Académique Documents
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CMMISM
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Contents
Introductions
CMMI Framework
The Staged Model
Structure of CMMISM Staged
Staged & Continuous
Representations
CMMI Road Map & Assessments
Level 2 Process Areas
Level 3 Process Areas
Level 4 Process Areas
Level 5 Process Areas
Summary
CMMISM
Slide: 2
Course Objectives
Introduce the
Need, Historical context
Terminology, Architecture
Contents, and
Application of the CMMI model to achieve
higher maturity processes
of the CMMISM SE/SW Staged Representation
Will cover what the CMMI requires
SM
CMMISM
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Slide: 4
Code of Conduct
Ask questions
Share experiences
Let one person speak at a time
Keep discussions to the point
Instructor to control discussions
Keep mobiles in silent or switch-off mode
No smoking in the room
Ask for a break if you are tired
CMMISM
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CMMI
CMMISM
SM
Framework
Slide: 6
The Process
Management Premise
The Quality of a (software) system
is highly influenced by the quality of
the process used to develop and
maintain it
This premise implies focus on
process as well as product
CMMISM
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Process in Perspective
CMMISM
Slide: 8
Definition of Process
Process- A sequence of steps performed for a
given purpose (IEEE)
Process A set of activities, methods and
transformations, practices that people use to
develop and maintain a system
CMMISM
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CMMISM
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CMMISM
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Looking Back.
US Department of Defense set up the
Software Engineering Institute (SEI) in the
1984
An R & D organization only; custodian on
behalf of the software community for the
Capability Maturity Models
Charter is to be the leader in advancing the
state of the practice of software engineering
to improve the quality of systems that depend
on software
Is not a Certification body
CMMISM
Slide: 13
History of CMMs
CMM v1.0 (Software) was the first to be
developed
Others were developed subsequently:
SE CMM (Systems Engineering) CMM
Integrated Product Development CMM
SA (Software Acquisition) CMM
People CMM
CMMISM
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Conflicting terminology
Different approaches
Different representations
Contradictions
Different degrees of detail
Poor interfaces between the CMMs
Multiple assessments
Multiple training
Multiple expenses
CMMISM
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Why Integrate?
Effectiveness
one model across full enterprise lifecycle
corporate perspective for organization-wide
improvement
integrated processes for integrated product
teams
one model, one architecture, consistent
terminology, common process assets, common
goals, one assessment
CMMISM
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Why Integrate?
Contd.
CMMISM
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CMMISM
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Defined
Managed
Initial
Software Engineering Institute
CMMISM
Slide: 19
Maturity Levels
Improvement
institutionalized
Quantitatively
Managed
(4)
Predictable
process
Defined
(3)
Standard,
consistent
process
Managed
(2)
Disciplined
process
Optimizing
(5)
Continuously
improving
process
Initial
(1)
Quantitative
control
CMMISM
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CMMISM
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CMMISM
CMMISM
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Process can be
summarized as Predictable
CMMISM
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In
Out
In
Out
In
Out
In
Out
In
Out
CMMISM
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CMMISM
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1. Introduction
2. Structure of the Model
3. Model Terminology
4. Maturity Levels, Common Features, and Generic
Practices
5. Understanding the Model
6. Using the Model
7. Process Areas (this constitutes the bulk)
CMMISM
Slide: 28
Contd.
