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CMMI Capability Maturity Model Integration

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CMMI Capability Maturity Model Integration

  1. 1. CMMI - Capability Maturity Model Integration <br />Using CMMI, a well-defined process for process improvements that provides the means to work smarter<br />Anand Subramaniam<br />
  2. 2. 2<br />“When you hire people that are smarter than you are, you prove you are smarter than they are.” <br />- R. H. Grant<br />
  3. 3. Current Project Challenges <br />Too much rework / functions not working correctly<br />Late delivery / over commitment<br />Defects are discovered by the customer<br />Repeatability questionable<br />Poor staff morale<br />Inadequate management visibility<br />Challenges<br />Customer complaints<br />Estimates are way off / spiraling costs<br />Plans are made, but not necessarily followed and / or tracked<br />Failure to manage risks<br />User require-ments not managed<br />Lack of consideration for the entire product / service lifecycle<br />Success depends on heroic efforts by competent individuals<br />3<br />
  4. 4. Projects – Critical Success Factors<br />Effective project quality control<br />Effective communication<br />Effective project KPIs / measurements<br />Substantial volumes of reusable material<br />Capable project managers<br />CSF<br />Effective risk management<br />Effective project cost estimating<br />Capable technical personnel<br />Effective processes & systems<br />Effective project change management<br />Effective project milestone tracking<br />Effective project planning<br />4<br />
  5. 5. Competitive Advantage<br />5<br />CMMI<br />To measure, monitor & manage processes<br />s<br />Six Sigma<br />To deliver value & develop a sustainable<br />competitive advantage<br />Knowledge Management<br />To utilise data, transform it into knowledge to enable informed decision making<br />
  6. 6. CMMI - Usage<br />Software-intensive products & services<br />Benchmarking against others in varied industries<br />Development, acquisition & maintenance of products & services<br />Product & service lifecycles from conception through to delivery & maintenance<br />6<br />
  7. 7. Process Improvement Benefits <br />Improved schedule<br />Improved employee morale<br />Increased customer satisfaction<br />Increased return on investment<br />Improved cycle time<br />Benefits<br />Decreased cost of quality<br />Increased productivity<br />Improved quality <br />7<br />
  8. 8. CMMI – What & Why<br />Integrate traditionally separate organisational functions<br />Manage System complexity <br />Improve program performance – schedule, cost, risk etc<br />Enterprise Improvement effort<br />Evolutionary process improvement model<br />Advances in technology / systems integration<br />What & Why<br />Provide guidance for quality processes<br />Criteria for reviews<br />NOT prescriptive<br />Framework for process improvement goals & priorities<br />Provides a discipline & a point of reference for appraising current processes<br />Common Vocabulary for describing Product Development Processes<br />8<br />
  9. 9. CMMI – Critical Dimension<br />9<br />Procedures / methods -defining task relationship<br />Process<br />Major determinants of product cost, schedule & quality <br />People – motivated, with skills, trained<br />Tools & Equipment<br />Improved Process + Competent Workforce + Appropriate Technology =Risk Minimised + Productivity & Quality Maximised<br />
  10. 10. CMMI – Process Steps <br />Assess Fit / Gap<br />Prioritise suggested New Processes<br />Kick Off<br />Train (On Going)<br />Assess Current State<br />Assess Maturity Level / Approach<br />Assess Pilot<br />Institutionalise<br />Key Lessons Learned <br />Appraisal<br />Revise/ Develop New Processes<br />Pilot Processes<br />
  11. 11. CMMI - Process Area<br />11<br />Process Management<br /><ul><li>Organisational Process Focus
  12. 12. Organisational Process Definition
  13. 13. Organisational Training
  14. 14. Organisational Process Performance
  15. 15. Organisational Innovation an & Deploy</li></ul>Empower<br />Analyse<br />Project Management<br /><ul><li>Project Planning
  16. 16. Project Monitoring and Control
  17. 17. Supplier Agreement Management
  18. 18. Integrated Project Management (IPPD)
  19. 19. Risk Management
  20. 20. Integrated Teaming
  21. 21. Integrated Supplier Management**
  22. 22. Quantitative Project Management</li></ul>Support<br /><ul><li>Configuration Management
  23. 23. Process and Product Quality Assurance
  24. 24. Measurement and Analysis
  25. 25. Org Environment for Integration
  26. 26. Decision Analysis and Resolution
  27. 27. Causal Analysis and Resolution</li></ul>Standardise<br />processes<br />Analyse<br />Engineering<br /><ul><li>Requirements Development
  28. 28. Requirements Management
  29. 29. Technical Solution
