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The CMM Integration Project Dr. Jack R. Ferguson Dr. Rick Hefner CMMI Project Manager Assessment Team Co-Lead CMMI 1 Objectives • Present the background and current status of the CMM Integration Project • Discuss structure and sample content of the new maturity models • Discuss timeline for public release of the models and pilot assessments • Discuss transition from the current maturity models and assessment methods CMMI 2 Agenda • Introduction Dr. Jack Ferguson (SEI) • Background • Design Approach • Comparison to SW-CMM v1.1 Dr. Rick Hefner (TRW) • Comparison to EIA IS 731 (SECM) • Assessment Methodology • Comment Process Dr. Jack Ferguson (SEI) • Transition Process • Discussion CMMI 3 Background Dr. Jack Ferguson Objectives • Review project objectives • Review key requirements and source material • Discuss CMMI project team • Compare and contrast current maturity models – CMM for Software, SECM, IPD-CMM – Staged, continuous CMMI 4 What are Capability Maturity Models? • Organized collections of best practices • Based on work by Crosby, Deming, Juran, Humphrey... • Systematic ordered approach to process improvement. • Means of measuring organizational maturity. • Have proven to bring significant return on investment in productivity and quality. CMMI 5 How are CMMs used? • Process Improvement • Process Definition • Competency Assessment • Risk Management • Communication CMMI 6 The Current Situation - every silver lining has a dark cloud • Explosion of CMMs • Multiple assessments and CMM-like models • Multiple training • Multiple models within • Multiple expenses an organization CMMI 7 The Frameworks Quagmire PSP SDCCR MIL-Q MIL-STD-1679 SW-CMM SDCE -9858 DOD- People CMM SCE STD- DOD-STD IEEE Stds. 730,828 2168 -2167A NATO SA-CMM 829, 830,1012,1016 AQAP1,4,9 ISO DOD-STD 1028,1058,1063 15504* -7935A EQA MIL-STD- (SPICE) FAA- CMMI* 498 iCMM Trillium Baldrige BS IPD- EIA/IEEE CMM* 5750 DO- ISO/IEC J-STD-016 SECM* DOD 178B 12207 SE-CMM IPPD (EIA/IS 731) SECAM TickIT ISO 9000 IEEE SSE- AF IPD Series 1074 CMM IEEE Guide Q9000 IEEE/EIA 1220 EIA/IS ISO 10011 12207 MIL-STD 632 ISO 15288* -499B* EIA 632* * Not yet released Sheard, SPC Courtesy Sarah quag14d: 5 June 1998 Also see www.software.org/quagmire CMMI 8 Why is This a Problem? • Similar process improvement concepts, but... – Different model representations (e.g. staged, continuous, questionnaire, hybrid) – Different terminology – Different content – Different conclusions – Different appraisal methods CMMI 9 The Common Basis for Model- Based Process Improvement Improvement in any discipline is a function of performing: – Implementing practices that reflect the fundamentals of a particular topic (e.g. configuration management) – Institutionalizing practices that lead to sustainment and improvement of an implementation CMMI 10 All CMMI source models contain: • Implementing practices grouped by affinity • Institutionalizing practices that vary from model to model, however all models specify levels that describe increasing capability to perform CMMI 11 Improvement Levels Continuously improving Optimizing (5) process Quantitatively Predictable (4) (measured) Managed process Standard, (standard) consistent Defined (3) process Disciplined Managed (2) (planned and tracked) process Initial (1) (performed) Not performed (0) CMMI 12 The CMMI Project • DoD sponsored • Collaborative endeavor – Industry – Government – Academia • Over 100 people involved CMMI 13 CMM Integration Project Steering Group Stakeholder/ Co-Chairs Reviewers P. Babel / B. Rassa Product Development Team Chief Architect Project Manager R. Bate J. Ferguson Coordinating IPT Editors (CCB) Team leads Training Assessment Architecture PA Author IPPD Reqmts. Meth. Meth. IPT Groups IPT IPT IPT IPT Usability Team Lotus Notes Team Pilot Planning CMMI 14 The CMMI Development Team • U.S. Air Force • Ericsson Canada • U.S. Navy • General Dynamics • Honeywell • Federal Aviation Administration • Litton • Lockheed Martin • National Security Agency • Northrop Grumman • Software Engineering • Pacific Bell Institute (SEI) • Raytheon • ADP, Inc. • Rockwell Collins • Boeing • Thomson CSF • Computer Sciences Corp. • TRW CMMI 15 CMMI Design Goals • Integrate the models, eliminate inconsistencies, reduce duplication • Reduce the cost of implementing model- based process improvement • Increase clarity and understanding – Common terminology – Consistent style – Uniform construction rules – Common components • Assure consistency with ISO 15504 • Be sensitive to impact on legacy efforts CMMI 16 Benefits • Efficient, effective assessment and improvement across multiple process disciplines in an organization • Reduced training and assessment costs • A common, integrated vision of improvement for all elements of an organization • A means of representing new discipline-specific information in a standard, proven process improvement context CMMI 17 The Challenge • Extract the common or best features from the source models • Provide users the ability to produce single- or multiple- discipline models, both continuous and staged, tailored to their organizational needs. • Provide users the ability to assess and train based on these models. CMMI 18 CMMI Source Models • Capability Maturity Model for Software V2, draft C (SW-CMM V2C) • EIA Interim Standard 731, System Engineering Capability Model (SECM) • Integrated Product Development Capability Maturity Model, draft V0.98 (IPD-CMM) CMMI 19 Staged Representations • Key Process Areas are grouped in the stages (levels) from 2 to 5 • A Key Process Area contains specific practices (activities) to achieve the purpose of the process area. • For a Key Process Area at a given stage, institutionalization practices are integral to the process area. CMMI 20 Staged Model Level Focus Key Process Areas Continuous Org Improvement Deployment 5 process Org Process and Tech Innovation Optimizing improvement Defect Prevention 4 Organization Process Performance Quantitatively Quantitative Statistical Process Management Managed management Org Software Asset Commonality 3 Peer Reviews Defined Process Project Interface Coordination Standardization Software Product Engineering Organization Training Program Organization Process Definition Organization Process Focus 2 Basic Software Configuration Management Repeatable Project Software Quality Assurance Management Software Acquisition Management Software Project Control Software Project Planning Requirements Management 1 Competent people and heroics Initial CMMI 21 Continuous Representations • A process area contains specific practices to achieve the purpose of the process area. • Generic practices are grouped in Capability Levels • Generic practices are added to the specific practices of each process area to attain a capability level for the process area. • The order in which Process Areas are addressed can follow a recommended staging. CMMI 22 Continuous Model CL5 GP GP GP CL4 GP GP GP CL3 GP GP GP GP GP CL2 GP GP GP GP GP Implemented NI NA NR Process Area NE RQ OS TR PM KM QA VS … SR FD IN PA - Process Area CLn - Capability Level n institutionalized (Level n GPs satisfied for PA) GP - Generic Practice Imp - Implemented Base Practices NI - Not Implemented NA - Not Applicable NR - Not Rated CMMI 23 Source Model Terminology SW-CMM EIA IS 731 IPD-CMM V2C SECM V0.98 Staged Continuous Hybrid Maturity Levels Capability Levels Maturity and Categories Capability Levels Key Process Areas Focus Areas Process Areas Key Process Area Themes Capability and Goals Process Area Goals Activities Common Specific Practices Base Practices Feature Common Features Generic Practices Generic Practices Advanced Practices Generic Attributes (process effective- ness, product value) CBA IPI Method SECM Appraisal Method CMMI 24 Assessment Methods • CBA IPI Method • SECM Assessment Method – Rating of goals – Rating of practices – Single digit rating – Granularity options – Full goal satisfaction – Partial credit options – More strict data – Less strict data validation requirement validation requirement Both methods use the same basic set of activities CMMI 25 The CMMI Challenge • Integrate three source models that have many differences • Provide consistency with ISO 15504 • Maintain support from user communities • Develop framework to allow growth to other disciplines CMMI 26 Design Approach Objectives • Review design goals • Discuss framework of CMMI models • Describe CMMI terminology and components • Outline CMMI products • Discuss CMMI Schedule and current issues CMMI 27 The CMMI Solution A Product Line Approach SW SE Industry CMMI IPPD ... SEI Product Suite Government Assess Training CMMI- CMMI- CMMI- •Team of Teams SW SE SE/SW •Modeling and Discipline Experts CMMI- SE/SW/ ... •Collaborative Process IPPD CMMI 28 The CMMI Product Line The CMMI product line is a product suite sharing a common, managed set of features that satisfy specific needs of a selected domain. pertain to Domain is satisfied by share an Architecture Products guides development of are built from Components CMMI 29 CMMI Product Suite Framework Input Transform •Common •Rules for Output content generating •Integrated •Discipline products model(s) content -Model •Assessment •Criteria for -Assessment method(s) content -Training •Training materials Repository CMMI 30 Framework • Components • Construction rules • Conceptual architecture CMMI 31 The CMMI Framework Framework General •Glossary •Development Standards and Guidelines •Document Templates •Assessment Methodology •Framework Training Materials Shared (Discipline X+Y) Discipline Y Process Management Integration Core (IC) Discipline X (DX) Core (PMC) IPPD Environment PMC Generic Practices/Templates IC Generic Practices/Templates DX Amplifications PMC Process Areas IC Process Areas + DX Process Areas DX Assessment Material PMC Assessment Material IC Assessment Material PMC Model Training Material IC Model Training Material DX Model Training Material PMC Assessment Training Material IC Assessment Training Material DX Assessment Training Material Output Models Assessment Methods Model Training Materials Assessment Training Materials CMMI 32 CMMI Terminology CMMI Models contain institutionalization (Generic) and implementation (Specific) parts: • Front matter • Process Areas that contain: – Generic and Specific Goals Required – Generic and Specific Practices Expected (in Common Features in staged representation) – Subpractices Informative – Notes – Discipline-specific amplifications • Glossary and tailoring guidelines CMMI 33 CMMI V0.2 Process Areas - 1 Maturity Level 2 Process Management Core Engineering Shared (SE & SW) • Project Planning Requirements Management • Project Monitoring and Control • Configuration Management • Process & Product Quality Assurance • Supplier Agreement Management • Data Management • Measurement & Analysis CMMI 34 CMMI V0.2 Process Areas - 2 Maturity Level 3 Process Management Core Engineering Shared (SE & SW) • Organizational Process Focus • Customer & Product • Organizational Process Requirements Definition • Technical Solution • Organizational Training • Product Integration • Integrated Project • Product Verification Management • Validation • Risk Management • Decision Analysis & Resolution CMMI 35 CMMI V0.2 Process Areas - 3 Maturity Levels 4 & 5 Process Management Core • Quantitative Management of Quality and Process • Organizational Process Performance • Causal Analysis and Resolution • Organizational Process Technology Innovation • Process Innovation Deployment CMMI 36 CMMI Products • CMMI Models • Assessment Material • Training Material • Model Developer Material CMMI 37 CMMI Models • Staged and Continuous (with equivalent staging) versions of: – Software Engineering – Systems Engineering – Systems Engineering + Software – Systems Engineering + Software with IPPD • Tailoring