A. References
B. Acronyms
C. Glossary
D. Required and Expected Model Elements
E. CMMI Project Participants
The staged representation document is 715 pages
Can be downloaded in .pdf or .doc format from SEI website
CMMISM
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CMMISM
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Maturity Level
Software Engineering Institute
Process Area 1
Process Area 2
Generic
Goals
Specific
Goals
Specific
Practices
Commitment
to Perform
Process Area N
i
Common Features
Ability
to Perform
Directing
Implementation
Verifying
Implementation
Generic
Practices
CMMISM
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CMMISM
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Focus on process
improvement
Process measured
and controlled
Process unpredictable,
poorly controlled and
reactive
CMMISM
Quantitatively
Managed
Quantitative
Management
Defined
Process characterized
for the organization
and is proactive
Process characterized for
projects and is often
reactive
Optimizing
Managed
Initial
Process
Standardization
Basic Project
Management
Software Engineering Institute
Slide: 33
Process Areas
Maturity Level
Process Area 1
Process Area 2
Generic
Goals
Specific
Goals
Specific
Practices
Commitment
to Perform
CMMISM
Process Area N
i
Common Features
Ability
to Perform
Directing
Implementation
Verifying
Implementation
Generic
Practices
Slide: 34
CMMISM
Slide: 35
Organizational
Innovation & Deployment
Organizational
Process Performance
Validation
Verification
Product Integration
Technical Solution
Requirements Development
Risk Management
Integrated Project Management
Organizational Training
Organizational Environment for
for IPPD
Organizational Process Definition
Integration
Integrated Teaming
Organizational Process Focus Decision Analysis & Resolution
Integrated supplier Management
Requirements Management
Engineering
Project Management
3
2
CMMISM
Configuration Management
Process & Product QA
Measurement & Analysis
Process Management
Support
Slide: 36
Goals
Maturity Level
Software Engineering Institute
Process Area 1
Process Area 2
Generic
Goals
Specific
Goals
Specific
Practices
Commitment
to Perform
Process Area N
i
Common Features
Ability
to Perform
Directing
Implementation
Verifying
Implementation
Generic
Practices
CMMISM
Slide: 37
Goal - Concept
A Goal is a high-level outcome to be achieved by
effective implementation of practices
There are two kinds of goals in each PA
Specific goals
Generic goals
SM
CMMISM
Slide: 38
Goals
There are one to three Specific Goals per
Process Area (PA)
There is one Generic Goal (related to
institutionalization) per Process Area
The same generic goal (GG2) is applicable to all
level-2 PAs
The same generic goal (GG3) is applicable to all
level-3, 4 and 5 PAs
CMMISM
Slide: 39
Practices
Maturity Level
Software Engineering Institute
Process Area 1
Process Area 2
Process Area N
Generic
Goals
Specific
Goals
Specific
Practices
Common Features
Commitment
to Perform
Ability
to Perform
Directing
Implementation
Verifying
Implementation
Generic
Practices
CMMISM
Slide: 40
Practice - Concept
A Practice is an action to be performed in order to
achieve the goals of a Process Area
CMMI contains 2 types of practices:
SM
Specific practices
these differ across Process Areas (equivalent of
Activities in the SW CMMSM)
Generic practices
these are common across all Process Areas
(equivalent of Co, Ab, Ve, etc. in the SW
CMMSM)
CMMISM
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Generic Practices
Generic Practices support the Generic Goal of
each PA
For a Generic Goal, the Generic Practices are the
same
So, all level 2 PAs have the same Generic
Practices, and
all level 3, 4 & 5 PAs have the same Generic
Practices
CMMISM
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Generic Practices
Contd.
Ability to Perform
CMMISM
Plan
Slide: 43
Generic Practices
Directing Implementation
Contd.
Analysis
Design
Coding
Testing
34
45
125
67
Verifying Implementation
ensuring implementation and compliance through
quality assurance and high level management
CMMISM
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Other Elements
Sub-practices
Typical Work Products
Discipline Amplifications
Generic Practice Elaboration
CMMISM
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Other Elements
Contd.
Sub-practices
detailed descriptions that provide guidance for
interpreting a practice
informative components
to provide ideas (that may or may not be used
to implement the practice)
CMMISM
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Other Elements
Contd.
CMMISM
Slide: 48
Other Elements
Contd.
Discipline Amplifications
information relevant to a particular discipline
(e.g., system engineering, software
engineering)
CMMISM
Slide: 49
Other Elements
Contd.
