The CMMI: It's So Much More Than Merely Improving Software Processes

Facilitating your process journey
The CMMI: Its So Much More Than

Merely Improving Software Processes
Presented to ASQ Section 1405
by
Henry Schneider
Process and Product Quality Consulting, LLC
January 17, 2008
Setting Expectations/Caveat
This presentation provides an extremely high overview
To adequately cover the topic will take more than one hour
For more information consider attending specific classes
that cover the topics introduced in this presentation

Introduction to the CMMI
CMMI Appraisals
Identifying, collecting, and presenting objective evidence

Specific Process Area topics (e.g. Requirements, Configuration
Management, Quality Assurance, Project Management, etc.)
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2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC
Agenda
Need for a Model

CMMI Overview
Process Area Overview
Appraisal Results Status
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Need for a Model
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Do You Have These Symptoms?

Missed commitments
Spiraling costs
Late delivery to the market
Last-minute crunches
Inadequate management visibility
Too many surprises
Quality problems
Customer complaints
Too much rework
Functions not working correctly
Poor morale
Burned-out people
Inadequate control of project results
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Why Focus on Process?

It complements your focus on technology:
Technology, by itself, will most likely not be used
effectively
Technology, in the context of an appropriate
process roadmap, can provide the most benefit
It complements your focus on people
The experience and training of your work force is
not always enough
Working harder is not the answer
A well-defined process can provide the means to
work smarter
It shifts the blame for problems from people to
the process
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The Importance of Process

The quality of the system is highly
influenced by the quality of the

process used to acquire, develop, and
maintain it
A long-established premise in
manufacturing
Visible worldwide in quality movements in
manufacturing and service industries (e.g.,
ISO standards)
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Common Fallacies
I dont need process, I have
really good people
advanced technology
an experienced manager
Process
interferes with creativity
introduces bureaucracy and regimentation
isnt needed when building prototypes
is only useful on large projects
hinders agility in fast-moving markets
costs too much
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CMMI Overview
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Caveat Emptor
A CMMI model is not a process.
A CMMI model describes the
characteristics of effective
processes.
All models are wrong,
but some are useful.
George Box
(Quality and Statistics Engineer)
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What is the CMMI?

The Capability Maturity Model Integration (CMMI) is
a suite of products used for improving processes

Models
Appraisal Methods
Training Courses
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CMMI Model - 1
A framework that describes key elements of effective
processes
A guide to evolutionary improvement from ad hoc,
immature activities to mature, disciplined processes
A description of practices for planning, engineering, and
managing business processes that can help you achieve
business goals related to things such as:
cost
schedule
functionality
product/service quality
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CMMI Model - 2
A yardstick against which the
maturity of an organizations
product development,
acquisition, and/or servicerelated processes can be
measured and compared with
industry state of the practice
A basis for planning
improvements to your business
processes
CMMI best practices tell you
WHAT to do, not HOW to do nor
WHO should do it
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CMMI Model Features

Supports process integration and product improvement
Enables the integration of multiple disciplines into one
process-improvement effort that helps to eliminate

inconsistencies and reduces duplication
Provides a framework for introducing new disciplines as
needs arise and therefore reduces the cost of expanding or
implementing model-based process improvement
Builds on legacy process improvement efforts and
investments
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CMMI Best Practices Are Used for

The development, acquisition, and
maintenance of products and services

Software-intensive products and
services
Product and service life cycles from
conception through delivery and
maintenance
Benchmarking your organization
against others in a variety of industries
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CMMI Architecture: Model View

Model Portion of the CMMI Framework
Model Foundation
Shared CMMI Material
Development
Specific Material
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Acquisition
Specific Material
Service
Specific Material
16
CMMI Model Foundation

Provides an internally consistent set of core
components that apply to every constellation or

model
All models use the foundation without deleting or
changing any of the content
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CMMI Model Foundation Core Process

Areas
Causal Analysis and Resolution (CAR)

