1. CMMI
November 2018

2. Presentation objective
The aim of the presentation is to introduce Capability Maturity Model Integrated (CMMI) process improvement approach to students of Software Project Management course at Faculty of Informatics and Information Technologies at Slovak University of Technology
The presentation will describe what the CMMI is about, and
a case study will be presented, describing the preparation to CMMI appraisal and appraisal process itself

3. Graduate at Slovenská Vysoká Škola Technická Elektrotechnická Fakulta
14 years in Národná banka Slovenska
Establishment of new Computing Centre
Development of NBS payment system
Lead the operation and support team
11 years in Accenture Technology Solutions
Lead the Security and Compliance team
Software Delivery Life Cycle processes and methodology
Internal and external audits CMMI, P-CMM, ISAE3402, ISO27001
ITIL, CISM certified
Vladimír Šatura
Assosiate Manager
Accenture
Plynárenská 7/C, Bratislava
Slovak Republic

4. Agenda Introduction of CMMI CMMI Appraisal at service and consulting company CMMI and Agile

5. Introduction of CMMI
The Capability Maturity Model Integration (CMMI®) is a performance improvement framework developed by Carnegie Mellon University – Software Engineering Institute
Currently owned by CMMI Institute acquired by ISACA.
not a single process
based on best practices

6. Levels of CMMI model Continuously improving process Predictable
Initial
1 (Ad-hoc, heroes)
“Just Do It”
Managed
2 (Basic Project Management)
“We recognize our problems and are correcting them”
Defined
3 (Process standardization)
“We anticipate and prevent problems”
Quantitatively Managed
4 (Quantitatively Managed)
“We see the sources of individual problems and eliminate them”
Optimizing
5 (Continuous Improvement)
“We see common sources of problems and eliminate them”
Disciplined process
Standard,
consistent process
Predictable
process
Continuously
improving process

7. CMMI Components

8. CMMI Process Areas
Development Services

9. Specific Goals and Practices
Process Area: Technical Solution in CMMI for Development
SG 1
Select Product Component Solutions
SP 1.1
Develop Alternative Solutions and Selection Criteria
SP 1.2
SG 2
Develop the Design
SP 2.1
Design the Product or Product Component
SP 2.2
Establish a Technical Data Package
SP 2.3
Design Interfaces Using Criteria
SP 2.4
Perform Make, Buy, or Reuse Analyses
SG 3
Implement the Product Design
SP 3.1
Implement the Design
SP 3.2
Develop Product Support Documentation

10. Specific Goals and Practices
Process Areas in CMMI for Services
CM, REQM, CAM
Configuration Management (CM)
SG 1 Establish Baseline
Requirement Management (REQM)
SG 1 Manage Requirements
Services
SLA
People
Processes
Tools
Infrastructure
Capacity and Availability (CAM)
SG 1 Monitor and Analyze Capacity and Availability

11. Generic Goals and Practices of CMMI
GG1
Achieve Specific Goals
GP1
Perform Specific Practices
GG 2
Institutionalize a managed process
GP 2.1
Establish an organizational policy
GP 2.2
Plan the process.
GP 2.3
Provide resources
GP 2.4
Assign responsibility
GP 2.5
Train people
GP 2.6
Control work products
GP 2.7
Identify and involve relevant stakeholders
GP 2.8
Monitor and control the process
GP 2.9
Objectively evaluate adherence
GP 2.10
Review status with higher level management
GG 3
Institutionalize a defined process
GP 3.1
Establish a defined process
GP 3.2
Collect process related experience
Defined
Managed
Performed

12. Mature Organization Processes are defined and documented
Roles and responsibilities are clear
Management plans are defined and communicated
Products and processes are measured and monitored
Quality, cost and schedule are predictable
Products meet user expectations
Technology is used effectively within defined process
Management is committed to continuous improvement