CMMISM
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Defined
Managed
CL5
CL4
CL3
CL2
CL1
CL0
CMMISM
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CA R
DA R
ppQ A
CM
MAA
O ID
OPP
OT
OPD
OP F
QP M
Rs M
IP M
SAM
PMC
PP
VAL
VER
PI
TS
RD
RM
Initial
ADHOC
CMMISM
Slide: 52
Quantitatively
Managed
(4)
Quantitative
Management
Defined
(3)
Process
Standardization
Managed
(2)
Basic Project
Management
Initial
(1)
Optimizing
(5)
Improvement
Institutionalized
Process measured
and controlled
Process characterized
for the organization
and is proactive
Process unpredictable,
poorly controlled and
reactive
CMMISM
Slide: 53
Organizational
Innovation & Deployment
Organizational
Process Performance
Validation
Verification
Product Integration
Technical Solution
Requirements Development
Risk Management
Integrated Project Management
Organizational Training
Organizational Environment for
for IPPD
Organizational Process Definition
Integration
Integrated Teaming
Organizational Process Focus Decision Analysis & Resolution
Integrated Supplier management
Requirements Management
Engineering
Project Management
3
2
CMMISM
Configuration Management
Process & Product QA
Measurement & Analysis
Process Management
Support
Slide: 54
Staged Approach
Proven sequence of typical areas to focus on for
improvement
Permits comparison across organizations assessment results can be summarized into a
single rating
Easy migration from SW-CMMSM
CMMISM
Slide: 55
CMMISM
Level
Continuous Representation
Capability Levels
Level 0
Incomplete
Level 1
Performed
Level 2
Managed
Level 3
Defined
Level 4
Quantitatively Managed
Level 5
Optimizing
Slide: 56
Engineering
CMMISM
Project Management
Process Management
Configuration Management
Process & Product QA
Measurement & Analysis
Decision Analysis & Resolution
Causal Analysis & Resolution
Organizational Environment for Integration
Organizational Training
Organizational Process Definition
Organizational Process Focus
Organizational Process Performance
Organizational Innovation & Deployment
Requirements Management
Validation
Verification
Product Integration
Technical Solution
Requirements Development
Support
Slide: 57
Capability Levels
5-Optimizing
4-Quantitatively
Managed
3-Defined
2-Managed
1-Performed
0-Incomplete
CL/ PA
CMMISM
RM
RD
TS
PI
VER VAL
Slide: 58
CMMISM
Contd.
RM Continuous
Manage requirements (CL1)
Institutionalize a managed
process (CL2)
Institutionalize a defined
process (CL3)
Institutionalize a
quantitatively managed
process (CL4)
Institutionalize an optimizing
process (CL5)
Slide: 59
CMMISM
MAA Continuous
Align measurement and
analysis activities (CL1)
Provide measurement
results (CL1)
Institutionalize a managed
process (CL2)
Institutionalize a defined
process (CL3)
Institutionalize a
quantitatively managed
process (CL4)
Institutionalize an optimizing
process (CL5)
Slide: 60
OPF Continuous
CMMISM
Slide: 61
The CL profiles of
different ML5
organizations would
differ
CL2
CL1
CMMISM
CAR
DAR
ppQA
CM
MAA
OID
OPP
OT
OPD
OPF
QPM
RsM
IPM
SAM
PMC
PP
VAL
VER
PI
TS
RD
RM
CL0
Slide: 62
Continuous Approach
Allows selection of process areas to focus on for
process improvement - based on those areas that
impact organizations business objectives and
risks
Does not allow easy comparison across
organizations - however capability levels of
individual PAs can be compared
CMMISM
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CMMISM
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A Typical High-Level
Road Map
Initiation
CMMI Understanding
Process Enhancement
Pre Assessment (Class-B)
Close Pre Assessment Gaps
Process Implementation
Slide: 65
Optimizing
CMMISM
Quantitatively
Managed
Defined
Managed
Initial
Software Engineering Institute
Slide: 66
Requirements Management
Requirements
CMMISM
Slide: 67
Requirements Management
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.
