CMMI Why Capability Maturity Model Integration CMMI Not

CMMI Why ? Capability Maturity Model Integration (CMMI) Not ? Capability Maturity Model (CMM) Dr. Chaw-Kwei Hung National Cheng-Kung University hungc@cad. csie. ncku. edu. tw March – April 2003 1

CMMI Agenda • Business Process • The Evolution of CMM and CMMI – Based Process Improvement • Basic Understanding of the CMMI • Should Organization’s Process Improvement be used CMMI Instead of SW-CMM? ? • Taiwan’s System Life Cycle Phases Characteristics • To Promote CMMI Technology Infusion (CTI) for Taiwan’s Information Industry • Q&A 2

CMMI What is a Business Process? PEOPLE Major determinants of product cost, schedule , and quality Glue Unifies the other aspects TCCHNOLOGY PROCESS 3

CMMI • The Evolution of CMM and CMMI-Based Process Improvement Carnegic Mellon University – USA DOD Supported Software Engineering Institute (SEI) • 1987 – First CMM published as a technical report • 1989 – Book on the software maturity framework published • 1991 – CMM V. 1. 0 for software published • 1993/1994 – CMM V. 1. 1 for software published, Personal Software Process (PSP developed by the SEI • 1995 – New specialized CMM published by the SEI , including CMM’s for acquisition (SA-CMM), system engineering (SE-CMM), integrated product development (IPD-CMM) and human resource management (People-CMM) 4

CMMI The Evolution of CMM and CMMI-Based Process Improvement (Continue) • 1996 – Team Software Process (TSP developed by the SEI • 1997 – AS new Quality Standards continue to emerge, such as EIA/IS 731, Capability Maturity Model Integration (CMMI) Project by the USA DOD • 12/2000 – CMMI V. 1. 02 Published (III Translation of Chinese Version) • 12/2001 – CMMI V. 1. 1 Pulblished • 2003 – The SEI has announced - SEI will discontinue any support of CMM after December 2003 5

CMMI Basic Understanding of the CMM (Capability Maturity Model) Sponsored by the US Department of Defense (DOD) and National Defense Industrial Association (NDIA) Collaborative Endeavor * Software Engineering Institute (SEI) * Government * Industry 6

CMMI CMM Structure • What is the CMM? – A model for process maturity – A framework for reliable and consistent assessments – A software –industry, community owned guide – A mechanism for identifying and adopting best practices – Used to evaluate an organization’s process maturity against global standard 7

CMMI CMM Structure • Maturity Levels – There are five maturity levels – Well-defined evolutionary plateaus on a path to becoming a mature software Organization – Each level is a layer in the foundation for continuous process improvement – Achieving each level establishes a different component of the software process 8

CMMI CMM Maturity Levels Continuously improving process Managed Predictable process Standard, consistent process Defined Repeatable (2) Disciplined process Initial (1) Optimizing (3) (5) (measured) (4) (standard) (planed and tracked) (performed) 9

CMMI Level CMM Maturity Levels Key Process Area (KPA) Total 18 KPAs Focus 5 Optimizing Continuous Process Improvement 4 Managed Predictable Process 3 Defined 2 Repeatable 1 Initial Software Process Defined & Institutionalized Disciplined Process Defeat Prevention Technology Change Management Process Change Management Quantitative Process Management Software Quality Management (QPM) Software Product Engineering Organizational Process Focus Organizational Process Definition Training Program Integrated Software Management Intergroup Coordination Peer Reviews Requirements Management Software Project Planning Software Project Tracking and Oversight Software Subc ontract Management Software Quality Assurance Software Configuration Management Just do it 10

CMMI CMM Appraisal Process • The evaluators conduct interviews and review documents and other intermediate work products to obtain verifiable evidence of: Commitment, Ability, Activity, Measures, Verifying information • This is done for each KPA • Six Steps: 1. 2. 3. 4. 5. 6. Team Selection Maturity Questionnaires (Sample the CMM) Response Analysis On-Site Visit – Interview and Document Reviews Finding – Based on the CMM KPA Profile 11

CMMI Basic Understanding of the CMMI (Capability Maturity Model Integration) Sponsored by the US Department of Defense (DOD) and National Defense Industrial Association (NDIA) Collaborative Endeavor (Over 100 People Involved) * Software Engineering Institute (SEI) * Government * Industry 12

CMMI Source Models • Capability Maturity Model (CMM) for Software V 2, draft C (SW-CMM) • EIA Interim Standard 731, System Engineering Capability Model (SECM) • Integrated Product Development Capability Maturity Model, draft V 0. 98 (IPD-CMM) • Supplier Sourcing (SS) 13

CMMI Courtesy Sarah Sheard, SPC 14

CMMI Future Release and Updates • After CMMI V 1. 1 has been published by December 2001, the SEI will not produce any updates to the SW-CMM model for training 15

CMMI For More Information About CMMI • Go to CMMI Web site • http: //www. sei. cmu. edu/cmmi • 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 16

CMMI Terminology CMMI Models contain institutionalization (Generic) and implementation (Specific) parts: • Front matter • Process Areas that contain: Required – Generic and Specific Goals Expected – Generic and Specific Practices (in Common Features in staged representation) Informative – Subpractices – Notes – Discipline-specific amplifications • Glossary and tailoring guidelines 17

CMMI Model Representations • The CMMI provides Two approaches to process improvement. : –process capability approach continuous representation –organizational maturity approach - staged representation 18

