CMM in Practice

Presented By
Manas Singh
Outline

 Relationship between Quality & Productivity

and Process
 Introduction to Process Frameworks and
CMM
 Infosys Company Overview
 Why CMM case study?
 CMM KPAs and its implementation at Infosys
 Conclusion
Why process is important?
 Three main characteristics of a project are its
cost, schedule and quality. Productivity
determines the cost and schedule.

 Productivity and Quality (Q&P) can be viewed

as the main goal of the project.

 Q&P of an organization depends on three

factors: process, people and technology.
Quality Triangle

Process Technology

Q&P

People
Process Framework

 People and Technology remaining constant,

Q&P can be improved by improving the
Process.
 Process Frameworks specify the desirable
characteristics of the process.
 CMM and ISO 9001 are two popular process
frameworks.
 CMM is more oriented towards software
projects.
Capability Maturity Model
CMM defines five maturity levels.
Productivity and Quality

Change Management 5 Optimizing

Defect Prevention

Product and 4 Managed Continuously

Process Quality Improving

Engineering
Process
3 Defined Predictable

Standard,
Project
Management
2 Repeatable Consistent

Disciplined
Heroes
1 Initial
Project Risk
Key Process Area (KPA)

 CMM defines Key Process Areas (KPA) for

each maturity level which specify the areas
on which the organization should focus to
elevate its process to that maturity level.

 CMMI also defines goals/ key practices for

each KPA, which can be used to satisfy the
requirements of the KPA.
 Level Focus Area Key Process Area
Technology Change Management
5- Optimizing Continuous Improvement Process Change Management
Defect Prevention
Quantitative process Management
4- Managed Product and Process quality Software Quality Management
Organizational Process Focus
Organizational Process Definition
3- Defined Engineering Process
Training Program
Integrated Software Management
Software Product Engineering
Inter-group Coordination
Peer Reviews

Requirements Management

2- Repeatable Project Management Software Project Planning

Software Project Tracking
Software Subcontractor Management
Software Configuration Management
Software Quality Assurance

1- Initial
Infosys

 In this presentation Infosys is used as the

model company to study CMM in practice.
 Infosys is a CMM Level 5 company.
 Infosys is also an ISO 9001 - TickIT certified.
 Infosys is a billion dollar company with
around 30,000 employees.
Why CMM Case Study?
 CMM specifies the characteristics of a good
software process but does not define the
process.
 Studying the real world implementation of
CMM guidelines gives a better understanding
of the CMM requirements.
 This practical knowledge can be used to
implement improved software processes.
 The case study also helps to evaluate the
effectiveness of CMM guidelines.
What we have covered so far
 Quality & Productivity and Process
 Process Framework and CMM
 Infosys Overview
 Why CMM case study?

CMM KPA and Process at Infosys

 Conclusion
Organization Process Focus KPA

 OPF is a KPA for CMM Level 3.

 Goals of OPF as defined by CMM are:

 Software process development and improvement
activities are coordinated across the organization.
 The strength and weaknesses of the software
processes used are identified.
 Organization-level process development and
improvement activities are planned.
SEPG

 OPF KPA is achieved by implementing the

Software Engineering Process Group.

 The responsibility of SEPG are:

 Process Management – This includes process
definition and enhancement.
 Process Implementation
 Audit
Software Product Engineering KPA

 SPE is a KPA for Level 3.

 Goals of SPE as defined by CMM are:

 The software engineering tasks are defined,
integrated and consistently performed to produce
the software.
 Software work products are kept consistent with
each other.
Requirements Management KPA

 RM is a level 2 KPA.

 Goals of RM as defined by CMM are:

 Software requirements are controlled to establish a
base line for software engineering and
management activities.
 Software plans, products and activities are kept
consistent with requirements.
Realizing SPE and RM KPA

 SPE and RM KPA are achieved by defining

process for Requirement Analysis,
Requirement Change Management and
Traceability management.
Requirement Analysis

 Process for requirement analysis

Prepare Gather Req Analyze

Sign-off Review Prepare SRS

 Template for requirement specification.

