Cmmi Dev 2

Agenda Introduction (slides 3-16) Process Area (PA) Components (slides17-20) Tie It All Together (slides 21-35) Relationships Among PAs (slides 36-43) Using CMMI Models (slides 44-51) Generic Goals and Generic Practices (slides 52-66) CMMI v1.1 vs. CMMI-DEV v1.2 (slides 67-75)

Introduction About Capability Models Evolution of CMMI CMMI for Development (CMMI-DEV) The Scope of CMMI-DEV The Group of IPPD Additions Choosing a Representation

About Capability Models-1 Introduction

Process can: Align the way you do business. Address scalability and incorporate knowledge Leverage resources and examine business trends. Provides the infrastructure and to maximize the productivity of personnel and the use of technology Provide a vehicle for introducing and using new technology About Capability Models-2 Introduction

About Capability Models-4 SEI defined CMMs (Capability Maturity models) embody the premise: the quality of a system or product is highly influenced by the quality of the process used to develop and maintain it. Statistics from 30 organizations Who delivers the CMMI Industry: Systems Engineering Committee of the National Defense Industrial Association Government: U.S Department of Defense Academic: Software Engineering Institute,Carnegie Mellon University Introduction

Evolution of CMMI-1 Introduction

CMMI for Development (CMMI-DEV)-1 Consist of two models CMMI-DEV + IPPD CMMI-DEV Extensive reviews CMMI v0.2 Publicly review+ pilot CMMI v1.1 1,500 change requests Hundreds of comments CMMI v1.2 2,000 change requests(750) Introduction

CMMI for Development (CMMI-DEV)-2 Introduction

The Scope of CMMI-DEV Covers development and maintenance activities Aerospace, banking, computer hardware, software, defense, automobile manufacturing and telecommunications use CMMI-DEV. Contain practices Project management Process management Introduction

About Capability Models-3 Systems engineering Hardware engineering Software engineering Supporting processes IPPD practices Introduction

The Group of IPPD Additions Help to ….. Timely collaboration Connecting relevant stakeholders Throughout the life cycle Satisfy customers’ needs, expectations and requirements Introduction

Choosing a Representation-1 CMMI supports two improvement approaches （ representations ） : Continuous : capability levels Stage : maturity levels Factors in your decision Business factor Culture factor Legacy Introduction

Choosing a Representation-2 Comparison of two representations Introduction

Process Area (PA) Components-1 PA components

Tie It All Together Understanding levels Structures of the continuous and staged representation Understanding Capability Levels Understanding Maturity Levels Process Areas Generic goals and generic practices Representation comparison Equivalent Staging

Understanding levels Levels Describe an evolutionary path Are outcome of appraisal rating two improvement representations: Continuous : capability levels Stage : maturity levels To reach a level = satisfy all goals OR set of PAs Tie it all together

Continuous Representation Tie it all together

Staged Representation Tie it all together

Capability Level (CL) and Maturity level (ML) Tie it all together

Understanding Capability Levels A Capability level consists of a GG and its related GPs for a PA that can improve the organization’s processes associated with that PA. =>Capability level profile The 6 CLs: 0: Incomplete 1: Performed ＝ satisfy all SPs 2: Managed CL2 ＝ CL1+GG2 3: Defined CL3 ＝ CL2+GG3 4: Quantitatively Managed CL4 ＝ CL3+GG4 5: Optimizing CL5 ＝ CL4+GG5 Tie it all together

Understanding Maturity Levels A maturity level consists of the SP and GP associated with each predefined set of PAs =>Maturity level rating The 5 MLs: 1:Intial 2:Managed = ML 2 PAs (GG 2) 3:Defined = ML 2 PAs (GG 3) + ML 3 PA (GG 3) 4:Quantitatively Managed = ML 2, 3,4 PA (GG 3) 5:Optimizing = ML 2, 3,4,5 PA (GG 3) Tie it all together

Process Areas-1 How PAs used in two representations Tie it all together

Process Areas-2 Tie it all together 藍色表示 16 個 core PAs MA 度量與分析 PPQA 流程和產品品質保證 CM 型態管理 PP 專案規劃 PMC 專案監控 SAM 供應商協議管理 REQM 需求管理 Level 2 Managed 管理 DAR 決策分析和解決方案 IPM + IPPD 整合性專案管理 RSKM 風險管理 RD 需求發展 TS 技術解決方案 PI 產品整合 VER 驗證 VAL 確認 OPF 組織流程專注 OPD + IPPD 組織流程定義 OT 組織訓練 Level 3 Defined 定義 QPM 量化專案管理 OPP 組織流程績效 Level 4 Quantitatively 量化管理 CAR 原因分析和解決方案 OID 組織創新和推展 Level 5 Optimizing 最佳化支援 Support 專案管理 Project Management 工程 Engineering 流程管理 Process Management 類別 Category 成熟度 Maturity Level