Comparing Model Representations CMMI Staged 5 Continuous Capability 1 2 3 4 ML 5 ML 4 ML 3 ML 2 0 ML 1 PA PA PA Process Organization 19

Structure of the CMMI Staged Representation CMMI Maturity Levels Process Area 1 Process Area 2 Specific Goals Generic Goals Common Commitment to Perform Specific Practices Process Area n Ability to Perform Features Directing Implementation Verifying Implementation Generic Practices 20

CMMI Staged Improvement Levels Continuously improving process Quantitatively (4) Managed Predictable process Standard, consistent process Defined Managed Disciplined process Initial Not performed (0) (1) Optimizing (2) (3) (5) (measured) (standard) (planned and tracked) (performed) 21

CMMI Maturity Levels Level Focus Staged Organization of PAs 5 Optimizing Continuous Process Improvement Organizational Innovation and Deployment (OPD) Causal Analysis and Resolution (CAR) 4 Quantitatively Managed Quantitative Management 3 Defined Process Standardization 2 Managed Basic Project Management Organizational Process Performance (OPP) Quantitative Project Management (QPM)(QPM) Requirements Development (RD) Technical Solution (TS) Product Integration (PI) Verification (VER) Validation (VAL) Organizational Process Focus (OPF) Organizational Process Definition (OPD) Organizational Training (OT) Integrated Project Management(IPPD) Risk Management (RSKM) Integrated Teaming (IT) Decision Analysis and Resolution (DAR) Organizational Environment for Integration (OEI) Requirements Management (REQM) Project Planning (PP) Project Monitoring and Control Supplier Agreement Management (SAM) Measurement and Analysis (M&A) Process and Product Quality Assurance (PPQ) Configuration Managemen (CM)t 1 Initial 22

CMMI Category Continuous Organization of PAs Process Management (5) Organizational Process Focus (OPF) (L 3) Organizational Process Definition (OPD) (L 3) Organizational Training (OT) (L 3) Organizational Process Performance (OPP) (L 4) Organizational Innovation and Deployment (OID)(L 5 Project Planning (PP) (L 2) Project Monitoring and Control (PMC) (L 2) Supplier Agreement Management (SAM) (L 2) Integrated Project Management(IPPD) (L 3) Integrated Teaming (IT) (L 3) Risk Management (RSKM) (L 3) Quantitative Project Management (QMP) (L 4) Requirements Management (REQM) (L 2) Requirements Development (RD) (L 3) Technical Solution (TS) (L 3) Product Integration (PI) (L 3) Verification (VER) (L 3) Validation (VAL) (L 3) Project Management (7) Engineering (6) Support (6) Configuration Management (CM) (L 2) Process and Product Quality Assurance (PPQ)2 Measurement and Analysis (M&A) (L 2) Causal Analysis and Resolution (CAR) (L 5) Decision Analysis and Resolution (DAR) (L 3) Organizational Environment for Integration (OEI) (L 3) 23

CMMI Appraisal Method • ARC, V 1. 0 Assessment Requirements for CMMI Version 1. 0 • SCAMPI Method – Standard CMMI Assessment Method for Process Improvement (SCAMPI) Method Definition Document (MDD) 24

CMMI Appraisal Method Classes Summary Characteristic Class A Class B Class C ARC requirements All Most Some applicable Amount of objective High Medium Low evidence gathered Ratings generated Yes NO No Resource needed High Medium Low ISO 15504 comfomance Yes Partial No Large Medium Small Team size 25

CMMI Training Model • Introduction to CMMI (Member of SCAMPI assessment team required) • Intermediate Training • Instructor Training • Lead Appraiser 26

CMMI Taiwan’s System Life Cycle Processes Characteristics Planning System Req System Design Implementation System Integration System Deployment TAIWAN USA 27

CMMI Taiwan’s System Life-cycle Processes Characteristics • Productivity High – Implementation Phase • Big Gap between Education (University Software Engineering) and Industry • Opportunity for Improvement Phases – System Requirements and Design, Planning and System Integration • Has approximately 1000+ software companies and a high volume of small companies – No Training – No Continuous Process Improvement – Cost? ? • Hardware and Software –Not Balance in the world market – Lack of Software Profile (Understanding) – All National Programs such SI-Soft, e-Learning, …etc depend on Core Technology - Software 28

CMMI Promotion to Information Industry Organization’s Driver • Financial Performance (Profit) • Customer’s Satisfaction • Operational (Organizational ) Performance • Learning and Innovation 29

CMMI Technology Infusion (CTI) Objectives • To Promote CMMI Technology Infusion (CTI) for Taiwan’s Information Industry • To Understanding the Software/System Process Improvement for Your Organization • Support/Supervise Your Organization “Phases Approach” to Achieve Standard CMMI Assessment Method for Process Improvement (SCAMPI)- CMMI Class A Rating 30

CMMI CTI Promotion Phases Approach – Selection Criteria Road Map @1 CMMI Training for SEPG (3 -4 Months) Selection Criteria @2 Organization Gap Analysis CMMI Execution (6 -10 Months) Selection Criteria CMMI Level 2 @4 Formal SEI Selection SCAMPI Criteria Class A Appraisals (1 Month) @3 CMMI Class B/Class C Appraisals (3 Months) Total 13 – 18 Months ( Org. Process Improvement and to Get CMMI Level 2 SCAMPI 31

CMMI Solutions? CMMI 32

CMMI Q&A 33