1. Introduction to CMMI

2. Software Problems – The Reality
Source: Software Engineering Institute, Carnegie Melon University
Only 26% On Time!!! % Software work is Late or Cancelled

3. Managing the Software Problems
Formulating Quality Standards and Process Frameworks such as ISO 9000, CMM, CMMI and Six Sigma
Developing Software Engineering techniques implemented as practices within the process framework

4. Quality Leverage Points
Everyone realizes the importance of having a motivated, quality work force but...
PEOPLE
...even our finest people can’t perform at their best when the process is not understood or operating “at its best.”
TECHNOLOGY
PROCESS
See notes on slide 5

5. Ad Hoc Processes
Processes are ad hoc and improvised by practitioners and their management
Process describes are not rigorously followed or enforced
Performance is highly dependent on current practitioners
Understanding of the current status of a project is limited
Immature processes result in fighting fires:
There is no time to improve – instead,
practitioners are constantly reacting
Firefighters get burned
Embers might rekindle later
See notes on slide 5

6. Improved Processes
Process descriptions are consistent with the way work actually is done
They are defined, documented and continuously improved
Processes are supported visibly by management and others
They are well controlled – process fidelity is evaluated and enforced
There is constructive use of product and process enforced
There is constructive use of product and process measurement
Technology is introduced in a disciplined manner
See notes on slide 5

7. Benefits of Improving Processes
Processes enable you to understand what is going on
People develop their potential more fully and are more effective within the organization
By defining, measuring, and controlling the process, improvements are more successful and sustained
The likelihood that appropriate technology, techniques and tools are introduced successfully increases
See notes on slide 5

8. Process Improvement
“The quality of a product is largely determined by the quality of the process that is used to develop and maintain it.”
As per TQM principles by Shewhart, Juran, Deming and Humphrey.

9. What is a Process Model?
A model is a structured collection of practices that describe characteristics of effective processes.
Practices included are those proven by experience to be effective.

10. How is a Model Used? A Process model is used
to help set process improvement objectives and priorities
to improve processes, and provide guidance for ensuring stable, capable, and mature processes
as a guide for improvement of organizational processes
a place to start
shares the benefit of a community’s prior experiences
a common language and a shared vision
simplified approximations of reality that provide insight “

11. CMMI for Process Improvement
Use CMMI in process improvement activities as a
collection of best practices
framework for organizing and prioritizing activities
support for the coordination of multi-disciplined activities that might be required to successfully build a product
means to emphasize the alignment of the process improvement objectives with organizational business objectives
CMMI incorporates lessons learned from use of the SW-CMM®, EIA-731 and other standards and models

12. CMMI Result- Effort Estimation Accuracy

13. CMMI-Quality Improvement

14. CMMI Improvement-Adherence to schedule

15. The CMMI Framework
The CMMI Framework is the structure that organizes the components used in generation models, training materials and appraisal methods
The CMMI Product Suite is the full collection of models, training materials and appraisal methods generated from the CMMI Framework
A constellation is the subset of the CMMI Product Suite relevant to improvement in a particular area of interest
Currently, there are several constellations:
Development
Acquisition
Services

16. CMMI Model Representations
There are two representations in CMMI models
Staged
Continuous
The two representations will be presented in the later slides

17. CMMI Models

18. The Capability Levels 5 Optimizing 4 Quantitatively Managed 3 Defined
1 Performed
0 Incomplete

19. The Maturity Levels The Maturity Levels Optimizing Optimizing 1 2 3 45
Focus on process improvement
Quantitatively
Managed
Process measured and controlled
Defined
Defined
Process characterized for the organization and is proactive
Managed
Process characterized for projects and is often reactive
Performed
Process unpredictable, poorly controlled and
reactive

20. Staged Representation – PAs by Maturity Level
Organizational Innovation and Deployment
Causal Analysis and Resolution
5 Optimizing
4 Quantitatively Managed
3 Defined
2 Managed
Continuous
process
improvement
Quantitative
management
Process
standardization
Basic
project
Organizational Process Performance
Quantitative Project Management
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Organizational Process Focus
Organizational Process Definition + IPPD
Organizational Training Integrated Project Management+ IPPD
Risk Management
Decision Analysis and Resolution
Requirements Management
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Measurement and Analysis
Process and Product Quality Assurance
Configuration Management
1 Performed
Process Areas
Level
Focus

21. Process Areas – Continuous Representation
List of Process Areas by Category, Capability level
Process Areas – Continuous Representation
Category
Process Area
Project
Management
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Integrated Project Management + IPPD
Risk Management Quantitative Project Management
Configuration Management
Process and Product Quality Assurance
Measurement and Analysis Causal Analysis and Resolution
Decision Analysis and Resolution
Support
Requirements Management
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Engineering
Organizational Process Focus
Organizational Process Definition + IPPD
Organizational Training
Organizational Process Performance
Organizational Innovation and Deployment
Process
Management

22. What is Capability & Maturity
Capability levels provide a scale for measuring organization processes
against each process area in a CMMi Model
The Maturity level of an organization provides a way to predict the future
performance of an organization within a given discipline or set of
disciplines.

