Introduction to CMMI

Software Problems – The Reality Source: Software Engineering Institute, Carnegie Melon University Only 26% On Time!!! 74% Software work is Late or Cancelled

Managing the Software Problems Formulating Quality Standards and Process Frameworks such as ISO 9000, CMM, CMMI and Six Sigma Developing Software Engineering techniques implemented as practices within the process framework

Quality Leverage Points Everyone realizes the importance of having a motivated, quality work force but... PEOPLE ...even our finest people can’t perform at their best when the process is not understood or operating “at its best.” TECHNOLOGY PROCESS See notes on slide 5

Ad Hoc Processes Processes are ad hoc and improvised by practitioners and their management Process describes are not rigorously followed or enforced Performance is highly dependent on current practitioners Understanding of the current status of a project is limited Immature processes result in fighting fires: There is no time to improve – instead, practitioners are constantly reacting Firefighters get burned Embers might rekindle later See notes on slide 5

Improved Processes Process descriptions are consistent with the way work actually is done They are defined, documented and continuously improved Processes are supported visibly by management and others They are well controlled – process fidelity is evaluated and enforced There is constructive use of product and process enforced There is constructive use of product and process measurement Technology is introduced in a disciplined manner See notes on slide 5

Benefits of Improving Processes Processes enable you to understand what is going on People develop their potential more fully and are more effective within the organization By defining, measuring, and controlling the process, improvements are more successful and sustained The likelihood that appropriate technology, techniques and tools are introduced successfully increases See notes on slide 5

Process Improvement “The quality of a product is largely determined by the quality of the process that is used to develop and maintain it.” As per TQM principles by Shewhart, Juran, Deming and Humphrey.

What is a Process Model? A model is a structured collection of practices that describe characteristics of effective processes. Practices included are those proven by experience to be effective.

How is a Model Used? A Process model is used to help set process improvement objectives and priorities to improve processes, and provide guidance for ensuring stable, capable, and mature processes as a guide for improvement of organizational processes a place to start shares the benefit of a community’s prior experiences a common language and a shared vision simplified approximations of reality that provide insight “

CMMI for Process Improvement Use CMMI in process improvement activities as a collection of best practices framework for organizing and prioritizing activities support for the coordination of multi-disciplined activities that might be required to successfully build a product means to emphasize the alignment of the process improvement objectives with organizational business objectives CMMI incorporates lessons learned from use of the SW-CMM®, EIA-731 and other standards and models

CMMI Result- Effort Estimation Accuracy

CMMI-Quality Improvement

CMMI Improvement-Adherence to schedule

The CMMI Framework The CMMI Framework is the structure that organizes the components used in generation models, training materials and appraisal methods The CMMI Product Suite is the full collection of models, training materials and appraisal methods generated from the CMMI Framework A constellation is the subset of the CMMI Product Suite relevant to improvement in a particular area of interest Currently, there are several constellations: Development Acquisition Services

CMMI Model Representations There are two representations in CMMI models Staged Continuous The two representations will be presented in the later slides

CMMI Models

The Capability Levels 5 Optimizing 4 Quantitatively Managed 3 Defined 1 Performed 0 Incomplete

The Maturity Levels The Maturity Levels Optimizing Optimizing 1 2 3 4 5 Focus on process improvement Quantitatively Managed Process measured and controlled Defined Defined Process characterized for the organization and is proactive Managed Process characterized for projects and is often reactive Performed Process unpredictable, poorly controlled and reactive

Staged Representation – PAs by Maturity Level Organizational Innovation and Deployment Causal Analysis and Resolution 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed Continuous process improvement Quantitative management Process standardization Basic project Organizational Process Performance Quantitative Project Management Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition + IPPD Organizational Training Integrated Project Management+ IPPD Risk Management Decision Analysis and Resolution Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management 1 Performed Process Areas Level Focus

Process Areas – Continuous Representation List of Process Areas by Category, Capability level Process Areas – Continuous Representation Category Process Area Project Management Project Planning Project Monitoring and Control Supplier Agreement Management Integrated Project Management + IPPD Risk Management Quantitative Project Management Configuration Management Process and Product Quality Assurance Measurement and Analysis Causal Analysis and Resolution Decision Analysis and Resolution Support Requirements Management Requirements Development Technical Solution Product Integration Verification Validation Engineering Organizational Process Focus Organizational Process Definition + IPPD Organizational Training Organizational Process Performance Organizational Innovation and Deployment Process Management

What is Capability & Maturity Capability levels provide a scale for measuring organization processes against each process area in a CMMi Model The Maturity level of an organization provides a way to predict the future performance of an organization within a given discipline or set of disciplines.

