Changes in CMMI® - DEV and SCAMPISM- A v 1.3: An Implementation Perspective

BSPIN May 21, 2011
© Rajesh Naik, 2011
Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 1
Rajesh Naik
Founding Partner
QAI India Limited
®
CMMI and CMM are registered trademark of Carnegie Mellon University
SM SCAMPI is a service mark of Carnegie Mellon University
Changes in CMMI® - DEV and SCAMPISM- A v 1.3
An Implementation Perspective
BSPIN - May 21, 2011

BSPIN May 21, 2011
• Most of the material is compiled from publicly available material
from SEI
• References : CMMI® Models (Public Domain) from SEI website
• SCAMPISM Method Definition Document is also available
Sources

BSPIN May 21, 2011
• Knowledge of CMMI V1.2 is presumed
• Anybody who would like to know the changes from CMMI® V1.2
to CMMI® V1.3
• Organizations interested in transitioning from CMMI® V1.2 to
CMMI® V1.3
Audience

BSPIN May 21, 2011
Agenda
• The Background and Structure
• Changes to CMMI® DEV
 Generic Goals and Practices
 Maturity Level 2 Changes
 Maturity Level 3 Changes
 Maturity Levels 4 & 5 Changes
• CMMI® - SVC
• Key Changes to SCAMPISM Methodology
• Sun-setting Timelines
• Q & A

BSPIN May 21, 2011
• Correct identified model, training material, or appraisal method defects or provide
enhancements.
• Incorporate amplifications and clarifications as needed.
• Decrease overall model size in V1.3 if possible; increases, if any, must not be greater
than absolutely necessary.
• Model and method changes should avoid adversely impacting the legacy investment of
adopting companies and organizations.
• Changes to model architecture will only be incorporated with specific CMMI Steering
Group authorization.
• Changes can only be initiated by Change Requests or by the CMMI Steering Group.
• Changes must not require retraining the nearly 100,000 (as of Dec. 2008) personnel
already trained in CMMI. Upgrade training may be needed, especially for instructors,
lead appraisers, and appraisal team members.
Background to the Changes

BSPIN May 21, 2011
The Overall Structure
Shared
PA

BSPIN May 21, 2011
V 1.1
Staged
V 1.1
Cont.
V 1.2 V1.3 V1.2 V1.3 V1.2 V1.3
Pages 715 710 560 468 428 424 531 506
Process
Areas
25 25 22 22 22 22 24 24
Generic
Goals
2 5 5 3 5 3 5 3
Generic
Practices
12 17 17 13 17 13 17 13
Specific
Goals
55 55 50 48 46 46 52 52
Specific
Practices
185 189 173 165 161 161 182 179
Measure
CMMI
Development
CMMI Acquisitions CMMI Services
The Size of the Models

BSPIN May 21, 2011
Requirements
Development
Product
Integration
Technical
Solution
Verification
Validation
16 Core PAs
1 Shared PA
(SAM)
CMMI® - DEV

BSPIN May 21, 2011
Service
Delivery
Capacity and
Availability
Management
Incident
Resolution and
Prevention
Service
Continuity
Verification
Service System
Transition
16 Core PAs
1 Shared PA
(SAM)
Service System
Development
Strategic
Service
Management
CMMI® - SVC

BSPIN May 21, 2011
Solicitation and
Supplier
Agreement
Development
Acquisitions
Requirement
Development
Agreement
Management
Acquisitions
Validation
Acquisitions
Verification
16 Core PAs
Acquisitions
Technical
Management
CMMI® - ACQ

BSPIN May 21, 2011
CMMI® - DEV 1.3 Changes to GGs and GPs
 Generic Goals 4 and 5 have been removed from all the process
areas (PA) of the model
 In the a Continuous representation appraisal of the model, no PA
can be rated at CL4 or CL 5. The highest CL is CL3 for any process
area in the continuous representation
 Some changes in the verbiage of GP 2.6 and GP 3.2. No changes in
the intent
 In the model document, the GGs and GPs are not repeated in each
process area, but all GGs and GPs are listed and elaborated at one
place (at the start of the document).
 Makes the document slimmer; does not change anything in the
requirements to be implemented

BSPIN May 21, 2011
CMMI® - DEV 1.3 Changes in ML2
 Requirements Management (REQM) PA has been shifted to the
Project Management category of PAs
 Makes no difference
 However, no Engineering PA in ML 2
 Two contentious specific practices of Supplier Agreement
Management (SAM) have been removed and converted to sub-
practices
 These two SPs were SP2.2 and SP2.3 in version 1.2
SP 2.2 (v1.2) Monitor selected supplier process &
SP 2.3 (v1.2) Evaluate selected supplier work-products
 No other changes

BSPIN May 21, 2011
CMMI® - DEV 1.3 Changes in ML3
 Optional IPPD “Addition” in v1.2 translated to one extra goal in
Integrated Project Management (IPM PA) and one extra goal in
Organizational Process Definition (OPD PA)
 This is now one additional SP in IPM and one additional SP in OPD
(both related to teaming)
 No longer optional addition
 The two goals (in IPM and OPD) have been removed in v 1.3
 The two additional practices are now part of the non-optional goals
 No other significant changes

