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Slide 1: The CMM Integration Project Dr. Jack R. Ferguson CMMI Project Manager Dr. Rick Hefner Assessment Team Co-Lead CMMI 1
Slide 2: Objectives • Present the background and current status of the CMM Integration Project • Discuss structure and sample content of the new maturity models • Discuss timeline for public release of the models and pilot assessments • Discuss transition from the current maturity models and assessment methods CMMI 2
Slide 3: Agenda • Introduction • Background • Design Approach • Comparison to SW-CMM v1.1 • Comparison to EIA IS 731 (SECM) • Assessment Methodology • Comment Process • Transition Process • Discussion Dr. Jack Ferguson (SEI) Dr. Rick Hefner (TRW) Dr. Jack Ferguson (SEI) CMMI 3
Slide 4: Background Dr. Jack Ferguson Objectives • Review project objectives • Review key requirements and source material • Discuss CMMI project team • Compare and contrast current maturity models – CMM for Software, SECM, IPD-CMM – Staged, continuous CMMI 4
Slide 5: What are Capability Maturity Models? • Organized collections of best practices • Based on work by Crosby, Deming, Juran, Humphrey... • Systematic ordered approach to process improvement. • Means of measuring organizational maturity. • Have proven to bring significant return on investment in productivity and quality. CMMI 5
Slide 6: How are CMMs used? • Process Improvement • Process Definition • Competency Assessment • Risk Management • Communication CMMI 6
Slide 7: The Current Situation - every silver lining has a dark cloud • Explosion of CMMs and CMM-like models • Multiple assessments • Multiple training • Multiple models within • Multiple expenses an organization CMMI 7
Slide 8: The Frameworks Quagmire PSP People CMM SA-CMM S W-CMM SW-CMM SCE ISO 15504* (SPICE) CMMI* IPDCMM* SECM* (EIA/IS 731) SECAM SSECMM MIL-STD -499B* IEEE 1220 EIA/IS 632 Trillium DOD IPPD AF IPD Guide TickIT Q9000 ISO 10011 EIA 632* Also see www.software.org/quagmire Courtesy Sarah quag14d: 5 June 1998 Sheard, SPC CMMI 8 SDCCR SDCE IEEE Stds. 730,828 829, 830,1012,1016 1028,1058,1063 MIL-Q -9858 NATO AQAP1,4,9 EQA Baldrige DO178B BS 5750 MIL-STD-1679 DODSTDDOD-STD 2168 -2167A DOD-STD -7935A FAAiCMM MIL-STD498 ISO/IEC 12207 IEEE 1074 EIA/IEEE J-STD-016 SE-CMM ISO 9000 Series ISO 15288* IEEE/EIA 12207 * Not yet released
Slide 9: Why is This a Problem? • Similar process improvement concepts, but... – Different model representations (e.g. staged, continuous, questionnaire, hybrid) – Different terminology – Different content – Different conclusions – Different appraisal methods CMMI 9
Slide 10: The Common Basis for ModelBased Process Improvement Improvement in any discipline is a function of performing: – Implementing practices that reflect the fundamentals of a particular topic (e.g. configuration management) – Institutionalizing practices that lead to sustainment and improvement of an implementation CMMI 10
Slide 11: All CMMI source models contain: • Implementing practices grouped by affinity • Institutionalizing practices that vary from model to model, however all models specify levels that describe increasing capability to perform CMMI 11
Slide 12: Improvement Levels Continuously improving process Optimizing (5) Predictable process Quantitatively (4) Managed (measured) Standard, consistent process Defined (3) (standard) Disciplined process Managed (2) (planned and tracked) Initial (1) (performed) Not performed (0) CMMI 12
Slide 13: The CMMI Project • DoD sponsored • Collaborative endeavor – Industry – Government – Academia • Over 100 people involved CMMI 13
Slide 14: CMM Integration Project Stakeholder/ Reviewers Steering Group Co-Chairs P. Babel / B. Rassa Product Development Team Project Manager J. Ferguson Coordinating IPT Team leads Chief Architect R. Bate Editors (CCB) Architecture IPT PA Author Groups IPPD IPT Training Meth. IPT Assessment Reqmts. Meth. IPT IPT Pilot Planning CMMI 14 Usability Team Lotus Notes Team
Slide 15: The CMMI Development Team • U.S. Air Force • U.S. Navy • Federal Aviation Administration • National Security Agency • Software Engineering Institute (SEI) • ADP, Inc. • Boeing • Computer Sciences Corp. • • • • • • • • • • • Ericsson Canada General Dynamics Honeywell Litton Lockheed Martin Northrop Grumman Pacific Bell Raytheon Rockwell Collins Thomson CSF TRW CMMI 15
