Professional Documents
Culture Documents
CMMI
Terry Bahill
Systems and Industrial Engineering
01/24/11
University of
1
Arizona Bahill
SM
References CMMI
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A system CMMI
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Why focus on process? CMMI
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Why use CMMI? CMMI
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Areas CMMI
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CMM IntegrationSM Project CMMI
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CMMI development team
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CMMI
Membership from
• industry
• U.S. government
• Software Engineering Institute
Membership characteristics
• average of about 21 years experience
• from organizations with solid
process improvement credentials
Financing from DoD
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Development strategy
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CMMI
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CMMI
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budget predictability
140%
Over/Under Percentage
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Return on software
improvement investment
was reported to be between
5:1 and 8:1.
(Herbsleb 94)
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Improved program performance CMMI
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Performance to contract
• Cost at Completion = Budget
Increases in productivity
• 150% over 5 years
• Industry Cost / Schedule Estimation Tool
(COCOMO) projects 20% reduction in
effort for 1 level improvement
Decreases in Cost of Nonconformance
• 40% down to 10%
Increased customer satisfaction
ROI 5:1 and greater
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CMMI
Remember
The CMMI model is not a process.
This model shows what to do,
Not how to do it or who does it.
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CMMI
The
IDEAL SM Learning
Model Propose
Future
Analyze
and
Validate
Actions Implement
Solution
Refine
Solution
Create
to the Recommendations
Plan
SIMILAR Set
Actions
Develop
Process
Priorities
Approach
SM
IDEAL is a service mark
of Carnegie Mellon University. Establishing
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CMMI
Using CMMI models with the
IDEAL model1
Initiating phase
CMMI models can assist an organization in
understanding how to build sponsorship
and in developing the infrastructure for
improvement.
Diagnosing phase
The Standard CMMI Appraisal
Methodology for Process Improvement
(SCAMPISM) provides a yardstick for
appraising processes based on CMMI.
SM
SCAMPI is a service mark of Carnegie Mellon University.
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IDEAL model2
Establishing phase
CMMI process areas focus the process
improvement teams.
Acting phase
CMMI models provide guidance for defining or
improving processes.
Learning phase
Lessons learned are documented and are the
basis for revision of an organizational approach.
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CMMI
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Process notation schemes2 CMMI
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CMMI
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Simplified notation CMMI
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•I•DENTIFY • •D•ETERMINE •
•P•ROBLEM •D•ISPOSITION
•Operator •OASB
•SCF •Decision to
•make change
•V•ALIDATE •
•P•ROBLEM •E•NTER • SCF-R•ELATED •
•I•NFO ••INTO • D•ATABASE
•Senior Analyst
•OASB Secretariat
•Validated
•SCF
•R•EVIEW • •Decision to
•make change
•R•ECOMMENDATIONS
•OASB Secretariat •D•ETERMINE • •V•ERIFICATION • &
•D•ISPOSITION •V•ALIDATION
•ITW/AA OAP (ASPC) •Certification Board
•D•ETERMINE • •Decision to
•D•ISPOSITION •make change
•Site OARB
•Decision to
•make change
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CMMI
Activity details
Activity Details
Activity • What is the purpose of this activity?
1 • Who participates in this activity?
• What are the inputs needed to perform the activity?
• What are the work products that are generated
by this activity?
Activity • How do you know when this activity should begin?
2 • How do you know when the activity has successfully
completed?
• What do you do to accomplish this activity?
What are the 3-6 subactivities that you perform to
Activity accomplish this activity?
3 • How do you determine or measure the performance
of this activity?
• What activity is performed prior and after this one?
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Maturity levels
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CMMI
Optimizing
5 Focus on process
improvement
Quantitatively
4 Process measured Managed
and controlled
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Process areas CMMI
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Requirements Development
Technical Solution
Product Integration
Verification
Validation
Organizational Process Focus
3 Defined Process
Organizational Process Definition
Standardization Organizational Training
Integrated Project Management for IPPD
Risk Management
Integrated Teaming
Integrated Supplier Management
Decision Analysis and Resolution
Organizational Environment for Integration
Requirements Management
Project Planning
Basic Project Monitoring and Control
2 Managed Project Supplier Agreement Management
Management Measurement and Analysis
Process and Product Quality Assurance
Configuration Management
Risk,
Rework
1 Initial
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CMMI Model Process Areas
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CMMI
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CMMI applied to your life CMMI
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High School
College B.S.
Graduate School M.S.
Buy a car
Get married
Have children
Did you plan the process?
Did you discover and manage requirements?
Did you use a formal analysis process for
important decisions?
Does your family work as a team?
Do you try to improve your personal
processes?*
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Level 2 process areas1
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CMMI
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Level 2 process areas2 CMMI
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Level 5 process areas CMMI
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Homework CMMI
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CMMI
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CMMI
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Specific DAR ExampleCMMI SM
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CMMI
The Decision Analysis and Resolution (DAR) Process
Decision to
Not Proceed Establish Evaluation
Evaluation
Criteria Criteria
Decide if
Selection Formal Problem Select Evaluate Select Preferred
Problem
Evaluation
Statement
Evaluation S Alternatives Solutions Solutions
Process is Methods
Warranted
Expert
Proposed Review Recommendation
These tasks are drawn Alternatives
serially, but they are not
Present
performed in a serial Results to
manner. Rather it is an Decision
Maker
iterative process with
many unshown feedback
loops. Put in PAL
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Generic Goals (GG)
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CMMI
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Level 2 generic goal CMMI
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CMMI
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Generic Practices Under GG 23
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CMMI
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CMMI
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Product Development Process CMMI
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Deployment-Improvement
ISO wants us to plan, control
and improve our processes
ISO
Deploy Measure
Raytheon standard CMMI measures the
processes guide “goodness” of our
our business processes and the
effectiveness of
deployment
Improve
Following R6σ methods, we use
CMMI metrics to guide
improvements to our processes and
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