You are on page 1of 212

SM

CMMI SE/SW V1.1 Overview


Staged Representation
HCM 23/8/06

CMMISM

Slide: 1

Contents

Introductions
CMMI Framework
The Staged Model
Structure of CMMISM Staged
Staged & Continuous
Representations
CMMI Road Map & Assessments
Level 2 Process Areas
Level 3 Process Areas
Level 4 Process Areas
Level 5 Process Areas
Summary

CMMISM

Slide: 2

Course Objectives
Introduce the
Need, Historical context
Terminology, Architecture
Contents, and
Application of the CMMI model to achieve
higher maturity processes
of the CMMISM SE/SW Staged Representation
Will cover what the CMMI requires
SM

CMMISM

Slide: 3

Objectives DO NOT Include

Systems Engineering Techniques


Project management techniques
Estimation techniques
Structured/ object oriented techniques
Review/ Inspection methods
Testing techniques
SW CMM Assessment Method
Tools for process database

Will not cover how the requirements can be met


CMMISM

Slide: 4

Code of Conduct

Ask questions
Share experiences
Let one person speak at a time
Keep discussions to the point
Instructor to control discussions
Keep mobiles in silent or switch-off mode
No smoking in the room
Ask for a break if you are tired

CMMISM

Slide: 5

CMMI

CMMISM

SM

Framework

Slide: 6

The Process
Management Premise
The Quality of a (software) system
is highly influenced by the quality of
the process used to develop and
maintain it
This premise implies focus on
process as well as product

CMMISM

Slide: 7

Process in Perspective

CMMISM

Slide: 8

Definition of Process
Process- A sequence of steps performed for a
given purpose (IEEE)
Process A set of activities, methods and
transformations, practices that people use to
develop and maintain a system

CMMISM

Slide: 9

Why is Process Maturity


a Concern?
If a project is successful, is this an indicator of
the success of future projects?
NOT if success is due to "heroic effort of
dedicated team"
YES, if success achieved because of proven
efforts of an organization with a mature process
Need for repeating the results !
CMMISM

Slide: 10

Processes and Maturity

As an organization matures, the


software process becomes better defined
and more consistently implemented
throughout the organization

CMMISM

Slide: 11

What are Capability


Maturity Models (CMMs)?
Process management and quality improvement concepts
applied to a focus area - e.g., software engineering,
systems engineering, software acquisition
A community-owned guide used to communicate about
process between buyers, suppliers and users
A reference model for process improvement and
assessments

CMMISM

Slide: 12

Looking Back.
US Department of Defense set up the
Software Engineering Institute (SEI) in the
1984
An R & D organization only; custodian on
behalf of the software community for the
Capability Maturity Models
Charter is to be the leader in advancing the
state of the practice of software engineering
to improve the quality of systems that depend
on software
Is not a Certification body
CMMISM

Slide: 13

History of CMMs
CMM v1.0 (Software) was the first to be
developed
Others were developed subsequently:
SE CMM (Systems Engineering) CMM
Integrated Product Development CMM
SA (Software Acquisition) CMM
People CMM

CMMISM

Slide: 14

Current Scenario - Models


Explosion of CMMs and CMM--like models
Multiple models within an organization

Conflicting terminology
Different approaches
Different representations
Contradictions
Different degrees of detail
Poor interfaces between the CMMs

Multiple assessments
Multiple training
Multiple expenses
CMMISM

Slide: 15

Why Integrate?
Effectiveness
one model across full enterprise lifecycle
corporate perspective for organization-wide
improvement
integrated processes for integrated product
teams
one model, one architecture, consistent
terminology, common process assets, common
goals, one assessment
CMMISM

Slide: 16

Why Integrate?
Contd.

Adaptability to enterprise needs


designed for evolution to meet current and
future enterprise-wide process improvement
needs
can add new process areas, generic
improvement approach still applies

CMMISM

Slide: 17

Source Models for Integration


Integrate existing models into a common model
Trying to establish common terminology between
the input models:
SW-CMM, Version 2.0, Draft C
EIA/Interim Standard 731
IPD-CMM, Version 0.98
Other Reference Models
FAA-iCMM; ISO/IEC 15504 - Process Assessment
(technical report); ISO/IEC 12207 - Software Life
Cycle Process

CMMISM

Slide: 18

The Staged Model


Optimizing
Quantitatively
Managed

Defined
Managed
Initial
Software Engineering Institute

CMMISM

Slide: 19

Maturity Levels
Improvement
institutionalized

Quantitatively
Managed
(4)

Predictable
process

Defined
(3)

Standard,
consistent
process
Managed
(2)

Disciplined
process

Optimizing
(5)

Continuously
improving
process

Initial
(1)

Quantitative
control

Technical practices are


integrated with management
practices and institutionalized

Project Management practices


are institutionalized

Process in informal and adhoc

Software Engineering Institute

CMMISM

Slide: 20

The Initial Level (1)

Environment not stable for developing and maintaining systems


Inadequate management and engineering practices
Ineffective planning
Reaction-driven commitment systems
Emphasis on development and testing during crisis
Success depends on having exceptional people
Unpredictable process capability
Unpredictable schedules, budgets, functionality, and quality
Few stable processes
Process Capability can be
summarized as Adhoc

CMMISM

Slide: 21

The Managed Level (2)

Policies for managing projects


Planning and managing based on experience
Allows repeatability of successful practices
Specific processes implemented by the projects may differ
Realistic project commitments
Costs, schedules and functionality tracked
Requirements and work products are baselined
Standards defined and conformed to
Strong customer-supplier relationship with subcontractors
A measurement process is in place

CMMISM

Process Capability can


be summarized as Disciplined
Slide: 22

The Defined Level (3)

Organization-wide standard processes


Effective engineering practices
Integration of engineering and management processes
Reuse of organizational learning
Process Engineering Group (PEG)
Organization-wide training program
Projects Defined Process
Good management insight into the technical progress on all
projects
Process Capability can be
summarized as Standard and Consistent

CMMISM

Slide: 23

The Quantitatively Managed


Level (4)

Quantitative goals for projects and processes


Variation in process performance narrowed
Meaningful variations can be distinguished from random variation
Products are of high quality
Projects are controlled quantitatively

Process can be
summarized as Predictable

CMMISM

Slide: 24

The Optimizing Level (5)


Organization focused on process improvement
incremental advances in existing processes
innovations using new technologies and methods

Proactive identification of weaknesses to strengthen processes


Goal of preventing occurrence of defects through error-cause
removal
Cost-Benefit analyses of introducing new technologies and
proposed process changes
Process Capability can be
summarized as Continuously Improving
CMMISM

Slide: 25

Visibility into the Process


at the Five Levels
5

In

Out

In

Out

In

Out

In

Out

In

Out

Software Engineering Institute

CMMISM

Slide: 26

Structure of CMMI Staged


SM

CMMISM

Slide: 27

The CMMI Document


SM

1. Introduction
2. Structure of the Model
3. Model Terminology
4. Maturity Levels, Common Features, and Generic
Practices
5. Understanding the Model
6. Using the Model
7. Process Areas (this constitutes the bulk)
CMMISM

Slide: 28

The CMMI Document


SM

Contd.

