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CMMI

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AHM Pervej Kabir
AHM Pervej Kabir

The document provides an overview of the Capability Maturity Model Integration (CMMI) framework. CMMI is an industry standard for improving product quality and development processes. It consists of best practices for systems engineering, software engineering, integrated product and process development, and supplier sourcing. CMMI models an organization's processes at five maturity levels from initial to optimizing. Higher levels indicate more disciplined, defined, and quantitatively managed processes. The document outlines the CMMI components and structure, describes each maturity level and associated process areas, and discusses tips for successful CMMI implementation.

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Capability Maturity Model Integrated Short Overview Quality Frameworks Presented By: AHM Pervej Kabir ERA-InfoTech Limited. +8801757051005
Slide 2 of 18 Outline • Introduction • High level overview of CMMI • Questions and comments
Slide 3 of 18 What is CMMI? • CMMI (Capability Maturity Model Integration) is a proven industry framework to improve product quality and development efficiency for both hardware and software – CMMI has been established as a model to improve business results – Emphasis on business needs, integration and institutionalization • CMMI (Capability Maturity Model Integration) not asks What to do? It asks, How to do?
Slide 4 of 18 How can CMMI help? • CMMI provides a way to focus and manage hardware and software development from product inception through deployment and maintenance. – ISO-9000 are still required. CMMI interfaces well with them. CMMI and TL are complementary - both are needed since they address different aspects. • ISO-9000 is a process compliance standard • CMMI is a process improvement model • Behavioral changes are needed at both management and staff levels. Examples: – Increased personal accountability – Tighter links between Product Management, Development, SCN, etc. • Initially a lot of investment required – but, if properly managed, we will be more efficient and productive while turning out products with consistently higher quality.
Slide 5 of 13 CMMI Models within the Framework • Models: – Systems Engineering + Software Engineering (SE/SW) – Systems Engineering + Software Engineering + Integrated Product and Process Development (IPPD) – Systems Engineering + Software Engineering + Integrated Product and Process Development + Supplier Sourcing (SS) – Software Engineering only • Representation options: – Staged – Continuous .
Slide 6 of 13 CMMI Staged Representation - 5 Maturity Levels Level 5 Initial Level 1 Processes are unpredictable, poorly controlled, reactive. Managed Level 2 Processes are planned, documented, performed, monitored, and controlled at the project level. Often reactive. Defined Level 3 Processes are well characterized and understood. Processes, standards, procedures, tools, etc. are defined at the organizational (Organization X ) level. Proactive. Quantitatively Managed Level 4 Processes are controlled using statistical and other quantitative techniques. OptimizingProcessM aturity Process performance continually improved through incremental and innovative technological improvements.
Slide 7 of 18 Behaviors at the Five Levels Initial Managed Defined Quantitatively Managed Optimizing Process is unpredictable, poorly controlled, and reactive Process is characterized for projects and is often reactive Process is characterized for the organization and is proactive Process is measured and controlled Focus is on continuous quantitative improvement Maturity Level Process Characteristics Behaviors Focus on "fire prevention"; improvement anticipated and desired, and impacts assessed. Greater sense of teamwork and inter- dependencies Reliance on defined process. People understand, support and follow the process. Over reliance on experience of good people – when they go, the process goes. “Heroics.” Focus on "fire fighting"; effectiveness low – frustration high.
Slide 8 of 18 CMMI Levels……..
Slide 9 of 18 Level Wise Process Areas .
Slide 10 of 18 Maturity Level Project Managment Engineering Process Management Support 5 Optimizing Organizational Innovation & Deployment Causal Analysis & Resolution 4 Quantitatively Managed Quantitative Project Mngt Organizational Process Performance 3 Defined Integrated Project Mngt Risk Management Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Decision Analysis & Resolution 2 Managed Project Planning Project Monitoring & Control Supplier Agreement Mngt Requirements Mngt Measurement & Analysis Process & Product Quality Assurance Configuration Mngt 1 Initial CMMI Process Areas
Slide 11 of 18 CMMI Components
Slide 12 of 18 CMMI Terminology & Structure Maturity Levels (1- 5) Generic Practices Generic Goals Process Area 2 Common Features Process Area 1 Process Area n Verifying Implementation Specific Goals Specific Practices Ability to Perform Directing Implementation RequiredRequired Sub practices, typical work products, discipline amplifications, generic practice elaborations, goal and practice titles, goal and practice notes, and references Commitment to Perform Sub practices, typical work products, discipline amplifications, generic practice elaborations, goal and practice titles, goal and practice notes, and references InformativeInformative Required. Specific for each process area. Required. Common across all process areas.
Slide 13 of 18 CMMI Pitfalls of implementation • Implementing CMM does not occur overnight. • Implementing CMM is not merely a “paper drill”. • Typical times for implementation: – 3-6 months of preparation – 6-12 months of implementation – 3 months of assessment preparation – 12 months for each new level How Long Does it Take?
Slide 14 of 18 Pitfalls of CMMI implementation Is It Perfect? • No! Some implementations do more harm than good. – Complete re-vamp of processes to “get certified” instead of smartly adapting processes. – Process focus used more as a stick than as a carrot. – Focusing on compliance instead of improvement.
Slide 15 of 13 Advantage of CMMI implementation •Defect rates have dropped •Defect detection occurs earlier •User requirements are documented, controlled, and managed with monitoring •Especially important when users change their minds! •Estimating improves and becomes more precise •Risk management is a practice •Development processes remain agile!
Slide 16 of 18 CMMI Implementation Best Practices •Be Realistic – Some processes will be more ready than others. •Be Flexible – Allowing tailoring is key to adoption. •Be Open – The key is to learn how to do things better, not how to “comply”. •Be Patient – It does not happen overnight.
Slide 17 of 18 CMMI Resources • Software Engineering Institute's CMMI website: http://www.sei.cmu.edu/cmmi/
Slide 18 of 18 THANKS to ALL

