1. Quality Concepts within CMM and PMI G.C.Reddy www.gcreddy.net

2. Agenda An overview of CMM An introduction to PMBOK Malcolm Baldrige and ISO 9000 How do they fit together?

3. What is CMM? Capability Maturity Model Developed by the software community in 1986 with leadership from the SEI. Has become a de facto standard for assessing and improving processes related to software development Has evolved into a process maturity framework Provides guidance for measuring software process maturity Helps establish process improvement programs

4. What makes up the CMM? The CMM is organized into five maturity levels: –Initial –Repeatable –Defined –Manageable –Optimizing Except for Level 1, each maturity level decomposes into several key process areas that indicate the areas an organization should focus on to improve its software process.

5. 5 - Optimizing 4 - Managed 3- Defined 2 - Repeatable 1 - Initial Disciplined process Standard, Consistent process Predictable process Continuously Improving process

6. Level 2 - Repeatable Key practice areas –Requirements management –Software project planning –Software project tracking & oversight –Software subcontract management –Software quality assurance –Software configuration management

7. Level 3 - Defined Key practice areas –Organization process focus –Organization process definition –Training program –Integrated software management –Software product engineering –Intergroup coordination –Peer reviews

8. Level 4 - Manageable Key practice areas Quantitative Process Management Software Quality Management

9. Level 5 - Optimizing Key practice areas Defect prevention Technology change management Process change management

10. Interesting CMM Facts  The number of companies using CMM to assess their software management practices more than doubles every five years (since 1987).  Software Quality Assurance is the biggest obstacle for organizations trying to move from level 1 to level 2.  Organization Process Definition is one of the biggest obstacles for organization trying to move from level 2 to level 3.  On average, it takes an organization: –25 months to move from level 1 to 2 –22 months to move from level 2 to 3 –36.5 months to move from level 3 to 4

11. More interesting facts…  Only 1.2% of companies engaged in CMM have IT departments with over 2000 employees. Of these large companies, 40% are at CMM levels 3, 4 or 5.  About 80% of companies engaged in CMM have IT departments with less than over 300 employees. Oh these smaller companies, 21% are at CMM levels 3, 4, or 5.  About a third of companies engaged in CMM are located overseas (primarily India), and are 3 times more likely to reach CMM level 4 or 5 than US organizations.  Only about 23% of organizations surveyed eventually move from level 2 to level 3 or higher.

12. What is PMBOK Project Management Book of Knowledge A virtual collection of processes and knowledge areas generally accepted as best practices within Project Management A internationally recognized standard (IEEE Std1490-1998) Provides the fundamentals of project management, irrespective of the type of project (software, construction, environmental, aerospace, etc.) Recognizes 5 basic process groups and 9 knowledge areas typical of almost all projects Basic concepts applicable to all projects and programs (and operations)

13. Initiating Processes Planning Processes Controlling Processes Executing Processes Closing Processes Project Management Process Groups

14. PM Process Groups Processes overlap and interact throughout a project or phase Processes described in terms of: –Inputs (docs,plans, designs, etc) –Tools & Techniques (mechanisms applied to inputs) –Outputs (docs, products, etc.)

15. Project Communications Management Project Cost Management Project Integration Management Project Risk Management Project Quality Management Project Scope Management Project Procurement Management Project Human Resources Management Project Time Management PM Knowledge Areas

16. Each knowledge area contains some or all of the PM processes For example, Project Procurement Management includes: –Procurement planning processes –Procurement administration (controlling) processes –Procurement close-out processes

17. Project Quality Management “all activities of the overall management function that determines the quality policy, objectives and responsibilities…” “implements them by means such as quality planning, quality control, quality assurance, and quality improvement, within the quality system”

18. Sections of ISO 9000 Management responsibility Quality System Contract Review Design Control Doc/Data control Purchasing Control of customer supplied product Product ID & traceability Process Control Inspection & testing Control of inspections Inspection & Test Status Control of Nonconforming Product Corrective & Preventive Action Handling, Storage, Packaging, Delivery Control of quality records Internal Quality Audits Training Servicing Statistical Techniques

19. ISO vs CMM CMM and the ISO 9000 series of standards share common concerns with quality and process management. CMM emphasizes continuous improvement ISO deals with minimum criteria of quality systems An ISO 9001-compliant organization would not necessarily satisfy all of the CMM level 2 key process areas (it would satisfy most of the level 2 goals and many level 3 goals. Some key practices in CMM that are not addressed in ISO 9000, it is possible for a level 1 organization to receive 9001 registration; similarly, there are areas addressed by ISO 9001 that are not addressed in the CMM. A level 3 organization would have little difficulty in obtaining ISO 9001 certification

20. ISO and Baldrige ISO is viewed as a subset of Baldrige Most areas covered in ISO are addressed in “Category 6.0: Process Management” ISO is prescriptive about systems & docs; Baldrige is less specific

21. Compare & Contrast CMM - an effective framework for: – modeling, defining, and assessing the maturity of the software processes used within projects, programs and operations (business unit or enterprise) –identifying the key practices that are required to increase the maturity of these processes. Baldrige - an effective framework for: – implementing & assessing the maturity of all processes used within operations (business unit or enterprise). ISO 9000 – an effective framework for: –Assessing the minimum requirements and processes for a quality management system PMBOK – an effective framework for: – modeling, defining and measuring the performance of processes used for projects, programs and operations.

22. Comparison

23. Summary CMM and PMBOK compliment each other CMM and Baldrige are similar in objectives, but Baldrige is more encompassing. CMM and ISO differ in their emphasis on quality improvement.

24. Future Developments OPM3 – Organizational Project Management Maturity Model – a project underway by PMI ISO 15504 –deals with software process assessment, may effect the future development of CMM –Generates 9 process attributes, grouped into 6 capability levels