A. References
B. Acronyms
C. Glossary
D. Required and Expected Model Elements
E. CMMI Project Participants
The staged representation document is 715 pages
Can be downloaded in .pdf or .doc format from SEI website

CMMISM

Slide: 29

CMMI - A Bottom-Up View


SM

CMMI can be considered as a collection of


practices that are necessary to achieve high
maturity and capability
These practices have been structured and
organized into Process Areas and types of
practices (called common features)
SM

CMMISM

Slide: 30

CMMI Staged Structure


SM

Maturity Level
Software Engineering Institute

Process Area 1

Process Area 2
Generic
Goals

Specific
Goals
Specific
Practices

Commitment
to Perform

Process Area N
i
Common Features

Ability
to Perform

Directing
Implementation

Verifying
Implementation

Generic
Practices

CMMISM

Slide: 31

Maturity Level - Concept


.. is a well-defined evolutionary plateau on the
path to becoming a mature organization
The staged representation recognizes 5 maturity
levels
A higher maturity level includes all lower maturity
levels
The concept of maturity levels is the same as in
SW CMM
SM

CMMISM

Slide: 32

The Maturity Levels


Continuous
Process
Improvement

Focus on process
improvement
Process measured
and controlled

Process unpredictable,
poorly controlled and
reactive

CMMISM

Quantitatively
Managed

Quantitative
Management

Defined

Process characterized
for the organization
and is proactive
Process characterized for
projects and is often
reactive

Optimizing

Managed
Initial

Process
Standardization
Basic Project
Management
Software Engineering Institute

Slide: 33

Process Areas
Maturity Level
Process Area 1

Process Area 2
Generic
Goals

Specific
Goals
Specific
Practices

Commitment
to Perform

Adapted from: CMMIsm for Systems Engineering/


Software Engineering, V 1.02 Staged representation
CMU/SEI-2000-TR-028

CMMISM

Process Area N
i
Common Features

Ability
to Perform

Directing
Implementation

Verifying
Implementation

Generic
Practices
Slide: 34

Process Area - Concept


A Process Area (PA) is a cluster of related
practices
A set of practices need to be performed to satisfy
goals of a process area
In the staged representation, a process area
resides at a specific maturity level
The concept of Process Area (PA) is the same as
the concept of Key Process Area (KPA) in SW
CMM
SM

CMMISM

Slide: 35

The Process Areas


5

Organizational
Innovation & Deployment

Organizational
Process Performance

Validation
Verification
Product Integration
Technical Solution
Requirements Development

Risk Management
Integrated Project Management
Organizational Training
Organizational Environment for
for IPPD
Organizational Process Definition
Integration
Integrated Teaming
Organizational Process Focus Decision Analysis & Resolution
Integrated supplier Management

Requirements Management

Supplier Agreement Management


Project Monitoring and Control
Project Planning

Engineering

Project Management

3
2

Quantitative Project Management

CMMISM

Causal Analysis & Resolution

Configuration Management
Process & Product QA
Measurement & Analysis
Process Management

Support
Slide: 36

Goals
Maturity Level
Software Engineering Institute

Process Area 1

Process Area 2
Generic
Goals

Specific
Goals
Specific
Practices

Commitment
to Perform

Process Area N
i
Common Features

Ability
to Perform

Directing
Implementation

Verifying
Implementation

Generic
Practices

CMMISM

Slide: 37

Goal - Concept
A Goal is a high-level outcome to be achieved by
effective implementation of practices
There are two kinds of goals in each PA
Specific goals
Generic goals

The concept of Goals is the same as in SW CMM

SM

except that all institutionalization related practices (Co, Ab, etc.)


have been combined into Generic Goals
So, if institutionalization has taken place, Generic Goals are
satisfied

CMMISM

Slide: 38

Goals
There are one to three Specific Goals per
Process Area (PA)
There is one Generic Goal (related to
institutionalization) per Process Area
The same generic goal (GG2) is applicable to all
level-2 PAs
The same generic goal (GG3) is applicable to all
level-3, 4 and 5 PAs
CMMISM

Slide: 39

Practices
Maturity Level
Software Engineering Institute

Process Area 1

Process Area 2

Process Area N

Generic
Goals

Specific
Goals
Specific
Practices

Common Features
Commitment
to Perform

Ability
to Perform

Directing
Implementation

Verifying
Implementation

Generic
Practices

CMMISM

Slide: 40

Practice - Concept
A Practice is an action to be performed in order to
achieve the goals of a Process Area
CMMI contains 2 types of practices:
SM

Specific practices
these differ across Process Areas (equivalent of
Activities in the SW CMMSM)

Generic practices
these are common across all Process Areas
(equivalent of Co, Ab, Ve, etc. in the SW
CMMSM)
CMMISM

Slide: 41

Generic Practices
Generic Practices support the Generic Goal of
each PA
For a Generic Goal, the Generic Practices are the
same
So, all level 2 PAs have the same Generic
Practices, and
all level 3, 4 & 5 PAs have the same Generic
Practices

This is different from the SW-CMM , where the


Co, Ab, Ve, etc. were different for each KPA
SM

CMMISM

Slide: 42

Generic Practices
Contd.

Generic Practices are grouped in 4 types (called


common features)
Commitment to perform
setting process related policies
providing sponsorship

Ability to Perform

documenting the process and plan


DP
resource (people, tools) allocation
assignment of responsibility/ authority
training and orientation

CMMISM

Plan

Slide: 43

Generic Practices
Directing Implementation

Contd.
Analysis
Design
Coding
Testing

34
45
125
67

measurement, control related practices

Verifying Implementation
ensuring implementation and compliance through
quality assurance and high level management

CMMISM

Slide: 44

Practices applied to SE, SW,IPPD


&SS
Each practice has to be applied to SE ,SW,IPPD
& SS as relevant; For example:
Practice - Plan for Project Resources
no elaboration required -> to include hardware, software,
labor, machinery, materials as relevant to that project

Practice - Establish Estimates of Project Attributes


for SW -> Function Points, Lines of Code, Number of
Classes and Objects, Number of requirements, etc.
for SE -> data volume, frequency of interactions, number of
user interface stations, etc.

Such elaboration is provided wherever relevant in the


CMMI document
CMMISM

Slide: 45

Other Elements

Sub-practices
Typical Work Products
Discipline Amplifications
Generic Practice Elaboration

CMMISM

Slide: 46

Other Elements
Contd.

Sub-practices
detailed descriptions that provide guidance for
interpreting a practice
informative components
to provide ideas (that may or may not be used
to implement the practice)

CMMISM

Slide: 47

Other Elements
Contd.

Typical Work Products


example outputs from a practice
there may be other outputs

CMMISM

Slide: 48

Other Elements
Contd.

Discipline Amplifications
information relevant to a particular discipline
(e.g., system engineering, software
engineering)

CMMISM

Slide: 49

Other Elements
Contd.