Guidance CMMI 38 Assessment Material • Assessment requirements • Assessment methodology • Assessment data collection methods and tools (e.g., questionnaires, interviews) • Assessment Team qualifications CMMI 39 Training Material • Model Training • Assessment Training – Team Training – Lead Assessor Training CMMI 40 Model Developer Material • Glossary • Framework and model content criteria • Framework Training CMMI 41 CMMI Schedule • August 31, 1999 Release CMMI-SE/SW V0.2 for public review. • Nov 30, 1999 Release CMMI-SE/SW/IPPD for public review • Nov 1999-May 2000 Pilot assessments • Jun-Aug 2000 Publish models V1.0 CMMI 42 Issues Concerning Initial CMMI Drafts • Size of model • Equivalence between • Complexity of model staged and continuous representations • “Normative” model – “Advanced” practices • Goals and Themes – Process area boundaries – Generic practices • Order of process areas • ISO Consistency CMMI team received 4000+ change requests from reviewers CMMI 43 CMMI-SE/SW compared to SW-CMM v1.1 Dr. Rick Hefner Objectives • Philosophy • Model Component Comparison • Process Area Comparison • Common Features Comparison CMMI 44 Philosophy - 1 • SEI had completed updates to the SW-CMM when the CMMI project was started – SW-CMM v2 Draft C was used as the source model for CMMI – Adapted for compatibility with SE • Most of the community is currently using SW-CMM v1.1 – Detailed traceability matrices are being developed CMMI 45 Philosophy - 2 • CMMI- SE/SW staged representation is similar to SW-CMM v1.1 – Maturity Levels composed of Process Areas – Goals are required; implemented & institutionalized – Key practices are expected; alternative practices are acceptable if effective at meeting the goals – All else is informative • CMMI- SE/SW continuous representation reflects the same info in a SPICE-like structure CMMI 46 Model Component Comparison CMMI Models SW CMM Process Area Key Process Area Generic Goal Planning Goal sometimes used v1.1, Institutionalization Goal in 2.0 Specific Goal KPA Goal Generic Practice Key practices from institutionalization common features Specific Practice Key Practice from Activities Performed Common Features Subpractice Subpractice Maturity Level Maturity Level Capability Level None Notes Explanatory Material Work Products Examples “For Software Engineering” Examples and explanatory materiel CMMI 47 SW-CMM v1.1 CMMI LEVEL 5 Defect prevention Causal Analysis and Resolution OPTIMIZING Technology change mgmt Org. Process Technology Innovation Process change mgmt Process Innovation Deployment Quantitative process mgmt Org. Process Performance LEVEL 4 Software quality mgmt Quantitative Mgmt of Quality & Process MANAGED Organization process focus Organization process focus Organization process definition Organization process definition Training program Organizational training Integrated software mgmt Integrated project management Risk Management LEVEL 3 Software product engr Customer and Product Reqmts DEFINED Technical Solution Product Integration Intergroup coordination Product Verification Peer reviews Validation Decision Analysis and Resolution Requirements management Requirements management LEVEL 2 Software project planning Project planning REPEATABLE Software project tracking & oversight Project Monitoring and Control Software subcontract mgmt Supplier Agreement Management Software quality assurance Product & Process Quality Assurance Software configuration mgmt Configuration Management Data Management Measurement and Analysis CMMI 48 Software Product Engineering SW-CMM v1.1 Activities 1 Appropriate software engineering methods and tools are integrated into the project's defined software process. Customer and 2 The software requirements are developed, maintained, Product Req PA documented, and verified by systematically analyzing the allocated requirements according to the project's defined software process. Technical 3 The software design is developed, maintained, Solution