Generic goals and generic practices Tie it all together

Representation comparison Tie it all together

Equivalent Staging-1 Capability level profile: Achievement profile: actual progress Target profile: planned process improvement objectives ※ pay attention to the dependencies between PAs and GGs Target stage: a sequence of target profiles Tie it all together

Equivalent Staging-2 Tie it all together

Equivalent Staging-3 Rule for equivalent staging: All PAs in ML 2 achieve CL 2 = ML 2 All PAs in ML 2,3 achieve CL 3 ↑ = ML 3 All PAs in ML 2,3,4 achieve CL 3 ↑ = ML 4 All PAs in ML 2,3,4,5 achieve CL 3 ↑ = ML 5 Tie it all together

Equivalent Staging-3 Tie it all together

Relationship between PAs Four categories Process management Project management Engineering Support

Basic Process Management Relationships

Advanced Process Management Relationships

Basic Project Management Relationships

Advanced Project Management Relationships

Advanced Support Relationships

Using CMMI Models Adopting CMMI Selections That Influence Your Program Using CMMI Appraisals Appraisal Requirements for CMMI (ARC) SCAMPI Appraisal Methods Appraisal Considerations

Adopting CMMI Gain senior management sponsorship Influence the organization to adopt CMMI Choose the best people to manage Monitor the process improvement effort personally Be a visible advocate and spokesperson Ensure that adequate resources are available Establish a process group Engineers Systems administrator Marketing… Begin with an improvement approach IDEAL (Initiating, Diagnosing, Establishing, Acting, Learning) Using CMMI

Selections That Influence Your Program Select the part of the organization Organization unit size Property Select the model Constellation: DEV, ACQ, SRV Addition: IPPD Select a representation Continuous or staged Which appraisal method should be used ? Which projects should be appraised ? How should training for personnel be secured ? Which personnel should be trained ? Using CMMI

Using CMMI Appraisals Why appraisal ? To determine how well the organization’s processes and identify improvement opportunities. To inform external customers and suppliers To meet the contract requirements Using CMMI

Appraisal Requirements for CMMI (ARC) Appraisals or organizations using a CMMI model must conform to the requirements defined in ARC. ARC describes the requirements for several types of appraisals : Class A,B ,C Appraisal. ARC helps improve consistency across appraisal methods. ARC helps appraisal method developers, sponsors and user understand the tradeoffs associated with various methods. Using CMMI

SCAMPI Appraisal Methods The generally accepted methods used for conducting appraisals using CMMI models. Defines rules for ensuring the consistency of appraisal rating SCAMPI family: Class A, B, C Using CMMI

Appraisal Considerations Choices that affect a CMMI-based appraisal Appraisal scope: organization unit, PAs, ML/CL Appraisal method Appraisal team members Interviewed participants Appraisal outputs Appraisal constraints Documentation: must including A description of the appraisal options Model scope Organizational scope Using CMMI

Appraisal Principles Senior management sponsorship A focus on the organization’s business objectives Confidentiality for interviewees Use of a documented appraisal method Use of a process reference model (e.g., a CMMI model) as a base A collaborative team approach A focus on actions for process improvement Using CMMI

Generic Goals and Generic Practices Process Institutionalization Generic Goals and Generic Practices PAs that Support GP

Process Institutionalization-1 Process institutionalization: the process is ingrained in the way the work is performed and there is commitment and consistency to performing the process. GG and Process Name GG and GP

Process Institutionalization-2 Performed Process: To achieve all SG in that PA Managed Process is a performed process is planned and executed in accordance with policy employs skilled people who have adequate resources to produce controlled outputs involves relevant stakeholders is monitored, controlled, and reviewed is evaluated for adherence to its process description. GG and GP

Process Institutionalization-3 Defined Process-1 is a managed process that is tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines has a maintained process description contributes work products, measures, and other process improvement information to the organizational process assets. GG and GP

Process Institutionalization-4 Defined Process-2 Must clearly states Purpose Inputs Entry criteria Activities Roles Measures Verification steps Outputs Exit criteria GG and GP

Process Institutionalization-5 Quantitatively Managed Process is a defined process that is controlled using statistical and other quantitative techniques. The product quality, service quality, and process-performance attributes are measurable and controlled throughout the project. Quantitative objectives are established GG and GP

