CMMI for Development Workshop

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The three-day course, "Introduction to CMMI", introduces participants to the
fundamental concepts of the CMMI model. The course assists companies in
integrating best practices from proven discipline-specific process
improvement models, including systems engineering, software engineering,
integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample
opportunity for participant questions and discussions. After attending the
course, participants will be able to describe the components of CMMI,
discuss the process areas in CMMI, and locate relevant information in the
model.
The workshop will help the participants to:
• Understand the CMMI framework
• Understand the detailed requirements of the process areas in the CMMI
V1.3
• Make valid judgments regarding the organization's implementation of
process areas
• Identify issues that should be addressed in performing process
improvements using the CMMI V1.3
CMMI Workshop

Agenda
 Module 1: CMMI Basics
 Module 2: Maturity Level 2 Process Areas
 Module 6: CMMI Appraisal Requirements and
Method

The Process Management Premise
The quality of a system is largely governed by the quality of
the process used to develop and maintain it.
This premise implies focus on process as well as product.
This is the basis of the CMMI framework

A Definition of Process
The means by which people, procedures, methods,
equipment, and tools are integrated to produce a
desired end result.
8
B
People
with skills,
training, and
motivation
Tools and
equipment
A
C
D
Procedures and methods
defining the relationship
or tasks
PROCESS

A Definition of Process
 A collection of sequences of independent or linked procedures which
use the resources to convert input to output.
 Difference between Project and Process.
 Examples for Process:
- Training Session
- Delivering Service
- Packaging a product
- Coding application

Why Process ?
CMMI’s Process Definition: A set of interrelated activities, which
transform inputs into outputs, to achieve a given purpose.

Process Improvements
Process improvement is an aspect of organization development (OD) in which a
series of actions are taken by a process owner to identify, analyse and improve
existing business processes within an organization to meet new goals and
objectives such as increasing profits and performance, reducing costs and
accelerating schedules.
Assess
Propose
ImplementMeasure
Sustain
 Process Owner
 Process Practitioner
 What is the outcome f PI ?

“In God we trust all others bring
data.”
- W Edwards Deming
Process Improvements premise
Process Improvements should be done to
help the business not for its own sake.
The quality of a system is highly influenced by the quality of the
processes used to acquire, develop and maintain it.

What is CMMI?
CMMI >> Capability Maturity Model Integration (CMMI) is a process
improvement training and appraisal program and service administered
and marketed by Carnegie Mellon University and required by
many DOD and U.S. Government contracts, especially software
development.
http://cmmiinstitute.com/
http://www.sei.cmu.edu/
http://www.secc.org.eg/

What is CMMI?
Capability Maturity Model (Integration) (CMM / CMMI) is a methodology
developed by the Software Engineering Institute (SEI) on Carnegie Mellon
University in 1991 (the 1st version). It was created as the grant of Ministry
of Defense for their projects It is focused on definition, standardization
and continuous improvement of development processes.
First version of CMM v1.0 was divided
SW-CMM (software development)
SE-CMM (system engineering)
P-CMM (people management)
SA-CMM (software acquisition)
in 2002, SEI integrated other models (like SPICE=ISO 15 504) into
new version – CMMI v1.1
SW-CMMI (software development)
SE-CMMI (system engineering)
in 2006, SEI released the newest version (1.2) and integrated part
of the parts into one CMMI

CMMI Version 1.3 is the most
recent release to the public
of CMMI

It is de-facto American standard
50% of CMM/CMMI certifications are from USA
it is a must for government projects
Japan companies have strong focus on quality
30% of CMM/CMMI certifications are from Japan
India became the software “factory”
10% of CMM/CMMI certifications are from India
Situation in Europe is slightly specific
European companies use ISO certifications
software development have no strong tradition as it has in US
Egypt >> 57 Companies
Saudi Arabia >> 19 Companies
What is CMMI?