  30. 30. Product Integration
  31. 31. Verification
  32. 32. Validation</li></ul>Employ<br />Measure & Assist<br />
  33. 33. CMMI – Body of Knowledge<br />SW = Software Engineering <br />SE = Systems Engineering<br />SS = Supplier Sourcing <br />IPPD = Integrated Product & Process Development <br />12<br />
  34. 34. CMMI – Body of Knowledge (Contd.)<br />SW<br />Covers the development of software systems<br />Focus on applying systematic, disciplined and quantifiable approaches to the development, operation & maintenance<br />SE<br />Covers the development of total systems, which may or may not include software<br />Focus on transforming customer needs, expectations, and constraints into product solutions and supporting these product solutions throughout the life of the product<br />IPPD<br />Focus on collaboration with relevant stakeholders throughout the life of the product to better satisfy customer needs, expectations, and requirements<br />SS<br />Focus on enhancing the sourcing and monitoring supplier activities before product delivery, where suppliers are used - to perform functions or add modifications to products that are specifically needed by the project<br />
  35. 35. CMMI Levels – Risk / Quality<br />14<br />Lvl 5 - Optimised<br />Low<br />High<br />Continuously Improve Process<br />Lvl 4 – Quantitatively Managed<br />Measured<br />Predictable Process<br />Lvl 3 - Defined<br />Standard<br />Productivity / Quality<br />Risk<br />Std Consistent Process<br />Lvl 2 - Managed<br />Planned & Tracked<br />Maturity levels should not be skipped<br />Disciplined Process<br />Lvl 1 - Initial<br /> Performed<br />Lvl 0 - Not performed <br />High<br />Low<br />
  36. 36. CMMI Levels – Focus & Process Area<br />15<br />
  37. 37. CMMI - Differences<br />Structure/ Represent (staged vs. continuous)<br />Discipline (software, systems, acquisition)<br />How Capability is Defined (institutionalised)<br />How Maturity is Defined (process improvement path)<br />16<br />
  38. 38. Staged vs. Continuous<br />17<br />Staged<br /><ul><li>Process improvement is measured using maturity levels
  39. 39. Maturity Levels is the degree of process improvement across a predefined set of process areas
  40. 40. Organisational maturity pertains to the “maturity” of a set of processes across an organisation</li></ul>Continuous<br /><ul><li>Process improvement is measured using capability levels
  41. 41. Capability level is the achievement of process improvement within an individual process area
  42. 42. Process area capability pertains to the “maturity” of a particular process across an organisation</li></li></ul><li>Staged vs. Continuous (Contd.)<br />18<br />
  43. 43. 19<br />CMMI – Standalone or Along with<br />BSC<br />Lean Six Sigma<br />Prince 2<br />Basel II<br />CMMI +? +?<br />Agile <br />ISO<br />SOX<br />CoBIT<br />TQM<br />ITIL<br />PMBOK<br />
  44. 44. Disparate vs. Integrated Improvement <br />20<br />ITIL<br />CMMI<br />Disparate improvement efforts<br />Integrated improvement efforts<br />ISO<br />Six Sigma<br />Process<br />BSC<br />Management<br />CMMI<br />ISO<br />Six Sigma<br />ITIL<br />BSC<br />
  45. 45. CMMI vs. ISO<br />21<br />CMMI<br /><ul><li>Model
  46. 46. In-depth focus in SE,SW,SA
  47. 47. Measure process quality
  48. 48. More rigorous
  49. 49. Extensive set of “best practice”
  50. 50. What to do and not how or who</li></ul>SE – Software Engineering<br />SW – Systems Engineering<br />SA – Software Acquisition<br />ISO<br /><ul><li>Standard
  51. 51. Broad focus
  52. 52. Focus on having a process
  53. 53. Less rigorous
  54. 54. Assists in satisfying CMMI capabilities
  55. 55. What to do and not how or who</li></li></ul><li>CMMI vs. Lean Six Sigma (LSS)<br />22<br />CMMI<br /><ul><li>Defines the requirements of measurement and statistical process control
  56. 56. Best practices for systems & software engineering, acquisition and integrated product & process development
  57. 57. Benchmark organisations against each other
  58. 58. Implementation time frame 12 ~ 18 months</li></ul>LSS<br /><ul><li>Provides the tools to implement CMMI
  59. 59. Set of tools applicable to performing each process improvement activity
  60. 60. Business orientation to process improvement
  61. 61. Implementation time frame 3 ~ 5 months</li></li></ul><li>CMMI & Lean Six Sigma<br />Trace the leading indicator measures down to specific process gaps and, if possible, measurable process attributes<br />Use Six Sigma tools if process improvement measurement data is readily available; otherwise, use CMMI<br />Use either to institutionalise the process improvements<br />23<br />
  62. 62. CMMI & IT Balance Score Card (BSC)<br />24<br />
  63. 63. 25<br />“Cats are smarter than dogs. You can't get eight cats to pull a sled through snow.” <br />- Jeff Valdez<br />
  64. 64. 26<br />Good Luck<br />http://www.linkedin.com/in/anandsubramaniam<br />