1. voice.256.527.8749fax.256.461.7985sandra.cepeda@knology.net 200209–CSSA0001 – 16/25/2015 10:30 AM CSSA Cepeda Systems & Software Analysis, Inc. SCAMPI A FOR ASI

2. 200209–CSSA0001 – 26/25/2015 10:30 AM CSSA Cepeda Systems & Software Analysis, Inc. ARC V1.1  The Appraisal Requirements for CMMI (ARC) V1.1 Defines the Requirements Considered Essential to Appraisal Methods Intended for Use With CMMI Models  Appraisal Principles  Start With an Appraisal Reference Model  Use a Formalized Appraisal Process  Involve Senior Management As the Appraisal Sponsor  Focus the Appraisal on the Sponsor’s Business Objectives  Observe Strict Confidentiality and Non-attribution of Data  Approach the Appraisal Collaboratively  Focus on Follow-on Activities and Decision-making Based Upon the Appraisal Results  The Appraisal Requirements for CMMI (ARC) V1.1 Defines the Requirements Considered Essential to Appraisal Methods Intended for Use With CMMI Models  Appraisal Principles  Start With an Appraisal Reference Model  Use a Formalized Appraisal Process  Involve Senior Management As the Appraisal Sponsor  Focus the Appraisal on the Sponsor’s Business Objectives  Observe Strict Confidentiality and Non-attribution of Data  Approach the Appraisal Collaboratively  Focus on Follow-on Activities and Decision-making Based Upon the Appraisal Results

3. 200209–CSSA0001 – 36/25/2015 10:30 AM CSSA Cepeda Systems & Software Analysis, Inc. ARC APPRAISAL METHOD CLASSES CharacteristicsClass AClass BClass C Amount of Objective Evidence Gathered (Relative) HighMediumLow Ratings GeneratedYesNo Resources Needs (Relative) HighMediumLow Team Size (Relative)LargeMediumSmall Appraisal Team Leader Requirements Lead Appraiser Lead Appraiser or Person Trained & Experienced Person Trained & Experienced

4. 200209–CSSA0001 – 46/25/2015 10:30 AM CSSA Cepeda Systems & Software Analysis, Inc. WHAT IS SCAMPI?  The Standard CMMI Appraisal Method for Process Improvement (SCAMPI) Is a Class A Appraisal Method That Provides Benchmark Quality Ratings Relative to CMMI Models  SCAMPI Objectives  Gain Insight Into an Organization’s Engineering Capability by Identifying the Strengths and Weaknesses of Its Current Processes  Relate These Strengths and Weaknesses to the CMMI Model  Prioritize Improvement Plans  Focus on Improvements (Correct Weaknesses That Generate Risks) That Are Most Beneficial to the Organization Given Its Current Level of Organizational Maturity or Process Capabilities  Derive Capability Level Ratings, As Well As a Maturity Level Rating  Identify Development/acquisition Risks Relative to Capability/maturity Determinations  The Standard CMMI Appraisal Method for Process Improvement (SCAMPI) Is a Class A Appraisal Method That Provides Benchmark Quality Ratings Relative to CMMI Models  SCAMPI Objectives  Gain Insight Into an Organization’s Engineering Capability by Identifying the Strengths and Weaknesses of Its Current Processes  Relate These Strengths and Weaknesses to the CMMI Model  Prioritize Improvement Plans  Focus on Improvements (Correct Weaknesses That Generate Risks) That Are Most Beneficial to the Organization Given Its Current Level of Organizational Maturity or Process Capabilities  Derive Capability Level Ratings, As Well As a Maturity Level Rating  Identify Development/acquisition Risks Relative to Capability/maturity Determinations

5. 200209–CSSA0001 – 56/25/2015 10:30 AM CSSA Cepeda Systems & Software Analysis, Inc. SCAMPI V1.1 HIGHLIGHTS  Single, Integrated Appraisal Method to Support  Internal Process Improvement  Supplier Selection: High-value Discriminator  Process Monitoring: After Contract Award (Incentive/Award Fees)  Detailed Method Definition - SCAMPI Method Definition Document (MDD)  Emphasis Moves From “Discovery” to “Verification”  Four Data Gathering Mechanisms (Objective Evidence Sources)  Instruments, Presentations, Documents, Interviews  Focused Investigation  Application of Efficient Techniques for Collection and Management of Appraisal Data  Single, Integrated Appraisal Method to Support  Internal Process Improvement  Supplier Selection: High-value Discriminator  Process Monitoring: After Contract Award (Incentive/Award Fees)  Detailed Method Definition - SCAMPI Method Definition Document (MDD)  Emphasis Moves From “Discovery” to “Verification”  Four Data Gathering Mechanisms (Objective Evidence Sources)  Instruments, Presentations, Documents, Interviews  Focused Investigation  Application of Efficient Techniques for Collection and Management of Appraisal Data

