CMMI CMMI Thinking ShareWin CMMI Training ClassA Process

CMMI 思想 CMMI Thinking Share-Win CMMI Training Class-A

项目成功的三要素 Process: a defined method involving steps or operations People: Skills, Training, Management Technology: Application domains, tools, languages, information, environments Improved Process + Competent Workforce + Appropriate Technology = Reduced Risk, Higher Productivity, and Better Quality

CMMI是什么？ p CMMI: Capability Maturity Model Integration（能力成熟度模型集成）

CMM/CMMI简史 p 1984 – 成立软件 程研究所 p 1987 – 全世界进行了第 1次CMM评估 p 1991 – 发布SW-CMM v 1. 0 p 1993 - 发布SW-CMM v 1. 1 p 1994 – 发布SE-CMM p 1998 – 启动CMMI产品集项目 p 2001 – 发布CMMI-SE/SW v 1. 0 p 2002 – 发布CMMI-SE/SW/IPPD/SS v 1. 1产品集 p 2005 – 宣布CMM结束 p 2006 -8 -发布CMMI v 1. 2

各类“框架”的沼泽 PSP SW-CMM People CMMI* SE-CMM ISO 15504* (SPICE) IPDCMM* SECM* (EIA/IS 731) SECAM SSECMM MIL-STD -499 B* IEEE 1220 EIA/IS 632 www. software. org/quagmire MIL-Q -9858 SDCE SA-CMM FAAi. CMM SDCCR IEEE Stds. 730, 828 829, 830, 1012, 1016 1028, 1058, 1063 NATO AQAP 1, 4, 9 EQA Trillium DO 178 B DOD IPPD AF IPD Guide Baldrige Tick. IT Q 9000 ISO 10011 EIA 632* BS 5750 ISO 9000 Series MIL-STD-1679 DODSTDDOD-STD 2168 -2167 A MIL-STD 498 ISO/IEC 12207 DOD-STD -7935 A EIA/IEEE J-STD-016 IEEE 1074 ISO 15288* IEEE/EIA 12207 Copyright Software Productivity Consortium quag 14 d: 5 June 1998

CMMI Model IPPD SE Related Examples SW Related Examples Organizational Goal (OPD) Project Goal (IPM) HW Related Examples CMMI Core (now includes SS)

过程能力的演化 Plans based on past performance are more realistic in Level 2 organizations Initial Process is informal and ad hoc Probability Target N-z Target N-x Time/ $ /Quality/. . . Target N+a Technical practices are integrated with Defined management practices and institutionalized With well-defined processes, performance improves in Project management Level 3 organizations practices are Managed institutionalized Time/ $ / Quality/. . . Time/ $ /Quality/. . . Target N understanding of process and product, performance continues to improve in Level 4 organizations Target N-y Quantitatively Product and process are quantitatively controlled Managed Based on quantitative Time/ $ /Quality/. . . Probability Performance continuously improves in Level 5 organizations Probability Process improvement is institutionalized Probability Optimizing Predicted Performance Process Characteristics Probability Level Time/ $ /Quality/. . .

摩托罗拉的过程改进 SEI CMM Level 评审效率 缺陷度（每千代码行） 编译周期时间 测试率，KLOC/Days 测试率，reqts/week 测试生产率，LOC/Stf Wk 1996 1997 2 3 1 1 NA 1 1998 4 1. 68 2. 00. 54. 47 1. 19 4. 7 20 1 2. 7 1. 66 3. 07 - Motorola, Systems Solutions Group, SPIN 9/5/98

Lockheed Martin过程改进的好处

Lockheed Martin实施CMMI的好处 p p 从SW CMM ML 2 (1993) 到ML 3 (1996) 到CMMI ML 5 (2002) LM持续改进计划报告数据显示： n 软件生产率提高 30% n 单位软件成本降低20% n 缺陷发现和改正成本降低15% n 管理费用成本降低 5% Demonstrating the Impact and Benefits of CMMI: An Update and Preliminary Results, SEI Special Report, CMU/SEI-2003 -SR-009

Northrop Grumman实施CMMI好处 p 国防企业解决方案部门与2002年 12月达到 CMMI ML 5 (其它部门 SW-CMM ML 2 – 5和 SE-CMM) • 质量提高 – 上线的系统缺陷在 2%以内 • 由于缺陷率下降而客户满意度提高 • 原因分析显示ROI为 13: 1，以预防的缺陷数 和培训小时数计算。 Defect Density (Defects/KLOC) p 7 6 5 4 3 2 1 0 6. 6 DP 2 CAR DP 1 CAR DP 3 CAR 6. 1 3. 5 3. 9 2. 1 1 2 Build 3 4 5 Demonstrating the Impact and Benefits of CMMI: An Update and Preliminary Results, SEI Special Report, CMU/SEI-2003 -SR-009

业界案例统计 美国国防部软件数据分析中心报告显示： p 组织进行过程改进的好处： 开发成本 重用 作成本 平均计划周期 发布后缺陷 风险加权可能性 投资回报率 下降 73% 下降 96% 下降 37% 下降 80% 下降 92% 21: 1 - A Business Case for SPI Revised - Measuring ROI from Software Engineering and Management. DACS, September 1999 see http: //www. dacs. dtic. mil/techs/roispi 2/

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