BSPIN May 21, 2011
CMMI® - DEV 1.3 Changes in ML4 & 5
 Organizational Innovation and Deployment (OID PA) has been
renamed as Organizational Performance Management (OPM PA)
 New goal added to OPM (old OID) – this goal is related to explicit
alignment of process improvements to business objectives and
process performance data
 New goal consists of 3 SPs
 Quantitative Project Management (QPM PA) - made tighter and the
requirements are more explicit. No significant change in the intent
of the process area.
 Causal Analysis and Resolution (CAR PA) and Organizational
Process Performance (OPP PA) have undergone some changes in
the verbiage, though nothing significant in intent.
 No other significant changes

BSPIN May 21, 2011
• Glossary definition of PPM was revised to clearly state the required
characteristics (“Process performance models include statistical, probabilistic
and simulation based models that predict interim or final results by connecting
past performance with future outcome’’).
• For establishing PPMs, informative material to QPM and OPP were added
stating that PPMs and PPBs can be created by the organization, projects or
support groups.
• Informative material was revised to show the use of data from stabilized sub
processes is desirable, but not required, not all parameters in a PPM must be
related to characteristics of a sub-process
• Informative material to QPM, CAR, and OID is added to describe the use of
PPMs
CMMI® - DEV 1.3 Changes in ML4 & 5 (contd.)

BSPIN May 21, 2011
• ML 4 & 5 is differentiated in a more robust way – without relying on
SPC concepts as THE central theme.
• Treatment of Assignable/Common Cause in Quantitative Project
Management process area is balanced to allow a greater variety of
quantitative techniques to be recognized.
• Glossary entries and other related terminology throughout the model
are revised to avoid narrowly focusing on Common Cause as a
defining concept of high maturity.
• Minor informative material is added to OPP and QPM to clarify
proper use of business objectives, including updated examples.
• Minor informative material is added to OPP and QPM to clarify use
of sub processes, including updated examples
• High maturity requirements are documented in high maturity process
area goals and high maturity expectations in high maturity process
area practices – instead of relying on informative material

BSPIN May 21, 2011
QPM material has been made more meaningful and logical
SG 1 Prepare for Quantitative Management
SP 1.1 Establish the Project’s Objectives
SP 1.2 Compose the Defined Process
SP 1.3 Select Sub-processes and Attributes
SP 1.4 Select Measures and Analytic Techniques
SG 2 Quantitatively Manage the Project
SP 2.1 Monitor the Performance of Selected Sub-processes
SP 2.2 Manage Project Performance
SP 2.3 Perform Root Cause Analysis

BSPIN May 21, 2011
• Organizational Innovation and Deployment (OID) is renamed
as Organizational Performance Management (OPM).
• Added New goal to OPM
• SG 1 Manage Business Performance
• SP 1.1 Maintain Business Objectives
• SP 1.2 Analyze Process Performance Data
• SP 1.3 Identify Potential Areas for Improvement
• Earlier two SGs of OID remains similar but there are
changes to Specific practices
• SG 2 Select Improvement
• SG 3 Deploy improvement

BSPIN May 21, 2011
CMMI®
-SVC
 CMMI®-SVC is a set of best practices that help service organizations
to:
 Design the service
 Deploy and deliver the service
 Manage the service
 Retire and replace the service with a new one
 Has commonalities with other models
 Like CMMI®-DEV, ITIL®, eSCM, CobiT etc.
 Usable by any service provider
 BPO, IT Infra, Testing, Hotels, Hospitals, Travel, etc.

BSPIN May 21, 2011
What is a Service as per CMMI®-SVC
• Services are useful intangible and typically non-storable
results delivered through the operation of a service system.
• A service is
• delivered through the operation of a service system
• which is an integrated and interdependent combination of component
resources
• that satisfies service requirements
• Service System consisting of multiple components
 Processes & Work products
 Tools & Facilities
 Human Resources
 Consumable Items

BSPIN May 21, 2011
Where can CMMI®-SVC be Used?

BSPIN May 21, 2011
CMMI® - SVC
IPM or WPM
SSD SST
STSM
SD
IRP
OPF
&
OPD
OT
OPP
OID/
OPM
PP or WP PMC or WMC
RSKM SCON
REQM SAM
QPM or QWM
CAM
PPQA
CM
DAR
CAR
M & A
Service Establishment & Delivery
Project or Work Management
Process
Management
Support
SVC Process Areas Added
RD Removed
TS Removed
PI Removed
VER Removed
VAL Removed

BSPIN May 21, 2011
Bug Fix – ML4/ ML5 Example
Accept/
Reject
QueueQueue
New ticket
Analyze Fix Review
TestRegressionDeliveryClose
Queue Queue
QueueQueueQueue
Analyze Fix Review Test ……
Suzy Expert Expert Expert Expert
Rohit Proficient Proficient Proficient Expert
Rita Novice Proficient Proficient Expert
Ankit Cant Do Novice Novice Proficient
Optimize: SLA Compliance, Bad Fixes, Idle time, Cost, Pending Queues
Input Data: Expected arrival rate, current sub-process performance baselines
Models: Simulations, based on queuing theory
What-if: We change the rules of task assignment? More tickets are expected?
We get one more person in the team? Suzy takes leave for 2 weeks?
We reduce avg. cycle-time of “regressions” sub-process by 10%?

