1. SPIN-BG Seminar Intermediate Concepts of CMMI
CMMI Continuous Representation Overview
The future of CMMI
Author: Kiril Karaatanasov
Date:

2. Intermediate Concepts of CMMI
What is it about?

3. Intermediate Concepts of CMMI - Benefits
In depth understanding of the model
Generic Goals and Practices
Structure - maturity levels/categories/disciplines
Appraisal requirements
PA contents – specific goals and practices
PA relationships
SCAMPI overview
Discussions on practical implementation of the model
Continuous & Staged
Differences
Equivalent staging

4. Intermediate Concepts of CMMI - Format
5 day course
1st day is dedicated to overview of the model
All process areas are reviewed in depth during the 2nd through 4th day
For each process area 20 minutes presentation either by student or one of the instructors
~20 minutes free discussion on each process area
Process areas are presented in logical groupings different from categories/maturity levels
5th day is dedicated to the examination
Multiple exercises facilitating learning are conducted
The instructors
only 7 people from SEI world wide and are very carefully selected
Are open to questions

5. Intermediate Concepts of CMMI – Rating (Assignment and Exam)
1/3 of the rating is based on a pre-class assignment - a presentation of one process area
1/3 of the rating is from a closed book examination
2 hour examination with open questions
Questions on the first 6 chapters of the model and the Glossary
Score of 80% or higher is ok, 70% to 80% - remedial action
The Book is better then the Technical Reports – newer terminology, both representations
1/3 of the rating is related to class participation

6. Power point presentation of one process area, including
Pre-class Assignment
Power point presentation of one process area, including
Importance, Benefits
Related Process Areas (dependencies)
Specific Goals & Practices
“Critical” Specific Practices
Relation to Generic Practices
Real life experience, ideas

7. Intermediate Concepts of CMMI – Further Options
“Introduction to CMMI” Instructor
Allows to conduct “Introduction to CMMI” trainings
Requires: monitoring by SEI during the first training sessions, affiliation with SEI transition partner
SCAMPI B & C Team Leader Training
Allows: to conduct B & C class appraisals; there is still no official requirement to have completed this course to perform B & C appraisals
Requires: 10 years experience in the field, participation in 2 SCAMPI A or B class appraisals
SCAMPI Lead Appraiser
Allows to conduct A class appraisals that generate organization ratings
Requires: 10 years experience in the field, participation in 2 SCAMPI A or one A and one B class appraisals
All of these require affiliation with transition partner & approval of the candidate by SEI

8. Intermediate Concepts of CMMI – Links
SCAMPI B & C Team Leader training
SCAMPI Lead Appraiser Training

9. CMMI Continuous Representation Overview
Why continuous might be better?

10. Continuous has the features needed for SME !!!
Capability Level 1 is the needed level of performance to eliminate major risks
Allows flexible approach addressing business goals NOT formal requirements
Case studies by SEI on adoption in SME are based on continuous

11. CMMI Continuous Representation Overview
5 Generic Goals
Basic and Advanced Specific Practices for engineering PAs
Progress can be made on PA by PA basis
Rating via Achievement Profile i.e. ratings on different PAs
Allows flexible approach addressing business need
Defines Capability Level 1 useful for SME
Equivalent staging permits comparison to Staged
Staged
2 Generic Goals
Only one set of Specific practices per process area
Progress is made on groups of PAs related to a maturity level
Organizational Maturity Level Rating
Progress is made on well defined path
Allows somewhat easier transition from CMM
Maturity Ratings are easy for customers like Hotel star rating

12. What are the capability levels?
Capability Levels reflect the process improvement achievement in particular process area
Capability levels go from 0 to 5
Capability Levels are cumulative i.e. Capability Level 3 builds upon and includes all of Capability Level 2

13. Capability Level 0 – Incomplete
Some of the specific goals are not satisfied i.e. some specific practices are not performed
There is significant risk associated with the work being performed

14. Capability Level 1 – Performed
All specific goals of the process area are satisfied
All base practices are performed
Essential activities are performed and the work is accomplished
However, the definition, planning, monitoring, and controlling of the process may be incomplete
The process may be unstable and inconsistently implemented
Capability Level 1 is relatively easy to achieve, but it provides real tangible benefit. In environment with few people dedicated to the company success this might be enough.
For example to achieve Requirements Management Capability Level 1 only 3 specific practices need to be addressed.

15. Capability Level 2 - Managed
A capability level 2 process is a managed process
A managed process is a performed process that is also planned and executed in accordance with policy; employs skilled people having adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is relevant for adherence to its process description
A managed process is institutionalized (i.e. ingrained in the way work is performed
Processes are managed to achieve objectives that are established for the process, such as cost, schedule and quality objectives

16. Capability Level 3 - Defined
A capability level 3 process is a defined process
A defined process is a managed process whose description is tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines.
This contributes work products, measures, and other process-improvement information to the organizational process assets
The organization’s set of standard processes are established and improved over time.