Generic Practice Elaboration


guidance on how to apply generic practice for
a process area

CMMISM

Slide: 50

Staged & Continuous


Representations
Optimizing
Quantitatively
Managed

Defined
Managed

CL5

CL4

CL3

CL2

CL1

CL0

CMMISM

Slide: 51

CA R

DA R

ppQ A

CM

MAA

O ID

OPP

OT

OPD

OP F

QP M

Rs M

IP M

SAM

PMC

PP

VAL

VER

PI

TS

RD

Software Engineering Institute

RM

Initial

CMMISM- SE, SW, IPPD,SS


Staged Representation
Similar to SW-CMMSM v1.1
Maturity Levels composed of Process Areas
Staged process improvement allowing comparison of
Organizations
Framework describes an staged path between
an ad-hoc chaotic process and
a mature disciplined process
OPTIMIZING

ADHOC

CMMISM

Slide: 52

The Five Levels of Process


Maturity
Continuous
Process
Improvement

Quantitatively
Managed
(4)

Quantitative
Management

Defined
(3)

Process
Standardization

Managed
(2)

Basic Project
Management

Initial
(1)

Optimizing
(5)

Improvement
Institutionalized

Process measured
and controlled

Process characterized
for the organization
and is proactive

Process characterized for


projects and is often
reactive

Process unpredictable,
poorly controlled and
reactive

Software Engineering Institute

CMMISM

Slide: 53

The Process Areas


5

Organizational
Innovation & Deployment

Organizational
Process Performance

Validation
Verification
Product Integration
Technical Solution
Requirements Development

Risk Management
Integrated Project Management
Organizational Training
Organizational Environment for
for IPPD
Organizational Process Definition
Integration
Integrated Teaming
Organizational Process Focus Decision Analysis & Resolution
Integrated Supplier management

Requirements Management

Supplier Agreement Management


Project Monitoring and Control
Project Planning

Engineering

Project Management

3
2

Quantitative Project Management

CMMISM

Causal Analysis & Resolution

Configuration Management
Process & Product QA
Measurement & Analysis
Process Management

Support
Slide: 54

Staged Approach
Proven sequence of typical areas to focus on for
improvement
Permits comparison across organizations assessment results can be summarized into a
single rating
Easy migration from SW-CMMSM

CMMISM

Slide: 55

CMMISM- SE,SW & IPPD


Continuous Representation
Similar to EIA / IS 731
Six capability levels are used
to describe the capability of
EACH PROCESS AREA
Helps organizations focus on
specific process areas
There is no concept of maturity
levels
The number of Process Areas
are the same as Staged

CMMISM

Level

Continuous Representation
Capability Levels

Level 0

Incomplete

Level 1

Performed

Level 2

Managed

Level 3

Defined

Level 4

Quantitatively Managed

Level 5

Optimizing

Slide: 56

Engineering

CMMISM
Project Management
Process Management

Configuration Management
Process & Product QA
Measurement & Analysis
Decision Analysis & Resolution
Causal Analysis & Resolution
Organizational Environment for Integration

Organizational Training
Organizational Process Definition
Organizational Process Focus
Organizational Process Performance
Organizational Innovation & Deployment

Supplier Agreement Management


Project Monitoring and Control
Project Planning
Risk Management
Integrated Project Management
Integrated Teaming
Integrated Supplier Management
Quantitative Project Management

Requirements Management
Validation
Verification
Product Integration
Technical Solution
Requirements Development

Continuous View of PAs

Support
Slide: 57

Capability Levels
5-Optimizing
4-Quantitatively
Managed
3-Defined
2-Managed
1-Performed
0-Incomplete

CL/ PA
CMMISM

RM

RD

TS

PI

VER VAL
Slide: 58

Goals in Continuous & Staged


Total goals (and practices) for each PA in continuous
representation are more than those in staged. E.g.,
RM Staged
Manage requirements (ML2)
Institutionalize a managed
process (ML2)
Institutionalize a defined
process (Implied in ML3)

CMMISM

Contd.

RM Continuous
Manage requirements (CL1)
Institutionalize a managed
process (CL2)
Institutionalize a defined
process (CL3)
Institutionalize a
quantitatively managed
process (CL4)
Institutionalize an optimizing
process (CL5)
Slide: 59

Goals in Continuous & Staged


MAA Staged
Align measurement and
analysis activities (ML2)
Provide measurement
results (ML2)
Institutionalize a managed
process (ML2)
Institutionalize a defined
process (Implied in ML3)

CMMISM

MAA Continuous
Align measurement and
analysis activities (CL1)
Provide measurement
results (CL1)
Institutionalize a managed
process (CL2)
Institutionalize a defined
process (CL3)
Institutionalize a
quantitatively managed
process (CL4)
Institutionalize an optimizing
process (CL5)
Slide: 60

Goals in Continuous & Staged


OPF Staged

OPF Continuous

Determine process improvement Determine process improvement


opportunities (CL1)
opportunities (ML3)
Plan and implement process
Plan and implement process
improvement activities (CL1)
improvement activities (ML3)
Institutionalize a managed
process (CL2)
Institutionalize a defined process Institutionalize a defined process
(ML3)
(CL3)
Institutionalize a quantitatively
managed process (CL4)
Institutionalize an optimizing
process (CL5)

CMMISM

Slide: 61

What a Staged ML5 Organization may look


like on the Continuous Representation
CL5

All PAs would be


at CL3
CL4

Some PAs may be


operating at Cl4 & CL5
CL3

The CL profiles of
different ML5
organizations would
differ

CL2

CL1

CMMISM

CAR

DAR

ppQA

CM

MAA

OID

OPP

OT

OPD

OPF

QPM

RsM

IPM

SAM

PMC

PP

VAL

VER

PI

TS

RD

RM

CL0

Slide: 62

Continuous Approach
Allows selection of process areas to focus on for
process improvement - based on those areas that
impact organizations business objectives and
risks
Does not allow easy comparison across
organizations - however capability levels of
individual PAs can be compared

CMMISM

Slide: 63

CMMI Road Map & Assessment


SM

CMMISM

Slide: 64

A Typical High-Level
Road Map
Initiation

CMMI Understanding

Gap Analysis (Class-C)


Action Planning

Process Enhancement
Pre Assessment (Class-B)
Close Pre Assessment Gaps

Process Implementation

CMMI Training for ATMs

Assessment using SCAMPISM (Class-A)


CMMISM

Slide: 65

Level - 2 Process Areas


Requirements Management
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Measurement and Analysis
Process and Product Quality Assurance
Configuration Management

Optimizing

CMMISM

Quantitatively
Managed

Defined
Managed
Initial
Software Engineering Institute

Slide: 66

Requirements Management

Requirements

CMMISM

Slide: 67

Requirements Management
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.