CMMI for Process Improvements
For process improvement activities CMMI can be used as a:
• Collection of best practices
• Framework for organising and prioritizing activities
• Support for the coordination of multi-disciplined activities might
be required to successfully build a product
• Means to align process improvement objectives with
organizational business objectives

CMMI based Process Improvements benefits

CMMI – Pros
• CMMI increases the probability of success
• It helps with using best experiences
• It has defined processes
• It is considered a Competitive Advantage in your Portfolio and to
market your business.
• It prevents from
– delays
– underestimations
– financial problem
• It brings INTEGRATION
- It achieves CUSTOMER SATISFACTION

CMMI – Cons
• CMMI is convenient for big projects
• It brings “paper work”

CMMI Models
CMMI currently addresses three areas of interest:
Product and service development — CMMI for Development (CMMI-DEV),
Service establishment, management, — CMMI for Services (CMMI-SVC),
Product and service acquisition — CMMI for Acquisition (CMMI-ACQ).

CMMI for Development
CMMI for Development is a reference model that covers activities for
developing both products and services.
Organizations from many industries, including aerospace, banking, computer
hardware, software, defence, automobile manufacturing, and
telecommunications, use CMMI for Development.
CMMI for Development contains practices that cover project management,
process management, systems engineering, hardware engineering, software
engineering, and other supporting processes used in development and
maintenance.

CMMI for Development – Documentation structure

CMMI Representation Types
 CMMI means evolution and improvement
 Evolution could be performed
- Continuously
- In steps (staged)
 Continuous CMMI – develop yourself in ALL areas of lifecycle,
 step by step Staged CMMI – choose parts of life-cycle (e.g. project
planning) and develop yourself ONLY in these areas, but completely
Staged
Continuous

CMMI Levels
CMMI Levels
Capability Levels Maturity Levels
 What CMMI Level means:

CMMI Levels
Capability Levels Versus Maturity Levels
The continuous representation consists of capability levels, while the
staged representation consists of maturity levels. The main difference
between these two types of levels is the representation they belong to and
how they are applied:
* Capability levels, which belong to a continuous representation, apply to
an organization’s process-improvement achievement in individual process
areas. There are six capability levels, numbered 0 through 5.
* Maturity levels, which belong to a staged representation, apply to an
organization’s overall process-improvement achievement using the model.
There are five maturity levels, numbered 1 through 5.

1
2
3
4
5
Process unpredictable,
poorly controlled, and
reactive
Process characterized for
projects and is often
reactive
Process characterized
for the organization and
is proactive
Process measured
and controlled
Focus on continuous
process improvement
Optimizing
Quantitatively
Managed
Defined
Initial
Managed
Optimizing
Defined
The Maturity levels
The five maturity levels, each a layer in the foundation for on going
process improvement, are designated by the numbers 1 through 5:

Process Areas
 A Process Area is a cluster of related practices in an area that, when
implemented collectively, satisfy a set of goals considered important
for making significant improvement in that area. All CMMI process
areas are common to both continuous and staged representations.
 Every level has several PA (process areas)
– Level 2 – 7 areas
 The CMMI Process Areas (PAs) can be grouped into the following
four categories to understand their interactions and links with one
another regardless of their defined level:
 Process Management
 Project Management
 Engineering
 Support

Process Areas – Groups
Engineering Project Management
 Requirements Development
 Technical Solution
 Product Integration
 Verification
 Validation
 Project Planning
 Requirements Management
 Risk Management
 Integrated Project Management
 Project Monitoring and Control
 Quantitative Project Management
 Supplier Agreement Management
Support Process
 Configuration Management
 Measurement and Analysis
 Process and Product Quality
Assurance
 Decision Analysis and Resolution
 Causal Analysis and Resolution
 Organizational Process Definition
 Organizational Process Focus
 Organizational Training
 Organizational Process Performance
 Organizational Performance
Management

