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Document Sample
Capability Maturity
Model, Integrated
(CMMI) Overview
Duston L. Hayward
May 18, 2006
1
Outline of Briefing
• Why Process Model?
• Why Use CMMI?
• What is CMMI?
• Staged vs. Continuous
• Summary
2
What is CMMI?
• A process improvement model that provides a set of
industry-recognized practices to address productivity,
performance, costs and stakeholder satisfaction in the
systems engineering and software development
process.
• Helps your organization examine the effectiveness
of your processes
• Establishes priorities for improvement
• Helps you implement these improvements
3
Capability Maturity Models
• Software CMM: enhance a software focused
development and maintenance capability
• People CMM: develop, motivate and retain project
talent
• CMMI: focuses on systems and software
engineering process development
4
Why Focus on Process?
• Process provides a constructive, high-leverage focus
– As opposed to focus on people
• Your workforce, on the average, is as “good” as it is trainee to
be
• Working harder is not the answer
• Working smarter, through process, is the answer
– As opposed to a focus on technology
• Technology applied without a suitable roadmap will not result
in significant payoff
• Technology provides the most benefit in the context of an
appropriate process roadmap
You need all three: People
Process Technology
5
Best Practices Save Money:
Cost to Repair Design Defects
$100
Dollar $80 2 orders of magnitude increase
Cost to
repair Cost
$60 range
a
design for
$40 repair
defect
Order of magnitude increase
$20
$0
Design Detailed Code & Integration Validation Operations
design Debug
Phase when design defect was corrected Source: SEPG Conference, 1999
SEI found: • Rework is 40% - 50% of project costs
• High-maturity organizations can get rework to <10% of costs
(Paulk, 1999)
6
Benefits at SSC: Notable CMMI Data
Tactical Communication Solutions
• Data Link Gateway, TADIL J Host Simulator, etc.
• Valuable TCS measurements show improvements (since CMMI
in 2000) have resulted in:
– Avg STR closure time decreased by 80%
– Average yearly business income increases of 22.3%
– Significantly low or decreases in number and severity of
STRs:
• Pri 1 consistently under ~5
• Pri 2 from ~97 to 20 and Pri 3 from 140 to ~20
Months to close an STR
10
9.8
8
7.8
6
4 4.5
2
2.0
0 Tactical Communications Solution (TCS) CMMI…ROI?
1999 2000 2001 2002
presentation, dated October 2003
7
Joint Interagency Task Force Project
Process/Technology Improvements - Quality
8
7
An
SSC San Diego
6 Project
Error Density
Per 1 KSLOC
5
4
2.4
2
1
Level 3 Level 4
Level 1+ Level 2 Today The Future
SW-CMM Level
8
CMM and CMMI Advocates
Organizations at CMM or CMMI Level 4 or 5
Boeing CSC Defense Group Honeywell
Hughes Litton Lockheed Martin
Motorola NCR Northrop Grumman
Raytheon United Space Alliance USAF Hill AFB
USAF Tinker AFB USA CECOM USN FMSO
NAWC China Lake NSWC PHD (Dam Neck) SAIC
BAE Rancho Bernardo IBM NASA Shuttle
USA Fort Sill
9
CMMI Process Maturity Profile for
Systems & Software Community
Maturity Level Feb 2003 Mar 2004 Aug 2004 SEP2005
1- Initial 15% 9.5% 6.3% 3.5%
2- Managed 18% 29.7% 35.1% 34.1%
3- Defined 21% 27.7% 28.5% 29.7%
4- Quantitatively Managed 6% 5.4% 5.2% 4%
5- Optimizing 12% 27.7% 25.0% 19.2%
Organizations reporting to SEI 33 148 288 782
40
35
30
25
Percent 20
15
10
5
0
1 2 3 CMMI
4 5
Maturity Level
Source: http://www.sei.cmu.edu/sema/profile.html
10
CMMI Product Suite
• Models • Training
– Disciplines – Model
• Systems Engineering SE • Introduction to CMMI
• Software Engineering • Intermediate Concepts
SW – Instructor Training
• Integrated Product and – Lead Appraiser
Process Development
(IPPD)
• Appraisal Methods
• Supplier Sourcing (SS)
– Appraisal Requirements
– Representations
for CMMI (ARC)
• Staged
– SCAMP Method
• Continuous Description Document
(MDD)
11
CMMI-SE/SW/IPPD/SS- Continuous
CMMI
Process Project
Management Engineering Support
Management
• Organizational Process Focus • Project Planning • Requirements Management • Configuration Mgmt.
