process Global Systems Technology, Inc. Chronic Waste

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T In Focus on Continuous Process Improvement Out Disciplined change is a way of life Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Addressing Common Causes of Variation Continuous process improvement means controlled change, and measuring improving process capability Continuous process improvement means controlled change, and measuring improving process capability Systemic, not isolated, change that maintains continuity of organization process Systemic, not isolated, change that maintains continuity of organization process Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Defect Prevention (DP) Purpose is to identify the cause of defects and prevent them from recurring Purpose is to identify the cause of defects and prevent them from recurring Involves: Involves: analyzing defects that were encountered in the past (frequency, distribution, relative impact)analyzing defects that were encountered in the past (frequency, distribution, relative impact) taking specific actions to prevent the occurrence of these types of defects in the futuretaking specific actions to prevent the occurrence of these types of defects in the future Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Defect Prevention (DP) Global Systems Technology, Inc. Defect Analysis Causal Analysis Identify Think Act Think Some More Identify Common Cause(s) Act to Prevent Cause(s) Avoid!

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Defect Prevention (DP) Goals Goal 1: Defect prevention activities are planned. Goal 1: Defect prevention activities are planned. Goal 2: Common causes of defects are sought out and identified. Goal 2: Common causes of defects are sought out and identified. Goal 3: Common causes of defects are prioritized and systematically eliminated. Goal 3: Common causes of defects are prioritized and systematically eliminated. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Fixing Problems Before They Occur Focus is on causal analysis: Focus is on causal analysis: what in the process permitted the defect to occurwhat in the process permitted the defect to occur what in the process needs to be corrected to prevent the defect from occurring in the futurewhat in the process needs to be corrected to prevent the defect from occurring in the future Defects Identified Root Caused determined Common causes identified Actions proposed Select Actions Causal Analysis Meeting Implement Actions Review Results Change Project’s Defined process Change organization’s standard software process Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Defect Prevention (DP) Activities Activity 1: The software project develops and maintains a plan for its defect prevention activities. Activity 1: The software project develops and maintains a plan for its defect prevention activities. Activity 2: At the beginning of a software task, the members of the team performing the task meet to prepare for the activities of that task and the related defect prevention activities. Activity 2: At the beginning of a software task, the members of the team performing the task meet to prepare for the activities of that task and the related defect prevention activities. Activity 3: Causal analysis meetings are conducted according to a documented procedure. Activity 3: Causal analysis meetings are conducted according to a documented procedure. Activity 4: Each of the teams assigned to coordinate defect prevention activities meets on a periodic basis to review and coordinate implementation of action proposals from the causal analysis meetings. Activity 4: Each of the teams assigned to coordinate defect prevention activities meets on a periodic basis to review and coordinate implementation of action proposals from the causal analysis meetings. Activity 5: Defect prevention data are documented and tracked across the teams coordinating defect prevention activities. Activity 5: Defect prevention data are documented and tracked across the teams coordinating defect prevention activities. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Defect Prevention (DP) Activities Activity 6: Revisions to the organization’s standard software process resulting from defect prevention actions are incorporated according to a documented procedure. Activity 6: Revisions to the organization’s standard software process resulting from defect prevention actions are incorporated according to a documented procedure. Activity 7: Revisions to the project’s defined software process resulting from defect prevention actions are incorporated according to a documented procedure. Activity 7: Revisions to the project’s defined software process resulting from defect prevention actions are incorporated according to a documented procedure. Activity 8: Members of the software engineering group and software-related groups receive feedback on the status and results of the organization’s and project’s defect prevention activities on a periodic basis. Activity 8: Members of the software engineering group and software-related groups receive feedback on the status and results of the organization’s and project’s defect prevention activities on a periodic basis. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Barriers to Defect Prevention (DP) Lack of personnel trained in Causal analysis Lack of personnel trained in Causal analysis Activity not budgeted, supported by organization Activity not budgeted, supported by organization Lack of explicit delegation of responsibility and assignment of authority Lack of explicit delegation of responsibility and assignment of authority Lack of follow up process change and notification to work force Lack of follow up process change and notification to work force Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Technology Change Management (TM, TCM) Purpose is to identify new technologies (i.e., tools, methods, and processes) and transfer them into the organization in an orderly manner Purpose is to identify new technologies (i.e., tools, methods, and processes) and transfer them into the organization in an orderly manner Involves Involves identifying, selecting and evaluating new technologiesidentifying, selecting and evaluating new technologies incorporating effective technologies into the organizationincorporating effective technologies into the organization Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Technology Change Management (TM, TCM) Global Systems Technology, Inc. New, and Unused Technologies Measured, Analyzed Current Results are not Satisfactory Identify Select Likely Candidate(s) Think About it Adopt it! Analyze Results Try it! Is it Better?