Configuration Management (CM)
Decision Analysis and Resolution (DAR)
Integrated Project Management (IPM)
Measurement and Analysis (MA)
Organizational Innovation and Deployment (OID)
Organizational Process Definition (OPD)
Organizational Process Focus (OPF)
Organizational Process Performance (OPP)
Organizational Training (OT)
Project Monitoring and Control (PMC)
Project Planning (PP)
Process and Product Quality Assurance (PPQA)
Quantitative Project Management (QPM)
Requirements Management (REQM)
Risk Management (RSKM)
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Constellations
The components of the CMMI Framework are
organized into groupings called constellations that

facilitate construction of approved models
CMMI for Acquisition (CMMI-ACQ) Nov 2007
CMMI for Development (CMMI-DEV) Dec 2000
CMMI for Services (CMMI-SVC) 2008??
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CMMI for Acquisition

Acquisition is the process of obtaining products (goods
and services) through contract

Some call these processes procurement or outsourcing
Includes acquisition practices that are useful, but not
covered in the CMMI for Development model
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CMMI for Development

Has been available to the community for many years
Consists of two models
CMMI for Development
CMMI for Development + IPPD
Includes the development and maintenance practices
useful for Systems Engineering, Hardware Engineering,

and Software Engineering
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CMMI for Services

Products may be delivered in a variety of forms,
including artifacts (e.g. hardware, software, or user

documentation), services (e.g. training, maintenance,
or operational support), and combinations of these
A service is a product that is intangible and nonstorable
Currently in work
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CMMI Process Area Architecture

Process Area (PA)
Purpose
Statement
Introductory
Notes
Related
Process Areas
Specific Goals (SG)

Generic Goals (GG)
Specific
Practices
(SP)
Typical
Work Products
Generic
Practices
(GP)
Sub-practices
Sub-practices
Legend
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Required
Expected
Generic Practice
Elaborations
Informative
23
CMMI for Development Organization of

Work
Organizing & Managing
the Work
Managing
the Project
Adding Communication and Collaboration

Capability to Address Complex
Work Environments
Doing the Work of the Organization

Project and
Organizational
Support
Product
Development 1
Providing Infrastructure
for Projects
& Organizations
Understanding
the Work
Product
Development 2
Performing
the Work
Managing
Quantitatively
Adding Quantitative
Management
Capability to Other
Management
Approaches
Improvement Infrastructure
Enabling
Improvement
of the Work
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Process Area Overview
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CMMI Staged Representation
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Characteristics of Maturity Level 2

Processes are planned and executed in accordance
with organizational policies

Existing practices are retained during times of stress
Projects are performed and managed according to
their documented plans
Commitments are established among relevant
stakeholders and are revised as needed
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Requirements Management (REQM)

The purpose of
Requirements Management
is to manage the
requirements of the
project's products and
product components and to
identify inconsistencies
between those
requirements and the
project's plans and work
products.
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Project Planning (PP)

The purpose of Project Planning is
to establish and maintain plans
that define project activities.
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Project Monitoring and Control (PMC)

The purpose of Project
Monitoring and Control is to
provide an understanding of
the projects progress so that
appropriate corrective
actions can be taken when
the projects performance
deviates significantly from
the plan.
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Supplier Agreement Management (SAM)

The purpose of
Supplier Agreement
Management is to
manage the
acquisition of
products from
suppliers.
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Measurement and Analysis (MA)

The purpose of
Measurement and Analysis is
to develop and sustain a
measurement capability that
is used to support
management information
needs.
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Process and Product Quality Assurance (PPQA)
The purpose of Process and

Product Quality Assurance is
to provide staff and
management with objective
insight into processes and
associated work products.
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Configuration Management (CM)

The purpose of Configuration
Management is to establish
and maintain the integrity of
work products using
configuration identification,
configuration control,
configuration status
accounting, and
configuration audits.
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Processes are well characterized and understood
Organizations set of standard processes is established
and improved over time

Projects establish their defined processes by tailoring
the standard processes
Project Management is proactive
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Requirements Development (RD)

The purpose of
Requirements Development
is to produce and analyze
customer, product, and
product-component
requirements.
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Technical Solution (TS)

The purpose of Technical
Solution is to design,
develop, and implement
solutions to requirements.
Solutions, designs, and
implementations encompass
products, product
components, and productrelated life-cycle processes
either singly or in
combinations as appropriate.
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Product Integration (PI)

