CMMI Model Explained for Software Process Improvement

Facilitating your process journey …

The CMMI: It’s So Much More Than
Merely Improving Software Processes

Presented to ASQ Section 1405
by
Henry Schneider
Process and Product Quality Consulting, LLC
January 17, 2008


Setting Expectations/Caveat

 This presentation provides an extremely high overview
 To adequately cover the topic will take more than one hour
 For more information consider attending specific classes
that cover the topics introduced in this presentation
 Introduction to the CMMI
 CMMI Appraisals
 Identifying, collecting, and presenting objective evidence
 Specific Process Area topics (e.g. Requirements, Configuration
Management, Quality Assurance, Project Management, etc.)

1/17/2008 ®2008 ***Proprietary*** All Rights Reserved - Process and Product Quality Consulting, LLC 2


Agenda

Need for a Model

CMMI Overview

Process Area Overview

Appraisal Results Status


Need for a Model



Do You Have These Symptoms?

 Missed commitments
 Spiraling costs
 Late delivery to the market
 Last-minute crunches
 Inadequate management visibility
 Too many surprises
 Quality problems
 Customer complaints
 Too much rework
 Functions not working correctly
 Poor morale
 Burned-out people
 Inadequate control of project results



Why Focus on Process?

 It complements your focus on technology:
 Technology, by itself, will most likely not be used
effectively
 Technology, in the context of an appropriate
process roadmap, can provide the most benefit
 It complements your focus on people
 The experience and training of your work force is
not always enough
 Working harder is not the answer
 A well-defined process can provide the means to
work smarter
 It shifts the “blame” for problems from people to
the process



The Importance of Process

 The quality of the system is highly
influenced by the quality of the
process used to acquire, develop, and
maintain it
 A long-established premise in
manufacturing
 Visible worldwide in quality movements in
manufacturing and service industries (e.g.,
ISO standards)



Common Fallacies

 I don’t need process, I have …
 really good people
 advanced technology
 an experienced manager
 Process …
 interferes with creativity
 introduces bureaucracy and regimentation
 isn’t needed when building prototypes
 is only useful on large projects
 hinders agility in fast-moving markets
 costs too much



CMMI Overview



Caveat Emptor
 A CMMI model is not a process.

 A CMMI model describes the
characteristics of effective
processes.
“All models are wrong,
but some are useful.”
George Box
(Quality and Statistics Engineer)



What is the CMMI?

 The Capability Maturity Model® Integration (CMMI) is
a suite of products used for improving processes
 Models
 Appraisal Methods
 Training Courses



CMMI Model - 1

 A framework that describes key elements of effective
processes
 A guide to evolutionary improvement from ad hoc,
immature activities to mature, disciplined processes
 A description of practices for planning, engineering, and
managing business processes that can help you achieve
business goals related to things such as:
 cost
 schedule
 functionality
 product/service quality



CMMI Model - 2

 A yardstick against which the
maturity of an organization’s
product development,
acquisition, and/or service-
related processes can be
measured and compared with
industry state of the practice
 A basis for planning
improvements to your business
processes
 CMMI best practices tell you
WHAT to do, not HOW to do nor
WHO should do it


CMMI Model Features

 Supports process integration and product improvement
 Enables the integration of multiple disciplines into one
process-improvement effort that helps to eliminate
inconsistencies and reduces duplication
 Provides a framework for introducing new disciplines as
needs arise and therefore reduces the cost of expanding or
implementing model-based process improvement
 Builds on legacy process improvement efforts and
investments



CMMI Best Practices Are Used for …

 The development, acquisition, and
maintenance of products and services
 Software-intensive products and
services
 Product and service life cycles from
conception through delivery and
maintenance
 Benchmarking your organization
against others in a variety of industries



CMMI Architecture: Model View
Model Portion of the CMMI Framework

Model Foundation

Shared CMMI Material

Development Acquisition Service
Specific Material Specific Material Specific Material



CMMI Model Foundation

 Provides an internally consistent set of core
components that apply to every constellation or
model
 All models use the foundation without deleting or
changing any of the content