Process Institutionalization-6 Optimizing Process is a quantitatively managed process that is changed and adapted to meet relevant current and projected business objectives. An optimizing process focuses on continually improving process performance through both incremental and innovative technological improvements. GG and GP

Process Institutionalization-7 Relationship among Process Institutionalizaton A managed process must be a performed process. A defined process must be a managed process. A quantitatively managed process must be a defined process. An optimizing process must be quantitatively managed process. GG and GP

Generic Goals and Generic Practices GG and GP GG 1 ACHIEVE SPECIFIC GOALS. GP 1.1 PERFORM SPECIFIC PRACTICES. GG 2 INSTITUTIONALIZE A MANAGED PROCESS. GP 2.1 ESTABLISH AN ORGANIZATIONAL POLICY. GP 2.2 PLAN THE PROCESS. GP 2.3 PROVIDE RESOURCES. GP 2.4 ASSIGN RESPONSIBILITY. GP 2.5 TRAIN PEOPLE. GP 2.6 MANAGE CONFIGURATIONS. GP 2.7 IDENTIFY AND INVOLVE RELEVANT STAKEHLODERS. GP 2.8 MONITOR AND CONTROL THE PROCESS. GP 2.9 OBJECTIVELY EVALUATE ADHERENCE. GP 2.10 REVIEW STATUS WITH HIGHER LEVEL MANAGEMENT . GG 3 INSTITUTIONALIZE A DEFINED PROCESS. GP 3.1 ESTABLISH A DEFINED PROCESS. GP 3.2 COLLECT IMPROVEMENT INFORMATION. GG 4 INSTITUTIONALIZE A QUANTITATIVELY MANAGED PROCESS. GP 4.1 ESTABLISH QUANTITATIVE OBJECTIVES FOR THE PROCESS. GP 4.2 STABLIZE SUBPROCESS PREFORMANCE . GG 5 INSTITUTIONALIZE AN OPTIMIZING PROCESS. GP 5.1 ENSURE CONTINUOUS PROCESS IMPROVEMENT. GP 5.2 CORRECT ROOT CAUSES OF PROBLEMS.

PAs that Support GP-1 GG and GP Configuration Management: GP 2.6 Manage Configurations Organizational Training: Project Planning: SP 2.5, “Plan for knowledge and skills needed to perform the project,” GP 2.5 Train People Project Planning: SP 2.4, “Plan for necessary resources to perform the project,” GP 2.3 Provide Resources GP 2.4 Assign Responsibility Project Planning: GP 2.2 Plan the Process Roles of Process Areas in Implementation of the Generic Practice Generic Practice

PAs that Support GP-2 GG and GP Process and Product Quality Assurance: GP 2.9 Objectively Evaluate Adherence Project Monitoring and Control: Measurement and Analysis: GP 2.8 Monitor and Control the Process Project Planning: SP 2.6,“Plan Stakeholder Involvement, Project Monitoring and Control: SP 1.5, “Monitor Stakeholder Involvement,” Integrated Project Management: SP 2.1,“Manage Stakeholder Involvement,” GP 2.7 Identify and Involve Relevant Stakeholders

PAs that Support GP-3 GG and GP Integrated Project Management: SP 1.1, “Establish and maintain the project’s defined process from project startup through the life of the project,” Organizational Process Definition: GP 3.1 Establish a Defined Process Project Monitoring and Control: SP 1.6, “Conduct Progress Reviews,” SP 1.7,“Conduct Milestone Reviews,” GP 2.10 Review Status with Higher Level Management

PAs that Support GP-4 GG and GP Integrated Project Management: SP 1.6, “Contribute work products, measures, and documented experiences to the organizational process assets,” Organizational Process Focus: SP 3.4, “Incorporate process-related work products, measures, and improvement information derived from planning and performing the process into the organizational process assets,” Organizational Process Definition: GP 3.2 Collect Improvement Information

PAs that Support GP-5 GG and GP Quantitative Project Management: SP 1.1, “Establish and maintain the project’s quality and process- performance objectives,” Organizational Process Performance: SP 1.3, “Establish and maintain quantitative objectives for quality and process performance for the organization,” GP 4.1 Establish Quantitative Objectives for the Process

PAs that Support GP-6 GG and GP Causal Analysis and Resolution: GP 5.2 Correct Root Causes of Problems Organizational Innovation and Deployment: GP 5.1 Ensure Continuous Process Improvement Quantitative Project Management: SG 2, “Statistically Manage Subprocess Performance,” Organizational Process Performance: GP 4.2 Stabilize Subprocess Performance

