cmmi program overview 2011 eng
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The document discusses Capability Maturity Model Integrated (CMMI), which provides best practices for organizations. It describes CMMI as a descriptive model that tells organizations "what to do" rather than "how to do." Implementing CMMI can lead to improvements such as 20% reduced costs, 37% shorter schedules, 67% higher productivity, and 50% higher quality. The document outlines CMMI's maturity levels, process areas, and provides typical timelines and steps needed for an organization to achieve CMMI level 3 certification.
cmmi program overview 2011 eng
- 1. Capability Maturity Model Integrated (CMMI®) ProgramSummaryBy: Ghassan Rassoul (ESKADENIA Software)
- 2. CMMI® Practical ViewA collection of best practices from industry experienceA descriptive Model and not a Prescriptive StandardTells us “What to do” and not “How to do”“How to do” part is organization specific where implementation best practices & business context play a vital roleA complete suite includingFormal Training SetAppraisal MethodologyDetail Model DescriptionsHas constellations, representations, maturity/capability levels and disciplines to suit different business context and needsThe median improvements• Cost : 20 percent• Schedule : 37 percent• Productivity : 67 percent• Quality : 50 percent• Customer satisfaction : 14 percent• ROI : 4.8:1Ghassan - ESKA2Amman TT
- 3. CMMI® ApplicationAcquireSystemsCMMI®SoftwareCMMI®ServiceDevelopHardwareServicesPerspectives…Areas…Information TechnologyAnd More…Banking & FinanceHospitalsBPODomains…Ghassan - ESKA3Amman TT
- 4. CMMI® Maturity LevelsGhassan - ESKA4Amman TTL5L4L3L2L1
- 5. EngineeringProject ManagementProcess ManagementSupportCMMI® Process BlocksGhassan - ESKA5Amman TT
- 6. Organizational Innovation & DeploymentCausal Analysis & ResolutionL5Organizational Process PerformanceQuantitative Project ManagementL4Organizational TrainingOrganizational Process Definition (+IPPD)Organizational Process FocusRisk ManagementIntegrated Project Management (+IPPD) Validation VerificationProduct IntegrationTechnical SolutionRequirements DevelopmentDecision Analysis & ResolutionL3Supplier Agreement ManagementProject Monitoring and ControlProject PlanningRequirements ManagementConfiguration ManagementProcess & Product QAMeasurement & AnalysisL2EngineeringProject ManagementProcess ManagementSupportCMMI® Process Areas (PA’s)Ghassan - ESKA6Amman TT
- 7. CMMI® Trends over the past 4 yearsGhassan - ESKA7Amman TTData from the SEI’s Semi-Annual Reports
- 8. Critical Success Factors for EffectivenessProgram ManagementManagementInvolvementCapableWorkforceCulturalChangeLeadsEffective CMMI®ImplementationGhassan - ESKA8Amman TT
- 9. Key Learning'sClear Implementation Strategy / Project Governance
- 11. Scheduling, Dependencies between all stakeholders (government, vendor, IT)
- 12. Excellent communication mechanism between all stakeholders
- 13. Expectation setting at each stage
- 14. Risk management at Consortium level and for each company
- 15. Visibility/Reporting and Escalations for all stakeholders
- 16. How to integrate multiple technologies/ tools/ lifecycle approaches for the clients
- 17. There is NO standard box process solution, it is org. specific
- 18. Leveraging best practices and experiences within similar community
- 19. Enabling improvement is a management responsibility
- 20. Improvement focuses on fixing the process, not on blaming the people
- 21. Improvement must be measured and periodically reinforced
- 22. Improvement requires constancy of investments, rewards, and incentives
- 23. Improvement is a continuous processGhassan - ESKA9Amman TT
- 24. The IDEAL Wheel5. Learning4. ActingAnalyzeandvalidateProposefutureactionsImplementsolution1. InitiatingRefinesolutionEstablishimprove-ment infra-structureStimulusforchangeBuildsponsor-shipSetcontextLife cycle for an Improvement Program a version of Plan-Do-Check-ActPilot testsolutionCharacter-ize current & desired statesCreatesolution2. DiagnosingDeveloprecommen-dationsPlanactionsSetprioritiesDevelopapproach3. EstablishingInitiatingDiagnosingEstablishingActingLearning© Software Engineering InstituteGhassan - ESKA10Amman TT
- 25. Typical Timeliness to achieve CMMI®-L3 from Ground ZeroGap analysis and Process EnhancementProcess Implementation cycle 3 & 4Appraisal3M7M12M0M14MProcess Implementation cycle 1 & 2Pre-AppraisalClose Pre-Appraisal Gaps*M=MonthsGhassan - ESKA11Amman TTSpot Check&ATM TrainingThe accurate schedule and roadmap shall be drawn for each organization after the completion of Gap Analysis and Action planning (visit 1) with mutual agreement.
- 26. CMMI®-L3 Roadmap SummaryGhassan - ESKA12Amman TT
- 27. Typical CMMI® Training Plan for One CustomerGhassan - ESKA13Amman TT
- 28. Some Facts from the industryGhassan - ESKA14Amman TT
- 29. Some Facts from the industryGhassan - ESKA15Amman TT
- 30. Some Benefits Derived from CMMISource: CMU/SEI-2006-TR-004 Ghassan - ESKA16Amman TT
- 31. Some Benefits Derived from CMMISource: CMU/SEI-2006-TR-004 Ghassan - ESKA17Amman TT
- 32. Some Benefits Derived from CMMISource: CMU/SEI-2006-TR-004 Ghassan - ESKA18Amman TT1ST Period2nd Period3rd Period4th Period5th Period6th Period7th Period8th Period9Th Period
- 33. Some benefits for a CMMI ML3 OrganizationFor the same size of enhancement projects (approximately 133 FP)Productivity (Function Point / Effort Month) was projected to increase by 132%Project duration reduced by 50%Effort reduction by 50% Defect density reduced by 75%. Ghassan - ESKA19Amman TT