The purpose of Product
Integration is to
assemble the product
from the product
components, ensure
that the product, as
integrated, functions
properly, and deliver the
product.
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Verification (VER)
The purpose of Verification
is to ensure that selected
work products meet their
specified requirements.
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Validation (VAL)
The purpose of Validation is
to demonstrate that a
product or product
component fulfills its
intended use when placed in
its intended environment.
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Organizational Process Focus (OPF)

The purpose of
Organizational Process Focus
is to plan and implement
organizational process
improvement based on a
thorough understanding of
the current strengths and
weaknesses of the
organizations processes and
process assets.
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Organizational Process Definition (OPD)
The purpose of
Organizational Process
Definition is to establish
and maintain a usable set
of organizational process
assets and work
environment standards.
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Organizational Training (OT)

The purpose of
Organizational Training is
to develop the skills and
knowledge of people so
they can perform their
roles effectively and
efficiently.
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Integrated Project Management (IPM)

The purpose of Integrated
Project Management is to
establish and manage the
project and the involvement
of the relevant stakeholders
according to an integrated and
defined process that is
tailored from the
organization's set of standard
processes.
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Risk Management (RSKM)

The purpose of Risk
Management is to identify
potential problems before
they occur, so that riskhandling activities may be
planned and invoked as
needed across the life of the
product or project to
mitigate adverse impacts on
achieving objectives.
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Decision Analysis and Resolution (DAR)
The purpose of Decision

Analysis and Resolution is to
analyze possible decisions
using a formal evaluation
process that evaluates
identified alternatives
against established criteria.
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The organization and projects establish quantitative
objectives for quality and process performance

Quality and process performance is understood in
statistical terms and managed throughout the life of
the processes
Special causes of variation are identified and corrected
to prevent future occurrences
Process performance is controlled using statistical and
other quantitative techniques
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Organizational Process Performance (OPP)

The purpose of Organizational
Process Performance is to
establish and maintain a
quantitative understanding of
the performance of the
organizations set of standard
processes in support of quality
and process-performance
objectives, and to provide the
process performance data,
baselines, and models to
quantitatively manage the
organizations projects.
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Quantitative Project Management (QPM)

The purpose of the
Quantitative Project
Management process area
is to quantitatively
manage the projects
defined process to achieve
the projects established
quality and processperformance objectives.
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Continuous process improvement is based on a
quantitative understanding of the common causes of

process variation
Effects of deployed process improvements are
measured and evaluated against the quantitative
process improvement objectives
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Organizational Innovation and Deployment (OID)

The purpose of
Organizational Innovation
and Deployment is to select
and deploy incremental and
innovative improvements
that measurably improve
the organization's processes
and technologies. The
improvements support the
organization's quality and
process-performance
objectives as derived from
the organization's business
objectives.
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Causal Analysis and Resolution (CAR)
The purpose of Causal

Analysis and Resolution is to
identify causes of defects
and other problems and take
action to prevent them from
occurring in the future.
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Appraisal Results Status
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Status as of September 2007
273
reappraised
organizations
10,338
projects
appraised
67.1% NonUSA
organizations
1,417
participating
companies
2,464
appraisals
conducted
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Process Maturity Profile by All Reporting

Organizations
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Reporting Organization Categories
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Organization Type
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Organization Size
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Countries Where Appraisals Have Been

Performed and Reported to the SEI
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Number of Appraisals and Maturity Levels

Reported to the SEI by Country
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Questions
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PPQC Services
Consulting
CMMI
Software Engineering
Systems Engineering
Process Improvement
Appraising
SCAMPI A, B, C
Gap Analysis
Training
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CMMI/Process Improvement
Action Planning Workshops
Measurement and Analysis
Process Area Specific Training
62
Contact Information
Address:
Henry Schneider
President/Senior Principal Consultant
Process and Product Quality Consulting, LLC
2111 Heather Green
Houston, TX USA 77062
Phone:
281-218-6682
E-mail:
henry@ppqc.net
Web Site:
www.ppqc.net
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63

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Facilitating your process journey