CMMI (Capability Maturity Model–Integrated) Overview Dan Weinberger Mgr., Software Process Engineering iDEN Systems Division, Motorola Inc. Prof. Paul Rogoway, Judea and Samaria University and Consultant to Motorola Corporate Quality

CMMI - Rogoway, Weinberger What we will Discuss CMMI – why, provenance, releases Terminology shifts from CMM How is the CMMI different from CMM Maturity Level definition has changed Level by Level content changes Process Area structure Summary In a hurry? – see pp. 29-30 & 34 March 1, 2001 CMMI - Rogoway, Weinberger

Motivation/requirements CMMI Background 1 of 4 Motivation/requirements Integrate the many CMMs: software, systems engineering, integrated product [and process] development,SW acquisition,people Integrate the assessment process Strengthen process areas at higher maturity levels Strengthen link of model to business results Add benefit from SPI experience over many years Harmonize with international process standards, e.g. ISO/IEC 15504 (SPICE) Respond to specific change requests March 1, 2001 CMMI - Rogoway, Weinberger

CMMI - Rogoway, Weinberger CMMI Background 2 of 4 Who ? Whence ? What ? Project Team Sponsors: OSD + NDIA, other Govt. orgs. Steering Group: DoD, SEI, Defense industry SEI Proj. Mgr., 40+ authors, 60 Stakeholder/Reviewers Source models: CMM SW v1.1, CMM SW v2.0d, EIA IS731, IPD v0.98 Products Continuous and staged representations of: CMMI-SE/SW With and without IPPD ARC (Assessment Requirements for CMMI) SCAMPI (Standard CMMI Assessment Method for Process Improvement) Training Common CMM framework (CCF) for easy extensibility March 1, 2001 CMMI - Rogoway, Weinberger

CMMI - Rogoway, Weinberger CMMI Background 3 of 4 CMMI Releases First Release of CMMI – August 1999 Numerous public comment periods Current Status Version 1.02 of CMMI-SE/SW and CMMI-SE/SW/IPPD released Dec. 4,‘00 Version 1.02d of CMMI-SE/SW/IPPD/A (addition of the Acquisition discipline amplification) Version 1.1 Dec. 2001 – next major release Training  March 1, 2001 CMMI - Rogoway, Weinberger

CMMI - Rogoway, Weinberger CMMI Background 4 of 4 Training Introductory classes for SE/SW Staged Continuous CMMI Intermediate concepts class For prospective CMMI teachers and Lead Assessors Lead Assessor training (SCAMPI) March 1, 2001 CMMI - Rogoway, Weinberger

CMMI - Rogoway, Weinberger CMMI Terminology 1 of 2 Vocabulary Shift KPA is now Process Area (PA) Key Practices are now Practices “Software” dropped from many terms “Organization’s Standard SW Process” (OSSP) is now “Organization’s Set of Standard Processes” “Project’s defined software process” now simply “project’s defined process” CAF -> ARC (Assessment Requirements for CMMI) CBA-IPI -> SCAMPI (Standard CMMI Assessment Method for Process Improvement) March 1, 2001 CMMI - Rogoway, Weinberger

CMMI - Rogoway, Weinberger CMMI Terminology 2 of 2 New Terms in the CMMI Generic Goals and Practices Process architectures Process elements Product life cycle Organizational support environment Organizational measurement repository Project development plan Achievement/Target capability level profile March 1, 2001 CMMI - Rogoway, Weinberger

CMMI - Rogoway, Weinberger CMMI Broadens Scope Overview 1 of 4 10 Project Initiation 9 System Requirements Baselined 8 Allocated 7 Contract Book Baselined & Approved 6 Design Readiness 5 System Test 4 Ready for Field Test Software Engineering System Engineering Integrated Product & Process Development Current CMM-SW covers Allocated SW Reqts -> SW Test Integrated CMMI-SE/SW covers Product Development Integrated CMMI-SE/SW/IPPD adds collaborative support March 1, 2001 CMMI - Rogoway, Weinberger

