CMMI PROJECT MANAGEMENT

Hajra Zareen
Introduction
 CMMI (Capability Maturity Model Integration) is a proven
industry framework to improve product quality and
development efficiency for both hardware and software

 CMMI is an acronym for Capability Maturity Model

Integration.
 Sponsored by US Department of Defence in cooperation
with Carnegie Mellon University and the Software
Engineering Institute (SEI)
What is CMMI?
 Approach used by organizations TO IMPROVE.
 CMMI is a collection of BEST PRACTICES.
 Over 100 organizations formally assisted in its development, including NASA,
Motorola, Ericcson
 The CMMI describes WHAT to do, not HOW to do it.
 Organizations need to determine How to apply the best practices of the CMMI to
how the organization works in order to improve how stuff gets done.
 There is a wide range of freedom in how an organization decides to embrace the
CMMI. You can –
 Go slow or fast
 Choose the areas you need to focus on
 Choose the appraisal mode you are comfortable with (SCAMPI - A,B,C, High
Maturity)
The Capability Maturity Model Integration (CMMI)

 Model Focus
 Project management
 Engineering
 Organization process
 Support activities
The Capability Maturity Model Integration (CMMI)
 Two representations –
 Continuous
 Staged
 Four Disciplines –
 Systems Engineering )SE(
 Software Engineering )SW(
 Integrated Product and Process Development (IPPD(
 Supplier Sourcing (SS)
The Staged Representation
5 Maturity levels Staged
 Every level includes a number of process
areas
 Every level is the foundation of the next
level
 Every process area consists of number of
generic and specific goals
 It is required to achieve all goals of all
process areas in a specific level and the
lower levels in order to be in a specific
level
 Every process area includes common
features and practices
The Continuous Representation
5 capability levels for every process area Process Area Capability
 Every level is characterized
by a set of generic practices
 It is possible to achieve
different capability levels on
different process areas
 There is no grouping of
process areas – the
organization chooses the
process areas according to its
business needs and goals
PA PA PA
The Capabilities Maturity Levels
 Optimizing

5 Focus on process
improvement

Quantitatively
Managed
4 Process measured
and controlled

Defined
3 Process characterized for the
organization and is proactive

Managed
2 Process characterized for
projects and is often reactive

Performed
1 Process unpredictable, poorly
controlled and
reactive
Connection between the Maturity and
Capability levels
Structure of the CMMI Staged
Representation
Maturity Level

Process Area Process Area Process Area

Generic Goals Specific Goals

Generic
Specific Practices
Practices
Generic Practices
Level 2 Level 3
 GP 2.1 Establish an Organizational Policy
 GP 2.2 Plan the Process
GP 3.1 Establish a defined
 GP 2.3 Provide Resources process
 GP 2.4 Assign Responsibility GP 3.2 Collect improvement
 GP 2.5 Train People information
 GP 2.6 Manage Configurations
 GP 2.7 Identify and Involve Relevant
Stakeholders
 GP 2.8 Monitor and Control the Process
 GP 2.9 Objectively Evaluate Adherence
 GP 2.10 Review Status with Higher Level
Management
Why to Choose the Model?
Flexible – Processes are defined according to business
goals, product characteristics
Modular – divided into process areas and levels
Scaleable – it is possible to use the model for project
with different sizes
Comprehensive - integrates management and
engineering issues
Road Map – it possible to use the staged model or the
continuous model
The CMMI vs. PMBOK
CMMI
 Integrates project
management and engineering
practices
 Deals with organizational and
single project practices
 Divided into maturity levels
and process areas
 Fits system development
projects
PMBOK
 Focus on project management
 Deals mainly on a single
project practices
 Divided into knowledge areas
and management areas
 Includes human resources
management processes
 Fits different types of projects
CMMI’s Project Management Process Areas
Project Management Process Areas
 Level 2 – Basic Project Management
 Project planning
 Project monitoring and control
 Supplier Agreement Management
 Level 3 – Process Standardization
 Integrated Project Management
 Risk Management
 Integrated Teaming (IPPD)
 Integrated Supplier Management (SS)
 Level 4 – Quantitative Management
 Quantitative Project management
Generic Practices
 Level 2 – Managed process
 GP 2.2 Plan the Process
 GP 2.3 Provide Resources
 GP 2.4 Assign Responsibility
 GP 2.7 Identify and Involve Relevant
Stakeholders
 GP 2.8 Monitor and Control the Process
 GP 2.10 Review Status with Higher Level
Management
Basic Project Management PAs Status, issues, results
of process and
PMC product evaluations;
Corrective measures and analyses
action
Corrective action
What
Replan To Monitor

Status, What To Build

issues, PP What To Do
results
of progress Engineering
and milestone and Support
reviews process areas