CMMISM
Slide: 68
Requirements Management
Manage Requirements (SG1)
Institutionalize a Managed Process (GG2)
i
CMMISM
Slide: 69
Requirements Management
SP
1.1
Project
Plan
Requirements
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1.2
SP
1.3
SP
1.4
SP
1.5
Test Plans
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Project Planning
CMMISM
Slide: 71
Project Planning
The purpose of Project Planning is to establish
and maintain plans that define project activities.
CMMISM
Slide: 72
Project Planning
Establish Estimates (SG1)
Develop a Project Plan (SG2)
Obtain Commitment to the Plan (SG3)
Institutionalize a Managed Process (GG2)
i
i
CMMISM
Project Planning
Requirements
Planning
Data
SP
1.1
SP
1.2
SP
1.3
SP
1.4
Slide: 74
Project Planning
SP
2.1
SP
2.2
SP
2.3
SP
2.4
SP
2.5
7:00
7:30
8:00
8:30
9:00
930
10:00
10:30
11:00
1130
12:00
12:30
1:00
1:30
2:00
2:30
3:00
3:30
4:00
4:30
5:00
SP
2.6
Project
Plan
Planning
Data
SP
2.7
Slide: 75
Project
Plan
Sub
Project
Plan
Sub
Sub Project
Project Plan
Plan
Project Planning
SP
3.1
SP
3.2
SP
3.3
Slide: 76
CMMISM
Slide: 77
CMMISM
Slide: 78
CMMISM
Slide: 79
Sub
Sub Project
Project Plan
Plan
Project
Plan
Planning
Data
SP
1.1
SP
1.2
Project Monitoring
and Control
Monitor Project
SP
1.6
Planning Parameters
Monitor Commitments
SP
1.3
SP
1.4
Monitor Data
Management
SP
1.5
Monitor Stakeholder
Involvement
Conduct Progress
Reviews
7:00
7:30
8:00
8:30
9:00
930
10:00
10:30
11:00
1130
12:00
12:30
1:00
1:30
2:00
2:30
3:00
3:30
4:00
4:30
5:00
Project
Progress
Report
Milestone
Review
Report
SP
1.7
Conduct Milestone
Reviews
Slide: 80
Project
Progress
Report
SP
2.1
Milestone
Review
Report
Project Monitoring
and Control
Analyze Issues
SP
2.3
SP
2.2
WHY
Actions
Slide: 81
Supplier Agreement
Management
CMMISM
Slide: 82
Supplier Agreement
Management
The purpose of Supplier Agreement Management
is to manage the acquisition of products from
suppliers for which there exists a formal
agreement.
CMMISM
Slide: 83
Supplier Agreement
Management
Establish Supplier Agreements(SG1)
Satisfy Supplier Agreements(SG2)
Institutionalize a Managed Process (GG2)
i
CMMISM
Slide: 84
Requirements
SP
1.1
Supplier Agreement
Management
Supplier
Requirements
SP
1.2
Select Suppliers
SP
1.3
Slide: 85
Supplier
Requirements
Supplier Agreement
Management
SP
2.1
SP
2.2
SP
2.3
SP
2.4
Transition Products
Slide: 86
CMMISM
Slide: 87
CMMISM
Slide: 88
CMMISM
Slide: 89
Establish Measurement
Objectives
SP
1.2
Specify Measures
SP
1.3
SP
1.4
Specify Analysis
Procedures
DP
DP
Slide: 90
SP
2.2
SP
2.3
SP
2.4
Communicate Results
34
45
125
67
Slide: 91
CMMISM
Slide: 92
CMMISM
Slide: 93
CMMISM
Slide: 94
SP
1.2
Objectively Evaluate
Work Products & Services
Test Plans
Project
Plan
Design
Requirements
Slide: 95
SP
2.2
Establish Records
Slide: 96
Configuration Management
CMMISM
Slide: 97
Configuration Management
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.