CMMI v1.1 vs. CMMI-DEV v1.2 Main changes Models Combinations IPPD changes Other changes CMMI V1.1 CMMI V1.2 CMMI-ACQ (Preliminary)

Model structure-1 V1.1 vs. V1.2

Model structure-2 V1.1 vs. V1.2

Other changes Supplier Sourcing was eliminated ISM was eliminated OEI move to OPD IT move to IPM 25 PAs in CMMI V1.1 22 PAs in CMMI-DEV V1.2 V1.1 vs. V1.2

CMMI V1.1 V1.1 vs. V1.2 藍色 :16 個 core PAs 綠色 : 在 V1.2 中已納入其他 PAs 藍色 + 底線 : 因應 IPPD 所修改的 PA MA 度量與分析 PPQA 流程和產品品質保證 CM 型態管理 PP 專案規劃 PMC 專案監控 SAM 供應商協議管理 REQM 需求管理 Level 2 Managed 管理 DAR 決策分析和解決方案 OEI 組織環境整合 IPM for IPPD 整合性專案管理 RSKM 風險管理 IT 整合性團隊 ISM 整合性供應商管理 RD 需求發展 TS 技術解決方案 PI 產品整合 VER 驗證 VAL 確認 OPF 組織流程專注 OPD 組織流程定義 OT 組織訓練 Level 3 Defined 定義 QPM 量化專案管理 OPP 組織流程績效 Level 4 Quantitatively 量化管理 CAR 原因分析和解決方案 OID 組織創新和推展 Level 5 Optimizing 最佳化支援 ● Support 專案管理 ◥ Project Management 工程 ▓ Engineering 流程管理 ★ Process Management 類別 Category 成熟度 Maturity Level

CMMI V1.2 V1.1 vs. V1.2 藍色 :16 個 core PAs MA 度量與分析 PPQA 流程和產品品質保證 CM 型態管理 PP 專案規劃 PMC 專案監控 SAM 供應商協議管理 REQM 需求管理 Level 2 Managed 管理 DAR 決策分析和解決方案 IPM + IPPD 整合性專案管理 RSKM 風險管理 RD 需求發展 TS 技術解決方案 PI 產品整合 VER 驗證 VAL 確認 OPF 組織流程專注 OPD + IPPD 組織流程定義 OT 組織訓練 Level 3 Defined 定義 QPM 量化專案管理 OPP 組織流程績效 Level 4 Quantitatively 量化管理 CAR 原因分析和解決方案 OID 組織創新和推展 Level 5 Optimizing 最佳化支援 ● Support 專案管理 ◥ Project Management 工程 ▓ Engineering 流程管理 ★ Process Management 類別 Category 成熟度 Maturity Level

CMMI-ACQ (Preliminary) V1.1 vs. V1.2 藍色 : 在 CMMI v1.1 的 PAs/16 個 core PAs 黑色 : 修改 CMMI v1.1 工程類的 PAs 紅色 : 新增的 PAs MA 度量與分析 PPQA 流程和產品品質保證 CM 型態管理 PP 專案管理 PMC 專案監控 REQM 需求管理 AM 採購管理 SSAD 徵求需求規格書與合約發展 Level 2 Managed 管理 DAR 決策分析和解決方案 IPM 整合性專案管理 RSKM 風險管理 ARD 採購需求發展 ATS 採購技術解決方案 AVER 採購驗證 AVAL 採購確認 OPF 組織流程專注 OPD 組織流程定義 OT 組織訓練 Level 3 Defined 定義 QPM 量化專案管理 OPP 組織流程績效 Level 4 Quantitatively 量化管理 CAR 原因分析和解決方案 OID 組織創新和推展 Level 5 Optimizing 最佳化支援 ● Support 專案管理 ◥ Project Management 購採 ▓ Acquisition 流程管理 ★ Process Management 類別 Category 成熟度 Maturity Level

Reference Sources CMMI for Development V1.2 http://www.sei.cmu.edu/cmmi/models/CMMI-DEV-v1.2.doc CMMI Version 1.2 Model Changes http://www.sei.cmu.edu/cmmi/adoption/pdf/v12-model-changes.pdf CMMI V1.1 http://www.sei.cmu.edu/publications/documents/02.reports/02tr012.html Adapting CMMI for Acquisition Organizations : A Preliminary Report http://www.sei.cmu.edu/pub/documents/06.reports/pdf/06sr005.pdf CMMI V1.2 Overview http://www.sei.cmu.edu/cmmi/adoption/pdf/cmmi-overview06.pdf

Cmmi Dev 2

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Cmmi Dev 2