CMMISM

Slide: 68

Requirements Management
Manage Requirements (SG1)
Institutionalize a Managed Process (GG2)
i

Institutionalize a Defined Process (GG3)


i

CMMISM

This goal is required for maturity level 3 but not


required for maturity level 2

Slide: 69

Requirements Management
SP
1.1

Project
Plan

Requirements
HS H
Gt gs
Juj
gt en
DS
DS
LDLEIO

Obtain Understanding of Requirements

sdfvs v
fv
Lokj
sks
KS DK
SXS
DS SD

c dsvsdv
vsvsdf
s dfvsf

nbjwedj

deww

s dfvsf

Design

saxsx
wsdfrge
vsethe
tes
ggr
regrgr
rwe
ewrf
wedrewf

Cod
e

SP
1.2

Obtain Commitment to Requirements

SP
1.3

Manage Requirements Changes

SP
1.4

Maintain Bi-directional Traceability


of Requirements

SP
1.5

Identify Inconsistencies between


Project Work and Requirements

Test Plans

sdvds
vdvsd
edfwsdds
wresdws
fwefwe

SG1: Manage Requirements


CMMISM

Slide: 70

Project Planning

CMMISM

Slide: 71

Project Planning
The purpose of Project Planning is to establish
and maintain plans that define project activities.

CMMISM

Slide: 72

Project Planning
Establish Estimates (SG1)
Develop a Project Plan (SG2)
Obtain Commitment to the Plan (SG3)
Institutionalize a Managed Process (GG2)
i

Institutionalize a Defined Process (GG3)

i
CMMISM

This goal is required for maturity level 3 but not


required for maturity level 2
Slide: 73

Project Planning
Requirements

Planning
Data

SP
1.1

Estimate the Scope of the Project

SP
1.2

Establish Estimates of Work products


Task attributes

SP
1.3

Define Project Life Cycle

SP
1.4

Determine Estimates of Effort and Cost

SG1: Establish Estimates


CMMISM

Slide: 74

Project Planning

SP
2.1

Establish the Budget & Schedule

SP
2.2

Identify Project Risks

SP
2.3

Plan for Data Management

SP
2.4

Plan for Project Resources

SP
2.5

Plan for Needed Knowledge & Skills

7:00
7:30
8:00
8:30
9:00
930
10:00
10:30
11:00
1130
12:00
12:30
1:00
1:30
2:00
2:30
3:00
3:30
4:00
4:30
5:00

SP
2.6

Plan Stakeholder Involvement

Project
Plan

Planning
Data

SP
2.7

Establish the Project Plan

SG2: Develop a Project Plan


CMMISM

Slide: 75

Project
Plan
Sub
Project
Plan

Sub
Sub Project
Project Plan
Plan

Project Planning
SP
3.1

Review Subordinate Plans

SP
3.2

Reconcile Work and Resource Levels

SP
3.3

Obtain Plan Commitment

SG3: Obtain Commitment to the Plan


CMMISM

Slide: 76

Project Monitoring and Control

CMMISM

Slide: 77

Project Monitoring and Control


The purpose of Project Monitoring and Control is
to provide understanding into the projects
progress so that appropriate corrective actions
can be taken when the projects performance
deviates significantly from the plan.

CMMISM

Slide: 78

Project Monitoring and Control


Monitor Project Against Plan(SG1)
Manage Corrective Action to Closure (SG2)
Institutionalize a Managed Process (GG2)
i

CMMISM

Slide: 79

Sub
Sub Project
Project Plan
Plan

Project
Plan
Planning
Data

SP
1.1
SP
1.2

Project Monitoring
and Control

Monitor Project

SP
1.6

Planning Parameters
Monitor Commitments

SP
1.3

Monitor Project Risks

SP
1.4

Monitor Data
Management

SP
1.5

Monitor Stakeholder
Involvement

Conduct Progress
Reviews

7:00
7:30
8:00
8:30
9:00
930
10:00
10:30
11:00
1130
12:00
12:30
1:00
1:30
2:00
2:30
3:00
3:30
4:00
4:30
5:00

Project
Progress
Report

Milestone
Review
Report

SP
1.7

Conduct Milestone
Reviews

SG1: Monitor Project Against Plan


CMMISM

Slide: 80

Project
Progress
Report

SP
2.1

Milestone
Review
Report

Project Monitoring
and Control

Analyze Issues
SP
2.3

Manage Corrective Action

SP
2.2

Take Correction Action

WHY

Actions

SG2: Manage Corrective Action to Closure


CMMISM

Slide: 81

Supplier Agreement
Management

CMMISM

Slide: 82

Supplier Agreement
Management
The purpose of Supplier Agreement Management
is to manage the acquisition of products from
suppliers for which there exists a formal
agreement.

CMMISM

Slide: 83

Supplier Agreement
Management
Establish Supplier Agreements(SG1)
Satisfy Supplier Agreements(SG2)
Institutionalize a Managed Process (GG2)
i

CMMISM

Slide: 84

Requirements

SP
1.1

Supplier Agreement
Management

Determine Acquisition type

Supplier
Requirements

SP
1.2

Select Suppliers

SP
1.3

Establish Supplier Agreements

SG1: Establish Supplier Agreements


CMMISM

Slide: 85

Supplier
Requirements

Supplier Agreement
Management

SP
2.1

Review COTS Products

SP
2.2

Execute the Supplier Agreement

SP
2.3

Accept the Acquired Product

SP
2.4

Transition Products

SG2: Satisfy Supplier Agreements


CMMISM

Slide: 86

Measurement and Analysis

CMMISM

Slide: 87

Measurement and Analysis


The purpose of Measurement and Analysis is to
develop and sustain a measurement capability
that is used to support management information
needs.

CMMISM

Slide: 88

Measurement and Analysis


Align Measurement and Analysis Activities(SG1)
Provide Measurement Results (SG2)
Institutionalize a Managed Process (GG2)
i

CMMISM

Slide: 89

Measurement and Analysis


SP
1.1

Establish Measurement
Objectives

SP
1.2

Specify Measures

SP
1.3

Specify Data Collection


and Storage Procedures

SP
1.4

Specify Analysis
Procedures

DP
DP

SG1: Align Measurement and Analysis Activities


CMMISM

Slide: 90

Measurement and Analysis


SP
2.1

Collect Measurement Data


Analysis
Design
Coding
Testing

SP
2.2

Analyze Measurement Data

SP
2.3

Store Data and Results

SP
2.4

Communicate Results

34
45
125
67

SG2: Provide Measurement Results


CMMISM

Slide: 91

Process and Product Quality


Assurance

CMMISM

Slide: 92

Process and Product Quality


Assurance
The purpose of Process and Product Quality
Assurance is to provide staff and management
with objective insight into the processes and
associated work products.

CMMISM

Slide: 93

Process and Product Quality


Assurance
Objectively Evaluate Processes and Work
Products(SG1)
Provide Objective Insight (SG2)
Institutionalize a Managed Process (GG2)
i

CMMISM

Slide: 94

Process and Product Quality


Assurance
SP
1.1

SP
1.2

Objectively Evaluate Processes

Objectively Evaluate
Work Products & Services

Test Plans
Project
Plan

Design

Requirements

SG1: Objectively Evaluate Processes and Work Products


CMMISM

Slide: 95

Process and Product Quality


Assurance
SP
2.1

Communicate and Ensure Resolution


of Noncompliance Issues

SP
2.2

Establish Records

SG2: Provide Objective Insight


CMMISM

Slide: 96

Configuration Management

CMMISM

Slide: 97

Configuration Management
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.