CMMI Model Foundation Core Process
Areas
 Causal Analysis and Resolution (CAR)
 Configuration Management (CM)
 Decision Analysis and Resolution (DAR)
 Integrated Project Management (IPM)
 Measurement and Analysis (MA)
 Organizational Innovation and Deployment (OID)
 Organizational Process Definition (OPD)
 Organizational Process Focus (OPF)
 Organizational Process Performance (OPP)
 Organizational Training (OT)
 Project Monitoring and Control (PMC)
 Project Planning (PP)
 Process and Product Quality Assurance (PPQA)
 Quantitative Project Management (QPM)
 Requirements Management (REQM)
 Risk Management (RSKM)


Constellations

 The components of the CMMI Framework are
organized into groupings called constellations that
facilitate construction of approved models
 CMMI for Acquisition (CMMI-ACQ) Nov 2007
 CMMI for Development (CMMI-DEV) Dec 2000
 CMMI for Services (CMMI-SVC) 2008??



CMMI for Acquisition

 Acquisition is the process of obtaining products (goods
and services) through contract
 Some call these processes “procurement” or “outsourcing”
 Includes acquisition practices that are useful, but not
covered in the CMMI for Development model



CMMI for Development

 Has been available to the community for many years
 Consists of two models
 CMMI for Development
 CMMI for Development + IPPD
 Includes the development and maintenance practices
useful for Systems Engineering, Hardware Engineering,
and Software Engineering



CMMI for Services

 Products may be delivered in a variety of forms,
including artifacts (e.g. hardware, software, or user
documentation), services (e.g. training, maintenance,
or operational support), and combinations of these
 A service is a product that is intangible and non-
storable
 Currently in work



CMMI Process Area Architecture
Process Area (PA)
Purpose Introductory Related
Statement Notes Process Areas

Specific Goals (SG)

Generic Goals (GG)
Specific
Practices
(SP) Generic
Practices
Typical Sub-practices (GP)
Work Products
Generic Practice
Sub-practices Elaborations

Legend Required Expected Informative



CMMI for Development Organization of
Work “Organizing & Managing
the Work”
“Adding Communication and Collaboration
Managing Capability to Address Complex
Work Environments”
the Project

Doing the Work of the Organization
Project and Managing
Organizational Product Product Quantitatively
Support Development 1 Development 2 “Adding Quantitative
“Providing Infrastructure Management
for Projects “Understanding “Performing Capability to Other
& Organizations” the Work” the Work” Management
Approaches”

Improvement Infrastructure

“Enabling
Improvement
of the Work”



Process Area Overview



CMMI Staged Representation



Characteristics of Maturity Level 2

 Processes are planned and executed in accordance
with organizational policies
 Existing practices are retained during times of stress
 Projects are performed and managed according to
their documented plans
 Commitments are established among relevant
stakeholders and are revised as needed



Requirements Management (REQM)

The purpose of
Requirements Management
is to manage the
requirements of the
project's products and
product components and to
identify inconsistencies
between those
requirements and the
project's plans and work
products.



Project Planning (PP)
The purpose of Project Planning is
to establish and maintain plans
that define project activities.



Project Monitoring and Control (PMC)

The purpose of Project
Monitoring and Control is 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.



Supplier Agreement Management (SAM)

The purpose of
Supplier Agreement
Management is to
manage the
acquisition of
products from
suppliers.



Measurement and Analysis (MA)

The purpose of
Measurement and Analysis is
to develop and sustain a
measurement capability that
is used to support
management information
needs.



Process and Product Quality Assurance (PPQA)

The purpose of Process and
Product Quality Assurance is
to provide staff and
management with objective
insight into processes and
associated work products.



Configuration Management (CM)

The purpose of Configuration
Management is to establish
and maintain the integrity of
work products using
configuration identification,
configuration control,
configuration status
accounting, and
configuration audits.




 Processes are well characterized and understood
 Organization’s set of standard processes is established
and improved over time
 Projects establish their defined processes by tailoring
the standard processes
 Project Management is proactive



Requirements Development (RD)

The purpose of
Requirements Development
is to produce and analyze
customer, product, and
product-component
requirements.



Technical Solution (TS)

The purpose of Technical
Solution is to design,
develop, and implement
solutions to requirements.
Solutions, designs, and
implementations encompass
products, product
components, and product-
related life-cycle processes
either singly or in
combinations as appropriate.