13. CMMI Appraisal Method - SCAMPI
Standard CMMI Appraisal Method for Process Improvement (SCAMPI) is the official CMMI appraisal method
Appraisal helps to identify strengths and weaknesses of organizational processes
SCAMPI C is short and more flexible. It is used to provide a quick gap analysis between the organization's processes and CMMI practices.
SCAMPI B is more formal. It helps an organization understand its progress toward a target CMMI maturity level or capability profile.
SCAMPI A is the most rigorous method and the only one that can result in a rating.
Appraisal renewal every 3 years

14. CMMI Published Appraisal results
Appraisal Results published at CMMI PARS page

15. CMMI Appraisal at service and consulting company

16. Audience composition What type of work you incline to?
Analyse requests with clients (functional designs)
Be a developer (programming, testing)
Delivery a Service (application and user support)
Manage project / service (work with people)
No idea

17. Appraisal preparation
Define appraisal organization unit
4 independent delivery centers across 6 countries into one appraisal
Identify appraisal sponsor
4 delivery center leads
Define business goals
Ensure organizational process excellence that differentiates us in the marketplace and improves market penetration.
Improve customer satisfaction and expand our customer base.
Reduce Cost of Poor Quality through process improvements.
Ensure we remain competitive in the marketplace through a CMMI ML3 rating
Define appraisal scope
Application development (CMMI DEV)
Application Maintenance (CMMI SVC)

18. Appraisal Planning
Select projects and Support groups - Sampling approach
Defined by Appraisal Lead based on number of projects, location, type of work, unit size / number of people
6 / 120 (projects/people) Development projects from 92 /1560 candidates
6 /180 Services projects from 103 / 1030 candidates
Leadership, Process Group, Training Coordinators for every delivery center (33 people)
Global methods team (25 people)
Define Appraisal Team
Appraisal Team Lead – 1 external ATL certified for SCAMPI A
Appraisal Team members – 13 internal + 1 external certified for SCAMPI A
Distributed team communicated via Skype for Business

19. Appraisal – Evidence Reviews
Two weeks for documentation review
Collect evidence from all 25 projects and groups
Appraisal team to review all collected documentation
1024 documents, mails, screenshots, links
700 projects level
324 organization level

20. Appraisal - Interviews
Two weeks for 33 interview sessions to verify Institutionalization of processes:
Delivery Center Leadership
Project / Service Managers
Practitioners
Configuration Managers
Business Analysts, Architects, Developers
Testers
Release / Transition managers
Service providers
Support groups
Basic Rules: Confidentiality, Non-attribution

21. Appraisal – Interview with Managers
Interview with Practitioners (DEV) – project managers, team leads
Please describe
How you plan the project?
How you contribute to organization data?
How you know you are on time?
Interview with Practitioners (SVC) – service managers, team leads
Please describe
How you monitor the quality of your service?
How you manage the capacity and availability of critical resources?
How you control the fulfilment of contract?
Scope, estimation, plan, commitment, Plan, Resources, Budget, Schedule, Risks, Data, Stakeholders, Environments – when to whom deliver
Improvement to org. level
time tracking, metrics
SLA metrics, reopened tickets
Resource planning, monitoring, tools availability, seats, substitues, business continutity
SLA

22. Appraisal – Interview with Practitioners
Interview with Practitioners (DEV) – Analysts, Developers, Testers
Please describe
How were the requirements of project understood and commitment obtained?
How a product is assembled, integrated?
How were you trained for your role?
Interview with Practitioners (SVC) – Support team
Please describe
How were the requirements of project understood and commitment obtained?
How you analyze the root cause of incidents?
How you review client satisfaction?
Example project is student class with practice work to develop st.
Use cases, client discussions. Repeatedly agreements
Different environments for integration,
Classroom, on-the-job, selfstudy
List of services agreed, processes, guides,
Ticket analysis, confirmation with requestor, KX base
Ticket solution confirmation, % reopened tickets, surveys