• Organizational Process • Project Monitoring and • Requirements Development • Process and Product
• Definition Control • Technical Solution Quality Assurance
• Organizational Training • Supplier Agreement Mgmt. • Product Integration • Measurement & Analysis
• Organizational Process • Integrated Project Mgmt. • Verification • Decision Analysis and
• Performance • Risk Management • Validation Resolution
• Organizational Innovation • Quantitative Project Mgmt. • Causal Analysis and
and Deployment Resolution
Supplier
IPPD
Sourcing
• Organizational Environment • Integrated Supplier Management
for Integration
• Integrated Teaming
12
CMMI SE/SW/IPPD/SS Staged
Representation
Level Focus Process Areas Quality
Continuous Organizational Innovation and Deployment
5 Optimizing Productivity
Process Causal Analysis and Resolution
Improvement
4 Quantitatively Quantitative Organizational Process Performance
Managed Management Quantitative Project Management
Requirements Development
Technical Solution
Product Integration
Verification
Validation
3 Defined Process Organizational Process Focus
Standardization Organizational Process Definition
Organizational Training
Integrated Project Mgmt (with IPPD extras)
Risk Management
Decision Analysis and Resolution
Integrated Teaming (IPPD only)
Org. Environment for Integration (IPPD only)
Integrated Supplier Management (SS only)
Requirements Management
Basic Project Planning
Project Project Monitoring and Control
2 Managed Supplier Agreement Management
Management Measurement and Analysis
Process and Product Quality Assurance
Configuration Management Risk
1 Initial Rework
13
Sample Level 1 Organization
Few processes in place
The Organization
Top Management
Dept. A Dept. B Dept. C
Middle Management Div. AA Div. BB
Project
Projects Project 1 Project 2 Project 3 4
Processes
14
Sample Level 2 Organization
Many processes in place; and are project-specific
The Organization
Top Management
Dept. A Dept. B Dept. C
Middle Management Div. AA Div. BB
Project
Projects Project 1 Project 2 Project 3 4
Processes
15
What CMMI Level 3 Behavior Looks Like
Project Planning
• Assign Project Manager
• Select Lifecycle
• Tailor Project (Size/Scope) New Projects
• Review Lessons-Learned
• Develop Project Plans A1 B1 Xn
• Develop Schedules
• Identify Deliverables
Organizations’ Process Assets Library
Dynamic Managed & Controlled
Organization
Measurement Organization's Organization's Standard Processes
Repository Life-Cycle
Models Process Architecture
--------------
Deliverables
Estimates
Productivity- Tailoring
Data Guidelines
Lessons-Learned Methods, Tools, Etc.
Project Execution
Existing Projects • Project Plans
• Status Reports
• Stage End Reviews
A B C • Deliverables
Adapted from CMU/SEI TR-25, page O-52
16
SSC San Diego Organizational PAL
http://sepo.spawar.navy.mil/
17
CMMI Level 4: the “Quantitatively Managed”
Level - Quantitative analysis
• Manage Projects Quantitatively 2 Process Areas
– Statistically manage the project’s – Quantitative Project
processes and sub-processes Management (QPM)
• Manage the Organization Quantitatively
– Understand process performance; – Organizational
quantitatively manage Process Performance (OPP)
the organization’s projects
18
CMMI Level 5: the “Optimizing” Level -
Institutionalizing process improvement
Optimize Performance 2 Process Areas
• Identify and eliminate – Causal Analysis
the cause of defects early and Resolution (CAR)
Adopt Improvements
– Organizational Innovation
• Identify and deploy new tools and and Deployment (OID)
process improvements to meet needs
and business objectives
19
Standard CMMI Appraisal Method for Process
Improvement (SCAMPI)
• Description: A structured appraisal in which a trained team
examines an organization’s current practices. It consists of
interviews, questionnaires, and analysis designed to identify the
current process capability.
• Evaluators: A team of 4-6 SCAMPI-trained people, external or internal
to the organization
• Process: Typically one week of preparation off-site, then one week of
on-site interviews and analysis
• Results: Comprehensive verbal and written findings of strengths,
weaknesses, and areas to improve. Can optionally result in a
validated maturity level.
CMMI
20
QUESTIONS ?
21