CMMISM

Slide: 98

Configuration Management
Establish Baselines(SG1)
Track and Control Changes (SG2)
Establish Integrity (SG3)
Institutionalize a Managed Process (GG2)
i

CMMISM

Slide: 99

Configuration Management
SP
1.1

Identify Configuration Items

Requirements

Project
Plan

SP
1.2

Establish a Configuration
Management System
SP
1.3

Create or Release Baselines

Design
Cod
e
Test Plans

SG1: Establish Baselines


CMMISM

Slide: 100

Configuration Management
SP
2.1

SP
2.2

Track Change Requests

Control Configuration
items

Check-out
Change
Request

Check-in

SG2: Track and Control Changes


CMMISM

Slide: 101

Configuration Management
SP
3.1

Establish Configuration
Management Records

SP
3.2

Perform Configuration Audits

SG3: Establish Integrity


CMMISM

Slide: 102

Generic Goal (GG2)


GP2.1 (Co)

Establish an
Organizational
Policy

GP2.2
(Ab)

Plan the Process

GP 2.3
(Ab)

Provide Resources

GP2.4
(Ab)

Assign
Responsibility

GP 2.5
(Ab)

Train People

Plan

GP2.6
(DI)

Manage
Configurations

GP 2.7
(DI)

Identify and Involve


Relevant Stakeholders

GP2.8
(DI)

Monitor and Control


the Process

GP2.9
(VE)

Objectively Evaluate
Adherence

GP 2.10
(VE)

Review Status with


Higher-Level
Management

GG2: Institutionalize a Managed Process

CMMISM

Slide: 103

Generic Goal (GG3)


GP3.1
(Ab)

Establish a defined
process

GP3.2
(DI)

Collect Improvement
Information

Plan

GG2: Institutionalize a Defined Process

CMMISM

Slide: 104

Level -3 Process Areas

Requirements Development
Technical Solution
Product Integration
Verification
Validation
Organizational Process Focus
Organizational Process Definition
Organizational Training
Integrated Project Management for
IPPD

Risk Management
Integrated Teaming
Integrated Supplier Management
Decision Analysis and Resolution
Organization Environment for
Integration

Optimizing

Quantitatively
Managed

Defined
Managed
Initial
Software Engineering Institute

CMMISM

Slide: 105

Requirements Development

CMMISM

Slide: 106

Requirements Development
The purpose of Requirements Development is to
produce and analyze customer, product, and
product component requirements.

CMMISM

Slide: 107

Requirements Development
Develop Customer Requirements(SG1)
Develop Product Requirements (SG2)
Analyze and Validate Requirements(SG3)
Institutionalize a Defined Process (GG3)
i

CMMISM

Slide: 108

Requirements Development
SP
1.1

Elicit Needs

SP
1.2

Develop the Customer


Requirements

Requirements

SG1: Develop Customer Requirements


CMMISM

Slide: 109

Requirements
Development
Requirements

SP
2.1

Establish Product &


Product Component Requirements
SP
2.2

Allocate Product Component


Requirements

Allocated
Requirements

Allocated
Requirements

SP
2.3

Allocated
Requirements

Identify Interface Requirements

SG2: Develop Product Requirements


CMMISM

Slide: 110

Requirements Development
SP
3.1

Establish Operational
Concepts and Scenarios

SP
3.2

Establish a Definition of
Required Functionality

SP
3.3

Analyze Requirements

SP
3.4

Analyze Requirements to
achieve Balanace

SP
3.5

Validate Requirements with


Comprehensive Methods

7:00
7:30
8:00
8:30
9:00
930
10:00
10:30
11:00
1130
12:00
12:30
1:00
1:30
2:00
2:30
3:00
3:30
4:00
4:30
5:00

SG3: Analyze and Validate Requirements


CMMISM

Slide: 111

Technical Solution

CMMISM

Slide: 112

Technical Solution
The purpose of Technical Solution is to design,
develop, and implement solutions to
requirements. Solutions, designs and
implementations encompass products, product
components, and product related processes
either singly or in combinations as appropriate.

CMMISM

Slide: 113

Technical Solution
Select Product-Component Solutions(SG1)
Develop the Design(SG2)
Implement the Product Design(SG3)
Institutionalize a Defined Process (GG3)
i

CMMISM

Slide: 114

Technical Solution
SP
1.1

Develop Detailed Alternative


Solutions & Selection Criteria
SP
1.2

Evolve Operational
Concepts & Scenarios
SP
1.3

Select Product
Component Solutions

SG1: Select Product-Component Solutions


CMMISM

Slide: 115

Technical Solution
SP
2.1

Design the Product or


Product Component

SP
2.2

Establish a Complete

SP
2.3

Design Interfaces using

SP
2.4

Perform Make, Buy,


or Reuse Analyses

Technical Data Package


Criteria

SG2: Develop the Design


CMMISM

Slide: 116

Technical Solution
SP
3.1

Implement the Design

SP
3.2

Establish Product
Support Documentation

SG3: Implement the Product Design


CMMISM

Slide: 117

Product Integration

CMMISM

Slide: 118

Product Integration
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.

CMMISM

Slide: 119

Product Integration
Prepare for Product Integration(SG1)
Ensure Interface Compatibility(SG2)
Assemble Product Components and Deliver the
Product (SG3)
Institutionalize a Defined Process (GG3)
i

CMMISM

Slide: 120

Product Integration
SP
1.1

Determine Integration
Sequence

SP
1.2

Establish the Product

SP
1.3

Integration Environment
Establish Product Integration
Procedures and Criteria

DP

SG1: Prepare for Product Integration


CMMISM

Slide: 121

Product Integration
SP
2.1

Review Interface Descriptions


for Completeness

SP
2.2

Manage Interfaces

SG2: Ensure Interface Compatibility


CMMISM

Slide: 122

Product Integration
SP
3.1

Confirm Readiness of

SP
3.2

Assemble Product
Components

SP
3.3

Checkout Assembled
Product Components

SP
3.4

Package and Deliver


the Product or Product
Component

Product Components for Integration

SG3: Assemble Product Components and Deliver the Product


CMMISM

Slide: 123

Verification

CMMISM

Slide: 124

Verification
The purpose of Verification is to assure that
selected work products meet their specified
requirements

CMMISM

Slide: 125

Verification
Prepare for Verification(SG1)
Perform Peer Reviews(SG2)
Verify Selected Work Products (SG3)
Institutionalize a Defined Process (GG3)
i

CMMISM

Slide: 126

Verification
SP
1.1

Select Work Products for Verification

SP
1.2

Establish the Verification Environment

SP
1.3

Establish Verification Procedures and Criteria


QC
Plan

SG1: Prepare for Verification


CMMISM

Slide: 127

Verification
SP
2.1

Prepare for Peer Reviews

SP
2.2

Conduct Peer Reviews

SP
2.3

Analyze Peer Review Data

Review
Plan

SG2: Perform Peer Reviews


CMMISM

Slide: 128

Verification
SP
3.1

SP
3.2

Perform Verification

Analyze Verification Results


& Identify Corrective Action

Test
Reports

SG3: Verify Selected Work Products


CMMISM

Slide: 129

Validation

CMMISM

Slide: 130

Validation
The purpose of Validation is to demonstrate that
a product or product component fulfills its
intended use when placed in its intended
environment.