23. Appraisal – Preliminary Findings
User preliminary meeting to validate findings with participants
Weaknesses
On some projects peer review results are not summarized and analysis on summary level is not documented. [VER SP 2.3]
On a few projects configuration management audit have been implemented only recently as one evidence only has been provided. [CM GP 2.8, CM GP 2.10]
On all projects it is not always clear who is in charge of managing the formal decision making process. [DAR GP 2.4]
VER PI
IPM
DAR RD
RSKM TS
VAL
PPQA CM
PMC
REQM MA PP
Findings
No findings
Basic Rules: Non-attribution, No rating, No Maturity rating

24. Appraisal – Rating agreement
Appraisal Team ratings agreement
The team has to agree on ratings based on rules or team judgment
Generic and Specific practice rating
Fully, Largely, Partially, Not Implemented
Process Area, General and Specific goal rating
Satisfied, Unsatisfied
Present Maturity level – ML2, .. ML5 based on Satisfied all goals relevant for maturity level

25. Appraisal – Final Presentation
Present final findings with Appraisal rating
Present strengths, weaknesses and recommendations to each process areas
Present rating
Present Maturity level
Discuss interview relations, golden questions, why validation,

26. CMMI and Agile

27. CMMI for DEV & Agile - ?

28. CMMI for DEV & Agile – Development Practices
Requirement Managemt (REQM)
Requirement Development (RD)
Technical Solution (TS)
Product Integration (PI)
Verification (VER)
Validation (VAL)
REQM RD
REQM
VAL
VER PI TS RD
Validation (VAL)
Prepare for Validation
Validate Product or Product Components
Verification (VER)
Prepare for Verification
Perform Peer Reviews
Verify Selected Work Products
Product Integration (PI)
Prepare for Product Integration
Ensure Interface Compatibility
Assemble Product Components and Deliver the Product
Technical Solution (TS)
Select Product Component Solutions
Develop the Design
Implement the Product Design
Requirements Development (RD)
Develop Customer Requirements
Develop Product Requirements
Analyze and Validate Requirements
Requirements Management (REQM)
Understand Requirements,
Obtain Commitment to Requirements
Manage Requirements Changes

29. CMMI for DEV & Agile – Management Practices
Project Planning (PP)
Risk Management (RSKM)
Configuration Management (CM)
Project Monitoring and Control (PMC)
Measurement and Analysis (MA)
Integrating Project Management (IPM)
REQM RD MA PP PP
IPM
RSKM
IPM CM
PMC
RSKM CM
REQM
VAL
VER PI TS PP
RSKM RD
RSKM
PMC MA
Integrated Project Management (IPM)
Establish the Project’s Defined Process
Use Organizational Process Assets for Planning Project Activities
Establish the Project’s Work Environment
Establish Teams
Contribute to Organizational Process Assets
Measurement and Analysis (MA)
Align Measurement and Analysis Activities
Provide Measurement Results
Project Monitoring and Control (PMC)
Monitor the Project Against the Plan
Manage Corrective Action to Closure
Risk Management (RSKM)
Prepare for Risk Management
Identify and Analyze Risks
Mitigate Risks
Configuration Management (CM)
Establish Baseline
Track and Control Changes
Establish Integrity

30. CMMI for DEV & Agile - complement
CMMI focuses on what program / project do
Scrum focuses on how product is developed
CMMI provides engine that enable Scrum techniques on large projects
Scrum enhances CMMI method with specific software engeneering approach
CMMI provides methods for continuously improve organization
Scrum includes practices for project team improvement
CMMI aimed typically for high cost failure (weaponry, aircraft) domains
Scrum aimed typically for low cost failure (Internet, Games) domains
Frameworks are progressing
CMMI v2.0
Scrum of Scrums, Scaled Agile Framework (SAFe), Large Scale Scrum (LeSS)

31. CMMI V2.0 Objectives to address High cost of appraisals
Little value perceived by organization
Difficult to read and interpret
Perceived as being not Agile compatible
CMMI v2.0
CMMI Institute -

32. CMMI V2.0 From a process improvement to performance improvement
The number of practices is globally reduced
Agile friendly
New Appraisal method instead of SCAMPI
Random sampling by CMMI Institute
Access to the model is no longer free
CMMI v2.0

33. Thank You