CMMISM
Slide: 98
Configuration Management
Establish Baselines(SG1)
Track and Control Changes (SG2)
Establish Integrity (SG3)
Institutionalize a Managed Process (GG2)
i
CMMISM
Slide: 99
Configuration Management
SP
1.1
Requirements
Project
Plan
SP
1.2
Establish a Configuration
Management System
SP
1.3
Design
Cod
e
Test Plans
Slide: 100
Configuration Management
SP
2.1
SP
2.2
Control Configuration
items
Check-out
Change
Request
Check-in
Slide: 101
Configuration Management
SP
3.1
Establish Configuration
Management Records
SP
3.2
Slide: 102
Establish an
Organizational
Policy
GP2.2
(Ab)
GP 2.3
(Ab)
Provide Resources
GP2.4
(Ab)
Assign
Responsibility
GP 2.5
(Ab)
Train People
Plan
GP2.6
(DI)
Manage
Configurations
GP 2.7
(DI)
GP2.8
(DI)
GP2.9
(VE)
Objectively Evaluate
Adherence
GP 2.10
(VE)
CMMISM
Slide: 103
Establish a defined
process
GP3.2
(DI)
Collect Improvement
Information
Plan
CMMISM
Slide: 104
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Organizational Process Focus
Organizational Process Definition
Organizational Training
Integrated Project Management for
IPPD
Risk Management
Integrated Teaming
Integrated Supplier Management
Decision Analysis and Resolution
Organization Environment for
Integration
Optimizing
Quantitatively
Managed
Defined
Managed
Initial
Software Engineering Institute
CMMISM
Slide: 105
Requirements Development
CMMISM
Slide: 106
Requirements Development
The purpose of Requirements Development is to
produce and analyze customer, product, and
product component requirements.
CMMISM
Slide: 107
Requirements Development
Develop Customer Requirements(SG1)
Develop Product Requirements (SG2)
Analyze and Validate Requirements(SG3)
Institutionalize a Defined Process (GG3)
i
CMMISM
Slide: 108
Requirements Development
SP
1.1
Elicit Needs
SP
1.2
Requirements
Slide: 109
Requirements
Development
Requirements
SP
2.1
Allocated
Requirements
Allocated
Requirements
SP
2.3
Allocated
Requirements
Slide: 110
Requirements Development
SP
3.1
Establish Operational
Concepts and Scenarios
SP
3.2
Establish a Definition of
Required Functionality
SP
3.3
Analyze Requirements
SP
3.4
Analyze Requirements to
achieve Balanace
SP
3.5
7:00
7:30
8:00
8:30
9:00
930
10:00
10:30
11:00
1130
12:00
12:30
1:00
1:30
2:00
2:30
3:00
3:30
4:00
4:30
5:00
Slide: 111
Technical Solution
CMMISM
Slide: 112
Technical Solution
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 processes
either singly or in combinations as appropriate.
CMMISM
Slide: 113
Technical Solution
Select Product-Component Solutions(SG1)
Develop the Design(SG2)
Implement the Product Design(SG3)
Institutionalize a Defined Process (GG3)
i
CMMISM
Slide: 114
Technical Solution
SP
1.1
Evolve Operational
Concepts & Scenarios
SP
1.3
Select Product
Component Solutions
Slide: 115
Technical Solution
SP
2.1
SP
2.2
Establish a Complete
SP
2.3
SP
2.4
Slide: 116
Technical Solution
SP
3.1
SP
3.2
Establish Product
Support Documentation
Slide: 117
Product Integration
CMMISM
Slide: 118
Product Integration
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.
