1. voice.256.527.8749fax.256.461.7985sandra.cepeda@knology.net 200209–CSSA0001 – 16/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. CMMI ® Overview Presented by: Sandra L. Cepeda President and CEO Cepeda Systems and Software Analysis, Inc. SEI Visiting Scientist Presented by: Sandra L. Cepeda President and CEO Cepeda Systems and Software Analysis, Inc. SEI Visiting Scientist July 11, 2003 ® CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University

2. 200209–CSSA0001 – 26/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. Appropriate Use of This Material  This material is intellectual property donated by CSSA, Inc. to the pilot of CMMI use in small settings sponsored by AMRDEC SED. You are granted use of this material for non-commercial purposes provided that the material is used as is, including the CSSA logo and copyright information.  For other uses, please contact Sandra Cepeda at sandra.cepeda@knology.net for permission.sandra.cepeda@knology.net  This material is intellectual property donated by CSSA, Inc. to the pilot of CMMI use in small settings sponsored by AMRDEC SED. You are granted use of this material for non-commercial purposes provided that the material is used as is, including the CSSA logo and copyright information.  For other uses, please contact Sandra Cepeda at sandra.cepeda@knology.net for permission.sandra.cepeda@knology.net

3. 200209–CSSA0001 – 36/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc.AGENDAAGENDA  Why the CMMI?  What is the CMMI?  Using the CMMI Correctly  Value of the CMMI  Business Case for the CMMI  Industry Feedback  CMMI Adoption Statistics  Why the CMMI?  What is the CMMI?  Using the CMMI Correctly  Value of the CMMI  Business Case for the CMMI  Industry Feedback  CMMI Adoption Statistics

4. 200209–CSSA0001 – 46/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. THE CMMI PROJECT  The Capability Maturity Model Integration ( CMMI ) Project Was Initiated in 1997 by the DoD and National Defense Industrial Association (NDIA) To:  Establish a Framework to Integrate Current and Future Models  Build an Initial Set of Integrated Models  Three Source Models Served As the Basis for the CMMI :  CMM for Software V2.0 Draft C  EIA - 731 Systems Engineering  IPD CMM (IPD) V0.98a  Collaborative Endeavor  Industry  Government  Software Engineering Institute (SEI)  Key Driver:  Use of Multiple Models and Assessment Methods Has Been Inefficient  Key Objective:  Reduce the Cost of Establishing and Maintaining Process Improvement Efforts Across an Enterprise Using Multiple Disciplines to Produce Products or Services  The Capability Maturity Model Integration ( CMMI ) Project Was Initiated in 1997 by the DoD and National Defense Industrial Association (NDIA) To:  Establish a Framework to Integrate Current and Future Models  Build an Initial Set of Integrated Models  Three Source Models Served As the Basis for the CMMI :  CMM for Software V2.0 Draft C  EIA - 731 Systems Engineering  IPD CMM (IPD) V0.98a  Collaborative Endeavor  Industry  Government  Software Engineering Institute (SEI)  Key Driver:  Use of Multiple Models and Assessment Methods Has Been Inefficient  Key Objective:  Reduce the Cost of Establishing and Maintaining Process Improvement Efforts Across an Enterprise Using Multiple Disciplines to Produce Products or Services

5. 200209–CSSA0001 – 56/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. CMMI DESIGN GOALS  Integrate the Source Models  Eliminate Inconsistencies  Reduce Duplication  Increase Clarity and Understanding  Provide Common Terminology and Consistent Style  Maintain Common Components  Assure Conformance to ISO 15504  Lay Foundation for Later Addition of Other Disciplines  Reduce the Cost of Implementing Model-Based Process Improvement  Be Sensitive to Impact on Legacy Efforts  Integrate the Source Models  Eliminate Inconsistencies  Reduce Duplication  Increase Clarity and Understanding  Provide Common Terminology and Consistent Style  Maintain Common Components  Assure Conformance to ISO 15504  Lay Foundation for Later Addition of Other Disciplines  Reduce the Cost of Implementing Model-Based Process Improvement  Be Sensitive to Impact on Legacy Efforts

6. voice.256.527.8749fax.256.461.7985sandra.cepeda@knology.net 200209–CSSA0001 – 66/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. WHAT IS CMMI ?

