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The Importance of Implementing

CMMI
Presented to:
Women In Defense
29 Feb 2010
Presented by:
Michele Neal
Scientific Research Corporation
SEI Certified Lead Appraiser
SEI ID# 0500518-01
Contest
How many slides in presentation.
How many orange highlighted words or
phrases
Listen for key points
Where did it Begin?
Over 80% of all software projects
are late, over-budget, and/or
incomplete. These projects:
Are 222% over schedule
estimates
Are 189% over cost estimates
Only 1 out of 11 projects is
completed on time and within
budget
Over 30% of software projects are
cancelled during development
The Chaos Report, by the Standish Group
DOD Reacts
A reviewof early process management concepts and
models began.
The theories of process management are a synthesis
of the concepts of Deming, Crosby, J uran and others.
Over the past 30 years, these theories have been
used to address problems common to many
organizations creating what is referred to Industry
Best Practices.
Many Process Modelshave been created using
industry best practices.
But gaps still existed, and many models over lapped
with opposing views.
DOD Reacts
The CMMI Project:
This project work is jointly sponsored by the Office of
the Under Secretary of Defense, Acquisition,
Technology, and Logistics (DUSD/AT&L) and the
Systems Engineering Committee of the National
Defense Industrial Association (NDIA )
Discipline and process improvement experts from
industry, government, and the Software Engineering
Institute (SEI) joined together to develop the CMMI
Framework, CMMI models, and supporting products.
Comes from a framework that generates multiple
integrated models, courses, and an assessment
method.
Why Focus on Process?
The quality of a systemis highly influenced by the
quality of the process used to acquire, develop,
and maintain it.
Process provides a constructive, high-leverage
focus as apposed to a focus on people or
technology.
Working smarter not harder. A work
force is as good as it is trained to be.
Technology applied without a suitable
roadmap will not result in a significant
payoff.
Design Goals
Assure consistency with source models
SW-CMM V2.0 Draft C (software)
EIA/IS-731 (system engineering)
IPD-CMM V0.98 (integrated product development)
Integrate the models, eliminate inconsistencies, reduce
duplication
Increase clarity and understanding
Common terminology
Consistent style
Uniform construction rules
Common components
Reduce the cost of implementing model-based process
improvement
Be sensitive to impact on legacy efforts
What is CMMI?
A process improvement method that provides a set of
best practices that address productivity, performance,
costs, and stakeholder satisfaction.
A model that supports multiple
parallel improvement strategies
CMMI provides a consistent, enduring
framework that accommodates new initiatives.
A guide for improvement of project and organizational
processes.
A common language and shared vision.
A baseline to which appraisal methods can be used to
diagnose the state of improvement efforts.
So, who is using CMMI and
why should I care ?
So Who Is Implementing CMMI?
Organization Types and Sizes
Status
2,464 Appraisals
2,140 Organizations
1,417 Participating Companies
273 Reappraised Organizations
10,338 Projects
67.1% Non-USA Organizations
*Data from Sept 2002 through Sept 2007
Lets take a look at this versatile business
practice model!
Practices
The fundamental building blocks of the CMMI.
Practices are descriptions of actions needed to fulfill
key elements of a process.
Specific Practices
Required component of the model
Applies to one process area
Activities expected to result in
achievement of a specific goal
Generic Practices
Required component of the model
Are the same for all process areas
Contributes to process institutionalization
Provide for commitment and consistency throughout
the organizations processes
Goals
Specific Goal
Required component of the model
Applies to one process area
Describes what must be implemented
to satisfy the requirements of the
process area.
Generic Goal
Required component of the model
Are the same for all process areas
Signifies improved control in planning and implementing the
processes
Indicates effectiveness, repeatability, and lastingness.
Process Areas
A process area is a cluster of related
practices in an area that, when performed
collectively, satisfy a set of goals considered
important for making significant improvement
in that area.
All CMMI process areas are common for both
Staged and Continuous.
In the Continuous representation process
areas are organized by categories.
In the staged representation process areas
are organized by maturity level.
Model Component Hierarchy
Implementation Methods
CONTINUOUS
Grants explicit freedom to select the
order of improvement that meets
business goals and mitigates
organizational risks
Enables increased visibility into the
capability achieved within each process
area
Allows for generic practices from higher
capability levels to be more
evenly/completely applied
Reflects newer approach; data not
available to determine ROI
Comparisons across organizations only
through process area basis
Affords easy comparison to ISO
STAGED
Introduces sequence of improvement,
beginning with basic management of
practices and progressing through a
predefined proven path of successive
levels, each serving as the foundation for
the next
Visibility is primarily at the maturity level,
with limited visibility at the process area
level
Generic practices are grouped as
institutionalization common features that
are applied to all process areas at all
maturity levels
Permits easy comparison across and
among organizations because process
improvement results are summarized at
a single maturity level
Allows comparison to ISO, but does not
easily correspond in organization
Staged vs Continuous
ML 1
Staged
ML2
ML3
ML4
ML5
Organization
PA PA
Continuous
C
a
p
a
b
i
l
i
t
y
0