Slide 16: CMMI Design Goals • Integrate the models, eliminate inconsistencies, reduce duplication • Reduce the cost of implementing modelbased process improvement • Increase clarity and understanding – – – – Common terminology Consistent style Uniform construction rules Common components • Assure consistency with ISO 15504 • Be sensitive to impact on legacy efforts CMMI 16
Slide 17: Benefits • Efficient, effective assessment and improvement across multiple process disciplines in an organization • Reduced training and assessment costs • A common, integrated vision of improvement for all elements of an organization • A means of representing new discipline-specific information in a standard, proven process improvement context CMMI 17
Slide 18: The Challenge • Extract the common or best features from the source models • Provide users the ability to produce single- or multiplediscipline models, both continuous and staged, tailored to their organizational needs. • Provide users the ability to assess and train based on these models. CMMI 18
Slide 19: CMMI 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) CMMI 19
Slide 20: Staged Representations • Key Process Areas are grouped in the stages (levels) from 2 to 5 • A Key Process Area contains specific practices (activities) to achieve the purpose of the process area. • For a Key Process Area at a given stage, institutionalization practices are integral to the process area. CMMI 20
Slide 21: Staged Model Level Key Process Areas Org Improvement Deployment Continuous 5 Org Process and Tech Innovation process Optimizing improvement Defect Prevention 4 Organization Process Performance Quantitatively Quantitative Statistical Process Management Managed management Org Software Asset Commonality Peer Reviews 3 Process Project Interface Coordination Defined Standardization Software Product Engineering Organization Training Program Organization Process Definition Organization Process Focus 2 Repeatable Basic Project Management Software Configuration Management Software Quality Assurance Software Acquisition Management Software Project Control Software Project Planning Requirements Management Focus 1 Initial Competent people and heroics CMMI 21
Slide 22: Continuous Representations • A process area contains specific practices to achieve the purpose of the process area. • Generic practices are grouped in Capability Levels • Generic practices are added to the specific practices of each process area to attain a capability level for the process area. • The order in which Process Areas are addressed can follow a recommended staging. CMMI 22
Slide 23: Continuous Model CL5 CL4 GP GP GP GP GP GP GP GP GP GP GP GP GP GP GP GP CL3 CL2 Implemented NI NA NR Process Area NE RQ OS TR PM KM QA VS É SR FD IN PA - Process Area CLn - Capability Level n institutionalized (Level n GPs satisfied for PA) GP - Generic Practice Imp - Implemented Base Practices NI - Not Implemented NA - Not Applicable NR - Not Rated CMMI 23
Slide 24: Source Model Terminology SW-CMM V2C Staged Maturity Levels Key Process Areas Key Process Area Goals Activities Common Feature Common Features EIA IS 731 SECM Continuous Capability Levels Categories Focus Areas Themes Specific Practices Generic Practices Advanced Practices Generic Attributes (process effectiveness, product value) SECM Appraisal Method IPD-CMM V0.98 Hybrid Maturity and Capability Levels Process Areas Capability and Process Area Goals Base Practices Generic Practices CBA IPI Method CMMI 24
Slide 25: Assessment Methods • CBA IPI Method – – – – Rating of goals Single digit rating Full goal satisfaction More strict data validation requirement • SECM Assessment Method – – – – Rating of practices Granularity options Partial credit options Less strict data validation requirement Both methods use the same basic set of activities CMMI 25
Slide 26: The CMMI Challenge • Integrate three source models that have many differences • Provide consistency with ISO 15504 • Maintain support from user communities • Develop framework to allow growth to other disciplines CMMI 26