 Sample checklist for review.
Requirement Change Management

 Changes are inevitable but needs to be

managed.
 Steps in the change management process:
 Log the changes
 Perform impact analysis on work products
 Estimate effort need for change requests
 Evaluate the effect on project schedule.
 Review with senior management.
 Obtain customer sign off
Requirement Change Management

 Sample change request.

 Cumulative impact of all the changes are also
recorded and monitored.
 Sample of Tracking Cumulative Effect of
Changes.
Traceability Management

 Traceability makes it possible to trace each

requirement to design and code that
implement that requirement and test cases
that test the implementation.
 Benefits of Traceability:
 Ensures that all requirements are implemented.
 Ensures that test cases are developed for all
requirements.
 Helps in impact analysis.
Traceability Matrix

 At Infosys traceability is maintained in a

traceability matrix.
 Sample Traceability Matrix.
 Audits on Traceability Matrix.
Organization Process Definition
KPA
 OPD is a level 3 KPA
 Goals of OPD as defined by CMM are:
 A standard software process for the organization
is developed and maintained.
 Information related to the use of the organization’s
standard software process by the software
projects is collected, reviewed and made
available.
 Process Models are used to implement OPD
Process Models

 Process Models for different types of project

like development, maintenance, testing etc
are defined and used.
 Process Model divides the process into small
well defined phases.
 For each phase the input and deliverable and
the activities are clearly defined.
 The relation between the phases are also
defined.
Integrated Software Management KPA

 ISM is a KPA for level 3.

 Goals of ISM KPA are:
 The project's defined software process is tailored
version of the organization’s standard software
process.
 The project is planned and managed according to
the project's defined software process.

 Process Tailoring is used to implement ISM.

Process Tailoring

 Standard process for different types of project

like development, maintenance etc are
defined.
 Tailoring is the act of modifying the standard
organization process so that the resulting
process is better suited for achieving the
goals of the project.
 Tailoring Guidelines – permissible rules for
changing the standard process.
Process Tailoring

 Sample Tailoring Guideline

 Sample Process Tailoring document.
Quantitative Process Management KPA

 QPM is a KPA for level 4

 The Goals for QPM are:
 The quantitative process management activities
are planned.
 The process performance of the project’s defined
software process is controlled quantitatively.
 The process capability of the organization’s
standard software process is known in
quantitative terms.
Process Database and Capability
Baseline
 Quantitative Process Management KPA is
achieved using PDB and PCB.

 PDB (Process Database) consists of data

from the completed projects with each project
contributing a single data point.
 PCB (Process Capability Baseline) is derived
from PDB and contains the capability
baseline of different processes in quantitative
terms.
PDB and PCB

 The capability of a process is essentially the

range of outcomes that can be expected if
the process is followed.
 The main data that are captured in PDB and
PCB are productivity, effort, quality and
defects.
Information Flow

Project Actual
Project Estimates
- IPM
Process Artifacts
Process Data
From Closure reports

Process Database Process Assets

Analyzed Process data

Process Capability
Baseline
Defect Prevention KPA

 Defect Prevention (DP) is a Level 5 KPA.

 Goals of DP as defined by CMM are:

 Defect prevention activities are planned
 Common causes of defects are sought and
identified
 Common causes of defect are prioritized and
systematically eliminated
Defect Prevention
Evaluate
Evaluate DP
Capture Learnings

Execute
Do defect prevention

Plan
Conduct Kick - off
meeting &
Milestones for DP

Prepare Project DP Activities

Identify DP team starts from
Training Project kick off
Conclusion
 Studying the Implementation of KPA’s gives a
better understanding of the KPAs.
 This Case Study illustrates one way of
implementing KPAs as defined by CMM in
real world.
 This practical knowledge can be utilized as a
base line for defining better software process.
 This case study also illustrates the
effectiveness of CMM guidelines in improving
Quality and Productivity of an organization.
Questions