CMMI Project Status SPAWAR Systems Center San Diego 6 Nov 2000 Rick Hefner, TRW rick.hefner@trw.com (310) 812-7290
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Agenda • Project History • CMMI Structure • Comparisons with SW-CMM v1.1, SE-CMM, and EIA/IS 731_ • Assessment Methodology • Training • Transition Timelines and Strategies
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What is a CMM? • Capability Maturity Model: A reference model of mature practices in a specified discipline, used to assess a group’s capability to perform that discipline • CMMs differ by – Discipline (software, systems, acquisition, etc.) – Structure (staged versus continuous) – How Maturity is Defined (process improvement path) – How Capability is Defined (institutionalization) • “Capability Maturity Model®” and CMM® are used by the Software Engineering Institute (SEI) to denote a particular class of maturity models
Capability Maturity Model®, CMM®, CMM Integration, and CMMI are service marks and registered trademarks of Carnegie Mellon University SPAWAR Presentation - Rick Hefner
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Commonly Used CMMs Software CMM
staged
software development
System Engineering CMM
continuous
system engineering
System Engineering Capability Model
continuous
system engineering
Software Acquisition CMM
staged
software acquisition
System Security Engineering CMM
continuous
security engineering
Personal Software Process
staged
individual software development
FAA-CMM
continuous
software engineering, systems engineering, and acquisition
IPD-CMM
continuous
integrated product development
People CMM
staged
workforce
SPICE Model
continuous
software development
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What is the Problem? • • • •
Different structures, formats, terms, ways of measuring maturity Causes confusion, especially when using more than one CMM Hard to integrate them in a combined improvement program Hard to use multiple models in supplier selection Systems Engr CMM
Software CMM
IPD CMM FAA iCMM People People CMM CMM Software Acq ZZZ Security CMM Systems CMM Systems Security Engr Engr CMM CMM SPAWAR Presentation - Rick Hefner
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CMMI
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The CMMI Project • DoD sponsored collaboration between industry, Government, academia • Over 100 people involved • • • • • • • • • • • • • •
U.S. Army, Navy, Air Force Federal Aviation Administration National Security Agency Software Engineering Institute ADP, Inc. AT&T Labs BAE Boeing Computer Sciences Corporation EER Systems Ericsson Canada Ernst and Young General Dynamics Harris Corporation
• • • • • • • • • • • • •
Honeywell KPMG Litton Lockheed Martin Motorola Northrop Grumman Pacific Bell Q-Labs Raytheon Rockwell Collins Sverdrup Corporation Thomson CSF TRW
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CMMI Models
Source Models • Capability Maturity Model for Software V2, draft C (SW-CMM V2C) • EIA Interim Standard 731, System Engineering Capability Model (SECM) • Integrated Product Development Capability Maturity Model, draft V0.98 (IPD-CMM)
• Combined System Engineering / Software Engineering model – IPPD version being developed • Can be applied to: – Just the software engineering projects in an organization – Just the system engineering project in an organization – Both
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CM MI Process Areas - Staged Representation Level 5 Optimizing Level 4 Quantitatively Managed
Level 3 Defined
Level 2 Managed
Level 1 Performed
Causal Analysis and Resolution Organization Innovation & Deployment
Quantitative Project Management Organizational Process Performance
Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Risk Management Decision Analysis and Resolution Requirements Development Technical Solution Product Integration Verification Validation
Project Planning Project Monitoring and Control Configuration Management Product & Process Quality Assurance Supplier Agreement Management Measurement and Analysis Requirements Management SPAWAR Presentation - Rick Hefner
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Common Features For Each Process Area • Commitment to Perform includes practices that ensure the process is established and will endure. – Establishing organizational policies and leadership. • Ability to Perform includes practices that establish the necessary conditions for implementing the process completely. – Resources, organizational structures, and training. • Activities Performed includes practices that directly implement a process area. – Developing plans and procedures, performing work, tracking work, and taking corrective actions as necessary. • Directing Implementation includes measurement practices that are necessary to collect and analyze data related to the process. – Insight into the performance of the process. • Verification includes practices that ensure compliance with the process that has been established. – Reviews and audits. SPAWAR Presentation - Rick Hefner