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Technology Change Management (TM, TCM) Goals Goal 1: Incorporation of technology changes are planned. Goal 1: Incorporation of technology changes are planned. Goal 2: New technologies are evaluated to determine their effect on quality and productivity. Goal 2: New technologies are evaluated to determine their effect on quality and productivity. Goal 3: Appropriate new technologies are transferred into normal practice across the organization. Goal 3: Appropriate new technologies are transferred into normal practice across the organization. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Technology Transfer Curve Technology Transition Pilot Test Information Transition Contact Awareness Understanding Commitment Installation Adoption Institutionalization Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Reacting to Innovation Technology changes occur at all maturity levels Technology changes occur at all maturity levels At Level 5 innovation: At Level 5 innovation: introduced into the process in a disciplined wayintroduced into the process in a disciplined way institutionalizedinstitutionalized Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Technology Change Management (TM, TCM) Activities Activity 1: The organization develops and maintains a plan for technology change management. Activity 1: The organization develops and maintains a plan for technology change management. Activity 2: The group responsible for the organization’s technology change management activities works with the software projects in identifying areas of technology change. Activity 2: The group responsible for the organization’s technology change management activities works with the software projects in identifying areas of technology change. Activity 3: Software managers and technical staff are kept informed of new technologies Activity 3: Software managers and technical staff are kept informed of new technologies Activity 4: The group responsible for the organization’s technology change management systematically analyzes the organization’s standard software process to identify areas that need or could benefit from new technology. Activity 4: The group responsible for the organization’s technology change management systematically analyzes the organization’s standard software process to identify areas that need or could benefit from new technology. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Technology Change Management (TM, TCM) Activities Activity 5: Technologies are selected and acquired for the organization and software projects according to a documented procedure. Activity 5: Technologies are selected and acquired for the organization and software projects according to a documented procedure. Activity 6: Pilot efforts for improving technology are conducted, where appropriate, before a new technology is introduced into normal practice. Activity 6: Pilot efforts for improving technology are conducted, where appropriate, before a new technology is introduced into normal practice. Activity 7: Appropriate new technologies are incorporated into the organization’s standard software process according to a documented procedure. Activity 7: Appropriate new technologies are incorporated into the organization’s standard software process according to a documented procedure. Activity 8: Appropriate new technologies are incorporated into the projects defined software processes according to a documented procedure. Activity 8: Appropriate new technologies are incorporated into the projects defined software processes according to a documented procedure. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Barriers to Technology Change Management (TCM) Delegation of responsibility to too low a level Delegation of responsibility to too low a level Activities are not funded or supported Activities are not funded or supported The idea of “New Technology” sounds expensive The idea of “New Technology” sounds expensive Lack of serious planning Lack of serious planning No defined process for change No defined process for change Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Process Change Management (PC, PCM) Purpose is to continually improve the software processes used in the organization with the intent of improving software quality, increasing productivity, and decreasing the cycle time for product development Purpose is to continually improve the software processes used in the organization with the intent of improving software quality, increasing productivity, and decreasing the cycle time for product development Involves Involves defining process improvement goalsdefining process improvement goals systematically identifying, evaluating and implementing improvements to the organization’s standard software process and the projects’ defined software processessystematically identifying, evaluating and implementing improvements to the organization’s standard software process and the projects’ defined software processes Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Change is a Process Disciplined change is the key to success Disciplined change is the key to success Improvement includes planning Improvement includes planning evaluating improvement proposals and planning actionsevaluating improvement proposals and planning actions establishing process improvement teamsestablishing process improvement teams conducting pilot programs for process improvementconducting pilot programs for process improvement updating procedures, training, etc.updating procedures, training, etc. Improvements are transferred into everyday practice across the organization Improvements are transferred into everyday practice across the organization Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Process Change Management (PC, PCM) Global Systems Technology, Inc. Identify Current Opportunities for Improvement 1. Measured, Analyzed Current Results are not Satisfactory 2. Process Changes due To Defect Prevention or Technology Change Identify Select Process Change Options Think About it Adopt it! Analyze Results Try it! Is it Better? GOALS