1



2




3




4




5
Process
PA
PA PA PA
PA PA
Process Categories (CMMI DEV)
Process Management Process Areas
Project Management Process Areas
Engineering Process Areas
Support Process Areas
Structure
Process Category
Process areas
Specific goals
Specific practices
Typical Work Products
Subpractices
Generic goals
Generic practices
Elaboration per process area
Subpractices are common among all process
areas
The Constellations
CMMI for Services (CMMI-SVC)
Contains 24 process areas
CMMI for Development (CMMI-DEV)
Contains 22 process areas
CMMI for Acquisitions (CMMI-ACQ)
Contains 22 process areas
The Approach
Ok Now what?
Where did it go wrong?
So many companies are viewing
CMMI with a Checklist mentality.
Project Management Plan
Project schedule
Posters of production process
on wall
As for raise to create more
support creation of more
documents
If a process does not add value your
business
DONT IMPLEMENT IT!!
Ok then,
How do we fix it?
What CMMI is and is not
CMMI is a model for process improvement, not a
standard and not a process.
Mature organizations use CMMI models as best
practices to assess their process weaknesses, to
identify necessary process improvements, and to
manage progress toward achievement of their
business objectives in a disciplined way that produces
measurable value and tangible benefits. CMMI, by its
very structure, is designed to be flexibly interpreted
and implemented by diverse organizations in a wide
variety of application domains to help fit their business
strategies and environments.
What is CMMI?
A process improvement method that provides a set of
best practices that address productivity, performance,
costs, and stakeholder satisfaction.
A model that supports multiple
parallel improvement strategies
CMMI provides a consistent, enduring
framework that accommodates new initiatives.
A guide for improvement of project and organizational
processes.
A common language and shared vision.
A baseline to which appraisal methods can be used to
diagnose the state of improvement efforts.
Involve the Right Stakeholders
Prominent executive sponsorship of CMMI
Management commitment is crucial
Set and communicate the strategic vision
Provide adequate resources (staff, funding, tools)
Model and reinforce desired behaviors
Hold people accountable for improvement
progress
Set objectives
Get the organization involved
Recognize and reward achievements
Understand and communicate CMMI commitment
Set the tone on why CMMI is important
The workforce will followcues from management
Implementation Strategy
Plan
Establish CMMI as a Project not a Tasking
Choose and train the CMMI Project Lead
Choose a Model based on your organizations
business products, goals and objectives.
Establish an Implementation Team.
Partner with an SEI Certified consulting company
early in the implementation process to reduce
rework and false starts.
Conduct a Class C Appraisal for Benchmarking.
Process Change Method
Conduct an Organizational\Project Scan
Budget, schedule milestones, project reviews
Document current process
Redesign process
Communication and Train
Pilot & Evaluate
Implementation Strategy (2)
Conduct SEI CMMI Class A Appraisal
Meet with your SEI Certified Lead Assessor
Identify Appraisal scope
Gather objective evidence and map to model
Identify Appraisal Team members
Conduct Readiness Review
Implementation Strategy (3)
CMMI Project Lifecycle
Any question?
Answers
36 Slides Including this one.
36-26 = 10
25-15 = 5
14-5 = 1
Below 5 = You can wake up now its over.
62 single words or phrases highlighted
62-42 = 10
41-21 = 5
20-10 = 2
Triva
How many Constellations does CMMI
offer? (5)
CMMI is a set of standards to which little
tailoring should be done for
implementation? (10)
How much money was showing
displayed as a graphic on the 3
rd
slide?
(15)