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Integrated Project Management IPM Without IPPD Intermediate


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									SPIN-BG Seminar

   1. Intermediate Concepts of CMMI
   2. CMMI Continuous Representation Overview
   3. The future of CMMI

                                       Author: Kiril Karaatanasov
                                   E-mail: kiril@karaatanasov.info
                                                Date: 23.03.2011
Intermediate Concepts of CMMI

                What is it about?
   Intermediate Concepts of CMMI - Benefits

• In depth understanding of the model
   –   Generic Goals and Practices
   –   Structure - maturity levels/categories/disciplines
   –   Appraisal requirements
   –   PA contents – specific goals and practices
   –   PA relationships
• SCAMPI overview
• Discussions on practical implementation of the model
• Continuous & Staged
   – Differences
   – Equivalent staging
    Intermediate Concepts of CMMI - Format

• 5 day course
• 1st day is dedicated to overview of the model
• All process areas are reviewed in depth during the 2nd through 4th
    – For each process area 20 minutes presentation either by student or one
      of the instructors
    – ~20 minutes free discussion on each process area
    – Process areas are presented in logical groupings different from
      categories/maturity levels
• 5th day is dedicated to the examination
• Multiple exercises facilitating learning are conducted
• The instructors
    – only 7 people from SEI world wide and are very carefully selected
    – Are open to questions
   Intermediate Concepts of CMMI – Rating
   (Assignment and Exam)

• 1/3 of the rating is based on a pre-class assignment - a
  presentation of one process area

• 1/3 of the rating is from a closed book examination
   – 2 hour examination with open questions
   – Questions on the first 6 chapters of the model and the
   – Score of 80% or higher is ok, 70% to 80% - remedial action
   – The Book is better then the Technical Reports – newer
     terminology, both representations

• 1/3 of the rating is related to class participation
   Pre-class Assignment

• Power point presentation of one process area, including

   – Importance, Benefits

   – Related Process Areas (dependencies)

   – Specific Goals & Practices

   – “Critical” Specific Practices

   – Relation to Generic Practices

   – Real life experience, ideas
   Intermediate Concepts of CMMI – Further Options

• “Introduction to CMMI” Instructor
   – Allows to conduct “Introduction to CMMI” trainings
   – Requires: monitoring by SEI during the first training sessions, affiliation
     with SEI transition partner
• SCAMPI B & C Team Leader Training
   – Allows: to conduct B & C class appraisals; there is still no official
     requirement to have completed this course to perform B & C appraisals
   – Requires: 10 years experience in the field, participation in 2 SCAMPI A
     or B class appraisals
• SCAMPI Lead Appraiser
   – Allows to conduct A class appraisals that generate organization ratings
   – Requires: 10 years experience in the field, participation in 2 SCAMPI A
     or one A and one B class appraisals

All of these require affiliation with transition partner &
approval of the candidate by SEI
   Intermediate Concepts of CMMI – Links

• Intermediate Concepts of CMMI
• SCAMPI B & C Team Leader training
• SCAMPI Lead Appraiser Training
CMMI Continuous Representation Overview

         Why continuous might be better?
   Continuous has the features needed for SME !!!

1. Capability Level 1 is the needed level of performance to
   eliminate major risks

2. Allows flexible approach addressing business goals
   NOT formal requirements

3. Case studies by SEI on adoption in SME are based on
     CMMI Continuous Representation Overview

            Continuous                                   Staged

•   5 Generic Goals                       •   2 Generic Goals
•   Basic and Advanced Specific           •   Only one set of Specific practices
    Practices for engineering PAs             per process area
•   Progress can be made on PA by         •   Progress is made on groups of
    PA basis                                  PAs related to a maturity level
•   Rating via Achievement Profile i.e.   •   Organizational Maturity Level
    ratings on different PAs                  Rating
•   Allows flexible approach              •   Progress is made on well defined
    addressing business need                  path
•   Defines Capability Level 1 useful     •   Allows somewhat easier transition
    for SME                                   from CMM
•   Equivalent staging permits            •   Maturity Ratings are easy for
    comparison to Staged                      customers like Hotel star rating
   What are the capability levels?

• Capability Levels reflect the process improvement
  achievement in particular process area

• Capability levels go from 0 to 5

• Capability Levels are cumulative i.e. Capability Level 3
  builds upon and includes all of Capability Level 2
   Capability Level 0 – Incomplete

• Some of the specific goals are not satisfied i.e. some
  specific practices are not performed

• There is significant risk associated with the work being
   Capability Level 1 – Performed

• All specific goals of the process area are satisfied
• All base practices are performed
• Essential activities are performed and the work is
• However, the definition, planning, monitoring, and
  controlling of the process may be incomplete
• The process may be unstable and inconsistently
Capability Level 1 is relatively easy to achieve, but it provides real
tangible benefit. In environment with few people dedicated to the
company success this might be enough.
For example to achieve Requirements Management Capability Level
1 only 3 specific practices need to be addressed.
    Capability Level 2 - Managed

• A capability level 2 process is a managed process

• A managed process is a performed process that is also planned and
  executed in accordance with policy; employs skilled people having
  adequate resources to produce controlled outputs; involves relevant
  stakeholders; is monitored, controlled, and reviewed; and is relevant
  for adherence to its process description

• A managed process is institutionalized (i.e. ingrained in the way
  work is performed

• Processes are managed to achieve objectives that are established
  for the process, such as cost, schedule and quality objectives
   Capability Level 3 - Defined

• A capability level 3 process is a defined process

• A defined process is a managed process whose
  description is tailored from the organization’s set of
  standard processes according to the organization’s
  tailoring guidelines.