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Process Change Management (PC, PCM) Goals Goal 1: Continuous process improvement is planned. Goal 1: Continuous process improvement is planned. Goal 2: Participation in the organization’s software process improvement activities is organization wide. Goal 2: Participation in the organization’s software process improvement activities is organization wide. Goal 3: The organization’s standard software process and the projects’ defined software processes are improved continuously. Goal 3: The organization’s standard software process and the projects’ defined software processes are improved continuously. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T 95% of all dieters regain the weight they have lost... and more... within one year of a diet 95% of all dieters regain the weight they have lost... and more... within one year of a diet 60% of those who change their lifestyle to eat less and exercise more maintain their weight loss 60% of those who change their lifestyle to eat less and exercise more maintain their weight loss Process Improvement = Lifestyle Change Process Improvement is a Lifestyle Change Silver Bullet ≠ Diet Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Process Change Management (PC, PCM) Activities Activity 1: A software process improvement program is established which empowers the members of the organization to improve the processes of the organization. Activity 1: A software process improvement program is established which empowers the members of the organization to improve the processes of the organization. Activity 2: The group responsible for the organization’s software process activities (e.g., software engineering process group) coordinates the software process improvement activities. Activity 2: The group responsible for the organization’s software process activities (e.g., software engineering process group) coordinates the software process improvement activities. Activity 3: The organization develops and maintains a plan for software process improvement according to a documented procedure. Activity 3: The organization develops and maintains a plan for software process improvement according to a documented procedure. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Process Change Management (PC, PCM) Activities Activity 4: The software process improvement activities are performed in accordance with the software process improvement plan. Activity 4: The software process improvement activities are performed in accordance with the software process improvement plan. Activity 5: Software process improvement proposals are handled according to a documented procedure. Activity 5: Software process improvement proposals are handled according to a documented procedure. Activity 6: Members of the organization actively participate in teams to develop software process improvements for assigned process areas. Activity 6: Members of the organization actively participate in teams to develop software process improvements for assigned process areas. Activity 7: Where appropriate, the software process improvements are installed on a pilot basis to determine their benefits and effectiveness before they are introduced into normal practice. Activity 7: Where appropriate, the software process improvements are installed on a pilot basis to determine their benefits and effectiveness before they are introduced into normal practice. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Process Change Management (PC, PCM) Activities Activity 8: When the decision is made to transfer a software process improvement into normal practice, the improvement is implemented according to a documented procedure. Activity 8: When the decision is made to transfer a software process improvement into normal practice, the improvement is implemented according to a documented procedure. Activity 9: Records of software process improvement activities are maintained. Activity 9: Records of software process improvement activities are maintained. Activity 10: Software managers and technical staff receive feedback on the status and results of the software process improvement activities on an event-driven basis. Activity 10: Software managers and technical staff receive feedback on the status and results of the software process improvement activities on an event-driven basis. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Barriers to Process Change Management (PCM) Delegation of responsibility to too low a level Delegation of responsibility to too low a level Activities are not funded or supported Activities are not funded or supported Lack of serious planning Lack of serious planning No defined process for change No defined process for change Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Level 5 is not the Destination Level 5 is a foundation for building an ever-improving capability Level 5 is a foundation for building an ever-improving capability Level 5 organizations continuous improvements are: Level 5 organizations continuous improvements are: incremental (Kaizen)incremental (Kaizen) revolutionary (innovation)revolutionary (innovation) Everyone in a Level 5 organization is involved in improvement Everyone in a Level 5 organization is involved in improvement Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T The Great Productivity Dip Present State Desired State Transition State Productivity Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Optimizing Level Some improvement is incremental (Kaizen) oriented Some improvement is incremental (Kaizen) oriented Some improvement is revolutionary (innovative) in nature Some improvement is revolutionary (innovative) in nature All change needs to be managed in a disciplined manner. All change needs to be managed in a disciplined manner. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Tying It All Together - Objectives By the end of this module you will have the ability to: By the end of this module you will have the ability to: explain some of the common themes that run throughout the CMMexplain some of the common themes that run throughout the CMM describe how these themes are embedded in the common features and the wording of the practicesdescribe how these themes are embedded in the common features and the wording of the practices Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T TEST TIME 1. Please identify the three areas you think are the best opportunities for improvement in CMM level 2 KPAs. 2. List the three areas you think are the organizations most significant opportunities for CMM level 3 KPAs. 3. What one change would your group make to the organization to improve software development effectiveness. 4. What is preventing you from being level 4.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Themes in the CMM Continuous improvement Continuous improvement Defined, documented and used processes Defined, documented and used processes Commitment by senior management Commitment by senior management Stable processes Stable processes Measured processes Measured processes Controlled processes Controlled processes Processes evolve Processes evolve Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Continuous Improvement Processes must be able to improve if we are to achieve continuous process improvement Processes must be able to improve if we are to achieve continuous process improvement In mature organizations, processes are “living” entities, which are supported and maintained In mature organizations, processes are “living” entities, which are supported and maintained Everyone is involved in continuous process improvement Everyone is involved in continuous process improvement Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Defined, Documented, and Used Processes are documented Processes are documented Processes are practiced as documented Processes are practiced as documented Only procedures that will be used are written Only procedures that will be used are written “Say what you do; do what you say.” “Say what you do; do what you say.” Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Commitment By Senior Management Policies provide a way of establishing expectations for the behavior of everyone in the organization Policies provide a way of establishing expectations for the behavior of everyone in the organization Written organizational policies are in Commitment to Perform Written organizational policies are in Commitment to Perform Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Stable Processes Training is a way to establishing normal, consistent ways for performing an activity Training is a way to establishing normal, consistent ways for performing an activity Training helps to ensure that everyone understands the process Training helps to ensure that everyone understands the process Training and orientation practices are in Ability to Perform Training and orientation practices are in Ability to Perform Organizational training needs are addressed by the Training Program key process area. Organizational training needs are addressed by the Training Program key process area. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Measured Processes Measurement of both product and process is an integral part of every key process area Measurement of both product and process is an integral part of every key process area Measures of the processes defined in each key process area are in Measurement and Analysis Measures of the processes defined in each key process area are in Measurement and Analysis Typically measures are of status and effectiveness of processes Typically measures are of status and effectiveness of processes Measurements necessary to implement the process (such as size estimates in Software Project Planning) are in Activities Performed Measurements necessary to implement the process (such as size estimates in Software Project Planning) are in Activities Performed Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Measurement Effort Across Maturity Levels Level 1 & 2 Level 1Measurement haphazard, but with effort Level 1Measurement haphazard, but with effort can find cost and work-year data Level 2Projects collect management data Level 2Projects collect management data about cost, effort, size, schedule, defects, etc. Different projects may use different definitions Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Measurement Effort Across Maturity Levels Level 3 Level 3There are now consistent definitions Level 3There are now consistent definitions from one project to the next Data are collected across the organization Both management and quality data are collected Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Measurement Effort Across Maturity Levels Levels 4 & 5 Level 4Data analysis is based on the principles Level 4Data analysis is based on the principles of statistical process control Actual measurements are compared to expected values of mean and variance Level 5Continuing improvement is based on Level 5Continuing improvement is based on business objectives and cost/benefit business objectives and cost/benefit analyses analyses Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Controlled Processes The process must be verified and validated to ensure that it is really practiced The process must be verified and validated to ensure that it is really practiced The CMM emphasizes SQA The CMM emphasizes SQA Software Quality Assurance key process areaSoftware Quality Assurance key process area Verifying Implementation common featureVerifying Implementation common feature The feasibility of alternative ways of verifying and validating the process depends on organizational cultureThe feasibility of alternative ways of verifying and validating the process depends on organizational culture Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Processes Evolve Implies that the way people do a job will change (improve) over time Implies that the way people do a job will change (improve) over time Frequently includes the use of more powerful tools and methods Frequently includes the use of more powerful tools and methods Means that a “cultural shift” is under way because people are changing the way they do things Means that a “cultural shift” is under way because people are changing the way they do things Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T The Evolution of Software Project Management Optimizing Managed Defined Repeatable Initial Software Project Planning Software Project Tracking and Oversight Software Project Management is Done Integrated Software Management Quantitative Process Management Process Change Management Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Tying It All Together Defined Documented Trained Practiced Measured Improving Maintained Supported Controlled Verified and Validated Common features provide common themes throughout the CMM Common features provide common themes throughout the CMM Processes in mature organization share a numbered of attributes: Processes in mature organization share a numbered of attributes: Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Applying the CMM Assessments (CMM Based Appraisal - Internal Process Improvement (CBA-IPI) Assessments (CMM Based Appraisal - Internal Process Improvement (CBA-IPI) identifying and prioritizing process issuesidentifying and prioritizing process issues Evaluations (Software Process Evaluations (SPE) Evaluations (Software Process Evaluations (SPE) source selectionsource selection (sub) contract monitoring(sub) contract monitoring Process improvement efforts Process improvement efforts self-improvementself-improvement Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Using Professional Judgment (This is the most important slide in the course) The CMM is intended for a wide range of situations The CMM is intended for a wide range of situations key practices and goals allow for flexibilitykey practices and goals allow for flexibility Interpret key practices in light of an organization's business needs, culture, structure and priorities Interpret key practices in light of an organization's business needs, culture, structure and priorities Objective of process management is to establish processes based on business needs that will be used as a