Plans

Measurement needs
SAM
Supplier
agreement
Product component requirements
Technical issues
Completed product components
Supplier Acceptance reviews and tests
Project Planning
Purpose:
Establish and maintain plans that define
project activities.
Planning Data

Develop a Project Plan

Establish Plan Plan for

the Budget Identify for Data Project
and Project Risks Management Resources
Schedule

Plan Establish Plan for

Stakeholder the Project Needed
Involvement Plan Knowledge
and Skills

Project Plans
Project Monitoring and Control
Purpose:
Provide understanding into the project’s progress
so that appropriate corrective actions can be taken
when the project’s performance deviates
significantly from
the plan.
 Manage
Monitor Project Against Plans Corrective Actions
to Closure

Monitor
Monitor Monitor Conduct
Project
Project Stakeholder Milestone Analyze
Planning
Risks Involvement Reviews Issues
Parameters

Monitor Conduct Take

Monitor Data Corrective
progress
Commitments Management Actions
Reviews

Manage
Corrective
Actions
PP Project Plans
Supplier Agreement Management
Purpose:
Manage the acquisition of products from suppliers for
which there exists a formal agreement.
 Risk exposure due to
Process Performance
Objectives, Baselines, Models unstable processes

Statistical Mgmt Data QPM

subprocesses for
quantitative mgmt.
Organization’s Std. Identified risks
Processes
RSKM
Lessons IPM Coordination & collaboration; Shared
Learned, vision & IT structure
Performance
Process Data Risk
Management Taxonomies
process areas IT mgmt for & Parameters,
Project’s engineering IT Status,
Defined processes; Mitigation,
Process and
Corrective Action
Coordination,
Engineering & commitments,
Support issues; Product
Architecture
process areas for Structuring
Integrated
Teams
work Basic Project
environment Management
people &
practices
process areas
Integrated Project Management

Purpose:
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.
 Use the Project’s Defined Process Coordinate with
Defined Relevant
Process Stakeholders
Use Org
Establish Based
Proc Assets
the Project’s Integrate Project Plan
for Planning Manage
OPD Defined Plans
Project Stakeholder
Process Activities Involvement
Agendas and
Schedules for
Collaborative
Project’s Activities
• Estimates and Measures Defined
• Documentation Process
• Lessons Learned Manage
Dependencies
Documented
Critical
Dependencies
Manage
Project Using Contribute
Integrated to Org
Plans Process Resolve
Assets Other Project Coordination
& Org Functions Documented Issues
Technical
Issues
Integrated Supplier Management
Purpose:

Proactively identify sources of products that may be used

to satisfy the project’s requirements and to manage
selected suppliers while maintaining a cooperative
project-supplier relationship.
Risk Management

Purpose:
 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.
Quantitative Project Management

Purpose:
Quantitatively manage the project’s defined process to
achieve the project’s established quality and process-
performance objectives.
Summary
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Risk Management
Integrated Project Management
Integrated Supplier Management (SS)
Quantitative Project Management
Using the CMMI
Where is the Model Being Used?

Worldwide used for defense and commercial

companies
Fits large and small companies
In Israel the model was adopted by large companies
e.g. IAI, Rafael, Elbit, Motorola, and small companies
e.g. Surf, Marvell and other
How the Model is Being Used?

Preliminary assessment
Planning of the improvement
program
Development of process assets
Deployment of the process assets
Assessment
Advantages and Disadvantages
Advantages Disadvantages
1. Culture for maintaining Quality in projects starts in the mind
of the junior programmers to the senior programmers and
1. CMMI-DEV is may not be suitable for
project managers every organization.
2. Centralized QMS for implementation in projects to ensure
uniformity in the documentation which means less learning
2. It may add overhead in terms of
cycle for new resources, better management of project documentation.
status and health
3. Incorporation of Software Engineering Best Practices in the
3. May require additional resources and
Organizations as described in CMMI Model knowledge required in smaller
4. Cost saving in terms of lesser effort due to less defects and organizations to initiate CMMI-based
less rework process improvement.
5. This also results in increased Productivity
4. May require a considerable amount of
On-Time Deliveries
6.
time and effort for implementation.
7. Increased Customer Satisfaction
8. Overall increased Return on Investment 5. Require a major shift in organizational
culture and attitude.
References
CMMI Guidelines for Process Integration and Product Improvement,
Mary Beth Chrissis, Mike Konrad, Sandy Shrum, Addison Wesley,
2003
CMMI® V1.1 Tutorial, 2003
A guide to the Project Management Body of Knowledge (PMBOK
Guide), PMI, 2000
Demonstrating the Impact and Benefits of CMMI®: An Update and
Preliminary Results, Dennis R. Goldenson, Diane L. Gibson,
CMU/SEI-2003-SR-009
Thank You!!!