6. 200209–CSSA0001 – 66/25/2015 10:30 AM CSSA Cepeda Systems & Software Analysis, Inc. PRACTICE IMPLEMENTATION INDICATORS  Practice Implementation Indicators (PIIs) - the “Footprints” That Are the Necessary or Incidental Consequence of Practice Implementation  Include Artifacts As Well As Information Gathered From Interviews With Managers and Practitioners  PII-based Process Appraisal Uses PIIs As the Focus for Verification of Practice Implementation  This Is in Contrast to an Observation-based Approach (CBA IPI) That Relies on the Crafting of Observations That Pertain to Model Implementation Strengths or Weaknesses  Practice Implementation Indicators (PIIs) - the “Footprints” That Are the Necessary or Incidental Consequence of Practice Implementation  Include Artifacts As Well As Information Gathered From Interviews With Managers and Practitioners  PII-based Process Appraisal Uses PIIs As the Focus for Verification of Practice Implementation  This Is in Contrast to an Observation-based Approach (CBA IPI) That Relies on the Crafting of Observations That Pertain to Model Implementation Strengths or Weaknesses

7. 200209–CSSA0001 – 76/25/2015 10:30 AM CSSA Cepeda Systems & Software Analysis, Inc. PRACTICE IMPLEMENTATION INDICATOR TYPES  Direct Artifacts  Tangible Outputs Resulting Directly From Implementation of a Practice; CMMI’s “Typical Work Products”  e.g., Project Plan, Project Performance Measures  Indirect Artifacts  Artifacts That Are a Side-effect or Indicative of Performing a Practice  e.g., Meeting Minutes, Reviews, Logs, Reports  Affirmations  Oral or Written Statements Confirming or Supporting Implementation of the Practice  e.g., Interviews, Questionnaires  Direct Artifacts  Tangible Outputs Resulting Directly From Implementation of a Practice; CMMI’s “Typical Work Products”  e.g., Project Plan, Project Performance Measures  Indirect Artifacts  Artifacts That Are a Side-effect or Indicative of Performing a Practice  e.g., Meeting Minutes, Reviews, Logs, Reports  Affirmations  Oral or Written Statements Confirming or Supporting Implementation of the Practice  e.g., Interviews, Questionnaires

8. 200209–CSSA0001 – 86/25/2015 10:30 AM CSSA Cepeda Systems & Software Analysis, Inc. EXAMPLE – INDICATORS OF PRACTICE IMPLEMENTATION Establish A Top-level Work Breakdown Structure (WBS) To Estimate the Scope of the Project PP SP1.1-1: Direct Artifacts  Top-level WBS  Task Descriptions  Work Package Descriptions Indirect Artifacts  Meeting Minutes  Team Charter  WBS Development Notes Affirmations  “I Worked on the WBS Team”  “We Used the WBS”

9. 200209–CSSA0001 – 96/25/2015 10:30 AM CSSA Cepeda Systems & Software Analysis, Inc. FI PI FI LI Char. FI PI FI LI Char. SCAMPI AGGREGATION AND RATING Organizational Unit Level Organizational Unit Level (Optional) Corroboration Coverage Must Have Direct Artifacts, Combined With Either Indirect Artifact or Affirmation Must Have Sufficient Objective Evidence for Implementation of Each Practice, for Each Instance Must Have Face-to-Face (F2F) Affirmations (Avoid “Paper-only Appraisals”) (Practices) Inst. I1 I2 I3 I4 Direct Indicator(s) xx Indirect Indicator(s) xx Affirmation Indicator(s) xx … … Strength(s) Weakness(es) Obs. FI PI FI LI Char. LI Preliminary Findings Weakness(es) Strength(s) Char. LI Final Findings Goals Maturity Levels Capability Levels Process Areas

10. 200209–CSSA0001 – 106/25/2015 10:30 AM CSSA Cepeda Systems & Software Analysis, Inc. PRACTICE IMPLEMENTATION INDICATOR DESCRIPTIONS  A PIID Is a Structure or Schema Defined to Provide a Repository for the Practice Implementation Indicator Information.  PIDDs Have Multiple Uses:  During Model Implementation – Provide a Mechanism by Which the Implementation of a Model Practice Can Be Described.  Appraisal – Provide a Mechanism to Verify Practice Implementation Effectively and Efficiently.  After Model Implementation – Provide Vehicle for Training New Personnel, for Internal Monitoring of Practice Implementation, Etc.  PIDDs Are Used to Capture Data for Both Specific Practices and Generic Practices  A PIID Is a Structure or Schema Defined to Provide a Repository for the Practice Implementation Indicator Information.  PIDDs Have Multiple Uses:  During Model Implementation – Provide a Mechanism by Which the Implementation of a Model Practice Can Be Described.  Appraisal – Provide a Mechanism to Verify Practice Implementation Effectively and Efficiently.  After Model Implementation – Provide Vehicle for Training New Personnel, for Internal Monitoring of Practice Implementation, Etc.  PIDDs Are Used to Capture Data for Both Specific Practices and Generic Practices

11. 200209–CSSA0001 – 116/25/2015 10:30 AM CSSA Cepeda Systems & Software Analysis, Inc. PROCESS AREA PIDDs (SPECIFIC PRACTICES)

