1. Kelemen Zádor Dániel kelemen.daniel@sqi.hu

2.  About ISO 9001: 2000  About CMMI v1.2  Main differences  Differences in terminology  Similarities  ISO 9001:2000 and CMMI in the Hungarian market  Rate of return  How could we develop a CMMI-conform system having ISO9001:2000 as a basis? 2

3. 3  ISO 9000:2005  Fundamentals and Vocabulary  ISO 9001:2000  Requirements  ISO 9004:2000  Guidelines for performance improvements  ISO 90003:2005  Guidelines for the application of ISO 9001:2000 to computer software

4. 4  Minőségirányítási rendszerek. Követelmények  0. Introduction  1. Scope  2. Normative reference  3. Terms and definitions  4. Quality management system  5. Management responsibility  6. Resource management  7. Product realization  8. Measurement, analysis and improvement  Annexes

5. 5 Message:  Customer focus  Control  Stakeholder involvement  Process-focused view  Continuous improvement  Facts based decisions  Supplier management Relations among chapters:

6. 6  For software developers  Process based approach  Defines process areas (22)  Process area categories:  Process management  Project management  Technical  Support  Multi-level (ML 1-5 /CL 0-5)  Focus on software- and system development

7. 7  Folyamat alapú megközelítés  Folyamatcsoportokat definál (a v1.2 22-t)  Folyamat(csoport) kategóriák:  Folyamatmenedzsment  Projektmenedzsment  Műszaki  Támogató  Többszintű (ML 1-5 /CL 0-5)  Kiemeli a szoftver- és rendszerfejlesztést

8. 8  Boris Mutafelija, Harvey Stromberg (2001-2004),  ISO->CMMI v1.0, CMMI v1.0->ISO  Based on the results of Mutafelija: Angela Tuffley, Terrence P. Rout (2005)  ISO->CMMI v1.0  They analyzed the same requirements, they got similar results.  Concentrating only on the content.  Comparison of CMMI v1.2 and MSZ EN ISO9001:2000:  ISO->CMMI v1.2  ISO and CMMI in the Hungarian Market  ROI of these approaches

9. 9 ISO 9001:2000CMMI StandardModel (best practices) Can be applied for any organizationfor IT organizations All the requirements need to be implemented in the same time Step by step (maturity and capability levels) Brief (eg. ensure the availability of resources ) Detailed descriptions (GP-s for every process area) + Informative components: sub practices, typical work products, elaborations. (accentuated role: 80% of the model!) Does not include guidelines for implementationProvide institutionalization and implementation guidelines It provides only a high level description for process improvement Differentiates project (CL2-GG2) and organizational (CL3-GG3) level process improvements ISO requires the establishment of QMS, but does not describe concretely the institutionalization The CMMI through generic goals strictly requires the institutionalization (and this is one of its strength)

10. 10 ISO 9001:2000CMMI Top managementHigher-level management; senior management Quality (Management System (QMS))Organization Set of Standard Processes Quality PlanProject Plan, Software Development Plan, System Engineering Management Plan, Data Management Plan RecordWork product, record, evidence of implementation Documented procedurePlan for performing the process, Procedure

11. 11  Customer focus  GP 2.7 Identify and Involve Relevant Stakeholders  PP, IPM Plan Stakeholder Involvement  RD, TS  A CMMI is weaker than ISO  Control  GP 2.1 Establish an Organizational Policy  GP 2.4 Assign Responsability  GP 2.10, Review Status with Higher Level Management  OPF  Stakeholder involvement  GP 2.3 Provide Resources  GP 2.5 Train People  GP 2.7 Identify and Involve Relevant Stakeholders

12. 12  Process-focus  For every process must be applied: ▪ GP 2.2 Plan the process ▪ GP 3.1 Establish a defined process  Continuous improvement  Capability and maturity levels  Facts based decisions  DAR – Decision analysis and resolution  GP 2.8 Monitor and Controll the process  PMC, IPM, MA  Supplier management  SAM – Supplier agreement management ▪ (can be excluded in certain cases)  CMMI is weaker in cooperation  CMMI mainly focuses on control

13. 13  Assign management representative  Internal communication the effectiveness of QMS  Validation required before product delivery and implementation  Onsite control of suppliers  Handling customer property  Calibration of measurement devices  Establish a method for measuring and using customer satisfaction  Elaboration of Criteria, scope, frequency, method of internal audits  Independency of auditors (not in every case)

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15. 15 MethodCostsBenefitsB/CRROI%NPVBEP ISO 9001$173,000$569,8413:1229%$320,423$1,196,206 CMMI ® $1,108,233$3,023,0643:1173%$1,509,424$545,099 Forrás: D.F. Rico, ROI of Software Process Improvement Net present value, benefit/cost ratio, return on investment, and breakeven point examples of various SPI methods for a four person team implementing 10,000 lines of code.

16. 16 Two survey at Hungarian companies: Dr. Katalin Balla in the project ELTE „KKK-GVOP-2004-K+F-3-2-2” surveyed 10 Hungarian companies based on CMM/CMMI models. Based on a survey of Dr. Attila Kovács, amongst 24 software companies only two had CMM L2 certification and 30% of them have never heard about the CMM/CMMI models.

17. 17  Some essential requirements:  Transforming the quality assurance ▪ Quality assurance assigned to projects (starting from CL/ML2) ▪ Product quality assurance (CMMI recommends ISO9126)  Introducing measurements ▪ CMMI recommends GQM (Goal-Question-Metric) ▪ Continuous measurement and improvement of products, processes and resources  Establishing configuration audits, baselines  Estimates, risk management in projects  Planning, monitoring and measuring every process  Requirements bidirectional traceability  ML/CL3: ▪ Defining and introducing technical processes ▪ Organizational procedures and tailoring guidelines for every process

18. 18 kelemen.daniel@sqi.hu www.sqi.hu www.cmmi.hu