Slide 27: Design Approach Objectives • Review design goals • Discuss framework of CMMI models • Describe CMMI terminology and components • Outline CMMI products • Discuss CMMI Schedule and current issues CMMI 27
Slide 28: The CMMI Solution A Product Line Approach SW IPPD Assess Training SE Industry SEI Government CMMI- CMMI- CMMISW SE SE/SW CMMISE/SW/ IPPD CMMI Product Suite ... • Team of Teams • Modeling and Discipline Experts • Collaborative Process ... CMMI 28
Slide 29: The CMMI Product Line The CMMI product line is a product suite sharing a common, managed set of features that satisfy specific needs of a selected domain. pertain to Domain is satisfied by share an Architecture Products are built from guides development of Components CMMI 29
Slide 30: CMMI Product Suite Framework •Common content •Discipline content •Criteria for content Input Transform •Rules for generating products -Model -Assessment -Training Output •Integrated model(s) •Assessment method(s) •Training materials Repository CMMI 30
Slide 31: Framework • Components • Construction rules • Conceptual architecture CMMI 31
Slide 32: The CMMI Framework Framework General •Glossary •Development Standards and Guidelines •Document Templates •Assessment Methodology •Framework Training Materials Process Management Core (PMC) PMC Generic Practices/Templates PMC Process Areas PMC Assessment Material PMC Model Training Material PMC Assessment Training Material Integration Core (IC) IPPD Environment IC Generic Practices/Templates IC Process Areas IC Assessment Material IC Model Training Material IC Assessment Training Material Shared (Discipline X+Y) Discipline Y Discipline X (DX) + DX Amplifications DX Process Areas DX Assessment Material DX Model Training Material DX Assessment Training Material Output Models Assessment Methods Model Training Materials Assessment Training Materials CMMI 32
Slide 33: CMMI Terminology CMMI Models contain institutionalization (Generic) and implementation (Specific) parts: • Front matter • Process Areas that contain: Required – Generic and Specific Goals Expected – Generic and Specific Practices (in Common Features in staged representation) Informative – Subpractices – Notes – Discipline-specific amplifications • Glossary and tailoring guidelines CMMI 33
Slide 34: CMMI V0.2 Process Areas - 1 Maturity Level 2 Process Management Core • Project Planning • Project Monitoring and Control • Configuration Management • Process & Product Quality Assurance • Supplier Agreement Management • Data Management • Measurement & Analysis CMMI 34 Engineering Shared (SE & SW) Requirements Management
Slide 35: CMMI V0.2 Process Areas - 2 Maturity Level 3 Process Management Core • Organizational Process Focus • Organizational Process Definition • Organizational Training • Integrated Project Management • Risk Management • Decision Analysis & Resolution CMMI 35 Engineering Shared (SE & SW) • Customer & Product Requirements • Technical Solution • Product Integration • Product Verification • Validation
Slide 36: CMMI V0.2 Process Areas - 3 Maturity Levels 4 & 5 Process Management Core • Quantitative Management of Quality and Process • Organizational Process Performance • Causal Analysis and Resolution • Organizational Process Technology Innovation • Process Innovation Deployment CMMI 36
Slide 37: CMMI Products • CMMI Models • Assessment Material • Training Material • Model Developer Material CMMI 37
Slide 38: CMMI Models • Staged and Continuous (with equivalent staging) versions of: – – – – Software Engineering Systems Engineering Systems Engineering + Software Systems Engineering + Software with IPPD • Tailoring Guidance CMMI 38
Slide 39: Assessment Material • Assessment requirements • Assessment methodology • Assessment data collection methods and tools (e.g., questionnaires, interviews) • Assessment Team qualifications CMMI 39
Slide 40: Training Material • Model Training • Assessment Training – Team Training – Lead Assessor Training CMMI 40
Slide 41: Model Developer Material • Glossary • Framework and model content criteria • Framework Training CMMI 41
Slide 42: CMMI Schedule • August 31, 1999 • Nov 30, 1999 • Nov 1999-May 2000 • Jun-Aug 2000 Release CMMI-SE/SW V0.2 for public review. Release CMMI-SE/SW/IPPD for public review Pilot assessments Publish models V1.0 CMMI 42