7. 200209–CSSA0001 – 76/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. WHAT IS CMMI? “The Purpose of CMM Integration is to provide guidance for improving your organization’s processes and your ability to manage the development, acquisition and maintenance of products and services.” CMMI Version 1.1 “The Purpose of CMM Integration is to provide guidance for improving your organization’s processes and your ability to manage the development, acquisition and maintenance of products and services.” CMMI Version 1.1

8. 200209–CSSA0001 – 86/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. WHAT IS CMMI?  CMMI Is a Process-Improvement Model That Provides a Set of Best Practices That Address Productivity, Performance, Costs, and Stakeholder Satisfaction.  CMMI Is NOT a Set of “Bolt-On Processes” That Last Only As Long As the Wheel Is Squeaking. CMMI Provides a Consistent, Enduring Framework That Accommodates New Initiatives.  CMMI Focuses on the Total-System Problem, Unlike the SW-CMM or SE-CMM.  CMMI Facilitates Enterprise-Wide Process Improvement, Unlike Single-Discipline Models That Can Result in Confusion and Higher Costs.  CMMI Is a Process-Improvement Model That Provides a Set of Best Practices That Address Productivity, Performance, Costs, and Stakeholder Satisfaction.  CMMI Is NOT a Set of “Bolt-On Processes” That Last Only As Long As the Wheel Is Squeaking. CMMI Provides a Consistent, Enduring Framework That Accommodates New Initiatives.  CMMI Focuses on the Total-System Problem, Unlike the SW-CMM or SE-CMM.  CMMI Facilitates Enterprise-Wide Process Improvement, Unlike Single-Discipline Models That Can Result in Confusion and Higher Costs.

9. 200209–CSSA0001 – 96/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. CMMI SCOPE & COVERAGE  Multiple Disciplines  Engineering Development  Software Engineering  Systems Engineering  Concurrent Engineering  Hardware Engineering  “Assurance” Engineering  Program Management  Project Management  Quality Assurance  Configuration and Data Management  Multiple Disciplines  Engineering Development  Software Engineering  Systems Engineering  Concurrent Engineering  Hardware Engineering  “Assurance” Engineering  Program Management  Project Management  Quality Assurance  Configuration and Data Management  Multiple Applications  Architecture  Design  Systems  Electrical  Mechanical  Software  System Integration and Test  Logistics  Operations  Maintenance Total Product Life Cycle

10. 200209–CSSA0001 – 106/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. StagedContinuous CMMI IN A NUTSHELL PA Capability 0 1 2 3 4 5 Process PA ML 1 ML2 ML3 ML4 ML5 Organization Maturity Level 5 OID, CAR Maturity Level 4 OPP, QPM Maturity Level 3 RM, TS, PI, VER, VAL, OPF, OPD, OT, IPM, RSKM, DAR, OEI, IT, ISM Maturity Level 2 REQM, PP, PMC, MA, PPQA, CM, SAM Process Areas (SE/SW/IPPD/SS) Requirements Management (REQM) Project Planning (PP) Project Monitoring and Control (PMC) Measurement and Analysis (MA) Process and Product Quality Assurance (PPQA) Configuration Management (CM) Supplier Agreement Management (SAM) Requirements Development (RD) Technical Solution (TS) Product Integration (PI) Verification (VER) Validation (VAL) Organizational Process Focus (OPF) Organizational Process Definition (OPD) Organizational Training (OT) Integrated Project Management (IPM) Risk Management (RSKM) Decision Analysis and Resolution (DAR) Organizational Environment for Integration (OEI) Integrated Teaming (IT) Integrated Supplier Management (ISM) Organizational Process Performance (OPP) Quantitative Project Management (QPM) Organizational Innovation & Deployment (OID) Causal Analysis and Resolution (CAR) Support CM, PPQA, MA, CAR, DAR, OEISupport Engineering REQM, RD, TS, PI, VER, VALEngineering Project Management PP, PMC, SAM, ISM, IPM, RSKM, QPM, IT Project Management PP, PMC, SAM, ISM, IPM, RSKM, QPM, IT Process Management OPF, OPD, OT, OPP, OID Process Management OPF, OPD, OT, OPP, OID  Two Representations Per CMMI Model  One Appraisal Method (SCAMPI)  Two Representations Per CMMI Model  One Appraisal Method (SCAMPI)