PA documented, and verified, according to the project's defined software process, to accommodate the software requirements and to form the framework for coding. Technical Solution PA 4 The software code is developed, maintained, documented, and verified, according to the project's defined software process, to implement the software Product requirements and software design. Verification PA Software Product Engineering SW-CMM v1.1 Activities (continued) 6 Integration testing of the software is planned and Product performed according to the project's defined software Integration PA process. 7 System and acceptance testing of the software are Product planned and performed to demonstrate that the Verification PA software satisfies its requirements. 8 The documentation that will be used to operate and maintain the software is developed and maintained according to the project's defined software process. 9 Data on defects identified in peer reviews and testing are collected and analyzed according to the project's defined software process. 10 Consistency is maintained across software work products, including the software plans, process descriptions, allocated requirements, software CMMI 50 requirements, software design, code, test plans, and Common Feature Comparison SW-CMM v1.1 Comm on Fe atures CMMI Com m on Featur es Com m itm ent to Per for m Com m itm ent to Per for m Es tablis h an Organiz ational Policy Es tablis h an Organiz ational Policy Ability to Pe rform Ability to Pe rform Plan the Proc ess Provide Resources Provide Resources Ass ign Res ponsibility Ass ign Res ponsibility Train People Train People Directing Implem entation Manage Conf igurations Monitor and Control the Process Activities Per for m ed Activities Per for m ed Plan the Proc ess Perf orm the Proc ess Perf orm the Proc ess Monitor and Control the Process Meas urem ent & Analysis Handled by the Measurement the Proc ess Measurement and Analysis PA Analy ze the Measurements Ver ifying Implem entation Ver ifying Implem entation Review w ith Org. Management Review w ith Management Review w ith Project Management Objec tiv ely Verif y Adherence Objec tiv ely Verif y Adherence CMMI 51 Conclusions • Organizations using SW-CMM v1.1 should be able to smoothly transition to CMMI – Measurement and Analysis & Data Mgmt at L2 – Risk Management & Decision Analysis and Resolution at L3 – Expansion of Software Product Engineering – Configuration Management for all Process Areas CMMI 52 Comparing CMMI-SE/SW to EIA IS 731-SECM Objectives • Philosophy • Process Area Comparison • Planned IPPD Extensions CMMI 53 Philosophy - 1 • EIA 731 was created as a merger of the SE- CMM and INCOSE SECM models – Used as a source model for CMMI • CMMI-SE/SW merges software ideas – Staged representation of SE available – Continuous representation with “equivalent staging” CMMI 54 CMMI-S E EIA73 1/SECM SE-CMM Process Mana geme nt Co re Proj ect Pl ann in g Pl an an d Org ani ze Pl an techni ca l effort Proj ect Moni torin g and Contro l Mon itor and Co ntro l Mon itor and control techni ca l effort Co nfi gu ra ti on Ma nag emen t Man age Co nfig uratio ns Man age confi gurati ons Process and Prod uct Qua li ty Assurance En sure Qua li ty En sure qu al ity Su ppl ie r Ag re emen t Mana geme nt Co ord in ate wi th Su ppl i ers Co ord in ate wi th supp li ers Da ta Man age ment Man age Da ta Mea sureme nt a nd Ana lysi s Mea sure an d Imp ro ve Organ izatio nal Proce ss Focu s Improve o rg ani za ti on 's SE proce ss De fi ne an d Imp ro ve the SE Process De fi ne orga ni zati on's S E p ro cesses Organ izatio nal Proce ss Defini tio n Man age Su ppo rt Environ ment Man age SE supp ort en vi ro nmen t Organ izatio nal Trai nin g Man age Co mpeten cy Provid e ongo in g ski ll s an d kno wl edg e Integrated Proj ect Man age ment Integrate Di scip li ne s Ri sk Mana gemen t Man age Ri sk Man age ri sk De ci si on An al ysis a nd Re sol uti on Asse ss a nd Sel