Slide 43: Issues Concerning Initial CMMI Drafts • Size of model • Complexity of model • “Normative” model • Goals and Themes • Order of process areas • ISO Consistency CMMI team received 4000+ change requests from reviewers CMMI 43 • Equivalence between staged and continuous representations – “Advanced” practices – Process area boundaries – Generic practices
Slide 44: CMMI-SE/SW compared to SW-CMM v1.1 Dr. Rick Hefner Objectives • Philosophy • Model Component Comparison • Process Area Comparison • Common Features Comparison CMMI 44
Slide 45: Philosophy - 1 • SEI had completed updates to the SW-CMM when the CMMI project was started – SW-CMM v2 Draft C was used as the source model for CMMI – Adapted for compatibility with SE • Most of the community is currently using SW-CMM v1.1 – Detailed traceability matrices are being developed CMMI 45
Slide 46: Philosophy - 2 • CMMI- SE/SW staged representation is similar to SW-CMM v1.1 – Maturity Levels composed of Process Areas – Goals are required; implemented & institutionalized – Key practices are expected; alternative practices are acceptable if effective at meeting the goals – All else is informative • CMMI- SE/SW continuous representation reflects the same info in a SPICE-like structure CMMI 46
Slide 47: Model Component Comparison CMMI Models Process Area Generic Goal Specific Goal Generic Practice SW CMM Key Process Area Planning Goal sometimes used v1.1, Institutionalization Goal in 2.0 KPA Goal Key practices from institutionalization common features Key Practice from Activities Performed Common Features Subpractice Maturity Level None Explanatory Material Examples Examples and explanatory materiel CMMI 47 Specific Practice Subpractice Maturity Level Capability Level Notes Work Products “For Software Engineering”
Slide 48: SW-CMM v1.1 LEVEL 5 OPTIMIZING CMMI Causal Analysis and Resolution Org. Process Technology Innovation Process Innovation Deployment Org. Process Performance Quantitative Mgmt of Quality & Process Organization process focus Organization process definition Organizational training Integrated project management Risk Management Customer and Product Reqmts Technical Solution Product Integration Product Verification Validation Decision Analysis and Resolution Requirements management Project planning Project Monitoring and Control Supplier Agreement Management Product & Process Quality Assurance Configuration Management Data Management Measurement and Analysis CMMI 48 Defect prevention Technology change mgmt Process change mgmt Quantitative process mgmt Software quality mgmt Organization process focus Organization process definition Training program Integrated software mgmt LEVEL 4 MANAGED LEVEL 3 DEFINED Software product engr Intergroup coordination Peer reviews Requirements management Software project planning Software project tracking & oversight Software subcontract mgmt Software quality assurance Software configuration mgmt LEVEL 2 REPEATABLE
Slide 49: Software Product Engineering SW-CMM v1.1 Activities 1 2 Appropriate software engineering methods and tools are integrated into the project's defined software process. The software requirements are developed, maintained, Customer and documented, and verified by systematically analyzing the Product Req PA allocated requirements according to the project's defined software process. The software design is developed, maintained, documented, and verified, according to the project's defined software process, to accommodate the software requirements and to form the framework for coding. The software code is developed, maintained, documented, and verified, according to the project's defined software process, to implement the software requirements and software design. Software testing is performed according to the project's defined software process. Technical Solution PA 3 4 Technical Solution PA 5 Product Verification PA