CMMI Is Tailorable Staged Model Continuous Model Optimizing Overview 2 of 4 CMMI Is Tailorable Staged Model Continuous Model Every PA [goal] can be at any Capability Level Raises the bar for high maturity organizations An organization can choose, for example, to be at least at Level 3 for all PAs, at Level 4 for a small number, and at Level 5 for a select few Performed Managed Quantitatively Managed Defined Optimizing March 1, 2001 CMMI - Rogoway, Weinberger

CMMIs Are Configurable Overview 3 of 4 CMMIs Are Configurable CMMI has a modular design to fit the varied needs of users, or to fit the needs of a single organization at various times in its improvement path Disciplines Today: Software System Engineering Integrated P&P Dev. Future: Acquisition Hardware Engineering People\ Improvement Approach Maturity or Capability Pick a combination of disciplines CMMI-1 CMMI-2 Pick Staged or Continuous CMMI-3 SEI can generate a custom CMMI, Training & Assessment Tool March 1, 2001 CMMI - Rogoway, Weinberger

Model Structural Terms Overview 4 of 4 Model Structural Terms Generic Goals (GGs) Apply to all Process Areas GGs for Institutionalizing each Level Generic Practices Define activities for each GG Common Features Apply to Staged only ! GGs for Commitment, Ability to Perform, Directing Implementation, Verification Measurement replaced by Directing Implementation Activities (CF) is now Practices March 1, 2001 CMMI - Rogoway, Weinberger

CMM to CMMI Maturity Levels 24 Process Areas in Levels 2 - 5 (# PA’s) L1: Initial -> L0: Not Performed L1: Performed L2: Repeatable(6) -> Managed (7) L3: Defined(7) -> Defined (11/13) L4: Managed(2) -> Quantitatively Managed (2) L5: Optimizing(3) -> Optimizing (2) March 1, 2001 CMMI - Rogoway, Weinberger

Continuous CMMI Capability Levels - Model Only 6 Levels of capability L0 Not Performed L1 Performed Specific practices (activities) performed but institutionalizing generic practices are not Level 2 - 5 same objective as CMM Each PA may be implemented at its own Capability Level ! March 1, 2001 CMMI - Rogoway, Weinberger

Process Areas – Managed Level L2: Managed 1 of 2 Similar to CMM, Requirements Management Project Planning Project Monitoring and Control (Project Tracking & Oversight) Supplier Agreement Management (expanded from Subcontract Management) Process and Product Quality Assurance (expanded SQA) Configuration Mgmt. (“Software” dropped) Measurement is “promoted” and receives focus Measurement and Analysis (huge change; “[The organization] develops and sustains a measurement capability in support of management information needs" ) March 1, 2001 CMMI - Rogoway, Weinberger

IPPD Changes – Managed Level L2: Managed 2 of 2 IPPD Changes – Managed Level New Practice added to Project Planning Plan Stakeholder Involvement New Practice added to Project Monitoring and Control Monitor Stakeholder Involvement New Generic Practice added to Directing Implementation (all Process Areas at Level 2) Identify and Involve Relevant Stakeholders March 1, 2001 CMMI - Rogoway, Weinberger

Process Areas – Defined Level L3: Defined 1 of 3 Process Areas – Defined Level Similar to CMM Organizational Process Focus Organizational Process Definition Organizational Training (Training Program) Integrated Project Management (Integrated SW Mgmt – risk management + Intergroup Coordination) New Decision Analysis and Resolution (applies to planning, budgeting, architecture, design, supplier selection, test planning, logistics, project control, and production) Risk Management (…identifies potential problems before they occur, so that risk-handling activities may be invoked as needed…) March 1, 2001 CMMI - Rogoway, Weinberger

Engineering Process Areas L3: Defined 2 of 3 Engineering Process Areas CMM’s Software Product Engineering is replaced by 5 PA’s Direct influence of Systems Engineering model The new PA’s are: Requirements Development (produces requirements + preliminary functional architecture) Technical Solution (transforms product requirements into a specification of physical components and interfaces)  Product Integration Verification (includes Peer Reviews; did we build the product right?) Validation (did we build the right product?) March 1, 2001 CMMI - Rogoway, Weinberger