11. 200209–CSSA0001 – 116/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. COMPARING THE SW-CMM TO CMMI  Level 2  New Measurement and Analysis PA  SSM: “Supplier” Instead Of “Subcontractor”  Level 3  New Process Areas  Risk Management  Decision Analysis and Resolution  Organizational Environment For Integration  Integrated Teaming  Integrated Supplier Management  Expansion of SPE Into 5 Process Areas  Requirements Development  Technical Solution  Product Integration  Verification  Validation  Level 2  New Measurement and Analysis PA  SSM: “Supplier” Instead Of “Subcontractor”  Level 3  New Process Areas  Risk Management  Decision Analysis and Resolution  Organizational Environment For Integration  Integrated Teaming  Integrated Supplier Management  Expansion of SPE Into 5 Process Areas  Requirements Development  Technical Solution  Product Integration  Verification  Validation  Level 3 (Continued)  Deletion of Peer Reviews As PA  Practices Included in Verification PA  Merging of ISM and IC Into Integrated Project Management  Common Features  Refocus of Measurement and Analysis CF to Directing Implementation CF  All Levels  Addition of a Capability Level Goal (Should Have Little Impact)  Addition of Practices in Process Areas, Where Necessary  Expanded Scope Natural Extension Of, And Evolution From, Legacy Models IPPD SS IPPD SS

12. voice.256.527.8749fax.256.461.7985sandra.cepeda@knology.net 200209–CSSA0001 – 126/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. USING CMMI CORRECTLY

13. 200209–CSSA0001 – 136/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. USING CMMI CORRECTLY Correct Use of the CMMI Implies:  Reflecting the Reality of Your Business Environment  Tailoring (Interpreting) the CMMI to Suit Your Context and Needs  Allowing for Professional Judgment  Identifying Problems As Objectively As Possible  Thinking and Analyzing How the CMMI Applies  Doing and Not Just Thinking!  Not Forcing Foolish Decisions!  Supporting Worker Participation and Empowerment Correct Use of the CMMI Implies:  Reflecting the Reality of Your Business Environment  Tailoring (Interpreting) the CMMI to Suit Your Context and Needs  Allowing for Professional Judgment  Identifying Problems As Objectively As Possible  Thinking and Analyzing How the CMMI Applies  Doing and Not Just Thinking!  Not Forcing Foolish Decisions!  Supporting Worker Participation and Empowerment  Use the Model As a, Not a  Use the Model As a Guide, Not a Dictate  Tie Process Improvement to Business Goals  Use the Model As a, Not a  Use the Model As a Guide, Not a Dictate  Tie Process Improvement to Business Goals

14. 200209–CSSA0001 – 146/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. TAILORING CMMI FOR YOUR ORGANIZATION  CMMI Is Designed to Be Tailored to the Goals Set by Your Business Environment. The Built-in Flexibility of the CMMI Provides You the Opportunity To:  Fully Align Process Improvement With You Business Goals  Choose Areas Providing the Biggest “Bang for the Buck”  Leverage off Existing Activities  Develop Specialized Areas to Meet Your Specific Business Needs  Build on Previously Isolated Activities in Software, Systems Engineering, Acquisition, IPPD  Promote Maximum Flexibility and Efficiency in Your Process Improvement Approach  Support an Enterprise Perspective Across All Business Functions  CMMI Is Designed to Be Tailored to the Goals Set by Your Business Environment. The Built-in Flexibility of the CMMI Provides You the Opportunity To:  Fully Align Process Improvement With You Business Goals  Choose Areas Providing the Biggest “Bang for the Buck”  Leverage off Existing Activities  Develop Specialized Areas to Meet Your Specific Business Needs  Build on Previously Isolated Activities in Software, Systems Engineering, Acquisition, IPPD  Promote Maximum Flexibility and Efficiency in Your Process Improvement Approach  Support an Enterprise Perspective Across All Business Functions

15. voice.256.527.8749fax.256.461.7985sandra.cepeda@knology.net 200209–CSSA0001 – 156/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. VALUE OF CMMI