Slide 50: Software Product Engineering SW-CMM v1.1 Activities (continued) 6 Integration testing of the software is planned and performed according to the project's defined software process. Product Integration PA 7 System and acceptance testing of the software are planned Product and performed to demonstrate that the software satisfies Verification PA its requirements. The documentation that will be used to operate and maintain the software is developed and maintained according to the project's defined software process. Data on defects identified in peer reviews and testing are collected and analyzed according to the project's defined software process. 8 9 10 Consistency is maintained across software work products, including the software plans, process descriptions, allocated requirements, software requirements, software design, code, test plans, and test procedures. CMMI 50
Slide 51: Common Feature Comparison Handled by the Measurement and Analysis PA CMMI 51
Slide 52: Conclusions • Organizations using SW-CMM v1.1 should be able to smoothly transition to CMMI – Measurement and Analysis & Data Mgmt at L2 – Risk Management & Decision Analysis and Resolution at L3 – Expansion of Software Product Engineering – Configuration Management for all Process Areas CMMI 52
Slide 53: Comparing CMMI-SE/SW to EIA IS 731-SECM Objectives • Philosophy • Process Area Comparison • Planned IPPD Extensions CMMI 53
Slide 54: Philosophy - 1 • EIA 731 was created as a merger of the SECMM and INCOSE SECM models – Used as a source model for CMMI • CMMI-SE/SW merges software ideas – Staged representation of SE available – Continuous representation with “equivalent staging” CMMI 54
Slide 56: EIA 731 Focus Areas - 1 • Technical Focus Areas – Define Stakeholder and System Level Requirements – Define Technical Problem – Define Solution – Assess and Select – Integrate System – Verify System – Validate System Causal Analysis and Resolution (PM) Org Process Technology Innovation (PM) Process Innovation Deployment (PM) Quantitative Mgmt of Quality and Process (PM) Organizational Process Performance (PM) Organizational Process Focus (PM) Organizational Process Definition (PM) Organizational Training (PM) Integrated Project Management (PM) Risk Management (PM) Decision Analysis and Resolution (PM) Customer and Product Requirements (Eng) Technical Solution (Eng) Product Integration (Eng) Product Verification (Eng) Validation (Eng) Project Planning (PM) Project Monitoring and Control (PM) Configuration Management (PM) Product and Process Quality Assurance (PM) Supplier Agreement Management (PM) Data Management (PM) Measurement and Analysis (PM) Requirements Management (Eng) CMMI 56
Slide 57: EIA 731 Focus Areas - 2 • Management Focus Areas – – – – – – – – Plan and Organize Monitor and Control Integrate Disciplines Coordinate with Suppliers Manage Risk Manage Data Manage Configurations Ensure Quality Causal Analysis and Resolution (PM) Org Process Technology Innovation (PM) Process Innovation Deployment (PM) Quantitative Mgmt of Quality and Process (PM) Organizational Process Performance (PM) Organizational Process Focus (PM) Organizational Process Definition (PM) Organizational Training (PM) Integrated Project Management (PM) Risk Management (PM) Decision Analysis and Resolution (PM) Customer and Product Requirements (Eng) Technical Solution (Eng) Product Integration (Eng) Product Verification (Eng) Project Planning (PM) Project Monitoring and Control (PM) Validation (Eng) Configuration Management (PM) Product and Process Quality Assurance (PM) Supplier Agreement Management (PM) Data Management (PM) Measurement and Analysis (PM) CMMI 57 Requirements Management (Eng)
Slide 58: EIA 731 Focus Areas - 3 • Environment Focus Areas – Define and Improve the Systems Engineering Process – Manage Competency – Manage Technology – Manage Systems Engineering Support Environment Causal Analysis and Resolution (PM) Org Process Technology Innovation (PM) Process Innovation Deployment (PM) Quantitative Mgmt of Quality and Process (PM) Organizational Process Capability (PM) Organizational Process Focus (PM) Organizational Process Definition (PM) Organizational Training (PM) Integrated Project Management (PM) Risk Management (PM) Decision Analysis and Resolution (PM) Customer and Product Requirements (Eng) Technical Solution (Eng) Product Integration (Eng) Product Verification (Eng) Validation (Eng) Project Planning (PM) Project Monitoring and Control (PM) Configuration Management (PM) Product and Process Quality Assurance (PM) Supplier Agreement Management (PM) Data Management (PM) Measurement and Analysis (PM) Requirements Management (Eng) CMMI 58