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CM MI - Continuous Representation Causal Analysis and Resolution Organization Innovation & Deployment Quantitative Project Management Organizational Process Performance Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Risk Management Decision Analysis and Resolution Requirements Development Technical Solution Product Integration Verification Validation Project Planning Project Monitoring and Control Configuration Management Product & Process Quality Assurance Supplier Agreement Management Measurement and Analysis Requirements Management Level 0
Level Level Level Level Level 1 2 3 4 5
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Which Representation Should We Use? • The staged and continuous representations are equivalent but expressed in different ways – Equivalent staging defined • Staged – Specific Process Areas for each Maturity Level – Guides incremental improvement by focusing attention on the next level’s Process Areas • Continuous – Each Process Area has Capability Levels – Organizations must decide your own improvement path » What level of capability is appropriate for each Process Area based on their business needs
• Generally, you should keep the representation you started with – SW-CMM: staged; EIA 731: continuous SPAWAR Presentation - Rick Hefner
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CMMI Model Components • CMMI Models contain institutionalization (Generic) and implementation (Specific) parts: • Front matter • Process Areas that contain: – Generic and Specific Goals – Generic and Specific Practices (in Common Features in staged representation) – Subpractices
Required Expected Informative
– Notes – Discipline-specific amplifications • Glossary and model scoping guidelines
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SW-CMM v1.1 vs. CMMI Process Areas LEVEL 5 OPTIMIZING LEVEL 4 QUANTITATIVELY MANAGED
Defect Prevention Technology Change Mgmt Process Change Management
Causal Analysis and Resolution Organizational Innovation & Deployment
Quantitative Process Mgmt Software Quality Mgmt
Organizational Process Performance Quantitative Project Management
Organization Process Focus Organization Process Definition Training Program Integrated Software Mgmt
Organization Process Focus Organization Process Definition Organizational Training Integrated Project Management Risk Management Requirements Development Technical Solution Product Integration Verification Validation Decision Analysis and Resolution
Software Product Engr
LEVEL 3 DEFINED
LEVEL 2 REPEATABLE
Intergroup Coordination Peer Reviews
Requirements Management Requirements Management Software Project Planning Project Planning Software Project Tracking & Oversight Project Monitoring and Control Software Subcontract Mgmt Supplier Agreement Management Software Quality Assurance Product & Process Quality Assurance Software Configuration Mgmt Configuration Management Measurement and Analysis
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SW-CMM v1.1 vs. CMMI Common Features SW-CMM v1.1 Common Features Commitment to Perform Establish an Organizational Policy Ability to Perform Provide Resources Assign Responsibility Train People Activities Performed Plan the Process Perform the Process Monitor and Control the Process
CMMI Common Features Commitment to Perform Establish an Organizational Policy Ability to Perform Plan the Process Provide Resources Assign Responsibility Train People (Specific Practices)
Directing Implementation Collaborate with Rel. Stakeholders Manage Configurations Monitor and Control the Process Measurement & Analysis Measure the Process Analyze the Measurements Verifying Implementation Review with Org. Management Review with Project Management Objectively Verify Adherence PDF created with pdfFactory trial version www.pdffactory.com
Verifying Implementation Review with [Higher-Level] Mgt Objectively Verify Adherence
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SE-CMM and SECM (EIA/IS 731) vs. C MMI Common Features - Engineering
SE-CMM
SECM
Engineering
Technical
PA06 Understand Customer Needs and Expectations PA02 Derive and Allocate Requirements PA03 Evolve System Architecture PA01 Analyze Candidate Solutions PA05 Integrate System PA07 Verify and Validate System PA04 Integrate 2.3 Disciplines
1.1 Define Stakeholder and System Level Requirements 1.2 Define Technical Requirements 1.3 Define Solution 1.4 Assess and Select 1.5 Integrate System
CMMI Engineering Req’s Management Requirements Development Technical Solution Decision Analysis and Resolution Product Integration
1.6 Verify System
Verification
1.7 Validate System
Validation
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SE-CMM and SECM (EIA/IS 731) vs. CMMI Common Features - Project Management
SE-CMM
SECM
Project PA12 PA11
PA10 PA09 PA08
Management
2.1 Plan and Organize Plan Technical 2.2 Monitor and Effort Control Monitor and 2.3 Integrate PA04 Control Disciplines Technical Effort 2.4 Coordinate with PA18 Manage Risk Suppliers Manage 2.5 Manage Risk Configurations 2.6 Manage Data Ensure Quality 2.7 Manage Configurations L2 GP 2.8 Ensure Quality
*
*
