1 © Mahindra Satyam 2009 Mahindra Satyam Confidential Welcome To CMMI Introduction

2 © Mahindra Satyam 2009 The Process Management Premise The quality of a system is highly influenced by the quality of process used to acquire, develop and maintain it. The premise implies a focus on processes as well as on products – This is a long standing premise in manufacturing – Belief in this premise is visible worldwide in quality movements in manufacturing and service industries Mahindra Satyam Confidential

3 © Mahindra Satyam 2009 Multiple Process Models Success of the software CMM caused development of other models, but they  Have different structures, formats, terms, ways of measuring maturity  Cause confusion, especially when more than one are used  Are difficult to integrate into a combined improvement program  Are difficult to use in supplier selection Software CMM EIA 731 Systems Engineerin g CMM People CMM IPD CMM Software Acquisitio n CMM Systems Security Engineering CMM Mahindra Satyam Confidential

4 © Mahindra Satyam 2009 The next step… CMMI Design Goals and Benefits Design Goals  Integrate the source models, eliminate inconsistencies, reduce duplication  Reduce the cost of implementing model-based process improvement  Be sensitive to impact on legacy efforts Benefits  Efficient, effective assessment and improvement across multiple process disciplines  Reduced training and assessment costs  A common, integrated vision of improvement for all elements of an organization  Integration of systems engineering and software environments for additional productivity and quality gains Mahindra Satyam Confidential

5 © Mahindra Satyam 2009 Then next step.. Enterprise-wide improvement CMMI enables organizations that want to pursue process improvements in multiple functional areas to do so with less additional investment for each additional function  CMMI supports process integration and product improvement  CMMI integrates multiple disciplines into one process improvement framework  CMMI provides a framework for introducing new disciplines as needs arise Mahindra Satyam Confidential

6 © Mahindra Satyam 2009 Bodies of Knowledge An organization selects the bodies of knowledge most relevant to achieving its business objectives. Bodies of knowledge available in CMMI models include  Software Engineering  Systems Engineering  Integrated Product and Process Development [IPPD]  Supplier Sourcing  Each body of knowledge related to product or process development in CMMI is considered a discipline Mahindra Satyam Confidential

7 © Mahindra Satyam 2009 Origin ….  Capability Maturity Model for Software V2, draft C (SW-CMM V2C)  EIA 731, Systems Engineering Capability Model (SECM)  Integrated Product Development Capability Maturity Model, draft V0.98 (IPD-CMM) CMMI  Meets the needs of software development and maintenance organizations  Meets the needs of information technology organizations  Benefits from best practices contributed from all three source models ….. Staged ….. Continuous Mahindra Satyam Confidential

8 © Mahindra Satyam 2009 Understanding CMMI Representations… There are two types of representations in CMMI models – Staged – Continuous  A representation allows an organization to pursue different improvement objectives  The organization and presentation of the data are different in each representation. However, the content is the same. Mahindra Satyam Confidential

9 © Mahindra Satyam 2009 One Model, Two Representations Mahindra Satyam Confidential

10 © Mahindra Satyam 2009 Staged Representation  Provides a proven sequence of improvements, each serving as a foundation for the next  Permits comparisons across and among organizations by the user of maturity levels  Provides an easy migration from SW-CMM to CMMI  Provides a single rating that summarizes appraisal results and allows comparisons among organizations Mahindra Satyam Confidential

11 © Mahindra Satyam 2009 Maturity Levels A Maturity level is a well-defined evolutionary plateau of process improvement There are five maturity levels  Each level is a layer in the foundation for continuous process improvement  Using a proven sequence of improvements,  Beginning with basic management practices and  Progressing through a predefined and proven path of successive levels Mahindra Satyam Confidential

12 © Mahindra Satyam 2009 Maturity Levels Initial Managed Defined Quantitatively Managed Optimizing 1 Process unpredictable, poorly controlled, and reactive 2 Process characterized for Projects and is often reactive 3 Process characterized for the Organization and is proactive 4 Process measured and controlled 5 Focus on Continuous improvement Mahindra Satyam Confidential

13 © Mahindra Satyam 2009 CMMI – Staged [SE/SW/IPPD/SS] Initial (1) Defined (3) Managed (2) Ad hoc, chaotic processes Quantitatively Managed (4) Optimizing (5) Process Standardization (11 PAs ) Continuous Process Improvement (2 PAs) Organization Environment for Integration (OEI) Integrated Team (IT) * Additional PA goals and activities added for IPPD Requirements Management (REQM) Project Planning (PP) Project Monitoring and Control (PMC) Supplier Agreement Management (SAM) Measurement and Analysis (M&A) Process and Product Quality Assurance (PPQA) Configuration Management (CM) Requirements Development (RD) Technical Solution (TS) Product Integration (PI) Verification (VER) Validation (VAL) Organizational Process Focus (OPF) Organizational Process Definition (OPD) Organization Training (OT) Integrated Project Management (IPM) * Risk Management(RSKM) Decision Analysis and Resolution (DAR) Organizational Process Performance (OPP) Quantitative Project Management (QPM) Organizational Innovation and Deployment (OID) Causal Analysis and Resolution (CAR) Integrated Supplier Management (ISM) Basic Project Management (7 PAs) Quantitative Management (2 PAs) Focus Mahindra Satyam Confidential

14 © Mahindra Satyam 2009 Continuous Representation  Allows organization to select the order of improvement that best meets business objectives and mitigates risk areas  Enables comparisons across and among organization on a process-area-by- process-area basis  Provides an easy migration from Engineering Capability model - EIA 731 (and other models with a continuous representation) to CMMI Mahindra Satyam Confidential

15 © Mahindra Satyam 2009 Capability Levels  A capability level is a well-defined evolutionary plateau describing the organizations capability relative to a process area  There are six Capability Levels  Each level is a layer in the foundation of continuous process improvement Mahindra Satyam Confidential

16 © Mahindra Satyam 2009 The Capability Levels Mahindra Satyam Confidential

17 © Mahindra Satyam 2009 CMMI – Continuous [SE/SW/IPPD/SS] CMMI Engineering Support Process Management Project Management Organizational Process Focus Organizational Process Definition Organizational Training Organizational Process Performance Organizational Innovation and Deployment Project Planning Project Monitoring and Control Supplier Agreement Mgmt. Integrated Project Mgmt. Risk Management Quantitative Project Mgmt. Integrated Supplier Management Requirements Management Requirements Development Technical Solution Product Integration Verification Validation Configuration Mgmt. Process and Product Quality Assurance Measurement & Analysis Decision Analysis and Resolution Causal Analysis and Resolution IPPD Organizational Environment for Integration Integrated Team Mahindra Satyam Confidential

18 © Mahindra Satyam 2009 Advantages of each representation Staged Provides a road map for implementing – Groups of process areas – Sequencing of implementation Continuous Provides maximum flexibility for focusing on specific process areas according to business goals and objectives Mahindra Satyam Confidential

19 © Mahindra Satyam 2009 Assessment Class Attributes No YesRating? Low Medium High Relative: Cost/ Duration Confidence Accuracy Quick Look Incremental Gap analysis Initial Incremental Self-assessment Benchmark Baseline establishment Usage Mode Class CClass BClass AAttributes Mahindra Satyam Confidential

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