Slide 59: What’s New? • Not a EIA 731 Focus Area (but in the content) – Causal Analysis and Resolution – Process Innovation Deployment – Quantitative Process and Quality Mgmt – Organizational Process Performance Causal Analysis and Resolution (PM) Org Process Technology Innovation (PM) Process Innovation Deployment (PM) Quantitative Mgmt of Quality and Process (PM) Organizational Process Performance (PM) Organizational Process Focus (PM) Organizational Process Definition (PM) Organizational Training (PM) Integrated Project Management (PM) Risk Management (PM) Decision Analysis and Resolution (PM) Customer and Product Requirements (Eng) Technical Solution (Eng) Product Integration (Eng) Product Verification (Eng) Validation (Eng) Project Planning (PM) Project Monitoring and Control (PM) Configuration Management (PM) Product and Process Quality Assurance (PM) Supplier Agreement Management (PM) Data Management (PM) Measurement and Analysis (PM) Requirements Management (Eng) CMMI 59
Slide 60: Conclusions • EIA 731 users should be able to smoothly transition to the CMMI-SE/SW model – Continuous representation (+ “equivalent” staged representation) – Some lower level differences • Integrated Product and Process Development (IPPD) will be added – Based on IPPD-CMM practices CMMI 60
Slide 61: Assessment Methodology Dr. Rick Hefner (TRW) Assessment Methodology Team Co-lead Objectives • Assessment approach • Assessment Requirements for CMMI (ARC) • SCAMPI assessment method • Lead Assessor program, transition plan CMMI 61
Slide 62: Assessment Methods • CBA IPI Method – – – – Rating of goals Single digit rating Full goal satisfaction More strict data validation requirement • SECM Method – – – – Rating of practices Granularity options Partial credit options Less strict data validation requirement Essentially the same activities in the two methods CMMI 62
Slide 63: Assessment Requirements for CMMI (ARC) • Similar to the current CMM Appraisal Framework (CAF) V1.0 – Specifies the minimum requirements for full, comprehensive assessment methods, e.g., SCAMPI • Other assessment methods may be defined for situations not requiring a comprehensive assessment – initial assessment, quick-look, process improvement monitoring, etc. CMMI 63
Slide 64: Standard CMMI Assessment Method for Process Improvement (SCAMPI) • Similar to CBA IPI method • Led by authorized Lead Assessor • Tailorable to organization and model scope • Artifacts: – SCAMPI Method description document – Maturity questionnaire, work aids, templates • Current activities – Merger of SECM appraisal method features CMMI 64
Slide 65: CMMI Lead Assessor Program • Similar to existing SEI Lead Assessor and Lead Evaluator programs • Grandfather current Lead Assessors • Under consideration – Delineate by discipline, e.g., SW Lead Assessors, SE Lead Assessors? – Details of transition process for current Lead Assessors and other assessment leaders – Required training in CMMI models CMMI 65
Slide 66: Comment Process Dr. Jack Ferguson • Release CMMI-SE/SW v0.2 August 31 – Available at http://www.sei.cmu.edu – Public comments due November 30 • Release CMMI-SE/SW/IPPD November 30 – Comments due February 28 • Hold Focus Group discussions – SEI Transition – Assessors for both communities – SPINs CMMI 66
Slide 67: Pilot Assessments • Nine initial assessments (desired) – Supported by 3 Product Development Team (PDT) members, – Covering all CMMI models, staged and continuous representations – Nine organizations (4 DoD & 5 industry) volunteered to participate • • • • • 1 - CMMI SE/SW with IPPD, staged or continuous representation 4 - CMMI SE/SW, staged representation 2 - CMMI SE/SW, continuous representation 1 - CMMI SE, continuous representation 1 - CMMI SW, staged representation • Product Development Team (PDT) member roles – CMMI Product Suite Training – Coaching and structured observation • Structured feedback from assessment participants – Assessors and Sponsors, and – Participating organization members CMMI 67