CMMISM

Slide: 131

Validation
Prepare for Validation(SG1)
Validate Product or Product Components(SG2)
Institutionalize a Defined Process (GG3)
i

CMMISM

Slide: 132

Validation
SP
1.1

Select Products for


Validation

SP
1.2

Establish the Validation


Environment

SP
1.3

Define Validation
Procedures and Criteria

SG1: Prepare for Validation


CMMISM

Slide: 133

Validation
SP
2.1

SP
2.2

Perform Validation

Analyze Validation
Results

SG2: Validate Product or Product Components


CMMISM

Slide: 134

Organizational Process Focus

CMMISM

Slide: 135

Organizational Process Focus


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.

CMMISM

Slide: 136

Organizational Process Focus


Determine Process Improvement Opportunities(SG1)
Plan and Implement Process Improvement
Activities(SG2)
Institutionalize a Defined Process (GG3)
i

CMMISM

Slide: 137

Organizational Process Focus


SP
1.1

Establish Organizational

SP
1.2

Appraise the Organizations

SP
1.3

Identify the Organization's


Process Improvements

Process Needs

Processes

PEG

CMMI
SPICE

Findings
Findings

SG1: Determine Process Improvement Opportunities


CMMISM

Slide: 138

Findings
Findings

SP
2.1

Establish Process
Action Plans

SP
2.2

Implement Process

SP
2.3

Deploy Organizational

SP
2.4

Organizational
Process Focus

Action Plans

Process Assets

Actions

DP

Incorporate Process-Related
Experiences into the
Organizational Process Assets

SG2: Plan and Implement Process Improvement Activities


CMMISM

Slide: 139

Organizational Process
Definition

CMMISM

Slide: 140

Organizational Process
Definition
The purpose of Organizational Process Definition
is to establish and maintain a usable set of
organizational process assets.

CMMISM

Slide: 141

Organizational Process
Definition
Establish Organizational Process Assets(SG1)
Institutionalize a Defined Process (GG3)
i

CMMISM

Slide: 142

Organizational Process
Definition
SP
1.1

Establish Standard
Processes

SP
1.2

Establish Life-Cycle

SP
1.4
SP
1.5

Model Descriptions
Establish the Organizations
Measurement Repository

SP
1.3

Establish Tailoring
Criteria and Guidelines

Establish the Organizations


Process Asset Library

SG1: Establish Organizational Process Assets


CMMISM

Slide: 143

Organizational Training

CMMISM

Slide: 144

Organizational Training
The purpose of Organizational Training is to
develop the skills and knowledge of people so
they can perform their roles effectively and
efficiently.

CMMISM

Slide: 145

Organizational Training
Establish an organizational Training Capability(SG1)
Provide Necessary Training(SG2)
Institutionalize a Defined Process (GG3)
i

CMMISM

Slide: 146

Organizational Training
SP
1.1
SP
1.2

Establish the Strategic


Training needs
Determine Which Training
Needs Are the Responsibility
of the Organization

SP
1.3

Establish an Organizational
Training Tactical Plan

SP
1.4

Establish Training
Capability

Training
Plan

SG1: Identify Training Needs and Make Training Available


CMMISM

Slide: 147

Organizational Training
SP
2.1

Deliver Training

SP
2.2

Establish Training
Records

SP
2.3

Assess Training
Effectiveness

SG2: Provide Necessary Training


CMMISM

Slide: 148

Integrated Project Management


for IPPD

CMMISM

Slide: 149

Integrated Project Management


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.
It also covers the establishment of a shared vision for the project
and a team structure for integrated teams that will carry out the
objectives of the project.

CMMISM

Slide: 150

Integrated Project Management


Use the Projects Defined Process(SG1)
Coordinate and Collaborate with Relevant
Stakeholders(SG2)
Use the Projects Shared Vision for IPPD (SG3)
Organize Integrated Teams for IPPD (SG4)

Institutionalize a Defined Process (GG3)

CMMISM

Slide: 151

Integrated Project Management


SP
1.1

Establish the Projects


Defined Process

SP
1.2

Use Organizational
Process Assets for
Planning Project Activities

SP
1.5

Contribute to the
Organizations Process Assets

SP
1.3

Integrate Plans

Plan

SP
1.4

Plan
Plan
Plan
Plan

Manage the Project


Using the Integrated Plans

SG1: Use the Projects DefinedProcess


CMMISM

Slide: 152

Integrated Project Management


SP
2.1

Manage Stakeholder Involvement

SP
2.2

Manage Dependencies

SP
2.3

Resolve Coordination Issues

Yjeje
Asjum Thsts
Iin shsnn
Ibbsnmaq
Manageme
Meeting Inter
Delivery
Testing

SG2: Coordinate and Collaborate with Relevant Stakeholders


CMMISM

Slide: 153

Integrated Project Management


SP
3.1

Define Projects Shared Vision Context

SP
3.2

Establish the Projects Shared Vision

SG3: Use the Projects Shared Vision


CMMISM

Slide: 154

Integrated Project Management


SP
4.1

Determine Integrated Team Structure for the


Project
SP
4.2

Develop a Preliminary Distribution of


Requirements to Integrated Teams
SP
4.3

Establish Integrated Teams

SG4: Organize Integrated Teams


CMMISM

Slide: 155

Risk Management

CMMISM

Slide: 156

Risk Management
The purpose of Risk Management is to identify
potential problems before they occur, so that
risk-handling activities may be planned and
invoked as needed across the life of the product
or project to mitigate adverse impacts on
achieving objectives.