• This contributes work products, measures, and other
  process-improvement information to the organizational
  process assets

• The organization’s set of standard processes are
  established and improved over time.
    Capability Level 4: Quantitatively Managed

• A Capability Level 4 process is quantitatively managed

• A quantitatively managed process is a defined process that is
  controlled using statistical and other quantitative techniques.

• Quantitative objectives for the product quality, service quality, and
  process performance are established and used as criteria in
  managing the process.

• People performing the process are directly involved in quantitatively
  managing the process

• Statistical predictability is achieved
    Capability Level 5: Optimizing

• A capability level 5 process in an optimizing process

• An optimizing process is a quantitatively managed process that is
  changed and adapted to meet relevant current and projected
  business objectives

• Focus is on continually improving the range of process performance
  through incremental and innovative technological improvements

• Quantitative process improvement objectives are established

• Process improvement is inherently part of everybody’s role, resulting
  in cycles of continual improvement.
   Base & Advanced Practices

• In the engineering process areas in continuous
  representation there are specific practices which are
  relevant at certain capability level
• Base Practices are specific practices applicable at
  capability level 1
• Advanced Practices are specific practices applicable at
  capability level 2 and 3
• Some Advanced Practices extend Base Practices
• In staged representation when Advance Practice
  extends Base Practice only the Advance practice is
  listed. Base is included as informative elements
Example – Requirements Management Evolution
   Equivalent Staging - 1

• Allows comparison to Maturity Levels
• It defines what combination of capability level and
  process areas corresponds to each maturity level
   – To achieve ML 2 you must achieve CL 2 in all PAs of ML2
   – To achieve ML 3 you must achieve CL 3 in all PAs of ML2 and
     ML 3
   – To achieve ML 4 you must achieve CL 3 in all PAs of ML2, ML
     3 and ML 4
   – To achieve ML 5 you must achieve CL 3 in all PAs of ML2, ML
     3, ML 4 and ML 5

 Achieving ML 3 in the PA’s of ML 4 and ML 5 means
 that CL 4 and/or CL 5 is achieved in selected by the
 organization Process Areas
Equivalent Staging - 2
   Process Area Dependencies?

• The model chapters 1 through 6 recommend for Support, Project
  Management and Process Management to first address
  fundamental (basic) and then progressive (advanced) Process

• Generally Process areas that appear on higher maturity levels
  depend for effective implementation on process areas from the
  lower maturity levels.
   – This does not mean you cannot benefit form process areas at higher
     maturity levels. Only the effect may be limited
   – The best example for this is Causal Analysis and Resolution (CAR)

• There are no mandatory as per the model inter-dependencies
The future of CMMI

                What to expect?
   New elements in CMMI Architecture

   – Small step to clarity that gives green light to further expansion

• Constellations will allow to expand the model into new
  domains or parts of the lifecycle. Constellations will
  reuse as much as possible
   – CMMI-SE/SW+IPPD+SS current is CMMI-Development
   – After the release of CMMI v1.2, a CMMI-Services constellation
     will be released. It will probably reuse all PAs except the
     engineering areas
   CMMI Expansions

• Hardware discipline will be added, thus emphasizing that
  CMMI is applicable to this part of the organization’s

• Broader coverage of development environment
   – Current coverage is limited to parts of OEI PA
   – Key aspects like safety, security and business continuity may be
   – One option is to provide extension to existing PAs similar to
     IPPD in IPM PA
   – Another possibility is to add new PA - Work Environment (WE)
   CMMI simplifications

• One model (book) containing both representations,
  similar to the book “CMMI: Guidelines for Process
  Integration and Product Improvement”
• Removing:
   – Advanced Practices
   – Common Features
• SAM, ISM couple may be revised.
   – Latest articles point ISM will not be removed
• COTS selection may be moved away from SAM possibly
  to TS PA
• Increased elaborations for the generic practices at
  Capability Level 4 and 5 in the different process areas
   CMMI 1.2 Timeline

• Forecast is:

   – Late 2005 – pilot version of CMMI 1.2

   – Late 2006 – release
   Links and materials

• “CMMI v1.2 What’s Changing?” By Mike Philips,
• “CMMI v1.2 and Beyond” By Mike Philips,
• “CMMI®--Version 1.2 and Beyond!” presentation by Mike
  Philips, April 6, 2005, available at SEIR
     The 5 Generic Goals

1.   Achieve Specific Goals
2.   Institutionalize a Managed Process
3.   Institutionalize a Defined Process
4.   Institutionalize a Quantitatively Managed Process
5.   Institutionalize an Optimizing Process
   Level 1: Achieve Specific Goals

1. Perform Base Practices
   Level 2: Establish a Managed Process

1. Establish an Organizational Policy
2. Plan the Process
3. Provide Resources
4. Assign Responsibility
5. Train People
6. Manage Configurations
7. Identify and Involve Relevant Stakeholders
8. Monitor and control the Process
9. Objectively Evaluate Adherence
10.Review Status with Higher Level Management
    Level 3: Institutionalize a Defined Process

1. Establish a Defined Process
2. Collect Improvement information

•   Processes are reused across similar projects.
    – Each instance of the process uses common base through
    – This allows to reduce variation throughout the organization,
      compare performance and consistently implement
    – Tailoring may not modify the process, just consciously select it.
•   Improvement information is fed back from projects to
    the organization.
   Level 4: Institutionalize a Quantitatively Managed

1. Establish Quantitative Objectives for the Process
2. Stabilize sub-process Performance
   Level 5: Institutionalize an Optimizing Process

1. Ensure Continuous Process Improvement
2. Correct Root Causes of Problems

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