CMMISM
Slide: 119
Product Integration
Prepare for Product Integration(SG1)
Ensure Interface Compatibility(SG2)
Assemble Product Components and Deliver the
Product (SG3)
Institutionalize a Defined Process (GG3)
i
CMMISM
Slide: 120
Product Integration
SP
1.1
Determine Integration
Sequence
SP
1.2
SP
1.3
Integration Environment
Establish Product Integration
Procedures and Criteria
DP
Slide: 121
Product Integration
SP
2.1
SP
2.2
Manage Interfaces
Slide: 122
Product Integration
SP
3.1
Confirm Readiness of
SP
3.2
Assemble Product
Components
SP
3.3
Checkout Assembled
Product Components
SP
3.4
Slide: 123
Verification
CMMISM
Slide: 124
Verification
The purpose of Verification is to assure that
selected work products meet their specified
requirements
CMMISM
Slide: 125
Verification
Prepare for Verification(SG1)
Perform Peer Reviews(SG2)
Verify Selected Work Products (SG3)
Institutionalize a Defined Process (GG3)
i
CMMISM
Slide: 126
Verification
SP
1.1
SP
1.2
SP
1.3
Slide: 127
Verification
SP
2.1
SP
2.2
SP
2.3
Review
Plan
Slide: 128
Verification
SP
3.1
SP
3.2
Perform Verification
Test
Reports
Slide: 129
Validation
CMMISM
Slide: 130
Validation
The purpose of Validation is to demonstrate that
a product or product component fulfills its
intended use when placed in its intended
environment.
CMMISM
Slide: 131
Validation
Prepare for Validation(SG1)
Validate Product or Product Components(SG2)
Institutionalize a Defined Process (GG3)
i
CMMISM
Slide: 132
Validation
SP
1.1
SP
1.2
SP
1.3
Define Validation
Procedures and Criteria
Slide: 133
Validation
SP
2.1
SP
2.2
Perform Validation
Analyze Validation
Results
Slide: 134
CMMISM
Slide: 135
CMMISM
Slide: 136
CMMISM
Slide: 137
Establish Organizational
SP
1.2
SP
1.3
Process Needs
Processes
PEG
CMMI
SPICE
Findings
Findings
Slide: 138
Findings
Findings
SP
2.1
Establish Process
Action Plans
SP
2.2
Implement Process
SP
2.3
Deploy Organizational
SP
2.4
Organizational
Process Focus
Action Plans
Process Assets
Actions
DP
Incorporate Process-Related
Experiences into the
Organizational Process Assets
Slide: 139
Organizational Process
Definition
CMMISM
Slide: 140
Organizational Process
Definition
The purpose of Organizational Process Definition
is to establish and maintain a usable set of
organizational process assets.
CMMISM
Slide: 141
Organizational Process
Definition
Establish Organizational Process Assets(SG1)
Institutionalize a Defined Process (GG3)
i
CMMISM
Slide: 142
Organizational Process
Definition
SP
1.1
Establish Standard
Processes
SP
1.2
Establish Life-Cycle
SP
1.4
SP
1.5
Model Descriptions
Establish the Organizations
Measurement Repository
SP
1.3
Establish Tailoring
Criteria and Guidelines
Slide: 143
Organizational Training
CMMISM
Slide: 144
Organizational Training
The purpose of Organizational Training is to
develop the skills and knowledge of people so
they can perform their roles effectively and
efficiently.
CMMISM
Slide: 145
Organizational Training
Establish an organizational Training Capability(SG1)
Provide Necessary Training(SG2)
Institutionalize a Defined Process (GG3)
i
CMMISM
Slide: 146
Organizational Training
SP
1.1
SP
1.2
SP
1.3
Establish an Organizational
Training Tactical Plan
SP
1.4
Establish Training
Capability
Training
Plan
Slide: 147
Organizational Training
SP
2.1
Deliver Training
SP
2.2
Establish Training
Records
SP
2.3
Assess Training
Effectiveness
Slide: 148
CMMISM
Slide: 149
CMMISM
Slide: 150
CMMISM
Slide: 151
SP
1.2
Use Organizational
Process Assets for
Planning Project Activities
SP
1.5
Contribute to the
Organizations Process Assets
SP
1.3
Integrate Plans
Plan
SP
1.4
Plan
Plan
Plan
Plan
Slide: 152
SP
2.2
Manage Dependencies
SP
2.3
Yjeje
Asjum Thsts
Iin shsnn
Ibbsnmaq
Manageme
Meeting Inter
Delivery
Testing
Slide: 153
SP
3.2
Slide: 154
Slide: 155
Risk Management
CMMISM
Slide: 156
Risk Management
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.