IPPD Changes for Defined Level L3: Defined 3 of 3 IPPD Changes for Defined Level Integrated Project Management given a collaborative focus – goals for: Using Shared Vision Organizing Integrated Teams New PA: Organizational Environment for Integration Provide IPPD Infrastructure – share vision, integrate work environment Manage People for Integration – leadership, incentives New PA: Integrated Teaming The purpose of Integrated Teaming is to form and sustain an integrated team for the development of products. Like Intergroup Coordination but much much more March 1, 2001 CMMI - Rogoway, Weinberger

Process Areas at L4: Quantitatively Managed Organizational Process Performance Formerly a goal of QPM, now a PA to emphasize its importance Provides the organizational data, baselines, and models to support quantitative management of both the organization's and the projects' processes Quantitative Project Management Combines CMM’s SQM (product) and QPM (process) “…quantitatively manage the project’s defined process to achieve the project’s established quality and process performance objectives Statistical control Quantitative quality goals and controls during the project March 1, 2001 CMMI - Rogoway, Weinberger

Process Areas at L5: Optimizing Process Change Management and Technology Change Management have been restructured into Organizational Innovation and Deployment Continually select and deploy incremental and innovative improvements Identification and evaluation of potential changes, prioritized using quantitative performance measures produced by Organizational Process Performance (L4) Technology here is to support, enhance or automate processes (the Technical Solution PA addresses the broader areas of technology) Defect Prevention has been transformed into Causal Analysis and Resolution Identifies causes of defects in the project’s defined process to take action to prevent them from occurring in the future Broadened to address “other problems” besides defects, e.g. cycle time March 1, 2001 CMMI - Rogoway, Weinberger

Specifics & Generics in Staged Model Staged 1 of 3 Specifics & Generics in Staged Model PA - Project Monitoring and Control SG1 Monitor Project Against Plan SP 1.1 Monitor Project Planning Parameters SP 1.2 Monitor Commitments SP 1.3 Monitor Risks SP 1.4 Monitor Data Management SP 1.5 Monitor Stakeholder Involvement SP 1.6 Conduct Progress Reviews SP 1.7 Conduct Milestone Reviews SG2 Manage Corrective Action to Closure SP 2.1 Analyze Issues SP 2.2 Take Corrective Action SP 2.3 Manage Corrective Action Specific Practices Correspond to Activities In the CMM March 1, 2001 CMMI - Rogoway, Weinberger

Specifics & Generics in Staged Model Staged 2 of 3 Specifics & Generics in Staged Model GG2 Institutionalize a Managed Process GP 2.1 CO1 Establish an Organizational Policy GP 2.2 AB1 Plan the Process GP 2.3 AB2 Provide Resources GP 2.4 AB3 Assign Responsibility GP 2.5 AB4 Train People GP 2.6 DI1 Manage Configurations GP 2.7 DI2 Identify and Involve Relevant Stakeholders GP 2.8 DI3 Monitor and Control the Process GP 2.9 VE1 Objectively Evaluate Adherence GP 2.10 VE2 Review Status with Higher-level Mgmt. For all L2 Process Areas March 1, 2001 CMMI - Rogoway, Weinberger

Specifics & Generics in Staged Model Staged 2 of 3 Specifics & Generics in Staged Model GG3 Institutionalize a Defined Process In addition to GP 2.1 – 2.10 GP 3.1 (AB1) Establish a Defined Process GP 3.2 (DI4) Collect Improvement Information For all L3, L4, & L5 Process Areas March 1, 2001 CMMI - Rogoway, Weinberger

Specifics & Generics in Continuous Model Continuous 1 of 3 Specifics & Generics in Continuous Model PA - Project Monitoring and Control SG1 Monitor Project Against Plan SP 1.1 Monitor Project Planning Parameters SP 1.2 Monitor Commitments SP 1.3 Monitor Risks SP 1.4 Monitor Data Management SP 1.5 Monitor Stakeholder Involvement SP 1.6 Conduct Progress Reviews SP 1.7 Conduct Milestone Reviews SG2 Manage Corrective Action to Closure SP 2.1 Analyze Issues SP 2.2 Take Corrective Action SP 2.3 Manage Corrective Action March 1, 2001 CMMI - Rogoway, Weinberger