16. 200209–CSSA0001 – 166/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. VALUE OF THE CMMI (1 OF 2)  CMMI Adds:  New Emphasis on Product As Well As Process  Coverage of Services As Well As Systems  Emphasis on Process Capability and Organizational Maturity  Early Emphasis on Measurement and Analysis  Better Coverage of Engineering Management  A Common, Integrated Vision of Improvement for All Elements of Your Organization  Efficient, Effective Appraisals and Improvement Across Multiple Process Disciplines  Reduced Cost of Future Training and Appraisals  CMMI Builds Upon SW-CMM Legacy:  Better, Expanded Model Scope  Since Many “Software Problems” Are Linked to Systems Issues, Capabilities Associated With Disciplines Other Than Software Contribute to Causal Factors  CMMI Adds:  New Emphasis on Product As Well As Process  Coverage of Services As Well As Systems  Emphasis on Process Capability and Organizational Maturity  Early Emphasis on Measurement and Analysis  Better Coverage of Engineering Management  A Common, Integrated Vision of Improvement for All Elements of Your Organization  Efficient, Effective Appraisals and Improvement Across Multiple Process Disciplines  Reduced Cost of Future Training and Appraisals  CMMI Builds Upon SW-CMM Legacy:  Better, Expanded Model Scope  Since Many “Software Problems” Are Linked to Systems Issues, Capabilities Associated With Disciplines Other Than Software Contribute to Causal Factors Additional Productivity and Quality Gains

17. 200209–CSSA0001 – 176/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. VALUE OF THE CMMI (2 OF 2)  CMMI Will Help You:  Improve Delivery of Promised Performance, Cost, and Schedule  Collaborate With External Stakeholders and Manage Their Expectations  Provide Competitive World-class Products and Services  Implement an Integrated, Enterprise Business and Engineering Perspective  Master System-of-systems Evolutionary Development Complexity  Use Common, Integrated, and Improving Processes for Systems and Software  Implement Proactive Program Management Techniques  Develop Project Leaders Who Look Ahead and Not Over Their Shoulder  Develop a Staff That Uses Best Practices to Cope With Changing Development, Technology, and Customer Environments  Enable Staff Members to Move Between Projects and Still Use the Same Processes  Create and Improve Processes That Adapt to a Changing Business Environment  CMMI Will Help You:  Improve Delivery of Promised Performance, Cost, and Schedule  Collaborate With External Stakeholders and Manage Their Expectations  Provide Competitive World-class Products and Services  Implement an Integrated, Enterprise Business and Engineering Perspective  Master System-of-systems Evolutionary Development Complexity  Use Common, Integrated, and Improving Processes for Systems and Software  Implement Proactive Program Management Techniques  Develop Project Leaders Who Look Ahead and Not Over Their Shoulder  Develop a Staff That Uses Best Practices to Cope With Changing Development, Technology, and Customer Environments  Enable Staff Members to Move Between Projects and Still Use the Same Processes  Create and Improve Processes That Adapt to a Changing Business Environment

18. voice.256.527.8749fax.256.461.7985sandra.cepeda@knology.net 200209–CSSA0001 – 186/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. BUSINESS CASE FOR CMMI

19. 200209–CSSA0001 – 196/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. BUSINESS CASE FOR CMMI (1 OF 3)  Reduced Development/ Maintenance Costs  Improved Productivity  Less Rework  Increased Revenue/Profitability  Improved Customer Satisfaction  Reduced Post-Release Defects  Measurable Improvements of Reliability and Quality  Repeat Business  Increased Product Sales  Reduced Cycle Time  Improved Process Performance  Enhanced Time-to-Market Performance  Bonuses for Early Delivery  Improved Professional Staff  Improved Employee Morale  Increased Developer and Maintainer Confidence  Reduced Employee Turnover and Retraining Costs  Improved Competitive Advantage Better Products – Not Just Software – Out Sooner And Cheaper

20. 200209–CSSA0001 – 206/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. BUSINESS CASE FOR CMMI (2 OF 3) Improvements From Adopting SW-CMM (SEI, 1994) Savings vs. cost of software process improvement (median) 5:1 Percentage Improvement Annual Medians +35% -19% Time to Market -39% Post-Release Defect Reports Productivity 0 5 10 15 20 25 30 35 40 Current ROI Value to Programs (DACS, 1999) Application of SPI to “Example Organization With Example Projects”: Development Costs Reduced 73% Rework Costs Reduced 96% Average Schedule Length Reduced 37% Post-Release Defects Reduced 80% Weighted Risk Likelihood Reduced 92% Return On Investment 21:1 Expect Higher ROI For CMMI