23. Process Area Capability
Comparing Model Representations
Staged
ML 1
ML2
ML3
ML4
ML5
. . .for an established
set of process areas across an
organization
Continuous PA
Process Area Capability
Lucas
CP00062 PCS 2
Added this slide as a way of further illustrating the idea of comparing representations.
. . .for a single process area
or a set of process areas

24. Generic Goals in Continuous Representation
Capability Level
Generic Goal
CL0
No Goal
CL1
GG1: The project supports and enables achievement of the specific goals of the process area by transforming identifiable input work products to produce identifiable output work products
CL 2
GG 2: The process is institutionalised as a managed process
CL 3
GG 3: The process is institutionalised as a defined process
CL 4
GG 4: The process is institutionalised as a quantitatively managed process
CL 5
GG 5: The process is institutionalised as an optimising process

25. Staged-Generic Goals Maturity Level 2 Generic Goal
GG2 : The process is institutionalised as a managed process
Maturity Level 3-5 Generic Goals
GG3 : The process is institutionalised as a defined process
GG3 subsumes GG 2 and a defined process is a managed process that is tailored from the organization’s set of standard processes

26. Example REQM PP PMC etc 5 4 3 2 1 C a p a b i l i t y
P r o c e s s A r e a
REQM PP
PMC
etc 5 4 3 2 1
C a p a b i l i t y

27. Critical Distinctions
managed vs. performed
The extent to which the process is planned; performance is managed against the plan; corrective actions are taken when needed
defined vs. managed
The scope of application of the process descriptions, standards, and procedures shifts from projects to organization
quantitatively managed vs. defined
The predictability of process performance
optimizing vs. quantitatively managed
The process is continuously improved by addressing common causes of process variation

28. Maturity Levels cannot be skipped
A level provides a necessary foundation for effective implementation of processes at the next level.
Higher level processes are easily sacrificed without the discipline provided by lower levels.
The effect of innovation is obscured in a noisy process.
Higher maturity level processes may be performed by organizations at lower maturity levels, with risk of not being consistently applied in a crisis.

29. How CMMI Helps?
CMMI provides guidance for improving an organization’s processes and ability to manage the development, acquisition and maintenance of products or services.
CMMI places proven approaches into a structure that helps an organization:
- appraise its organizational maturity or process area capability
- establish priorities for improvement
- implement these improvements

30. CMMI and Business Objectives
Produce quality products or services:Quality products are a result of quality processes
Create value for stake holders: Mature organizations are more likely to make better cost and revenue estimates
Be an employer of choice: CMMI emphasizes on training and engineers are more comfortable in an organization where there is a sense of cohesion and competence
Enhance customer satisfaction: Meeting cost and schedule targets with high quality products that are validated against customer needs helps in achieving customer satisfaction
Increase market share: Market share is a result of many factors, including quality products and services, name identification, pricing and image
Implement cost savings and best practices: Processes that are documented, measured and continuously improved are perfect candidates for becoming best practices
Gain an industry-wide recognition for excellence:Having processes that conform to CMMI requirements can enhance that reputation

31. Appraisal Method
Standard CMMI Appraisal Method for Process Improvement (SCAMPI)
Led by authorized Lead Appraiser
Can be Tailored to organization and model scope
Source selection appraisals or process monitoring are tailoring options of SCAMPI

32. Structure of CMMI Representation
Maturity Level
Process Area
Process Area
Process Area
Generic Goals
Specific Goals
All old common features got rolled into Level 2 generic practices.
Both activities and common features are present in each KPA, where the common features include Commitment to Perform, Ability to Perform, Measurement and Analysis, and Verifying Implementation.
Generic Practices
Specific Practices

33. Goals and Practices
Goals and Practices are the model elements used to realize the values on both the capability and process dimensions.
Goal
A high level statement of the outcome to be achieved by effective implementation of a group of practices. (These are “required.”)
Practice
A description of an action that is necessary to enact a key element of a process area. (These are “expected”, and “alternate practices” are acceptable.)