Product Integration (PI)

The purpose of Product
Integration is to
assemble the product
from the product
components, ensure
that the product, as
integrated, functions
properly, and deliver the
product.



Verification (VER)

The purpose of Verification
is to ensure that selected
work products meet their
specified requirements.



Validation (VAL)

The purpose of Validation is
to demonstrate that a
product or product
component fulfills its
intended use when placed in
its intended environment.



Organizational Process Focus (OPF)

The purpose of
Organizational Process Focus
is to plan and implement
organizational process
improvement based on a
thorough understanding of
the current strengths and
weaknesses of the
organization’s processes and
process assets.



Organizational Process Definition (OPD)

The purpose of
Organizational Process
Definition is to establish
and maintain a usable set
of organizational process
assets and work
environment standards.



Organizational Training (OT)

The purpose of
Organizational Training is
to develop the skills and
knowledge of people so
they can perform their
roles effectively and
efficiently.



Integrated Project Management (IPM)

The purpose of Integrated
Project Management is to
establish and manage the
project and the involvement
of the relevant stakeholders
according to an integrated and
defined process that is
tailored from the
organization's set of standard
processes.



Risk Management (RSKM)

The purpose of Risk
Management is to identify
potential problems before
they occur, so that risk-
handling activities may be
planned and invoked as
needed across the life of the
product or project to
mitigate adverse impacts on
achieving objectives.



Decision Analysis and Resolution (DAR)

The purpose of Decision
Analysis and Resolution is to
analyze possible decisions
using a formal evaluation
process that evaluates
identified alternatives
against established criteria.




 The organization and projects establish quantitative
objectives for quality and process performance
 Quality and process performance is understood in
statistical terms and managed throughout the life of
the processes
 Special causes of variation are identified and corrected
to prevent future occurrences
 Process performance is controlled using statistical and
other quantitative techniques


Organizational Process Performance (OPP)
The purpose of Organizational
Process Performance is to
establish and maintain a
quantitative understanding of
the performance of the
organization’s set of standard
processes in support of quality
and process-performance
objectives, and to provide the
process performance data,
baselines, and models to
quantitatively manage the
organization’s projects.



Quantitative Project Management (QPM)

The purpose of the
Quantitative Project
Management process area
is to quantitatively
manage the project’s
defined process to achieve
the project’s established
quality and process-
performance objectives.




 Continuous process improvement is based on a
quantitative understanding of the common causes of
process variation
 Effects of deployed process improvements are
measured and evaluated against the quantitative
process improvement objectives



Organizational Innovation and Deployment (OID)
The purpose of
Organizational Innovation
and Deployment is to select
and deploy incremental and
innovative improvements
that measurably improve
the organization's processes
and technologies. The
improvements support the
organization's quality and
process-performance
objectives as derived from
the organization's business
objectives.


Causal Analysis and Resolution (CAR)

The purpose of Causal
Analysis and Resolution is to
identify causes of defects
and other problems and take
action to prevent them from
occurring in the future.



Appraisal Results Status



Status as of September 2007

67.1% Non-
10,338 USA
projects organizations
273 appraised
reappraised
organizations
1,417
participating
companies

2,464
appraisals
conducted



Process Maturity Profile by All Reporting
Organizations



Reporting Organization Categories



Organization Type



Organization Size



Countries Where Appraisals Have Been
Performed and Reported to the SEI



Number of Appraisals and Maturity Levels
Reported to the SEI by Country



Questions



PPQC Services
Consulting
• CMMI
• Software Engineering
• Systems Engineering
• Process Improvement

Appraising
• SCAMPI A, B, C
• Gap Analysis

Training
• CMMI/Process Improvement
• Action Planning Workshops
• Measurement and Analysis
• Process Area Specific Training


Contact Information
Address: Henry Schneider
President/Senior Principal Consultant
Process and Product Quality Consulting, LLC
2111 Heather Green
Houston, TX USA 77062

Phone: 281-218-6682

E-mail: henry@ppqc.net

Web Site: www.ppqc.net


CMMI Model Explained for Software Process Improvement

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