foundation for systematic improvement Objective of process management is to establish processes based on business needs that will be used as a foundation for systematic improvement Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T The “Key” Adjective The CMM is not exhaustive The CMM is not exhaustive There are software management and engineering processes and practices that are not described in the CMM There are software management and engineering processes and practices that are not described in the CMM “Key” indicates a focus on the major leverage points “Key” indicates a focus on the major leverage points key process areaskey process areas key practiceskey practices Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Organizational Context Each organization must interpret levels of excellence in the context of that organization's business environment Each organization must interpret levels of excellence in the context of that organization's business environment The CMM works best when practices are interpreted in a way that makes sense for the organization The CMM works best when practices are interpreted in a way that makes sense for the organization Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Size of the Organization The key practices in the CMM are expressed in terms of a large government contracting organization; however the CMM is widely used by commercial organizations The key practices in the CMM are expressed in terms of a large government contracting organization; however the CMM is widely used by commercial organizations The CMM can be, and has been, effectively used for small projects and small organizations - with an appropriate interpretation of the practices The CMM can be, and has been, effectively used for small projects and small organizations - with an appropriate interpretation of the practices focus on achieving the goals of the key process areasfocus on achieving the goals of the key process areas Interpret the key process area practices in the context of the organizationInterpret the key process area practices in the context of the organization Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Mapping Roles and Functions It is useful to map the role names (e.g., project software manager) and group names (e.g., software engineering group) used in the CMM to the terminology used in the organization and projects being appraised. It is useful to map the role names (e.g., project software manager) and group names (e.g., software engineering group) used in the CMM to the terminology used in the organization and projects being appraised. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Process Improvement Using the CMM Software process improvement occurs within the context of: Software process improvement occurs within the context of: the organization’s strategic plansthe organization’s strategic plans its business objectivesits business objectives its organizational structureits organizational structure the technologies in usethe technologies in use its social cultureits social culture its management systemits management system Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Assessment and Process Improvement Model Contact and Awareness Contact and Awareness Action Plan Implementation Action Plan Implementation Expectation Setting Expectation Setting Visioning Sponsorship Building and Commitment Sponsorship Building and Commitment Action Plan Development Action Plan Development Collaborative Consulting Training Collaborative Consulting Training Assessment Focus Assessment Focus SEPG Preparation SEPG Preparation Recommendations and Final Report Generation Recommendations and Final Report Generation Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Interpreting the CMM The CMM is applicable to different types of organizations The CMM is applicable to different types of organizations Key practices have to be interpreted Key practices have to be interpreted Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T CMM Community The CMM provides a principled, public model for appraising software development capability The CMM provides a principled, public model for appraising software development capability The CMM is owned by the national software community (and is broadly accepted abroad.) The CMM is owned by the national software community (and is broadly accepted abroad.) The SEI exercises stewardship of the CMM by: The SEI exercises stewardship of the CMM by: evolving the CMM from industry experienceevolving the CMM from industry experience Performing empirical researchPerforming empirical research developing CMM-based improvement methodsdeveloping CMM-based improvement methods Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Revisions to the CMM Continuous improvement applies to the CMM Continuous improvement applies to the CMM he SEI accepts change requests and provides feedback from the CMM user community he SEI accepts change requests and provides feedback from the CMM user community The SEI is engaged in efforts to maintain harmony with the International Organization for Standardization (ISO) - SPICE The SEI is engaged in efforts to maintain harmony with the International Organization for Standardization (ISO) - SPICE Current plans are to develop CMM v2 in the time frame. Current plans are to develop CMM v2 in the time frame. Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T The CMM is a Model A model A model is a hypothetical or stylized representationis a hypothetical or stylized representation is inertis inert cannot solve anythingcannot solve anything The management of an organization is responsible for satisfying business objectives. The CMM, as a model, and currently the best software process model in existence, can help an organization improve software processes when it is diligently applied by knowledgeable individuals backed by management commitment The management of an organization is responsible for satisfying business objectives. The CMM, as a model, and currently the best software process model in existence, can help an organization improve software processes when it is diligently applied by knowledgeable individuals backed by management commitment Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Conclusions Software development and maintenance is difficult even with a disciplined process Software development and maintenance is difficult even with a disciplined process The CMM is one (but not the only) tool for understanding and describing the software process The CMM is one (but not the only) tool for understanding and describing the software process Global Systems Technology, Inc.

Introduction to the Software Engineering Institute’s (SEI) Capability Maturity Model (CMM) Global Systems Technology, Inc. © 1997, G S T Questions and Answers