17. Capability Level 4: Quantitatively Managed
A Capability Level 4 process is quantitatively managed
A quantitatively managed process is a defined process that is controlled using statistical and other quantitative techniques.
Quantitative objectives for the product quality, service quality, and process performance are established and used as criteria in managing the process.
People performing the process are directly involved in quantitatively managing the process
Statistical predictability is achieved

18. Capability Level 5: Optimizing
A capability level 5 process in an optimizing process
An optimizing process is a quantitatively managed process that is changed and adapted to meet relevant current and projected business objectives
Focus is on continually improving the range of process performance through incremental and innovative technological improvements
Quantitative process improvement objectives are established
Process improvement is inherently part of everybody’s role, resulting in cycles of continual improvement.

19. Base & Advanced Practices
In the engineering process areas in continuous representation there are specific practices which are relevant at certain capability level
Base Practices are specific practices applicable at capability level 1
Advanced Practices are specific practices applicable at capability level 2 and 3
Some Advanced Practices extend Base Practices
In staged representation when Advance Practice extends Base Practice only the Advance practice is listed. Base is included as informative elements

20. Example – Requirements Management Evolution

21. Allows comparison to Maturity Levels
Equivalent Staging - 1
Allows comparison to Maturity Levels
It defines what combination of capability level and process areas corresponds to each maturity level
To achieve ML 2 you must achieve CL 2 in all PAs of ML2
To achieve ML 3 you must achieve CL 3 in all PAs of ML2 and ML 3
To achieve ML 4 you must achieve CL 3 in all PAs of ML2, ML 3 and ML 4
To achieve ML 5 you must achieve CL 3 in all PAs of ML2, ML 3, ML 4 and ML 5
Achieving ML 3 in the PA’s of ML 4 and ML 5 means that CL 4 and/or CL 5 is achieved in selected by the organization Process Areas

22. Equivalent Staging - 2

23. Process Area Dependencies?
The model chapters 1 through 6 recommend for Support, Project Management and Process Management to first address fundamental (basic) and then progressive (advanced) Process Areas
Generally Process areas that appear on higher maturity levels depend for effective implementation on process areas from the lower maturity levels.
This does not mean you cannot benefit form process areas at higher maturity levels. Only the effect may be limited
The best example for this is Causal Analysis and Resolution (CAR)
There are no mandatory as per the model inter-dependencies

24. The future of CMMI
What to expect?

25. New elements in CMMI Architecture
From CMMI-SE/SW/IPPD/SS to CMMI-SE/SW+IPPD+SS
Small step to clarity that gives green light to further expansion
Constellations will allow to expand the model into new domains or parts of the lifecycle. Constellations will reuse as much as possible
CMMI-SE/SW+IPPD+SS current is CMMI-Development constellation
After the release of CMMI v1.2, a CMMI-Services constellation will be released. It will probably reuse all PAs except the engineering areas

26. Broader coverage of development environment
CMMI Expansions
Hardware discipline will be added, thus emphasizing that CMMI is applicable to this part of the organization’s activities
Broader coverage of development environment
Current coverage is limited to parts of OEI PA
Key aspects like safety, security and business continuity may be addressed
One option is to provide extension to existing PAs similar to IPPD in IPM PA
Another possibility is to add new PA - Work Environment (WE)

27. SAM, ISM couple may be revised.
CMMI simplifications
One model (book) containing both representations, similar to the book “CMMI: Guidelines for Process Integration and Product Improvement”
Removing:
Advanced Practices
Common Features
SAM, ISM couple may be revised.
Latest articles point ISM will not be removed
COTS selection may be moved away from SAM possibly to TS PA
Increased elaborations for the generic practices at Capability Level 4 and 5 in the different process areas

28. Forecast is: CMMI 1.2 Timeline Late 2005 – pilot version of CMMI 1.2
Late 2006 – release

29. Links and materials
“CMMI v1.2 What’s Changing?” By Mike Philips,
“CMMI v1.2 and Beyond” By Mike Philips,
“CMMI®--Version 1.2 and Beyond!” presentation by Mike Philips, April 6, 2005, available at SEIR
Here is a book and a link I found useful for IPM in particular and CMMI as a whole

30. Questions?

31. Backup

32. Achieve Specific Goals Institutionalize a Managed Process
The 5 Generic Goals
Achieve Specific Goals
Institutionalize a Managed Process
Institutionalize a Defined Process
Institutionalize a Quantitatively Managed Process
Institutionalize an Optimizing Process

33. Level 1: Achieve Specific Goals
Perform Base Practices

34. Level 2: Establish a Managed Process
Establish an Organizational Policy
Plan the Process
Provide Resources
Assign Responsibility
Train People
Manage Configurations
Identify and Involve Relevant Stakeholders
Monitor and control the Process
Objectively Evaluate Adherence
Review Status with Higher Level Management

35. Level 3: Institutionalize a Defined Process
Establish a Defined Process
Collect Improvement information
Processes are reused across similar projects.
Each instance of the process uses common base through tailoring.
This allows to reduce variation throughout the organization, compare performance and consistently implement improvements
Tailoring may not modify the process, just consciously select it.
Improvement information is fed back from projects to the organization.

36. Level 4: Institutionalize a Quantitatively Managed Process
Establish Quantitative Objectives for the Process
Stabilize sub-process Performance

37. Level 5: Institutionalize an Optimizing Process
Ensure Continuous Process Improvement
Correct Root Causes of Problems