1. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM CMMI v1.1 Overview Bob Rassa, Raytheon CMMI Steering Group Co-Chair Los Angeles SPIN Dec 7, 2001 SM CMMI and CMM Integration are service marks of Carnegie Mellon University ® Capability Maturity Model and CMM are registered with the U.S. Patent and Trademark Office

2. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 2 Agenda Topics CMMI V1.0 – Discussions Purpose, Benefits, Early feedback, ROI planning, Schedule SW-CMM Sunset CMMI V1.1 –changes CMMI Acquisition CMMI Workshops & Technology Conference CMMI –next steps Q&A SCAMPI Discussion by Jane Moon

3. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 3 Quick Data Points….. è CMMI Steering Group will always have overall oversight & control of CMMI è CMMI SG designated the SEI as Steward for CMMI with OSD agreement èCreated Service Mark for CMMI èLicenses Transition Partners è Currently there are: è 44 Training Transition Partners è 39 SCAMPI Transition Partners è SEI is doing FANTASTIC job embracing Systems Engineering!

4. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 4 CMMI Design Goals and Benefits Design Goals Integrate the source models, eliminate inconsistencies, reduce duplication Reduce the cost of implementing model-based process improvement Be sensitive to impact on legacy efforts Benefits Efficient, effective assessment and improvement across multiple process disciplines Reduced training and assessment costs A common, integrated vision of improvement for all elements of an organization Integration of systems engineering and software environments for additional productivity & quality gains

5. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 5 Discoveries Assessment time shows an excellent learning curve 40% reduction in assessment time over five Australian assessments “Shadow assessments” 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

6. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 6 CMMI Pilot Results Six SCAMPIs accomplished against V1.02 6-12 assessment team members All explored continuous representation 2 government, 4 industry 2-4 Projects 15-21 Interviews Total on-site hours ranged from 85-137 hours All went beyond SE/SW “Equivalent” hours: 77-120; median 92 Most recent SCAMPIs took approximately 85 hours, on-site

7. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 7 Pilot Results: What worked well Breadth first assessment of Generic Practices Incremental/continuous consolidation Effective strategy for initial and follow-up interviews Prior preparation of interview questions

8. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 8 High Maturity CMMI Workshop Results Level of impact and effort in a high maturity organization should be minimal due to natural extension from SW CMM to CMMI. CMMI can be especially beneficial to organization with less mature SE groups. CMMI provides commonality in process improvement across Software and Systems engineering disciplines. [Approval may be at Engineering VP.] Basically CMMI has broadened the base. Implementation has to do with size of the organization.

9. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 9 Value of CMMI Better incorporates engineering principles that are critical to software intensive systems – and “systems of systems” Integrated Appraisal Method (Ver. 1.1) will provide a single, consistent method for both internal assessments and external evaluations Reduces cost of a SW and SE appraisal

10. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 10 Current ROI Value to Programs -A Business Case for SPI Revised - Measuring ROI from Software Engineering and Management DACS, September 1999 see http://www.dacs.dtic.mil/techs/roispi2/ A report by Dod Data & Analysis Center for Software (DACS) found: Application of SPI to “Example organization with example projects”: Development costsReduced 73% Rework costsReduced 96% Average schedule lengthReduced 37% Post-release defectsReduced 80% Weighted risk likelihoodReduced 92% Return on investment21:1

11. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 11 Improvements from Adopting SW-CMM Productivity (increase) Time to market (reduction) Post-release defect reports (reduction) Savings vs. cost of software process improvement (median) 5:1 Percentage Improvement Annual Medians 35% 19% 39% 0 5 10 15 20 25 30 35 40

12. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 12 Benefits of Continuing Process Improvement SEI SW-CMM Level 5: For the Right Reasons* Defects are now nearly all found and fixed before testing begins. Defects escaping into the field have been reduced from 11% to practically 0%. Programs consistently reach customer satisfaction and performance targets. Peer reviews increase total project costs by 4%, but reduced rework during testing by 31%. R.O.I. is 7.75:1. * Reference: Yamamura and Wigle, Boeing Space and Transportation Systems, Crosstalk, Aug, 1997.

13. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 13 CMMI Schedule December 2000 CMMI-SE/SW v1.02, CMMI-SE/SW/IPPD v1.02 (initial use versions) CMMI-SE/SW/IPPD/A v1.02d (draft for initial piloting) January 2002 CMMI-SE/SW v1.1, CMMI-SE/SW/IPPD v1.1 (full use versions) Spring 2002 CMMI-SE/SW/IPPD/SS v1.1 (full use version) V1.1 model and method training December 2003 Complete sunset period for SW- CMM, EIA/IS 731 December 2005 CMM Transition Partner Licenses end

14. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 14 SW-CMM Sunset Definition Established After publication of CMMI Dec 2001: No more updates to SW-CMM model or training SW-CMM Introduction Training provided until Dec 2003 Transition partners may train SW-CMM after Dec 2003 Book Capability Maturity Model-Guidelines… will be published if there is continuing market Assessment implications after Dec 2001: No more updates to CBA IPI and SCE methods CBA IPI Lead Assessors (LA) and SCE Lead Evaluators (LE) will continue to be trained through December 2003 Authorized LAs and LEs will need to transition to SCAMPI within two years of termination of training NOTE: LA and LE authorizations expire 2 years after certification.This means that by December 2005, there will be no more authorized Lead Assessors or Lead Evaluators, nor will any be authorized.

15. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 15 DoD Policy, SW-CMM Level 3 Current DoD Policy per “Gansler Memo” of Oct 99 now requires all Defense contractors for ACAT-I programs (Acquisition Category I) to be SW-CMM Level 3 or equivalent DoD intent to move from “software only” to “software and systems engineering” declared, via CMMI Policy update by January is planned; presently being coordinated internal to OSD for feedback. Initial step might be statement that CMMI is “equivalent” under existing policy. NDIA SEC is doing the Industry input coordination

16. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 16 V1.1 –changes Model changes focused on consistency in terminology Training changes match model changes, improve training clarity Assessment Method changed- Method embraces external evaluations as well as internal assessments SCAMPI now stands for “Standard CMMI Appraisal Method for Process Improvement” MDD is now Method Description Document vs Method Definition Document

17. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 17 V1.1 –changes - 2 Method Description Document: Covers both External “evaluations” as well as internal “assessments” SCE v3.0 incorporated into new SCAMPI Emphasis moves from “discovery” to “validation” Emphasis added on pre-assessment activities to reduce on-site team time Jane Moon will cover SCAMPI in far more detail in the following presentation… All CMMI V1.1 changes were process through the CMMI Configuration Control Board

18. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 18 Model changes – 1 Changes driven by: Change Requests submitted from multiple sources –Public Review –Training course participants –CMMI Pilots Peer and CCB reviews Changes focused on terminology, informative material, clarifications, consistency Architecture issues (representations, PA additions/deletions, advanced practices) were excluded from change: Would NOT allow PT to “re-engineer” the model so soon Wanted to maintain stability for early adopters

19. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 19 Model changes - 2 Terminology rigorously reviewed and updated “Plan” versus “strategy” “Process” versus “process area” “Assessment” versus “appraisal” Consistent use of “mischievous” terms “process capability” “life cycle” “senior management” Equivalence between representations clarified Attention to “architecture” and “design” practices increased

20. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 20 Model Changes - Specifics Goals (69) 1 Deleted (OPD) 1 Changed (OT) 2 Clarified (TS,PI) Specific Practices (218) 1 Added (OPD) 1 Deleted (VER) 27 Clarified Generic Practices (17) 1 Deleted (GP 1.1) 4 Clarified (GPs 2.8, 2.9, 4.1, 5.2)

21. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 21 Model Metrics ReleasePAs/Goals/Activities/ FAsThemes*Practices** SW-CMM V1.118 52 316 SW-CMM V2C19 62 318 EIA/IS 731 19 77 383 IPD-CMM V0.9823 60 865 CMMI V1.0 SE/SW22 70 417 CMMI V1.02 SE/SW/IPPD24 76 460 CMMI V1.124 75 459 * Ratable components ** Key to implementation effort 61 1566 199

22. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 22 “Acquisition” Discipline CMMI-SE/SW/IPPD/a v1.02d released in 2000 “a” is acquisition discipline related to a contract-related acquisition of vendors & suppliers for a specific effort “a” is now renamed SS (Supplier Sourcing) CMMI-SE/SWE/IPPD/SS will be released in Spring 2002 Will retain V1.1 designation since we are merely adding a discipline and clarifications specific for the discipline

23. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 23 Leave V1.1 SAM specific goals or practices unchanged Add amplifying informational material to discuss how they are applied in a more formal acquisition process Add amplification related to SP2.1-1 that clearly says if COTS won’t do, consider building or outsourcing new development Rename ISM – Integrated Sourcing Management Move Determine Sourcing Options to ISM SG1, make it SP1.1-1 and renumber the other three Add new SG3 – Monitor and Analyze Supplier’s Performance, move SSM SP3.2-1 thru SP3.4-1, and renumber SP3.1-1 thru SP3.3-1 Renumber SSM SG3 as SG4 Include amplifying informational material to emphasize that the sourcing issues are important when you have to choose custom-made products or integrated COTS products Eliminate Quantitative Supplier Management (QSM) Clearly state that ISM is covered as part of QPM SS Incorporation Plans

24. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 24 CMMI – What is next? CMMI v1.1 is the stable version of CMMI No updates are planned for the immediate future Feedback will be collected by the CMMI Steward (SEI) and used to plan any future update Process in place to collect Change Requests and take action when appropriate We are probably looking at five years for CMMI v1.1 May add System Acquisition discipline for government acquisition of major programs

25. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 25 Systems Acquisition DoD exploring advisability of creating a separate discipline to help acquisition process within government/military organizations Would need flexibility to be applicable to small acquisition organizations as well as large Some acquisition organizations do a good bit of systems engineering, others do not If started, would begin in early-to-mid 2002 Needs good early buy-in from the Acquisition community

26. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 26 CMMI – What is next - 2 Emphasis through 2003 is on adoption/transition from legacy models Quarterly transition workshops will augment and compliment annual User Workshop “Communities of Practice” will be encouraged –Course instructors –CMMI Appraisers –Transition Implementation Teams “Technical Notes” and “Special Reports” will compliment V1.1 Product Suite: Managing COTS integration Making attribute tradeoffs in design Mapping CMMI with other standards and models Adding prototypical coverage for specific interests (e.g., safety, security)

27. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 27 CMMI Conferences/Workshops CMMI Technology Conference & User Group Nov 13-15, 2001, Denver CO Over 300 attendees, 50 presentations CMMI Tech Conf & User Group, 2nd annual Nov 11-14, 2002, Denver CO Call for Participation is posted CMMI Transition Workshops, 1-1/2 day Jan 14-18 2002, Orlando FL Also April, July, October Conducted in conjunction with 3-day CMMI Intro

28. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 28 Early Adopters

29. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 29 For More Information About CMMI Go to CMMI Website –http://www.sei.cmu.edu/cmmi –http://www.sei.cmu.edu/cmmi/products/ public- release.html Contact SEI Customer Relations Customer Relations Software Engineering Institute Carnegie Mellon University Pittsburgh, PA 15213-3890 FAX: (412) 268-5800 customer-relations@sei.cmu.edu customer-relations@sei.cmu.edu

30. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 30 Internet Sources http://www.sei.cmu.edu/cmmi/ http://seir.sei.cmu.edu/seir/ http://jo.sei.cmu.edu/pub/english.cgi/0/323123

31. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Additional Information Charts of potential use in CMMI process improvement efforts

32. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 32 SW-CMM Also see www.software.org/quagmire MIL-Q -9858 Trillium Baldrige IEEE Stds. 730,828 829, 830,1012,1016 1028,1058,1063 ISO 15504* (SPICE) People CMM IPD- CMM* DOD IPPD SECAM AF IPD Guide SDCCR SCE NATO AQAP1,4,9 BS 5750 MIL-STD- 498 DOD-STD -2167A DOD-STD -7935A MIL-STD -499B* ISO/IEC 12207 IEEE 1220 ISO 10011 SDCE SE-CMM SECM (EIA/IS 731) EIA/IS 632 ISO 9000 Series EIA/IEEE J-STD-016 IEEE/EIA 12207 EIA 632* MIL-STD-1679 IEEE 1074 TickIT SSE- CMM ISO 15288* EQA * Not yet released CMMI PSP SA-CMM Q9000 DOD- STD- 2168 quag14d: 5 June 1998 FAA- iCMM DO- 178B SW-CMM Courtesy Sarah Sheard, SPC The Frameworks Quagmire (before)

33. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 33 CMMI Also see www.software.org/quagmire MIL-Q -9858 Trillium Baldrige IEEE Stds. 730,828 829, 830,1012,1016 1028,1058,1063 ISO 15504* (SPICE) People CMM DOD IPPD AF IPD Guide NATO AQAP1,4,9 BS 5750 MIL-STD- 498 DOD-STD -2167A DOD-STD -7935A MIL-STD -499B* ISO/IEC 12207 IEEE 1220 ISO 10011 EIA/IS 632 ISO 9000 Series EIA/IEEE J-STD-016 IEEE/EIA 12207 EIA 632* MIL-STD-1679 IEEE 1074 TickIT SSE- CMM ISO 15288* EQA * Not yet released PSP SA-CMM Q9000 DOD- STD- 2168 quag14d: 5 June 1998 FAA- iCMM DO- 178B The Frameworks Quagmire (now)

34. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 34 CMMI Policy The OSD CMMI Sponsors, at Steering Group recommendation and with Industry sponsor concurrence, have established the sunset schedule for the SW-CMM legacy model (SW-CMM v1.1) to be three years after formal release of CMMI-SE/SW/IPPD, which occurred in December 2000. The Electronic Industries Association G47, owners of EIA/IS-731, have also agreed to this sunset policy and schedule for that source document. The CMMI source model sunset will therefore occur in December, 2003. In order to provide additional refinement and update based on the continuing CMMI pilot program while maintaining the overall stability of the Product Suite, CMMI v1.1 is planned for release later this year. The minor product suite update will include the provision for external evaluations using the CMMI models as well as assessments for internal process improvement.

35. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 35 One Model, Two Representations Maturity Level 5 OID, CAR Maturity Level 4 OPP, QPM Maturity Level 3 REQD, TS, PI, VER, VAL, OPF, OPD, OT, IPM, RSKM, DAR Overview Introduction Structure of the Model Model Terminology Maturity Levels, Common Features, and Generic Practices Understanding the Model Using the Model Maturity Level 2 REQM, PP, PMC, SAM, MA, PPQA, CM Appendixes Engineering REQM, REQD, TS, PI, VER, VAL Project Management PP, PMC, SAM IPM, RSKM, QPM Process Management OPF, OPD, OT, OPP, OID Process Management PAs - Goals - Practices Support CM, PPQA, MA, CAR, DAR Appendixes CMMI-SE/SW Staged Overview Introduction Structure of the Model Model Terminology Capability Levels and Generic Model Components Understanding the Model Using the Model CMMI-SE/SW Continuous

36. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 36 EIA/IS 731 Systems Engineering Capability SW-CMM Software Capability Maturity Model Supports Capability Maturity Model Integration (CMMI) IPPD CMMSA CMM IEEE/EIA 12207 Software Life Cycle Processe s EIA 632 Processes for Engineering a System Systems Engineering Guidelines and CMMI DOD 5000

37. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 37 CMMI Support to DoD Acquisition RFP Preparation Solicitation Source Selection Contract Management Acquisition Planning CMMI Training, Mentoring Independent Advisor to PM Throughout Lifecycle CMMI Evaluation Training and RFP Advice Contractor Performance (and Development, etc) Workshops, Training, Assessments B&P etc. CMMI-SE/SW/IPPD Evaluation Coaching

38. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 38 CMMI-SE/SW/IPPD/SS - Continuous CMMI Engineering Support Process Management Project Management Organizational Process Focus Organizational Process Definition Organizational Training Organizational Process Performance Organizational Innovation and Deployment Project Planning Project Monitoring and Control Supplier Agreement Mgmt. Integrated Project Mgmt. Risk Management Quantitative Project Mgmt. Requirements Management Requirements Development Technical Solution Product Integration Verification Validation Configuration Mgmt. Process and Product Quality Assurance Measurement & Analysis Decision Analysis and Resolution Causal Analysis and Resolution IPPD Organizational Environment for Integration Integrated Team Acquisition Supplier Selection and Monitoring Integrated Supplier Management Quantitative Supplier Management

39. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 39 CMMI-SE/SW/IPPD/SS - Staged Initial (1) Defined (3) Managed (2) Ad hoc, chaotic processes Quantitatively Managed (4) Optimizing (5) Process Standardization (11 PAs ) Continuous Process Improvement (2 PAs) Organization Environment for Integration (OEI) Integrated Team (IT) Supplier Selection and Monitoring (SSM) * Additional PA goals and activities added for IPPD Quantitative Supplier Management (QSM) Requirements Management (REQM) Project Planning (PP) Project Monitoring and Control (PMC) Supplier Agreement Management (SAM) Measurement and Analysis (M&A) Process and Product Quality Assurance (PPQA) Configuration Management (CM) Requirements Development (RD) Technical Solution (TS) Product Integration (PI) Verification (VER) Validation (VAL) Organizational Process Focus (OPF) Organizational Process Definition (OPD) Organization Training (OT) Integrated Project Management (IPM) * Risk Management(RSKM) Decision Analysis and Resolution (DAR) Organizational Process Performance (OPP) Quantitative Project Management (QPM) Organizational Innovation and Deployment (OID) Causal Analysis and Resolution (CAR) Integrated Supplier Management (ISM) Basic Project Management (7 PAs) Quantitative Management (2 PAs) Focus

40. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 40 CMMI aids organizations to … 4Improve delivery of promised performance, cost, and schedule 3Collaborate with external stakeholders and manage their expectations 3Provide competitive world-class products and services 3Implement an integrated enterprise business and engineering perspective 3Master system-of-systems evolutionary development complexity 3Use common, integrated, and improving processes for systems and software

41. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 41 CMMI also aids organizations to … 3Implement proactive program management techniques 3Develop project leaders who look ahead and not over their shoulder 3Develop a staff who use best practices to cope with changing development, technology, and customer environments 3Enable staff to move between projects and still use the same processes 3Create and improve processes that adapt to a changing business environment

42. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 42 CMMI is…. a process improvement method that provides a set of best practices that address productivity, performance, costs, and stakeholder satisfaction. It is NOT –

43. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 43 Achieve Specific Goals. Generic Goals (GG): Institutionalize a Defined Process. Institutionalize an Optimizing Process. Generic Practices (GP): Establish org. policy. Plan the process. Provide resources. Assign responsibility. Train people. Perform managed process. Manage configurations. Identify & involve relevant stakeholders. Monitor and control the process. Objectively verify adherence. Review status with mgmt. Institutionalize a Managed Process. Establish a defined process. Collect improvement information. Identify work scope. Perform base practices. Establish quality objectives. Stabilize subprocess performance. Ensure continuous process improvement. Correct common cause of problems. 1 Capability Level: 2 3 4 5 Institutionalize a Quantitatively Managed Process. (None) 0 (Incomplete) (Performed) (Managed) (Defined) (Quantitatively Managed) (Optimizing)

44. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 44 CMMI & SA-CMM Mapping 1 PA = Process Areas 2 KPA = Key Process Areas 3 ML = Maturity Level CMMI PA 1 ML 3 5: Optimizing Organizational Innovation and Deployment Casual Analysis and Resolution ML 4: Quantitative Management Quantitative Project Management Quantitative Supplier Management Organizational Process Performance ML 3: Defined Integrated Supplier Management Integrated Project Management Organizational Process Definition Risk Management Organizational Training Organizational Process Focus Decision Analysis and Resolution Technical Solution Product Integration Verification Validation Requirements Development ML 2: Management Process and Product Quality Assurance Requirements Management Project Planning Project Monitoring and Control Measurement and Analysis Configuration Management Supplier Selection and Monitoring SA-CMM KPA 2 ML 5: Optimizing Acquisition Innovation Management Continuous Process Improvement ML 4: Quantitative Management Quantitative Process Management Quantitative Acquisition Management ML 3: Defined Contract Performance Management Project Performance Management Process Definition and Maintenance Acquisition Risk Management Training Program ML 2: Management Evaluation Requirements Dev. and Management Software Acquisition Planning Project Management Contract Tracking and Oversight Solicitation Transition to Support

45. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 45 CMMI Model Representations PA Continuous Capability 0 1 2 3 4 5 Process PA ML 1 Staged ML2 ML3 ML4 ML5 Organization

46. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 46 “Process Improvement Improvement” -1 The CMMI model builds upon the legacy: Expanded model scope –Risk Management –Verification and Validation –Requirements Development and Traceability Better coverage of quantitative engineering management

47. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 47 “Process Improvement Improvement” -2 The CMMI Product Suite provides a foundation for enterprise wide improvement and adds: New emphasis on products and services as well as process Emphasis on both process capability and organizational maturity Early emphasis on Measurement and Analysis

48. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 48 CMMI Model Structure Process Area 1 Commitment to Perform Ability to Perform Directing Implementation Verifying Implementation Generic Practices Common Features Specific Goals Capability Levels StagedContinuous Required Expected Maturity Levels Specific Practices Generic Practices Specific Practices Generic Goals Generic Goals Specific Goals Process Area 2Process Area n Process Area 1Process Area 2Process Area n

49. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 49 CMMI Process Area Contents Purpose Introductory Notes Goals: Specific and Generic Generic Practices Specific Practices Notes Work Products Subpractices Amplifications Elaborations Required Expected Informative

50. CMMI PAs in PSP and TSP 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed Continuous process improvement Product and process quality Engineering process Project management  Organizational innovation and deployment  Causal analysis and resolution  Organizational process performance  Quantitative project management  Requirements management  Project planning  Project monitoring and control Supplier agreement management  Measurement and analysis  Process and product quality assurance  Configuration management LevelFocusProcess Areas (PA)  Requirements development  Technical solution  Product integration  Verification  Validation  Organizational process focus  Organizational process definition Organizational training  Integrated project management  Risk management  Integrated teaming Decision analysis and resolution  Organizational environment for integration  CMMI SE/SW Staged Representation Process Area addressed at the project level when using PSP and TSP

51. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 51 Assessment Class Attributes No YesRating? LowMediumHigh Relative: Cost/Duration Confidence Accuracy Quick Look Incremental Gap analysis Initial Incremental Self-assessment Benchmark Baseline establishment Usage Mode Class CClass BClass AAttributes Reference: Assessment Requirements for CMMI (ARC)

52. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 52 Standard CMMI Assessment Method for Process Improvement (SCAMPI) Based on CMM ®- Based Appraisal for Internal Process Improvement (CBA IPI) and EIA IS 731 Appraisal Method Satisfies all of the ARC requirements for a Class A method Must be led by authorized SCAMPI Lead Assessor Tailorable to organization and model scope Artifacts: SCAMPI Method Description Appraisal questionnaire, work aids, templates

53. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 53 Training Opportunities Introduction to CMMI (Staged) Introduction to CMMI (Continuous) Intermediate Concepts in CMMI SCAMPI Lead Assessor Training Instructor Training for CMMI

54. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 54 SW-CMM Benefit Data Boeing Lockheed Martin Motorola

55. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 55 Benefits at Boeing -1 … while cycle times improved 36%. Projects operating at Maturity Level 3 increased productivity by 62%... Reference: Scott Griffin, Chief Information Officer, The Boeing Company, SEPG Conference, 2000.

56. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 56 Benefits at Boeing -2 Both customer... … and employee satisfaction increased with rising maturity levels.

57. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 57 Benefits at Boeing -3 Planning was more accurate. Defects could be detected much earlier. Product quality increased with rising maturity levels.

58. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 58 Benefits at Lockheed Martin As errors declined......productivity increased by 80%. Reference: SEPG Conference, 1999.

59. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 59 Benefits at Motorola Cost, cycle time, and defect density dropped sharply. Quality, cycle time, and productivity improved dramatically.

60. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 60 Anticipated Benefits at Northrop Grumman Reference: Freeman, Hinkey, and Martak, “Integrated Engineering Process, ” SEPG Conference, March 1999.

61. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 61 Anticipated Benefits of CMMI - 1 Northrop Grumman: –Projects need more than just software process improvement – Integrated processes essential for effective teamwork –Repeatable SE and SW processes –Reduction of SW errors; predictable schedules; markedly lower costs

62. C S a r n e g i e M e l l o n o f t w a r e E n g i n e e r i n g I n s t i t u t e CMMI SM Page 62 The CMMI Product Line Approach Industry SEI Government Team of Teams Modeling and Discipline Experts Collaborative Process SW SE IPPD Assess Training... Acquisition CMMI Product Suite CMMI- SE/SW CMMI- SE/SW/ IPPD... CMMI- SE/SW/ IPPD/A