CMMISM

Slide: 157

Risk Management
Prepare for Risk Management(SG1)
Identify and Analyze Risks(SG2)
Mitigate Risks (SG3)
Institutionalize a Defined Process (GG3)
i

CMMISM

Slide: 158

Risk Management
SP
1.1

Determine Risk Sources


and Categories

SP
1.2

Define Risk Parameters

SP
1.3

Establish a Risk
Management Strategy

DP

SG1: Prepare for Risk Management


CMMISM

Slide: 159

Risk Management
SP
2.1

Identify Risks

SP
2.2

Evaluate, Categorize
and Prioritize Risks

SG2: Identify and Analyze Risks


CMMISM

Slide: 160

Risk Management
SP
3.1

Develop Risk
Mitigation Plans

SP
3.2

Implement Risk
Mitigation Plans

Risk
Mitigation
Plan

SG3: Mitigate Risks


CMMISM

Slide: 161

Integrated Teaming

CMMISM

Slide: 162

Integrated Teaming
The purpose of Integrated Teaming is to form and
sustain an integrated team for the development of
work products

CMMISM

Slide: 163

Integrated Teaming
Establish Team Composition(SG1)
Govern Team Operation(SG2)
Institutionalize a Defined Process (GG3)
i

CMMISM

Slide: 164

Integrated Teaming
SP
1.1

Identify Team Tasks

SP
1.2

Identify Needed Knowledge and Skills

SP
1.3

Assign Appropriate Team Members

SG1: Establish Team Composition


CMMISM

Slide: 165

Integrated Teaming
SP
2.1

Establish a Shared Vision

SP
2.2

Establish a Team Charter

SP
2.3

Define Roles and Responsibilities

SP
2.4

Establish Operating Procedures

SP
2.5

Collaborate among Interfacing Teams

SG2: Govern Team Operation


CMMISM

Slide: 166

Integrated Supplier
Management

CMMISM

Slide: 167

Integrated Supplier
Management
The purpose of Integrated Supplier Management
is to proactively identify sources of products that
may be used to satisfy the projects requirements
and to manage selected suppliers while
maintaining a cooperative project-supplier
relationship

CMMISM

Slide: 168

Integrated Supplier
Management
SG1 Analyze and Select Sources of Products

SG2 - Coordinate Work with Suppliers

CMMISM

Slide: 169

Integrated Supplier
Management
SP
1.1

Analyze Potential Sources of Products

SP
1.2

Evaluate and Determine Sources of Products

SG1: Analyze and Select Sources of Products


CMMISM

Slide: 170

Integrated Supplier
Management
SP
2.1

Monitor Selected Supplier Processes


SP
2.2

Evaluate Selected Supplier Work Products

SP
2.3

Revise the Supplier Agreement or Relationship

SG2: Coordinate Work with Suppliers


CMMISM

Slide: 171

Decision Analysis and


Resolution

CMMISM

Slide: 172

Decision Analysis and


Resolution
The purpose of Decision Analysis and Resolution
is to analyze possible decisions using a formal
evaluation process that evaluates identified
alternatives against established criteria

CMMISM

Slide: 173

Decision Analysis and


Resolution
Evaluate Alternatives(SG1)
Institutionalize a Defined Process (GG3)
i

CMMISM

Slide: 174

SP
1.1

Decision Analysis and


Resolution
DP
Establish Guidelines for
SP
1.2

Decision Analysis
SP
1.3
SP
1.4
SP
1.5
SP
1.6

Establish Evaluation Criteria

Identify Alternative Solutions

Select Evaluation Methods

Evaluate Alternatives

Select Solutions

SG1: Evaluate Alternatives


CMMISM

Slide: 175

Organizational Environment for


Integration

CMMISM

Slide: 176

Organizational Environment for


Integration
The purpose of Organizational Environment for
Integration is to provide an IPPD infrastructure
and manage people for integration

CMMISM

Slide: 177

Organizational Environment for


Integration
Provide IPPD Infrastructure (SG1)
Manage People for Integration (SG2)
Institutionalize a Defined Process (GG3)
i

CMMISM

Slide: 178

Organizational Environment for


Integration
SP
1.1

Establishing the Organizations Shared Vision

SP
1.2

Establish an Integrated Work Environment

SP
1.3

Identify IPPD-Unique Skill Requirements

SG1: Provide IPPD Infrastructure


CMMISM

Slide: 179

Organizational Environment for


Integration
SP
2.1

Establish Leadership Mechanisms


SP
2.2

Establish Incentives for Integration

SP
2.3

Establish Mechanisms to Balance Team and


Home Organization Responsibilities

SG2: Manage People for Integration


CMMISM

Slide: 180

Generic Goal (GG3)


GP2.1 (Co)

Establish an
Organizational
Policy

GP3.1
(Ab)

Establish a Defined
Process

GP2.6
(DI)

Manage
Configurations

GP2.2
(Ab)

Plan the Process

GP 2.7
(DI)

Identify and Involve


Relevant Stakeholders

GP 2.3
(Ab)

Provide Resources

GP2.8
(DI)

GP2.4
(Ab)

Assign
Responsibility

Monitor and Control


the Process

GP3.2
(DI)

Collect Improvement
Information

GP 2.5
(Ab)

DP

Train People

Plan

Analysis
Design
Coding
Testing

GP2.9
(VE)

Objectively Evaluate
Adherence

GP 2.10
(VE)

Review Status with


Higher-Level
Management

34
45
125
67

GG3: Institutionalize a Defined Process

CMMISM

Slide: 181

Level - 4 Process Areas


Organizational Process Performance
Quantitative Project Management

Optimizing

Quantitatively
Managed

Defined
Managed
Initial
Software Engineering Institute

CMMISM

Slide: 182

Organizational Process
Performance

CMMISM

Slide: 183

Organizational Process
Performance
The purpose of Organizational Process
Performance is to establish and maintain a
quantitative understanding of the performance of
the organizations set of standard processes, and
to provide the process performance data,
baselines, and models to quantitatively manage
the organizations projects.

CMMISM

Slide: 184

Organizational Process
Performance
Establish Performance Baselines and Models(SG1)
Institutionalize a Defined Process (GG3)
i

CMMISM

Slide: 185

Organizational Process
Performance
SP
1.1

Select Processes

SP
1.2

Establish Process

SP
1.3

Establish Quality & Process

Performance Measures
Performance Objectives

SP
1.4

Establish Process

SP
1.5

Establish Process

9
8
7
6
5

Series1

4
3

Performance Baselines

2
1
0
2-2.999 3-3.999 4-4.999 5-5 .999 6-6.999 7-7.999 8-8.999 9-9.999

Unit Test Coverage V/S Unit Test


Defects Detected/ FP

Performance Models

# Defects Found

Defect Profile
800
700
600
500
400
300
200
100
0

y = 4.5833x5 - 75x 4 + 427.08x 3 - 1025x 2 +


1118.3x - 400
R2 = 1

y = 11.214e0.0157x
R2 = 0.7976

60
50
40
30
20
10
0

20

40
60
Coverage Index

80

100

120

Month

SG1: Establish Performance Baselines and Models


CMMISM

Slide: 186

Quantitative Project
Management

CMMISM

Slide: 187

Quantitative Project
Management
The purpose of the Quantitative Project
Management process area is to quantitatively
manage the projects defined process to achieve
the projects established quality and process
performance objectives.