CMMI-Dev V1.3 Levels of Maturity
Productivity
QualityOrganizational Performance Management
Causal Analysis and Resolution5 Optimizing
4 Quantitatively
Managed
3 Defined
2 Managed
Continuous
Process
Improvement
Quantitative
Management
Process
Standardization
Basic
Project
Management
Organizational Process Performance
Quantitative Project Management
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Organizational Process Focus
Organizational Process Definition
Organizational Training
Integrated Project Management
Risk Management
Decision Analysis and Resolution
Requirements Management
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Measurement and Analysis
Process and Product Quality Assurance
Configuration Management
Risk
Rework
1 Initial
Process Areas Including IPPDLevel Focus Productivity
Quality

• Fulfillment of goals is MANDATORY
• Fulfillment of practices in RECOMMENDED

Productivity
QualityOrganizational Performance Management
Causal Analysis and Resolution5 Optimizing
4 Quantitatively
Managed
3 Defined
2 Managed
Continuous
Process
Improvement
Quantitative
Management
Process
Standardization
Basic
Project
Management
Organizational Process Performance
Quantitative Project Management
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Organizational Process Focus
Organizational Process Definition
Organizational Training
Integrated Project Management
Risk Management
Decision Analysis and Resolution
Project Planning
Supplier Agreement Management
Measurement and Analysis
Process and Product Quality Assurance
Configuration Management
Risk
Rework
1 Initial
Process Areas Including IPPDLevel Focus Productivity
Quality
Work performed in
an ad hoc fashion
Work planned and tracked
(reactively managed)
CMMI-Dev V1.3 Levels of Maturity Overview

Purpose: to manage requirements of the project’s products and
product components and to ensure alignment between those
requirements and the project’s plans and work products.
• Maintain a current and approved set of requirements over the life of
the project
• Managing all changes to requirements
• Maintaining relationships among requirements, project plans, and
work products
• Ensuring alignment among requirements, project plans, and work
products
• Taking corrective action

Key Terms
Bidirectional traceability: An association among two or more logical entities that is discernible in either
direction (i.e., to and from an entity).
Requirements management: The management of all requirements received by or generated by the project or
work group, including both technical and nontechnical requirements as well as those requirements levied on
the project or work group by the organization.
Requirements traceability: A discernible association between requirements and related requirements,
implementations, and verifications.

Requirements Management – Specific Practices
SG 1 Manage Requirements
SP 1.1 Understand Requirements
SP 1.2 Obtain Commitment to Requirements
SP 1.3 Manage Requirements Changes
SP 1.4 Maintain Bidirectional Traceability of Requirements
SP 1.5 Ensure Alignment Between Project Work and Requirements
“Requirements are managed and inconsistencies with project
plans and work products are identified.”

SP 1.1 Understand Requirements
1. Establish criteria for distinguishing appropriate requirements providers.
2. Establish objective criteria for the evaluation and acceptance of requirements.
3. Analyse requirements to ensure that established criteria are met.
4. Reach an understanding of requirements with requirements providers so that project participants can
commit to them.
Sub-practices::
“Develop an understanding with the requirements providers on the
meaning of the requirements”

SP 1.2 Obtain Commitment to Requirements
1. Assess the impact of requirements on existing commitments.
2. Negotiate and record commitments.
Sub-practices::
“Obtain commitment to requirements from project participants.”

SP 1.3 Manage Requirements Changes
1. Document all requirements and requirements changes that are given to or generated by the project.
2. Maintain a requirements change history, including the rationale for changes.
3. Evaluate the impact of requirement changes from the standpoint of relevant stakeholders.
4. Make requirements and change data available to the project.
Sub-practices::
“Manage changes to requirements as they evolve during the project.”

SP 1.4 Maintain Bi-directional Traceability of Requirements
1. Maintain requirements traceability to ensure that the source of lower level (i.e., derived) requirements
is documented.
2. Maintain requirements traceability from a requirement to its derived requirements and allocation to
work products.
3. Generate a requirements traceability matrix.
Sub-practices::
“Maintain bidirectional traceability among requirements and work products.”