21. 200209–CSSA0001 – 216/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. DoD Contractors Have Additional Motivation To Transition To The CMMI BUSINESS CASE FOR CMMI (3 OF 3) DoDCustomers Associate Contractors Suppliers Competitors May Require Organizational Maturity or Process Capability in RFP, Implicitly or Explicitly May Use Organizational Maturity or Process Capability As a Discriminator Will Use Organizational Maturity or Process Capability to Advise Customers Will Use Organizational Maturity or Process Capability to Competitive Advantage Improve Integration of Products and Services Provide Insight Into Supplier Performance and Quality

22. voice.256.527.8749fax.256.461.7985sandra.cepeda@knology.net 200209–CSSA0001 – 226/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. INDUSTRY FEEDBACK

23. 200209–CSSA0001 – 236/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. CMMI EARLY ADOPTERS Process Assessment, Consulting & Training (PACT) Information Technology Sector & Integrated Systems Sector, Airborne Early Warning/Electronic Warfare Systems

24. 200209–CSSA0001 – 246/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. FEEDBACK FROM ADOPTERS (1 OF 2) “CMMI can be applied to non-developmental projects, increasing the ‘bang for the buck’” Wayne Sherer, TACOM-ARDEC CMMI supports strategically-focused IT organizations  “Why CMMI:  GM CIO mandate for global, common processes  Desired IT capabilities and maturity of IT organization  Common assessment across key processes in a global IT organization  Integrated vision of process improvement  Leverage industry best practice and incorporate GM-specific practices in standard improvement framework” Dr. Hubert F. Hofmann, Christine Walsh, Zahira Gonzalvo, General Motors Corp. CMMI supports strategically-focused IT organizations  “Why CMMI:  GM CIO mandate for global, common processes  Desired IT capabilities and maturity of IT organization  Common assessment across key processes in a global IT organization  Integrated vision of process improvement  Leverage industry best practice and incorporate GM-specific practices in standard improvement framework” Dr. Hubert F. Hofmann, Christine Walsh, Zahira Gonzalvo, General Motors Corp. “Involvement with and use of CMMI could have prevented a $21M cost overrun if we had had level 3 capability measurement and analysis process in place” Don Michels, SOF System Program Office, USAF/WR-ALC “Involvement with and use of CMMI could have prevented a $21M cost overrun if we had had level 3 capability measurement and analysis process in place” Don Michels, SOF System Program Office, USAF/WR-ALC “[tailoring SCAMPI resulted in a] 4-day on-site schedule for the 4-person business unit [and it worked well]” Tim Kasse, Kasse Initiatives “[tailoring SCAMPI resulted in a] 4-day on-site schedule for the 4-person business unit [and it worked well]” Tim Kasse, Kasse Initiatives “If you have reached mostly Level 2s or 3s in a SE model, … you have most of the CMMI’s requirements for comparable levels covered.” Sarah Sheard, Software Productivity Consortium “If you have reached mostly Level 2s or 3s in a SE model, … you have most of the CMMI’s requirements for comparable levels covered.” Sarah Sheard, Software Productivity Consortium We are using CMMI as a reference for guiding Lifecycle Management (LCM) Improvement BAE We are using CMMI as a reference for guiding Lifecycle Management (LCM) Improvement BAE We are using CMMI taxonomy in Risk Evaluation. Government Agency We are using CMMI taxonomy in Risk Evaluation. Government Agency CMMI is less burdensome in the implementation phases. CMMI provides detailed integrated acquisition management coverage that was only partially available in SW-CMM CMMI Transition Workshop CMMI is less burdensome in the implementation phases. CMMI provides detailed integrated acquisition management coverage that was only partially available in SW-CMM CMMI Transition Workshop