Process Area Capability Comparing Model Representations Staged ML 1 ML2 ML3 ML4 ML5 . . .for an established set of process areas across an organization Continuous PA Process Area Capability 0 1 2 3 4 5 Lucas CP00062 PCS 2 Added this slide as a way of further illustrating the idea of comparing representations. . . .for a single process area or a set of process areas

Generic Goals in Continuous Representation Capability Level Generic Goal CL0 No Goal CL1 GG1: The project supports and enables achievement of the specific goals of the process area by transforming identifiable input work products to produce identifiable output work products CL 2 GG 2: The process is institutionalised as a managed process CL 3 GG 3: The process is institutionalised as a defined process CL 4 GG 4: The process is institutionalised as a quantitatively managed process CL 5 GG 5: The process is institutionalised as an optimising process

Staged-Generic Goals Maturity Level 2 Generic Goal GG2 : The process is institutionalised as a managed process Maturity Level 3-5 Generic Goals GG3 : The process is institutionalised as a defined process GG3 subsumes GG 2 and a defined process is a managed process that is tailored from the organization’s set of standard processes

Example REQM PP PMC etc 5 4 3 2 1 C a p a b i l i t y P r o c e s s A r e a REQM PP PMC etc 5 4 3 2 1 C a p a b i l i t y

Critical Distinctions managed vs. performed The extent to which the process is planned; performance is managed against the plan; corrective actions are taken when needed defined vs. managed The scope of application of the process descriptions, standards, and procedures shifts from projects to organization quantitatively managed vs. defined The predictability of process performance optimizing vs. quantitatively managed The process is continuously improved by addressing common causes of process variation

Maturity Levels cannot be skipped A level provides a necessary foundation for effective implementation of processes at the next level. Higher level processes are easily sacrificed without the discipline provided by lower levels. The effect of innovation is obscured in a noisy process. Higher maturity level processes may be performed by organizations at lower maturity levels, with risk of not being consistently applied in a crisis.

How CMMI Helps? CMMI provides guidance for improving an organization’s processes and ability to manage the development, acquisition and maintenance of products or services. CMMI places proven approaches into a structure that helps an organization: - appraise its organizational maturity or process area capability - establish priorities for improvement - implement these improvements

CMMI and Business Objectives Produce quality products or services:Quality products are a result of quality processes Create value for stake holders: Mature organizations are more likely to make better cost and revenue estimates Be an employer of choice: CMMI emphasizes on training and engineers are more comfortable in an organization where there is a sense of cohesion and competence Enhance customer satisfaction: Meeting cost and schedule targets with high quality products that are validated against customer needs helps in achieving customer satisfaction Increase market share: Market share is a result of many factors, including quality products and services, name identification, pricing and image Implement cost savings and best practices: Processes that are documented, measured and continuously improved are perfect candidates for becoming best practices Gain an industry-wide recognition for excellence:Having processes that conform to CMMI requirements can enhance that reputation

Appraisal Method Standard CMMI Appraisal Method for Process Improvement (SCAMPI) Led by authorized Lead Appraiser Can be Tailored to organization and model scope Source selection appraisals or process monitoring are tailoring options of SCAMPI

Structure of CMMI Representation Maturity Level Process Area Process Area Process Area Generic Goals Specific Goals All old common features got rolled into Level 2 generic practices. Both activities and common features are present in each KPA, where the common features include Commitment to Perform, Ability to Perform, Measurement and Analysis, and Verifying Implementation. Generic Practices Specific Practices

Goals and Practices Goals and Practices are the model elements used to realize the values on both the capability and process dimensions. Goal A high level statement of the outcome to be achieved by effective implementation of a group of practices. (These are “required.”) Practice A description of an action that is necessary to enact a key element of a process area. (These are “expected”, and “alternate practices” are acceptable.)