CMMI Project Management Project Planning Project Mon and Con Supplier Agree Mgt Integrated Proj Mgt Risk Management
Support Configuration Mgt Proc and Prod QA Meas and Analysis
Not in SE-CMM
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SE-CMM and SECM (EIA/IS 731) vs. CMMI Common Features - Process Management
SE-CMM
SECM
Organization
Environment
PA13 Define Organization’s SE Process PA14 Improve Organization’s SE Process PA17 Provide Ongoing Knowledge and Skills PA15 Manage Product Line Evolution PA16 Manage SE Support Environment 2.4 PA18 Coordinate With Suppliers
3.1 Define and Improve the SE Process 3.2 Manage L4 GP Competency 3.3 Manage L4 GP Technology L5 GP 3.4 Manage SE Support Environment
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CMMI Process Management Org Process Focus Org Process Def Organizational Tng Quant Project Mgt Org Process Perf Causal An & Res Org Innovation and Deployment (IPPD Extension) Organizational Environment Integration 17
CMMI Assessment Requirements (CAR) • Similar to the current CMM Appraisal Framework (CAF) V1.0 – A guide to assessment method developers • Specifies the requirements for classes of assessment methods – Class A: Full, comprehensive assessment methods – Class B: Initial, incremental, self-assessments – Class C: Quick-look • Method developers can declare which class their method fits • Method buyers will understand the implications of the method proposed
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Standard CMMI Assessment Method for Process Improvement (SCAMPI) • A Class A Method • Similar to CBA IPI method – Led by authorized Lead Assessor – Tailorable to organization and model scope – SEI will continue to compile results • Rules of evidence have been expanded • Products: – SCAMPI Method Description • In work – Maturity questionnaire, work aids, templates – Incorporation of SECM appraisal methods – Reducing the cost of assessments SPAWAR Presentation - Rick Hefner
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CMMI Lead Assessor Program • Similar to existing SEI Lead Assessor and Lead Evaluator programs – To be administered by SEI • Will transition current SW & SE Lead Assessors – Specific requirements, steps under discussion • Lead Assessor requirements: – Introduction to CMMI Training – Assessment team experience – Advanced CMMI Training – SCAMPI Lead Assessor Training or Upgrade Training (for current Lead Assessors)
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Expectations • We have simplified the method, but… – CMMI models have more process areas and more practices than each of the individual source models • Our goal: – Assuming an organization of 3-6 projects, 6-9 team members, experienced Lead Assessor – SCAMPI assessment of all process areas through Levels 2-5 in 2-3 weeks – SCAMPI assessment of process areas through Levels 3 in 1-2 weeks
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Introduction to the CMMI Course Staged & Continuous (Separate Courses) • Introduction course will enable the participant to – Understand the importance of defined processes – Understand the rationale for process improvement – Comprehend the CMMI model – Identify ways of applying the CMMI model for process improvement
• Broad audience – Systems and software developers – Systems and software managers – Practitioners of disciplines that support systems and software – Government and industry acquirers of software-intensive systems
• Other courses in development
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CMMI Transition Plan
Development Phase • Development of CMMI products • Verification and validation of CMMI products Transition Phase • Approval of initial CMMI products for public release • Evidence of sufficient use • Transition planning to help organizations use CMMI products Sustainment Phase • Upkeep and continuous improvement of the product suite • Additional evidence of adoption and use Pilots V1.0 V0.2 Aug 1999 Aug 2000
V1.1 Aug 2001
SW-CMM, EIA 731 phased out Aug 2003 SPAWAR Presentation - Rick Hefner
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How Do I Transition My Organization? • Decide whether the staged or continuous representation is more appropriate • Decide the scope of the improvement effort – Software projects only – Systems engineering projects only – All projects • Perform an gap analysis of your current practices against the model changes from SW-CMM and/or EIA 731 – New Process Areas – New Common Features – New/different practices – Do you need a new infrastructure to cover a new discipline? – Do you want a comprehensive assessment? Informal/formal? • Set goals, develop a plan, implement the plan, assess progress SPAWAR Presentation - Rick Hefner
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Summary Organizations that are currently using SW-CMM v1.1 or EIA/IS 731 should be able to smoothly transition
http://www.sei.cmu.edu/cmmi/ • CMMI Model, SCAMPI Method Description • IPPD Model (when available) • CMMI news, presentations, articles, correspondence • FAQs (Frequently Asked Questions) • CMMI Plans and Schedules • CMMI Transition Plan
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