25. 200209–CSSA0001 – 256/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. FEEDBACK FROM ADOPTERS (2 OF 2) “ What took SEI so long? CMMI concepts are needed and have been used successfully for a long time.” Christian Hertneck (SEI Resident Affiliate from Siemens) “ What took SEI so long? CMMI concepts are needed and have been used successfully for a long time.” Christian Hertneck (SEI Resident Affiliate from Siemens) “[SW-CMM] investments will migrate naturally to CMMI.” Gary Natwick & Geoff Draper, Harris Corporation “[SW-CMM] investments will migrate naturally to CMMI.” Gary Natwick & Geoff Draper, Harris Corporation “You have many reference systems available to measure how efficient you are and to evaluate the progress you make; the CMMI presents this advantage to be a reference as well as a guide towards good practices.” Thales “You have many reference systems available to measure how efficient you are and to evaluate the progress you make; the CMMI presents this advantage to be a reference as well as a guide towards good practices.” Thales Level of impact and effort in a high maturity organization should be minimal due to natural extension from SW CMM to CMMI High Maturity Workshop Level of impact and effort in a high maturity organization should be minimal due to natural extension from SW CMM to CMMI High Maturity Workshop “Best Assessment in 10 years.” Motorola, JAN 2002 “Best Assessment in 10 years.” Motorola, JAN 2002  Appraisal time shows an excellent learning curve  40% reduction in appraisal time over five Australian assessments  “Shadow appraisals” show ease of transition  High maturity CBA IPI at Litton PRC  Multiple EIA/IS 731 Systems Engineering assessments  Mappings and gap analyses confirm evolutionary expansion from predecessor models  Government and contractors agree on CMMI’s improved engineering coverage in contract monitoring  CMMI is more understandable to practitioners at levels 4 and 5  SCAMPI V1.1 gives us much more value for capturing the “current state” CMMI Pilots  Appraisal time shows an excellent learning curve  40% reduction in appraisal time over five Australian assessments  “Shadow appraisals” show ease of transition  High maturity CBA IPI at Litton PRC  Multiple EIA/IS 731 Systems Engineering assessments  Mappings and gap analyses confirm evolutionary expansion from predecessor models  Government and contractors agree on CMMI’s improved engineering coverage in contract monitoring  CMMI is more understandable to practitioners at levels 4 and 5  SCAMPI V1.1 gives us much more value for capturing the “current state” CMMI Pilots With slight interpretations from an operational perspective, operational organizations can use CMMI models today to initiate and sustain an active operational process improvement program. Brian P. Gallagher, “Interpreting CMMI for Operational Organizations” With slight interpretations from an operational perspective, operational organizations can use CMMI models today to initiate and sustain an active operational process improvement program. Brian P. Gallagher, “Interpreting CMMI for Operational Organizations”

26. 200209–CSSA0001 – 266/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. CMMI TRANSITION STATUS  CMMI Is Being Adopted Quickly  Companies in Key Markets Are Adopting the CMMI  Defense  Aerospace  Automotive  Entertainment  Telecommunications  CMMI Is Being Adopted Quickly  Companies in Key Markets Are Adopting the CMMI  Defense  Aerospace  Automotive  Entertainment  Telecommunications

27. 200209–CSSA0001 – 276/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. CMMI ADOPTION STATISTICS AS OF JANUARY 2003  7,207 People Trained on the Introduction to CMMI Course  478 People Trained on the Intermediate CMMI Course  162 Authorized SCAMPI Lead Assessors  103 Authorized CMMI Instructors  7,207 People Trained on the Introduction to CMMI Course  478 People Trained on the Intermediate CMMI Course  162 Authorized SCAMPI Lead Assessors  103 Authorized CMMI Instructors

28. 200209–CSSA0001 – 286/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. SCAMPI APPRAISALS  SCAMPI Appraisals Conducted Since 1999 and Reported to The SEI by February 2003  73 Appraisals  40 Participating Companies  30% Organizations Upgrading  70% Organizations New To CMM’s  52% Offshore Organizations  SCAMPI Appraisals Conducted Since 1999 and Reported to The SEI by February 2003  73 Appraisals  40 Participating Companies  30% Organizations Upgrading  70% Organizations New To CMM’s  52% Offshore Organizations

29. 200209–CSSA0001 – 296/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING (1 OF 8)

30. 200209–CSSA0001 – 306/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING (2 OF 8)

31. 200209–CSSA0001 – 316/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING (3 OF 8)

32. 200209–CSSA0001 – 326/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING (4 OF 8)

33. 200209–CSSA0001 – 336/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING (5 OF 8)

34. 200209–CSSA0001 – 346/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING (6 OF 8)

35. 200209–CSSA0001 – 356/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING (7 OF 8)