ect Qua ntitati ve Mgmt of Qu al ity & Proce ss Organ izatio nal Proce ss P erforman ce Ca usa l An alysi s a nd Resol uti on Org. P ro cess Te chn ol ogy Inn ova ti on Man age Te chn ol ogy Process In novatio n Depl oyment En gin eeri ng Sh ared (S W & SE ) Re qui re ments Mg mt De ri ve a nd al lo ca te requ ireme nts Cu stomer & P ro duct Re qui rements De fi ne Stakeho ld er a nd System Level Reqs Un derstan d customer n eed s & expect. De fi ne Te chn ical P ro bl em Evol ve system archi tecture Te chn ical So lu ti on De fi ne So lu ti on An alyze cand id ate sol uti ons System In te gratio n Integrate System Integrate system Produ ct Verifi cati on Ve ri fy Syste m Ve ri fy & val id ate system Va li dati on Va li date System Other Man age p rod uct l in e e vo lu ti on EIA 731 Focus Areas - 1 • Technical Focus Areas Causal Analysis and Resolution (PM) Org Process Technology Innovation (PM) – Define Stakeholder and Process Innovation Deployment (PM) System Level Requirements – Define Technical Problem Quantitative Mgmt of Quality and Process (PM) Organizational Process Performance (PM) – Define Solution – Assess and Select Organizational Process Focus (PM) – Integrate System Organizational Process Definition (PM) – Verify System Organizational Training (PM) Integrated Project Management (PM) – Validate System Risk Management (PM) Decision Analysis and Resolution (PM) Customer and Product Requirements (Eng) Technical Solution (Eng) Product Integration (Eng) Project Planning (PM) Product Verification (Eng) Project Monitoring and Control (PM) Validation (Eng) Configuration Management (PM) Product and Process Quality Assurance (PM) Supplier Agreement Management (PM) Data Management (PM) Measurement and Analysis (PM) Requirements Management (Eng) CMMI 56 EIA 731 Focus Areas - 2 • Management Focus Areas Causal Analysis and Resolution (PM) Org Process Technology Innovation (PM) – Plan and Organize Process Innovation Deployment (PM) – Monitor and Control – Integrate Disciplines Quantitative Mgmt of Quality and Process (PM) Organizational Process Performance (PM) – Coordinate with Suppliers – Manage Risk Organizational Process Focus (PM) – Manage Data Organizational Process Definition (PM) Organizational Training (PM) – Manage Configurations Integrated Project Management (PM) – Ensure Quality Risk Management (PM) Decision Analysis and Resolution (PM) Customer and Product Requirements (Eng) Technical Solution (Eng) Product Integration (Eng) Project Planning (PM) Product Verification (Eng) Project Monitoring and Control (PM) Validation (Eng) Configuration Management (PM) Product and Process Quality Assurance (PM) Supplier Agreement Management (PM) Data Management (PM) Measurement and Analysis (PM) Requirements Management (Eng) CMMI 57 EIA 731 Focus Areas - 3 • Environment Focus Areas Causal Analysis and Resolution (PM) Org Process Technology Innovation (PM) – Define and Improve the Process Innovation Deployment (PM) Systems Engineering Process Quantitative Mgmt of Quality and Process (PM) – Manage Competency Organizational Process Capability (PM) – Manage Technology – Manage Systems Organizational Process Focus (PM) Organizational Process Definition (PM) Engineering Support Organizational Training (PM) Environment Integrated Project Management (PM) Risk Management (PM) Decision Analysis and Resolution (PM) Customer and Product Requirements (Eng) Technical Solution (Eng) Product Integration (Eng) Project Planning (PM) Product Verification (Eng) Project Monitoring and Control (PM) Validation (Eng) Configuration Management (PM) Product and Process Quality Assurance (PM) Supplier Agreement Management (PM) Data Management (PM) Measurement and Analysis (PM) Requirements Management (Eng) CMMI 58 What’s New? • Not a EIA 731 Focus Area Causal Analysis and Resolution (PM) Org Process Technology Innovation (PM) (but in the content) Process Innovation Deployment (PM) – Causal Analysis and Resolution Quantitative