CMMISM

Slide: 188

Quantitative Project
Management
Quantitatively Manage the Project(SG1)
Statistically Manage Subprocess Performance(SG2)
Institutionalize a Defined Process (GG3)
i

CMMISM

Slide: 189

Quantitative Project
Management
SP
1.1

Establish the Projects


Objectives

SP
1.2

Compose the Defined Process

SP
1.3

Select the Subprocesses that


will be statistically Managed

SP
1.4

Manage Project Performance

MTBF
MTTR
Reliability
Usability
Modularity
Portability

SG1: Quantitatively Manage the Project


CMMISM

Slide: 190

Quantitative Project
Management
SP
2.1

Select Measures &


Analytic Techniques

SP
2.2

Apply Statistical Methods


to Understand Variation

SP
2.3

Monitor Performance of
the Selected Subprocesses

SP
2.4

Record Statistical
Management Data

SG2: Statistically Manage Subprocess Performance


CMMISM

Slide: 191

Generic Goal (GG3)


GP2.1 (Co)

Establish an
Organizational
Policy

GP3.1
(Ab)

Establish a Defined
Process

GP2.6
(DI)

Manage
Configurations

GP2.2
(Ab)

Plan the Process

GP 2.7
(DI)

Identify and Involve


Relevant Stakeholders

GP 2.3
(Ab)

Provide Resources

GP2.8
(DI)

GP2.4
(Ab)

Assign
Responsibility

Monitor and Control


the Process

GP3.2
(DI)

Collect Improvement
Information

GP 2.5
(Ab)

DP

Train People

Plan

Analysis
Design
Coding
Testing

GP2.9
(VE)

Objectively Evaluate
Adherence

GP 2.10
(VE)

Review Status with


Higher-Level
Management

34
45
125
67

GG3: Institutionalize a Defined Process

CMMISM

Slide: 192

Level - 5 Process Areas


Organizational Innovation and Deployment
Causal Analysis and Resolution
Optimizing

Quantitatively
Managed

Defined
Managed
Initial
Software Engineering Institute

CMMISM

Slide: 193

Organizational Innovation and


Deployment

CMMISM

Slide: 194

Organizational Innovation and


Deployment
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.
CMMISM

Slide: 195

Organizational Innovation and


Deployment
Select Improvements(SG1)
Deploy improvements (SG2)
Institutionalize a Defined Process (GG3)
i

CMMISM

Slide: 196

Organizational Innovation and


Deployment
SP
Collect and Analyze Improvement Proposals
1.1
SP
1.2

Identify and Analyze Innovations

SP
1.3

Pilot Improvements

SP
1.4

Select Improvements for Deployment

SG1: Select Improvements


CMMISM

Slide: 197

Organizational Innovation and


Deployment
SP
2.1

Plan the Deployment

SP
2.2

Manage the Deployment

SP
2.3

Measure Improvement Effects

Deployment
Plan

SG2: Deploy Improvements


CMMISM

Slide: 198

Causal Analysis and


Resolution

CMMISM

Slide: 199

Causal Analysis and


Resolution
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.

CMMISM

Slide: 200

Causal Analysis and


Resolution
Determine Causes of Defects(SG1)
Address Causes of Defects(SG2)
Institutionalize a Defined Process (GG3)
i

CMMISM

Slide: 201

Causal Analysis and


Resolution
SP
1.2

Select Defect Data for Analysis


Analysis
Design
Coding
Testing

34
45
125
67

Analyze Causes

Defect Type Pareto

400
350

Occ.
Cum %

120.00
100.00

# Defects

300
250
200
150

80.00
60.00
40.00

100
50
0

Cum % Defects

SP
1.1

20.00
0.00

Actions

SG1: Determine Causes of Defects


CMMISM

Slide: 202

Causal Analysis and


Resolution

Actions

SP
2.1

Implement the Action Proposals


SP
2.2

SP
2.3

Evaluate the Effect of Changes

Record Data

SG2: Address Causes of Defects


CMMISM

Slide: 203

Generic Goal (GG3)


GP2.1 (Co)

Establish an
Organizational
Policy

GP3.1
(Ab)

Establish a Defined
Process

GP2.6
(DI)

Manage
Configurations

GP2.2
(Ab)

Plan the Process

GP 2.7
(DI)

Identify and Involve


Relevant Stakeholders

GP 2.3
(Ab)

Provide Resources

GP2.8
(DI)

GP2.4
(Ab)

Assign
Responsibility

Monitor and Control


the Process

GP3.2
(DI)

Collect Improvement
Information

GP 2.5
(Ab)

DP

Train People

Plan

Analysis
Design
Coding
Testing

GP2.9
(VE)

Objectively Evaluate
Adherence

GP 2.10
(VE)

Review Status with


Higher-Level
Management

34
45
125
67

GG3: Institutionalize a Defined Process

CMMISM

Slide: 204

Summary
.

CMMISM

Slide: 205

CMMISM
Is a process model addressing the disciplines of:
Systems Engineering
Software Engineering

IPPDSM has been added to provide an approach to


achieve increased collaboration of relevant stakeholders
SSSM added to derive benefits from enhanced source
analysis and from monitoring supplier activities before
product delivery.

CMMISM

Slide: 206

CMMISM
There are two representations of the CMMISM
Staged - which provides transition for those familiar with SW
CMMSM
Continuous - which is provides transition for those familiar
with System Engineering

CMMISM - SE / SW has 22 Process Area


CMMISM - SE / SW / IPPD adds 2 PAs and 2 goals to one of the
Pas
CMMISM - SE / SW / IPPD/SS adds 1 PAs and 2 goals

CMMISM

Slide: 207

The Staged CMMISM


Improvement
institutionalized

Quantitatively
Managed
(4)

Predictable
process

Defined
(3)

Standard,
consistent
process
Managed
(2)

Disciplined
process

Optimizing
(5)

Continuously
improving
process

Initial
(1)

Quantitative
control

Technical practices are


integrated with management
practices and institutionalized

Project Management practices


are institutionalized

Process in informal and adhoc

Software Engineering Institute

CMMISM

Slide: 208

The CMMISM
(SE/SW/IPD/SS) Process Areas
5

Organizational
Innovation & Deployment

Organizational
Process Performance

3
2

Quantitative Project Management

Validation
Verification
Product Integration
Technical Solution
Requirements Development

Requirements Management

Engineering

Project Management

Configuration Management
Process & Product QA
Measurement & Analysis
Process Management

5
4

Risk Management
Integrated Project Management
Organizational Training
Decision Analysis & Resolution
for IPPD
Organizational Process Definition Organizational Environment for
Integrated Teaming
Organizational Process Focus
integration

Supplier Agreement Management


Project Monitoring and Control
Project Planning

CMMISM

Causal Analysis & Resolution

Support
Slide: 209

3
2

CMMISM Structure
Maturity Level
Software Engineering Institute

Process Area 1

Process Area 2
Generic
Goals

Specific
Goals
Specific
Practices

Commitment
to Perform

Adapted from: CMMIsm for Systems Engineering/


Software Engineering, V 1.02 Staged representation
CMU/SEI-2000-TR-028

CMMISM

Process Area N
i
Common Features

Ability
to Perform

Directing
Implementation

Verifying
Implementation

Generic
Practices
Slide: 210

A Typical High-Level
Road Map
Initiation

CMMI Understanding

Gap Analysis (Class-C)


Action Planning

Process Enhancement
Pre Assessment (Class-B)
Close Pre Assessment Gaps

Process Implementation

CMMI Training for ATMs

Assessment using SCAMPI (Class-A)


CMMISM

Slide: 211

Thank You!

CMMISM

Slide: 212