Goals and Practices Specific Goals and Specific Practices realize the process dimension therefore, they apply to a particular Process Area Generic Goals and Generic Practices realize the capability dimension therefore, they apply across all Process Areas

Example-Requirements Management SG 1: Manage Requirements SP1.1 : Obtain an understanding of the requirements SP1.2 : Obtain commitment to requirements SP1.3 :Manage Requirement Changes SP1.4 : Maintain bi- directional trace ability of Requirements SP1.5 : Identify inconsistencies between project work and requirements

CMMI V 1.2 Changes from 1.1

Model Changes The model was changed mainly due to the following: Reduce complexity and size Expand model coverage To reduce model complexity and size, the following changes were made: eliminated advanced practices and common features eliminated the Supplier Sourcing (SS) addition incorporated Integrated Supplier Management (ISM) into Supplier Agreement Management (SAM) consolidated and simplified the IPPD material added, modified, and consolidated definitions in the glossary (e.g., bidirectional traceability, sub process) adopted a single book approach (i.e., both representations are published in one document) To expand model coverage, the following changes were made: added hardware amplifications added two work environment specific practices ─one in Organizational Process Definition (OPD) and one in Integrated Project Management (IPM) updated notes and examples to address service development and acquisition updated the model name to CMMI for Development (CMMI-DEV) to reflect the new CMMI architecture

No More Supplier Sourcing Addition Supplier Sourcing was eliminated as an addition. ISM has been eliminated. SAM has been enhanced to contain the unique material from ISM. Two specific practices were added to Goal 2 in SAM: SP 2.2 -Monitor Selected Supplier Processes SP 2.3 -Evaluate Selected Supplier Work Products

Changes in Process Areas in CMMI 1.2 The following process areas were improved significantly: Integrated Project Management +IPPD (IPM+IPPD) Organizational Process Definition +IPPD (OPD+IPPD) Organizational Process Focus (OPF) Requirements Management (REQM) Requirements Development (RD) Supplier Agreement Management (SAM) Technical Solution (TS) Validation (VAL) Verification (VER)

Summary Many changes were made to the CMMI models to improve quality. The major changes include Name changed to “CMMI for Development” Both representations in one document Amplifications improved; added hardware amplifications Common features and advanced practices eliminated SS addition eliminated; ISM brought into SAM Guidelines for “not applicable” process areas clarified Overview and glossary improved Work environment material added to OPD and IPM IPPD material simplified and consolidated Process deployment strengthened in IPM and OPF

Usage of Telelogic Tools for continuous Improvement

For Product development Telelogic Tools Requirements Management Enterprise Change Management Software Configuration Management Enterprise Architecture Product Management and Portfolio Management System Design and Software Design Telelogic Tools For Product development

Telelogic tools and Process Areas Telelogic Focal Point Portfolio and Product Management Capture ideas and product requirements from internal stakeholders, customers, competitive analysis Understand customer value when making decisions about products L3 Requirements Development L3 Decision Analysis and Resolution L2 Requirements Management CMMI

Telelogic tools and Process Areas Telelogic DOORS Requirements definition and management Centralize requirements capture, refinement, Priority Track and Trace requirements throughout development Requirement Coverage L2 Requirements Management CMMI

Telelogic tools and Process Areas Telelogic Change Enterprise Change Management Change lifecycle management or lifecycle change management Compliance support (Sarbanes Oxley, CMMI, ISO....) Change request management, issue management, item and defect tracking Customer information and action items CMMI L2 Requirements Management

Telelogic tools and Process Areas Telelogic Synergy Software Configuration Management Ensures the consistency of user deliveries and workspaces through workflow driven by logical changes (such as fixes and enhancements) Accelerates development through the identification and resolution of integration problems Provides Project Management with total control and flexibility of release CMMI L2 Configuration Management

Telelogic tools and Process Areas Telelogic Tau Model-Driven Development Standard Automated error-checking, and model verification minimize errors from initial requirements to final documentation and code. supports the latest industry standards for visual systems and software development, including UML 2.1, SysML, MDA®, DoDAF, SOA, and the UML Testing Profile. CMMI L3 Technical Solution L3 Verification

Telelogic tools and Process Areas Telelogic Rhapsody Model-Driven Development for Embedded, Real-time Applications Software Development with complete design portability Integrated Requirements modeling, traceability and analysis supporting SysML, UML 2.0, DoDAF, and Domain Specific Languages C, C++, Java, Ada language support CMMI L3 Technical Solution L3 Product Integration

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