34. Goals and Practices Specific Goals and Specific Practices
realize the process dimension
therefore, they apply to a particular Process Area
Generic Goals and Generic Practices
realize the capability dimension
therefore, they apply across all Process Areas

35. Example-Requirements Management
SG 1: Manage Requirements
SP1.1 : Obtain an understanding of the requirements
SP1.2 : Obtain commitment to requirements
SP1.3 :Manage Requirement Changes
SP1.4 : Maintain bi- directional trace ability of Requirements
SP1.5 : Identify inconsistencies between project work and
requirements

36. CMMI V 1.2 Changes from 1.1

37. Model Changes The model was changed mainly due to the following:
Reduce complexity and size
Expand model coverage
To reduce model complexity and size, the following changes were made:
eliminated advanced practices and common features
eliminated the Supplier Sourcing (SS) addition
incorporated Integrated Supplier Management (ISM) into Supplier Agreement Management (SAM)
consolidated and simplified the IPPD material
added, modified, and consolidated definitions in the glossary (e.g., bidirectional traceability, sub process)
adopted a single book approach (i.e., both representations are published in one document)
To expand model coverage, the following changes were made:
added hardware amplifications
added two work environment specific practices ─one in Organizational Process Definition (OPD) and one in Integrated Project Management (IPM)
updated notes and examples to address service development and acquisition
updated the model name to CMMI for Development (CMMI-DEV) to reflect the new CMMI architecture

38. No More Supplier Sourcing Addition
Supplier Sourcing was eliminated as an addition.
ISM has been eliminated.
SAM has been enhanced to contain the unique material from ISM.
Two specific practices were added to Goal 2 in SAM:
SP 2.2 -Monitor Selected Supplier Processes
SP 2.3 -Evaluate Selected Supplier Work Products

39. Changes in Process Areas in CMMI 1.2
The following process areas were improved significantly:
Integrated Project Management +IPPD (IPM+IPPD)
Organizational Process Definition +IPPD (OPD+IPPD)
Organizational Process Focus (OPF)
Requirements Management (REQM)
Requirements Development (RD)
Supplier Agreement Management (SAM)
Technical Solution (TS)
Validation (VAL)
Verification (VER)

40. Summary
Many changes were made to the CMMI models to improve quality. The major changes include
Name changed to “CMMI for Development”
Both representations in one document
Amplifications improved; added hardware amplifications
Common features and advanced practices eliminated
SS addition eliminated; ISM brought into SAM
Guidelines for “not applicable” process areas clarified
Overview and glossary improved
Work environment material added to OPD and IPM
IPPD material simplified and consolidated
Process deployment strengthened in IPM and OPF

41. Usage of Telelogic Tools for continuous Improvement

42. For Product development
Telelogic Tools
Requirements Management
Enterprise Change Management
Software Configuration Management
Enterprise Architecture
Product Management and Portfolio Management
System Design and Software Design
Telelogic Tools
For Product development

43. Telelogic tools and Process Areas
Telelogic Focal Point
Portfolio and Product Management
Capture ideas and product requirements from internal stakeholders, customers, competitive analysis
Understand customer value when making decisions about products
L3 Requirements Development
L3 Decision Analysis and Resolution
L2 Requirements Management
CMMI

44. Telelogic tools and Process Areas
Telelogic DOORS
Requirements definition and management
Centralize requirements capture, refinement, Priority
Track and Trace requirements throughout development
Requirement Coverage
L2 Requirements Management
CMMI

45. Telelogic tools and Process Areas
Telelogic Change
Enterprise Change Management
Change lifecycle management or lifecycle change management
Compliance support (Sarbanes Oxley, CMMI, ISO....)
Change request management, issue management, item and defect tracking
Customer information and action items
CMMI
L2 Requirements Management

46. Telelogic tools and Process Areas
Telelogic Synergy
Software Configuration Management
Ensures the consistency of user deliveries and workspaces through workflow driven by logical changes (such as fixes and enhancements)
Accelerates development through the identification and resolution of integration problems
Provides Project Management with total control and flexibility of release
CMMI
L2 Configuration Management

47. Telelogic tools and Process Areas
Telelogic Tau
Model-Driven Development Standard
Automated error-checking, and model verification minimize errors from initial requirements to final documentation and code.
supports the latest industry standards for visual systems and software development, including UML 2.1, SysML, MDA®, DoDAF, SOA, and the UML Testing Profile.
CMMI
L3 Technical Solution
L3 Verification

48. Telelogic tools and Process Areas
Telelogic Rhapsody
Model-Driven Development for Embedded, Real-time Applications
Software Development with complete design portability
Integrated Requirements modeling, traceability and analysis
supporting SysML, UML 2.0, DoDAF, and Domain Specific Languages
C, C++, Java, Ada language support
CMMI
L3 Technical Solution
L3 Product Integration

49. Thank You