36. 200209–CSSA0001 – 366/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. CMMI V1.1 – “I”MPROVING AND “I”NTEGRATING (8 OF 8)

37. voice.256.527.8749fax.256.461.7985sandra.cepeda@knology.net 200209–CSSA0001 – 376/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. CMMI TRANSITION

38. 200209–CSSA0001 – 386/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. CMMI TRANSITION: APPROACH (1 OF 2)  Become Familiar With CMMI  Understand Content and Scope  Interpret Model for Your Organization  Select Appropriate CMMI Model  SE/SW  SE/SW/IPPD  SE/SW/IPPD/SS  SW  Select Representation  Staged  Continuous  Both (“Constaguous”)  Perform Gap Analysis (Mapping of Existing Processes to CMMI)  Perform Impact Analysis  Perform Cost/Benefit Analysis  Become Familiar With CMMI  Understand Content and Scope  Interpret Model for Your Organization  Select Appropriate CMMI Model  SE/SW  SE/SW/IPPD  SE/SW/IPPD/SS  SW  Select Representation  Staged  Continuous  Both (“Constaguous”)  Perform Gap Analysis (Mapping of Existing Processes to CMMI)  Perform Impact Analysis  Perform Cost/Benefit Analysis

39. 200209–CSSA0001 – 396/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. CMMI TRANSITION: APPROACH (2 OF 2)  Develop and Implement Transition Plan  Extend PI Infrastructure to Include New Disciplines and Organizations  Analyze Legacy Transition Mechanisms  Update Process Improvement Plan  Hire or “Grow” Trainers and Appraisers  Train People  Update Organizational Process Assets  Execute Pilots  Update Projects’ Defined Processes and Plans  Appraise  Develop and Implement Transition Plan  Extend PI Infrastructure to Include New Disciplines and Organizations  Analyze Legacy Transition Mechanisms  Update Process Improvement Plan  Hire or “Grow” Trainers and Appraisers  Train People  Update Organizational Process Assets  Execute Pilots  Update Projects’ Defined Processes and Plans  Appraise Leverage Investment In Legacy Models

40. 200209–CSSA0001 – 406/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. CMMI TRANSITION: CHALLENGES  Understanding CMMI Content and Scope  Interpreting and Tailoring Model for Your Organization  Defining Scope of Improvement  Selecting Model Representation  Integrating Disciplines, Functions, and Applications  Identifying Common Components  Eliminating Existing Process Inconsistencies and Reducing Duplication  Minimizing Impact to Projects  Managing Organizational Change  Managing a Different Scope of Improvement  Analyzing Legacy Transition Mechanisms  Optimizing CMMI Implementation As It Relates to Other Quality Improvement Efforts  Understanding CMMI Content and Scope  Interpreting and Tailoring Model for Your Organization  Defining Scope of Improvement  Selecting Model Representation  Integrating Disciplines, Functions, and Applications  Identifying Common Components  Eliminating Existing Process Inconsistencies and Reducing Duplication  Minimizing Impact to Projects  Managing Organizational Change  Managing a Different Scope of Improvement  Analyzing Legacy Transition Mechanisms  Optimizing CMMI Implementation As It Relates to Other Quality Improvement Efforts

41. 200209–CSSA0001 – 416/15/2015 8:12 PM CSSA Cepeda Systems & Software Analysis, Inc. Copyright 2004, CSSA, Inc. CMMI TRANSITION: RISKS  Cost of Investing in Transition  Lack of Information About CMMI ROI  Mitigated by Strong Legacy of SW-CMM  Readiness of Process Improvement Consultants and SEI Transition Partners  Mitigated by SEI-Sponsored Training, CMMI Events, Technical Reports, and Special Reports  Limited CMMI-Supporting Products Available for a Particular Context  Future of CMMI (at end of 2004 this appears minimal!)  Mitigated by Strong DoD Sponsorship and Sunset of Source Models  Cost of Investing in Transition  Lack of Information About CMMI ROI  Mitigated by Strong Legacy of SW-CMM  Readiness of Process Improvement Consultants and SEI Transition Partners  Mitigated by SEI-Sponsored Training, CMMI Events, Technical Reports, and Special Reports  Limited CMMI-Supporting Products Available for a Particular Context  Future of CMMI (at end of 2004 this appears minimal!)  Mitigated by Strong DoD Sponsorship and Sunset of Source Models