SP 1.5 Ensure Alignment Between Project Work and Requirements
1. Review project plans, activities, and work products for consistency with requirements and changes
made to them.
2. Identify the source of the inconsistency (if any).
3. Identify any changes that should be made to plans and work products resulting from changes to the
requirements baseline.
4. Initiate any necessary corrective actions.
Sub-practices::
“Ensure that project plans and work products remain aligned with
requirements.”

Typical Requirements Traceability Matrix

Project Planning
Purpose: to establish and maintain plans that define project activities.
Developing the project plan
Interacting with relevant stakeholders appropriately
Getting commitment to the plan
Maintaining the plan

Project Planning - Specific Goals & Practices
SG 1 Establish Estimates
SP 1.1 Estimate the Scope of the Project
SP 1.2 Establish Estimates of Work Product and Task Attributes
SP 1.3 Define Project Lifecycle Phases
SP 1.4 Estimate Effort and Cost
SG 2 Develop a Project Plan
SP 2.1 Establish the Budget and Schedule
SP 2.2 Identify Project Risks
SP 2.3 Plan Data Management
SP 2.4 Plan the Project’s Resources
SP 2.5 Plan Needed Knowledge and Skills
SP 2.6 Plan Stakeholder Involvement
SP 2.7 Establish the Project Plan
SG 3 Obtain Commitment to the Plan
SP 3.1 Review Plans That Affect the Project
SP 3.2 Reconcile Work and Resource Levels
SP 3.3 Obtain Plan Commitment

SP 1.1 Estimate the Scope of the Project
Establish a top-level work breakdown structure (WBS) to estimate the
scope of the project.
Sub-practices:
1. Develop a WBS.
2. Define the work packages in sufficient detail so that estimates of project tasks, responsibilities, and
schedule can be specified.
3. Identify products and product components to be externally acquired.
4. Identify work products to be reused.

WBS Example
The WBS can be built according to the phase or functional lines.
non-developmental items

SP 1.2 Establish Estimates of Work Product and Task Attributes
Establish and maintain estimates of work product and task
attributes.
Sub-practices:
1. Determine the technical approach for the project.
2. Use appropriate methods to determine the attributes of the work products and tasks to be
used to estimate resource requirements.
3. Estimate the attributes of work products and tasks.

Define project lifecycle phases on which to scope the planning effort.
Often the type of lifecycle that will be used is identified by the project team, then
the tasks to be conducted in the phase are documented

Models of SDLC – what is the best ?
Waterfall Model
V-Model,
Rapid Application Development,
Incremental/Iterative
Spiral Model
RAD (rapid application development) is a
concept that products can be developed
faster and of higher quality through:
• Gathering requirements using
workshops or focus groups
• Prototyping and early, reiterative user
testing of designs
• The re-use of software components
• A rigidly paced schedule that defers
design improvements to the next product
version
• Less formality in reviews and other team
communication
Incremental/Iterative
Construct a partial
implementation of a
total system
Then slowly add
increased
functionality

Estimate the project’s effort and cost for work products and tasks based
on estimation rationale.
Sub-practices:
1. Collect models or historical data to be used to transform the
attributes of work products and tasks into estimates of labour
hours and costs.
2. Include supporting infrastructure needs when estimating effort and
cost.
3. Estimate effort and cost using models, historical data, or a
combination of both.
SP 1.4 Estimate Effort and Cost

Examples of effort and cost inputs used for estimating typically include the following:
• Estimates provided by an expert or group of experts (e.g., Delphi method, Extreme Programming’s Planning Game)
• Risks, including the extent to which the effort is unprecedented
• Critical competencies and roles needed to perform the work
• Travel
• WBS
• Selected project lifecycle model and processes
• Lifecycle cost estimates
• Skill levels of managers and staff needed to perform the work
• Knowledge, skill, and training needs
• Direct labor and overhead
• Service agreements for call centers and warranty work
• Level of security required for tasks, work products, hardware, software, staff, and work environment
• Facilities needed (e.g., office and meeting space and workstations)
• Product and product component requirements
• Size estimates of work products, tasks, and anticipated changes
• Cost of externally acquired products
• Capability of manufacturing processes
• Engineering facilities needed
• Capability of tools provided in engineering environment
• Technical approach
Effort and Cost Inputs