12. 200209–CSSA0001 – 126/25/2015 10:30 AM CSSA Cepeda Systems & Software Analysis, Inc. GENERIC PRACTICES PIIDs – OVERALL GUIDANCE

13. 200209–CSSA0001 – 136/25/2015 10:30 AM CSSA Cepeda Systems & Software Analysis, Inc. GENERIC PRACTICES PIDDs – APPLIED TO A PROCESS AREA

14. 200209–CSSA0001 – 146/25/2015 10:30 AM CSSA Cepeda Systems & Software Analysis, Inc. PREPARING FOR THE APPRAISAL  Prior to the appraisal, the organization populates the PIDDs  PIIDs Contain All the Specific and Generic Practices for the Process Areas in the Scope of the Appraisal  The Organization Answers These Questions For Each Practice In The Process Areas Being Appraised:  Do We Do This?  What Artifact Can We Provide As Evidence?  Where Can the Artifact Be Found?  Prior to the appraisal, the organization populates the PIDDs  PIIDs Contain All the Specific and Generic Practices for the Process Areas in the Scope of the Appraisal  The Organization Answers These Questions For Each Practice In The Process Areas Being Appraised:  Do We Do This?  What Artifact Can We Provide As Evidence?  Where Can the Artifact Be Found?

15. 200209–CSSA0001 – 156/25/2015 10:30 AM CSSA Cepeda Systems & Software Analysis, Inc. SCAMPI PROCESS FLOW – PLAN & PREPARE Plan for Appraisal Prepare Appraisal Team & Participants Obtain/Analyze Initial Objective Evidence (OE) Prepare to Collect OE 1 Questionnaires Optional Scope, Appraisal Plan Trained team Participants oriented 1 Questionnaires/Mapping/Documents PII (mapping) Database Readiness Review and Data Collection Plan

16. 200209–CSSA0001 – 166/25/2015 10:30 AM CSSA Cepeda Systems & Software Analysis, Inc. Verify OE Direct & Indirect Artifacts, Affirmations, Strengths, and Weaknesses SCAMPI PROCESS FLOW – CONDUCT APPRAISAL Examine OE Questionnaire results, PII Database, Documents, Interviews Validate Practice Implementation Gaps Document OE Characterize Implementation of Practices Generate Assessment Results Final Findings, Ratings Preliminary Findings and Findings Feedback Instantiation-level & Organizational Unit-level Characterizations Recorded/Updated Appraisal Data (e.g., tagged notes, PII Database,Gaps) Note: Shading indicates iterative process.

17. 200209–CSSA0001 – 176/25/2015 10:30 AM CSSA Cepeda Systems & Software Analysis, Inc. SCAMPI PROCESS FLOW – REPORT RESULTS Deliver Appraisal Results Findings Presentation and Final Report * Package & Archive Appraisal Results Lessons Learned, Appraisal Record (sponsor), Appraisal Report/Feedback (SEI) * Final report is optional

18. 200209–CSSA0001 – 186/25/2015 10:30 AM CSSA Cepeda Systems & Software Analysis, Inc. PROPOSED PLAN FOR ASI  SCAMPI A for Requirements Management, Project Planning, Measurement & Analysis, Organizational Process Focus, and Risk Management (?) for Pilot Projects  Team Training/Readiness Review: 04/27-04/30  Appraisal: 05/24-05/27  Commitment  Work with Sandra to Prepare for Appraisal (February-April)  Provide 1 person for the appraisal team (Needs to Have Taken Intro to CMMI Class)  SCAMPI A for Requirements Management, Project Planning, Measurement & Analysis, Organizational Process Focus, and Risk Management (?) for Pilot Projects  Team Training/Readiness Review: 04/27-04/30  Appraisal: 05/24-05/27  Commitment  Work with Sandra to Prepare for Appraisal (February-April)  Provide 1 person for the appraisal team (Needs to Have Taken Intro to CMMI Class)

19. voice.256.527.8749fax.256.461.7985sandra.cepeda@knology.net 200209–CSSA0001 – 196/25/2015 10:30 AM CSSA Cepeda Systems & Software Analysis, Inc. PATH FORWARD

20. 200209–CSSA0001 – 206/25/2015 10:30 AM CSSA Cepeda Systems & Software Analysis, Inc. PATH FORWARD  Baseline Process Descriptions  Execute Processes in Pilot Projects (objective evidence should be generated)  Collect Metrics  Gather lessons learned and process improvements  Implement process improvements  Continue Weekly Telecons and Monthly Meetings  Prepare for Appraisal  Suz will be Lead Process Improvement Consultant  Sandra will be Lead Appraiser  Baseline Process Descriptions  Execute Processes in Pilot Projects (objective evidence should be generated)  Collect Metrics  Gather lessons learned and process improvements  Implement process improvements  Continue Weekly Telecons and Monthly Meetings  Prepare for Appraisal  Suz will be Lead Process Improvement Consultant  Sandra will be Lead Appraiser