Specifics & Generics in Continuous Model Continuous 2 of 3 Specifics & Generics in Continuous Model GG1 Achieve Specific Goals GP 1.1 Identify Work Scope GP 1.2 Perform Base Practices GG2 Institutionalize a Managed Process GP 2.1 CO1 Establish an Organizational Policy GP 2.2 AB1 Plan the Process GP 2.3 AB2 Provide Resources GP 2.4 AB3 Assign Responsibility GP 2.5 AB4 Train People GP 2.6 DI1 Manage Configurations GP 2.7 DI2 Identify and Involve Relevant Stakeholders GP 2.8 DI3 Monitor and Control the Process GP 2.9 VE1 Objectively Evaluate Adherence GP 2.10 VE2 Review Status with Higher-level Mgmt. March 1, 2001 CMMI - Rogoway, Weinberger

Specifics & Generics in Continuous Model Continuous 3 of 3 Specifics & Generics in Continuous Model GG3 Institutionalize a Defined Process GP 3.1 Establish a Defined Process GP 3.2 Collect Improvement Information GG4 Institutionalize a Quantitatively Managed Process GP 4.1 Establish Quality Objectives GP 4.2 Stabilize Subprocess Performance GG5 Institutionalize an Optimizing Process GP 5.1 Ensure Continuous Process Improvement GP 5.2 Correct Common Cause of Problems Applies to each Process Area ! As well as product faults March 1, 2001 CMMI - Rogoway, Weinberger

What you can learn from the Model Documents Both Staged & Continuous model documents have: Model Structure Model Terminology Understanding the Model Using the Model In addition to the PA definitions. March 1, 2001 CMMI - Rogoway, Weinberger

So what’s Changed from CMM SW v1.1, Really ? Clarification of “Measurement” Expansion of Software Product Engineering Support for Risk Management and Decision Making “Redundant” common feature definitions have become “Generics” The “mitosis” of SQM / QPM into Process Capability + Quant. Process Management PCM + TCM -> Organizational Innovation and Deployment March 1, 2001 CMMI - Rogoway, Weinberger

And what else has changed? SE, IPPD & (soon) Acquisition disciplines Integration of CMMs into “one” model Support for Staged and Continuous Model support – ARC, SCAMPI, Training, Transition Plan Thorough defined Transition Plan couched in legalese March 1, 2001 CMMI - Rogoway, Weinberger

Benefits of using the CMMI (1 of 2) Better alignment with Total Product Mgmt. Focuses on alignment of process with business goals and results Covers more of the development life-cycle Makes possible an integrated assessment to cover multiple discipline-based assessments SW,SE,IPPD Evolutionary Relatively smooth transition from CMM 1.1 to CMMI SW Staged More precise definitions for measurement practices and Risk Management March 1, 2001 CMMI - Rogoway, Weinberger

Benefits of Using the CMMI (2 of 2) Tailorable to organization’s needs (Staged and/or Continuous) Clear and unambiguous at higher maturity levels Intentional closer compatibility with emerging international standards “A26. The method shall define a mechanism for translating assessment observations into associated process attribute outcomes in accordance with ISO/IEC TR 15504-2 [SPICE] clause 7.6.” March 1, 2001 CMMI - Rogoway, Weinberger

CMMI - Rogoway, Weinberger Risks of Using the CMMI CMMI IPPD is not soup yet… V1.1 Release target 12/01 ( 2.25 yrs from Day 1 ) CMMI SW/SE training piloted SCAMPI pilots under way Transitioning from CMM requires re-orientation Continuous or Staged ? When used for maturity verification the bar is higher Linkage to ISO 9000 & 9000:2000 has been done on a case by case basis – no consensus among ISO registrars at this time on ISO – CMMI equivalency March 1, 2001 CMMI - Rogoway, Weinberger

CMMI - Rogoway, Weinberger For more information http://www.sei.cmu.edu/cmmi/ CMMISM                                                                                                                                                             General Information News and Communications Publications and Transition Materials Product Suite Organizing Documents Related Web Pages March 1, 2001 CMMI - Rogoway, Weinberger