Mgmt of Quality and Process (PM) – Process Innovation Deployment Organizational Process Performance (PM) – Quantitative Process and Organizational Process Focus (PM) Quality Mgmt Organizational Process Definition (PM) Organizational Training (PM) – Organizational Process Integrated Project Management (PM) Performance Risk Management (PM) Decision Analysis and Resolution (PM) Customer and Product Requirements (Eng) Technical Solution (Eng) Project Planning (PM) Product Integration (Eng) Project Monitoring and Control (PM) Product Verification (Eng) Configuration Management (PM) Validation (Eng) Product and Process Quality Assurance (PM) Supplier Agreement Management (PM) Data Management (PM) Measurement and Analysis (PM) Requirements Management (Eng) CMMI 59 Conclusions • EIA 731 users should be able to smoothly transition to the CMMI-SE/SW model – Continuous representation (+ “equivalent” staged representation) – Some lower level differences • Integrated Product and Process Development (IPPD) will be added – Based on IPPD-CMM practices CMMI 60 Assessment Methodology Dr. Rick Hefner (TRW) Assessment Methodology Team Co-lead Objectives • Assessment approach • Assessment Requirements for CMMI (ARC) • SCAMPI assessment method • Lead Assessor program, transition plan CMMI 61 Assessment Methods • CBA IPI Method • SECM Method – Rating of goals – Rating of practices – Single digit rating – Granularity options – Full goal satisfaction – Partial credit options – More strict data – Less strict data validation requirement validation requirement Essentially the same activities in the two methods CMMI 62 Assessment Requirements for CMMI (ARC) • Similar to the current CMM Appraisal Framework (CAF) V1.0 – Specifies the minimum requirements for full, comprehensive assessment methods, e.g., SCAMPI • Other assessment methods may be defined for situations not requiring a comprehensive assessment – initial assessment, quick-look, process improvement monitoring, etc. CMMI 63 Standard CMMI Assessment Method for Process Improvement (SCAMPI) • Similar to CBA IPI method • Led by authorized Lead Assessor • Tailorable to organization and model scope • Artifacts: – SCAMPI Method description document – Maturity questionnaire, work aids, templates • Current activities – Merger of SECM appraisal method features CMMI 64 CMMI Lead Assessor Program • Similar to existing SEI Lead Assessor and Lead Evaluator programs • Grandfather current Lead Assessors • Under consideration – Delineate by discipline, e.g., SW Lead Assessors, SE Lead Assessors? – Details of transition process for current Lead Assessors and other assessment leaders – Required training in CMMI models CMMI 65 Comment Process Dr. Jack Ferguson • Release CMMI-SE/SW v0.2 August 31 – Available at http://www.sei.cmu.edu – Public comments due November 30 • Release CMMI-SE/SW/IPPD November 30 – Comments due February 28 • Hold Focus Group discussions – SEI Transition – Assessors for both communities – SPINs CMMI 66 Pilot Assessments • Nine initial assessments (desired) – Supported by 3 Product Development Team (PDT) members, – Covering all CMMI models, staged and continuous representations – Nine organizations (4 DoD & 5 industry) volunteered to participate • 1 - CMMI SE/SW with IPPD, staged or continuous representation • 4 - CMMI SE/SW, staged representation • 2 - CMMI SE/SW, continuous representation • 1 - CMMI SE, continuous representation • 1 - CMMI SW, staged representation • Product Development Team (PDT) member roles – CMMI Product Suite Training – Coaching and structured observation • Structured feedback from assessment participants – Assessors and Sponsors, and – Participating organization members CMMI 67 CMMI Transition Plan • Development Phase – Development of CMMI products – Verification and Validation of CMMI products • Transition Phase – Approval of a CMMI Product for public release – Evidence of sufficient use – Transition planning to help organizations use CMMI