Slide 68: CMMI Transition Plan • Development Phase – Development of CMMI products – Verification and Validation of CMMI products • Transition Phase – Approval of a CMMI Product for public release – Evidence of sufficient use – Transition planning to help organizations use CMMI products • Sustainment Phase – Upkeep & continuous improvement of the product suite – Additional evidence of adoption and use Sustainment Phase Transition Phase Development Phase CMMI 68
Slide 69: Transitioning to Use of CMMI • Understand how models are used: – Steps to enterprise-wide process improvement • Apply Lessons Learned in transitioning from single-discipline models – Federal Aviation Administration’s experiences with iCMM – US Air Force experiences with transitioning between models – Others... CMMI 69
Slide 70: Steps to Enterprise-wide Organizational Maturity 1. Vision, Goals, Buy-in Section name US E D AT: AUTHOR: Joel Van B erkum P ROJ ECT: MWS SS S OFTWARE P ROCE S S U S E D AT: AU THOR : J oel Van B erkum P ROJ EC T: MWS S S S OFTWARE P ROCE S S Org name Section name DATE CONTE XT: Section name DATE : 10/21/98 RE V: 10/22/98 WORK ING DRAFT RECOMME NDE D READE R Section name N OTE S : 1 2 3 4 5 6 7 8 9 10 2. Process Capture RC P PROCE S S R CP PHAS E 1 1 Validated RCP PLAN, COORD IN ATE AND AP PR OVE A MAIN TEN ANC E SOFTWARE P ROJE CT P AC KAGE PHAS E 2 2 C CB VCN approval Rejected c ontrac tor cos t propos al Final CC B pac kage Organization Processes DATE : RE V: 9/18/98 11/2/98 W ORK IN G D RAFT R EAD E R D ATE R ECOMME ND E D P UB LIC ATION -0 P UT THE Awarded Contr t ac 3 MAN AGE THE EXE C UTION OF THE MAIN TE NAN CE SOFTWARE P ROJE C T PHAS E 4 4 C ON TE XT: NOTE S : 1 2 3 4 5 6 7 8 9 10 Validated RCP OAS B m inutes OARB m inutes 21S T S W 21-10401 P UBLICATION 2 MWS S S OI 21-7 3. Gap Analysis 5 Dis tributed s igned pr oject c los eout r eport Delayed CCB pack age Rejected contractor cos t proposal PE RFORM VCN ANALYS IS Release Fac tors 2.1.1 CONS ULT WITH SOFTWARE IP T 2.1.2 P RE PARE Inform al ass es sm ent of Release Fac tors MAINTE NANC E SOFTW AR E P R OJE CT ON C ON TR ACT PH AS E 3 Best Practices CC B pack age 2.1.4 CONDUCT ACQUIS ITION S TRATE GY 2.1.5 CCB pac kage tem plate Operational ac ceptance m ess age CCB P ACKAGE 2.1.3 Contr actor Reports C AT2 Defic iencies CLOS E OUT TH E MAINTENANC E SOFTW AR E P R OJE CT PH AS E 5 P RE P ARE ACQUIS ITION S TRATE GY B RIE FING Ac quisition strategy briefing P ers onnel Validated RCP N OD E : TITLE : 0 MAIN T AIN AIR FOR C E SPACE C OMM AND SEN SOR SOFT W ARE NU MB E R : P RE PARE AND COORDINATE DRAFT VCN Approved acquisition s trategy 2.1.6 Draft VCN S ens or IP T Mystic Algorithm s NODE : US E D AT: AU TH OR : J oel Van B erk um P R OJ EC T: MWS S S S OFTWAR E P ROC E S S DATE : RE V: 9/23/98 10/23/98 WORK ING D RAFT R EC OMME N DE D NOTE S : 1 2 3 4 5 6 7 8 9 10 S SM P UB LICATION 2 READ E R D ATE C ON TE XT: TITLE : PLAN PROJECT NUMB E R: 2.1 4. Process Transformation D raft of VCN s taff s um m ary s heet C us tom er GE T DRAFT VCN AP P ROVAL 2.3.1 D raft VC N appr oval PM CCB pack age RE VIE W C CB P AC KAGE 2.3.2 D elayed C CB pac k age DR Y-R UN CC B P roposed CC B agenda Configuration Managem ent Approved CC B pack age 2.3.3 C onditionally approved C CB pac k age MODIFY CC B S LID E S 2.3.4 R E VIE W C CB P ACKAGE 2.3.5 Final CCB pack age C onfiguration Managem ent RE VIE W VC N B Y CC B Delayed CCB Final C CB agenda pack age From Process, all good things flow! D isapproved C CB pac k age C CB m inutes P er s onnel 2.3.6 NODE : TITLE : C CB VCN appr oval APPROVE VCN NU MB E R: 2.3 Project Management Process Level Evolution Metrics Capture Activity Based Costing Simulation CMMI 70
Slide 71: CMMI Benefits • CMMI product users can expect to: – Efficiently and effectively improve and assess multiple disciplines across their organization – Reduce costs (including training) associated with improving and assessing processes – Deploy a common, integrated vision of process improvement that can be used Improved Processes as a basis for enterprise-wide process improvement efforts. CMMI 71
Slide 72: The promise... • CMMI team is working to assure the CMMI Product Suite addresses needs of software and systems engineering communities of practice • Use of an integrated model to guide enterprise process improvement promises to be one of the more sustainable & profitable initiatives that any organization might pursue CMMI 72
Slide 73: Discussion CMMI 73