Establish and maintain the project’s budget and schedule.
Sub-practices:
1. Identify major milestones.
2. Identify schedule assumptions.
3. Identify constraints.
4. Identify task dependencies.
5. Establish and maintain the budget and schedule.
6. Establish corrective action criteria. .
SP 2.1 Establish the Budget and Schedule

SP 2.2 Identify Project Risks
Identify and analyze project risks.
Sub-practices:
1. Identify risks.
2. Document risks.
3. Review and obtain agreement with
relevant stakeholders on the
completeness and correctness of
documented risks.
4. Revise risks as appropriate.

SP 2.3 Plan Data Management
Plan for the management of project data.
Sub-practices:
1. Establish requirements and procedures to ensure privacy and the security of data.
2. Establish a mechanism to archive data and to access archived data.
3. Determine the project data to be identified, collected, and distributed.
4. Determine the requirements for providing access to and distribution of data to relevant
stakeholders.
5. Decide which project data and plans require version control or other levels of configuration
control and establish mechanisms to ensure project data are controlled. .

SP 2.4 Plan the Project’s Resources
Plan for resources to perform the project.
Sub-practices:
1. Determine process requirements.
2. Determine communication requirements.
3. Determine staffing requirements.
4. Determine facility, equipment, and component requirements.
5. Determine other continuing resource requirements.

Plan for knowledge and skills needed to perform the project.
Sub-practices:
1. Identify the knowledge and skills
needed to perform the project.
2. Assess the knowledge and skills
available.
3. Select mechanisms for providing
needed knowledge and skills.
4. Incorporate selected mechanisms into
the project plan.
SP 2.5 Plan Needed Knowledge and Skills

Plan the involvement of identified stakeholders.
Sub-practices:
1. Monitor corrective actions for their completion.
2. Analyse results of corrective actions to determine the effectiveness of the corrective actions.
3. Determine and document appropriate actions to correct deviations from planned results from performing
corrective actions. .
SP 2.6 Plan Stakeholder Involvement

Establish and maintain the overall project plan.
Sub-practices:
1. Monitor corrective actions for their
completion.
2. Analyze results of corrective actions to
determine the effectiveness of the corrective
actions.
3. Determine and document appropriate
actions to correct deviations from planned
results from performing corrective actions. .
SP 2.7 Establish the Project Plan

Review all plans that affect the project to understand project
commitments
SP 3.1 Review Plans That Affect the Project
Looking for dependencies, redundancies, conflicts
and details
.

Adjust the project plan to reconcile available and estimated resources.
SP 3.2 Reconcile Work and Resource Levels
Looking for over or under commitment of
resources, holiday gaps, vacation, etc
.

Obtain commitment from relevant stakeholders responsible for
performing and supporting plan execution.
Sub-practices:
1. Identify needed support and negotiate commitments with
relevant stakeholders.
2. Document all organizational commitments, both full and
provisional, ensuring the appropriate level of signatories.
3. Review internal commitments with senior management as
appropriate.
4. Review external commitments with senior management as
appropriate.
5. Identify commitments regarding interfaces between project
elements and other projects and organizational units so that
these commitments can be monitored. .
SP 3.3 Obtain Plan Commitment

Typical content for Project Plan

Related Process Areas
Refer to the Requirements Development process area for more information about eliciting, analysing, and
establishing customer, product, and product component requirements.
Refer to the Technical Solution process area for more information about selecting, designing, and
implementing solutions to requirements.
Refer to the Measurement and Analysis process area for more information about specifying measures.
Refer to the Requirements Management process area for more information about managing requirements.
Refer to the Risk Management process area for more information about identifying and analysing risks and
mitigating risks.

Purpose: to provide an understanding of the project’s progress so that
appropriate corrective actions can be taken when the project’s
performance deviates significantly from the plan.