BSPIN May 21, 2011
CMMI® - DEV/ SVC Impacts
 You may not be able to include “projects” that do not implement
RD, PI or VAL in DEV appraisals in future
 60-70% of your “projects” may fit better with the SVC model
 May end up with more SVC appraisals than DEV appraisals
Full Life cycle
Only Testing
Only Coding & Testing
Bug Fixes & Minor Enhancements
Production Support
Documentation
Beta Site Management
DEV SVC
Major Enhancements

BSPIN May 21, 2011
SCAMPISM–A: Changes
• Sampling Rules
 The method now provides more explicit guidelines for
minimum sample sizes across sub-groups of “projects” (basic
units)
• Data Coverage rules for various projects have changed
• Requirements for ATM team members has become more
explicit
 Minimum average of 6 years experience (excluding LA)
 Many factors/ questions to be explicitly answered on “conflict
of interest” for ATMs and translators
• Affirmations have to be provided by people “who have
done the activity”
• Appraisal Input document replaced with “Initial Appraisal
Plan”

BSPIN May 21, 2011
Sampling
• Identify sub-groups of “basic units”/ “projects” based on
similar “factors”:
 Factors could be Business Units, Locations, Technology,
Development Methodology, Lifecycle….
 So BU1-BLR-SAP-ERP-STD could be one sub-group of projects
 Calculate the minimum number of units to be selected from each
sub-group using the formula

BSPIN May 21, 2011
Data Coverage
• No concept of “direct” and “indirect” artifacts – only
relevant artifacts
• For each “sub-group”:
 some projects (at least one) must cover all relevant process
areas and provide artifacts AND affirmations for each practice
 half of the remaining projects must cover at least one PA with
artifacts AND affirmations for each practice
 the other half must cover at least one PA with artifacts OR
affirmations for each practice

BSPIN May 21, 2011
ATM Requirements – Conflict of Interest
• Are any team members authors of one or more processes included in the scope of
the appraisal?
• Are any members of the organization’s process group serving on the appraisal
team?
• Are any “process owners” serving as appraisal team members?
• Are staff with supervisory responsibility over one or more parts of the
organizational unit on the team?
• Are people who served on previous appraisals (Class C, B or A) of the
organizational unit serving as appraisal team members?
• Are any of the appraisal team members in a direct reporting relationship above any
appraisal participants or other appraisal team members, including administrative,
functional, basic unit, performance, or technical authority (e.g., supervisory, basic
unit, program, technical)?
• Will any of the appraisal team members be interviewed or providing evidence?
• Are members of the appraisal team involved in process or product quality audits?

BSPIN May 21, 2011
Timelines for Sun-setting
 CMMI® Version 1.3 has been released in November 2010 for all three
models (DEV, SVC and ACQ). Appraisals on v1.3 of the models have
started
 You can continue with appraisals on CMMI® v1.2 for one year after
the release of v1.3 (i.e, up to October 2011)
 SCAMPISM v 1.3 has been released in April 2011.
 You can continue with appraisals on SCAMPISM v1.2 for one year
after the release of SCAMPISM v1.3 (i.e, up to March 2012)
Right Now, all 4 combinations are possible !

BSPIN May 21, 2011
Questions? Comments?

BSPIN May 21, 2011
Rajesh Naik
Founding Partner
QAI India Limited
Email
naik.rajeshnaik@gmail.com
Mobile
+91 9845488767
Website
www.rajeshnaik.com
Also, have a look at the latest “business novel”:
Thank You!
Aligning Ferret: How an Organization Meets
Extraordinary Challenges
By Swapna Kishore & Rajesh Naik
Available at Amazon:
http://www.amazon.com/dp/B00CZA94XC

BSPIN May 21, 2011
More resources on the subject are available from the creator of this presentation at:
http://www.rajeshnaik.com
This work is released under a Creative Commons Attribution-NonCommercial-
ShareAlike 3.0 Unported License license. This means you can use it for non-
commercial purposes so long as you include the copyright line “© Rajesh Naik,
2010". If you create derivative works using this work, they should also be made
available under a similar license. For further information go to
http://creativecommons.org/licenses/by-nc-sa/3.0/ For uses outside the scope of the
license, contact Rajesh Naik at naik.rajeshnaik@gmail.com
Author: Rajesh Naik
Founding Partner
QAI India Limited
naik.rajeshnaik@gmail.com
+91 9845488767
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Changes in CMMI® - DEV and SCAMPISM- A v 1.3: An Implementation Perspective

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