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CMMI

  • 1. Capability Maturity Model Integrated Short Overview Quality Frameworks Presented By: AHM Pervej Kabir ERA-InfoTech Limited. +8801757051005
  • 2. Slide 2 of 18 Outline • Introduction • High level overview of CMMI • Questions and comments
  • 3. Slide 3 of 18 What is CMMI? • CMMI (Capability Maturity Model Integration) is a proven industry framework to improve product quality and development efficiency for both hardware and software – CMMI has been established as a model to improve business results – Emphasis on business needs, integration and institutionalization • CMMI (Capability Maturity Model Integration) not asks What to do? It asks, How to do?
  • 4. Slide 4 of 18 How can CMMI help? • CMMI provides a way to focus and manage hardware and software development from product inception through deployment and maintenance. – ISO-9000 are still required. CMMI interfaces well with them. CMMI and TL are complementary - both are needed since they address different aspects. • ISO-9000 is a process compliance standard • CMMI is a process improvement model • Behavioral changes are needed at both management and staff levels. Examples: – Increased personal accountability – Tighter links between Product Management, Development, SCN, etc. • Initially a lot of investment required – but, if properly managed, we will be more efficient and productive while turning out products with consistently higher quality.
  • 5. Slide 5 of 13 CMMI Models within the Framework • Models: – Systems Engineering + Software Engineering (SE/SW) – Systems Engineering + Software Engineering + Integrated Product and Process Development (IPPD) – Systems Engineering + Software Engineering + Integrated Product and Process Development + Supplier Sourcing (SS) – Software Engineering only • Representation options: – Staged – Continuous .
  • 6. Slide 6 of 13 CMMI Staged Representation - 5 Maturity Levels Level 5 Initial Level 1 Processes are unpredictable, poorly controlled, reactive. Managed Level 2 Processes are planned, documented, performed, monitored, and controlled at the project level. Often reactive. Defined Level 3 Processes are well characterized and understood. Processes, standards, procedures, tools, etc. are defined at the organizational (Organization X ) level. Proactive. Quantitatively Managed Level 4 Processes are controlled using statistical and other quantitative techniques. OptimizingProcessM aturity Process performance continually improved through incremental and innovative technological improvements.
  • 7. Slide 7 of 18 Behaviors at the Five Levels Initial Managed Defined Quantitatively Managed Optimizing Process is unpredictable, poorly controlled, and reactive Process is characterized for projects and is often reactive Process is characterized for the organization and is proactive Process is measured and controlled Focus is on continuous quantitative improvement Maturity Level Process Characteristics Behaviors Focus on "fire prevention"; improvement anticipated and desired, and impacts assessed. Greater sense of teamwork and inter- dependencies Reliance on defined process. People understand, support and follow the process. Over reliance on experience of good people – when they go, the process goes. “Heroics.” Focus on "fire fighting"; effectiveness low – frustration high.
  • 8. Slide 8 of 18 CMMI Levels……..
  • 9. Slide 9 of 18 Level Wise Process Areas .
  • 10. Slide 10 of 18 Maturity Level Project Managment Engineering Process Management Support 5 Optimizing Organizational Innovation & Deployment Causal Analysis & Resolution 4 Quantitatively Managed Quantitative Project Mngt Organizational Process Performance 3 Defined Integrated Project Mngt Risk Management Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Decision Analysis & Resolution 2 Managed Project Planning Project Monitoring & Control Supplier Agreement Mngt Requirements Mngt Measurement & Analysis Process & Product Quality Assurance Configuration Mngt 1 Initial CMMI Process Areas
  • 11. Slide 11 of 18 CMMI Components
  • 12. Slide 12 of 18 CMMI Terminology & Structure Maturity Levels (1- 5) Generic Practices Generic Goals Process Area 2 Common Features Process Area 1 Process Area n Verifying Implementation Specific Goals Specific Practices Ability to Perform Directing Implementation RequiredRequired Sub practices, typical work products, discipline amplifications, generic practice elaborations, goal and practice titles, goal and practice notes, and references Commitment to Perform Sub practices, typical work products, discipline amplifications, generic practice elaborations, goal and practice titles, goal and practice notes, and references InformativeInformative Required. Specific for each process area. Required. Common across all process areas.
  • 13. Slide 13 of 18 CMMI Pitfalls of implementation • Implementing CMM does not occur overnight. • Implementing CMM is not merely a “paper drill”. • Typical times for implementation: – 3-6 months of preparation – 6-12 months of implementation – 3 months of assessment preparation – 12 months for each new level How Long Does it Take?
  • 14. Slide 14 of 18 Pitfalls of CMMI implementation Is It Perfect? • No! Some implementations do more harm than good. – Complete re-vamp of processes to “get certified” instead of smartly adapting processes. – Process focus used more as a stick than as a carrot. – Focusing on compliance instead of improvement.
  • 15. Slide 15 of 13 Advantage of CMMI implementation •Defect rates have dropped •Defect detection occurs earlier •User requirements are documented, controlled, and managed with monitoring •Especially important when users change their minds! •Estimating improves and becomes more precise •Risk management is a practice •Development processes remain agile!
  • 16. Slide 16 of 18 CMMI Implementation Best Practices •Be Realistic – Some processes will be more ready than others. •Be Flexible – Allowing tailoring is key to adoption. •Be Open – The key is to learn how to do things better, not how to “comply”. •Be Patient – It does not happen overnight.
  • 17. Slide 17 of 18 CMMI Resources • Software Engineering Institute's CMMI website: http://www.sei.cmu.edu/cmmi/
  • 18. Slide 18 of 18 THANKS to ALL