products • Sustainment Phase – Upkeep & continuous improvement of the product suite – Additional evidence of adoption and use Sustainment Phase Transition Phase Development Phase CMMI 68 Transitioning to Use of CMMI • Understand how models are used: – Steps to enterprise-wide process improvement • Apply Lessons Learned in transitioning from single-discipline models – Federal Aviation Administration’s experiences with iCMM – US Air Force experiences with transitioning between models – Others... CMMI 69 Steps to Enterprise-wide Organizational Maturity Org name 1. Vision, Goals, Buy-in Section name Section name Section name Section name USED AT: AUTHOR: Joel Van Berkum DATE: 10/21/98 WORKING READER DATE CONTEXT: PROJECT: MWSSS SOFTWARE PROCESS REV: 10/22/98 DRAFT RECOMMENDED Organization USED AT: AUTHOR: Joel Van Berkum DATE: 9/18/98 WORKING READER DATE CONTEXT: PROJECT: MWSSS SOFTWARE PROCESS REV: 11/2/98 DRAFT NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION 2 RECOMMENDED NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION -0 Validated OASB minutes OARB minutes 21ST SW RCP CCB package template 21-10401 2. Process RCP Processes MWSSS OI 21-7 Delayed CCB PERFORM VCN Best 3. Gap Analysis PROCESS RCP Vali dated PHASE 1 RCP package ANALYSIS 1 Releas e Factors PLAN, COORDINATE Rejected AND APPROVE A Fi nal CCB package contractor MAINTENANCE SOFTWARE PROJECT PACKAGE cos t propos al 2.1.1 CONSULT WITH SOFTWARE IPT Informal as s es s ment of Releas e Factors Practices Capture PHASE 2 2 PUT THE 2.1.2 MAINTENANCE Awarded CCB VCN SOFTWARE PROJECT Contract approval ON CONTRACT PREPARE PHASE 3 CCB CCB package Rej ected MANAGE THE contractor cos t 3 EXECUTION OF Operational acceptance m es s age PACKAGE propos al THE MAINTENANCE 2.1.3 SOFTWARE PROJECT Contractor PHASE 4 CAT2 Deficiencies Reports 4 CLOSEOUT THE MAINTENANCE PREPARE ACQUISITION SOFTWARE PROJECT STRATEGY BRIEFING PHASE 5 5 2.1.4 Dis tri buted CONDUCT s igned ACQUISITION project Acquis ition STRATEGY closeout strategy briefing Pers onnel report 2.1.5 Validated RCP PREPARE AND Draft VCN NODE: TITLE: NUMBER: MAINTAIN AIR FORCE SPACE COMMAND COORDINATE 0 SENSOR SOFTWARE DRAFT VCN Approved 2.1.6 acquis ition Sens or IPT s trategy Mys tic Algorithms NODE: TITLE: NUMBER: PLAN PROJECT USED AT: AUTHOR: Joel Van Berkum DATE: 9/23/98 WORKING READER DATE CONTEXT: PROJECT: MWSSS SOFTWARE PROCESS REV: 10/23/98 DRAFT 2.1 RECOMMENDED NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION 2 SSM Draft of VCN Cus tomer PM staff s ummary 4. Process sheet GET DRAFT VCN Draft VCN approval APPROVAL 2.3.1 CCB package REVIEW CCB PACKAGE 2.3.2 Transformation Proposed CCB agenda DRY-RUN CCB 2.3.3 Delayed CCB package Conditionally approved CCB package From Process, all good things flow! MODIFY Configuration CCB Delayed CCB Management SLIDES Final CCB package 2.3.4 REVIEW agenda Approved CCB CCB package PACKAGE 2.3.5 Final CCB package Configuration Management REVIEW VCN BY CCB CCB Dis approved minutes CCB package Pers onnel 2.3.6 CCB VCN approval NODE: TITLE: NUMBER: APPROVE VCN 2.3 Process Activity Project Metrics Level Based Simulation Management Evolution Capture Costing CMMI 70 CMMI Benefits • CMMI product users can expect to: – Efficiently and effectively improve and assess multiple disciplines across their organization – Reduce costs (including training) associated with improving and assessing processes – Deploy a common, integrated vision of Improved process improvement that can be used Processes as a basis for enterprise-wide process improvement efforts. CMMI 71 The promise... • CMMI team is working to assure the CMMI Product Suite addresses needs of software and systems engineering communities of practice • Use of an integrated model to guide enterprise process improvement promises to be one of the more sustainable & profitable initiatives that any organization might pursue CMMI 72 Discussion CMMI 73
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