Project Monitoring and Control - Specific Goals & Practices
SG 1 Monitor the Project Against the Plan
SP 1.1 Monitor Project Planning Parameters
SP 1.2 Monitor Commitments
SP 1.3 Monitor Project Risks
SP 1.4 Monitor Data Management
SP 1.5 Monitor Stakeholder Involvement
SP 1.6 Conduct Progress Reviews
SP 1.7 Conduct Milestone Reviews
SG 2 Manage Corrective Action to Closure
SP 2.1 Analyze Issues
SP 2.2 Take Corrective Action
SP 2.3 Manage Corrective Actions

SP 1.1 Monitor the Project Against the Plan
Actual project progress and performance are monitored against the
project plan.
Sub-practices:
1. Monitor progress against the schedule.
2. Monitor the project’s costs and expended effort.
3. Monitor the attributes of work products and tasks.
4. Monitor resources provided and used.
5. Monitor the knowledge and skills of project staff.
6. Document significant deviations in project planning parameters.

Schedule progress monitoring typically includes the following:
Schedule Monitoring
Periodically measuring the actual completion of activities and
milestones
Comparing actual completion of activities and milestones against the
project plan schedule
Identifying significant deviations from the project plan schedule
estimates

SP 1.2 Monitor Commitments
Monitor commitments against those identified in the project plan.
Sub-practices:
1. Regularly review commitments (both external and internal).
2. Identify commitments that have not been satisfied or are at significant risk of not being
satisfied.
3. Document the results of commitment reviews.

SP 1.3 Monitor Project Risks
Monitor risks against those identified in the project plan.
Sub-practices:
1. Periodically review the documentation of risks in the context of the project’s current status
and circumstances.
2. Revise the documentation of risks as additional information becomes available.
3. Communicate the risk status to relevant stakeholders.

Monitor the management of project data against the project plan.
Sub-practices:
1. Periodically review data management activities against their description in the project plan.
2. Identify and document significant issues and their impacts.
3. Document results of data management activity reviews.
SP 1.4 Monitor Data Management

Monitor stakeholder involvement against the project plan.
Sub-practices:
1. Periodically review the status of stakeholder
involvement.
2. Identify and document significant issues and their
impacts.
3. Document the results of stakeholder involvement
status reviews. .
SP 1.5 Monitor Stakeholder Involvement

SP 1.6 Conduct Progress Reviews
Periodically review the project’s progress, performance, and issues.
Sub-practices:
1. Regularly communicate status on assigned activities and work products to relevant
stakeholders.
2. Review the results of collecting and analysing measures for controlling the project.
3. Identify and document significant issues and deviations from the plan.
4. Document change requests and problems identified in work products and processes.
5. Document the results of reviews.
6. Track change requests and problem reports to closure.

SP 1.7 Conduct Milestone Reviews
Review the project’s accomplishments and results at selected project
milestones.
Sub-practices:
1. Conduct milestone reviews with relevant stakeholders at meaningful points in the project’s schedule,
such as the completion of selected phases.
2. Review commitments, the plan, status, and risks of the project.
3. Identify and document significant issues and their impacts.
4. Document results of the review, action items, and decisions.
5. Track action items to closure.

SP 2.1 Analyse Issues
Collect and analyse issues and determine corrective actions to address
them.
Sub-practices:
1. Gather issues for analysis.
2. Analyse issues to determine the need for corrective action.

Take corrective action on identified issues.
Sub-practices:
1. Determine and document the appropriate actions needed to address identified issues.
2. Review and get agreement with relevant stakeholders on the actions to be taken.
3. Negotiate changes to internal and external commitments.
SP 2.2 Take Corrective Action

Manage corrective actions to closure.
Sub-practices:
1. Monitor corrective actions for their completion.
2. Analyse results of corrective actions to determine the effectiveness of the corrective actions.
3. Determine and document appropriate actions to correct deviations from planned results from performing
corrective actions. .
SP 2.3 Manage Corrective Actions

Related Process Areas
Refer to the Measurement and Analysis process area for more information about providing measurement
results.
Refer to the Project Planning process area for more information about establishing and maintaining plans that
define project activities.

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