CMMISM
Slide: 157
Risk Management
Prepare for Risk Management(SG1)
Identify and Analyze Risks(SG2)
Mitigate Risks (SG3)
Institutionalize a Defined Process (GG3)
i
CMMISM
Slide: 158
Risk Management
SP
1.1
SP
1.2
SP
1.3
Establish a Risk
Management Strategy
DP
Slide: 159
Risk Management
SP
2.1
Identify Risks
SP
2.2
Evaluate, Categorize
and Prioritize Risks
Slide: 160
Risk Management
SP
3.1
Develop Risk
Mitigation Plans
SP
3.2
Implement Risk
Mitigation Plans
Risk
Mitigation
Plan
Slide: 161
Integrated Teaming
CMMISM
Slide: 162
Integrated Teaming
The purpose of Integrated Teaming is to form and
sustain an integrated team for the development of
work products
CMMISM
Slide: 163
Integrated Teaming
Establish Team Composition(SG1)
Govern Team Operation(SG2)
Institutionalize a Defined Process (GG3)
i
CMMISM
Slide: 164
Integrated Teaming
SP
1.1
SP
1.2
SP
1.3
Slide: 165
Integrated Teaming
SP
2.1
SP
2.2
SP
2.3
SP
2.4
SP
2.5
Slide: 166
Integrated Supplier
Management
CMMISM
Slide: 167
Integrated Supplier
Management
The purpose of Integrated Supplier Management
is to proactively identify sources of products that
may be used to satisfy the projects requirements
and to manage selected suppliers while
maintaining a cooperative project-supplier
relationship
CMMISM
Slide: 168
Integrated Supplier
Management
SG1 Analyze and Select Sources of Products
CMMISM
Slide: 169
Integrated Supplier
Management
SP
1.1
SP
1.2
Slide: 170
Integrated Supplier
Management
SP
2.1
SP
2.3
Slide: 171
CMMISM
Slide: 172
CMMISM
Slide: 173
CMMISM
Slide: 174
SP
1.1
Decision Analysis
SP
1.3
SP
1.4
SP
1.5
SP
1.6
Evaluate Alternatives
Select Solutions
Slide: 175
CMMISM
Slide: 176
CMMISM
Slide: 177
CMMISM
Slide: 178
SP
1.2
SP
1.3
Slide: 179
SP
2.3
Slide: 180
Establish an
Organizational
Policy
GP3.1
(Ab)
Establish a Defined
Process
GP2.6
(DI)
Manage
Configurations
GP2.2
(Ab)
GP 2.7
(DI)
GP 2.3
(Ab)
Provide Resources
GP2.8
(DI)
GP2.4
(Ab)
Assign
Responsibility
GP3.2
(DI)
Collect Improvement
Information
GP 2.5
(Ab)
DP
Train People
Plan
Analysis
Design
Coding
Testing
GP2.9
(VE)
Objectively Evaluate
Adherence
GP 2.10
(VE)
34
45
125
67
CMMISM
Slide: 181
Optimizing
Quantitatively
Managed
Defined
Managed
Initial
Software Engineering Institute
CMMISM
Slide: 182
Organizational Process
Performance
CMMISM
Slide: 183
Organizational Process
Performance
The purpose of Organizational Process
Performance is to establish and maintain a
quantitative understanding of the performance of
the organizations set of standard processes, and
to provide the process performance data,
baselines, and models to quantitatively manage
the organizations projects.
CMMISM
Slide: 184
Organizational Process
Performance
Establish Performance Baselines and Models(SG1)
Institutionalize a Defined Process (GG3)
i
CMMISM
Slide: 185
Organizational Process
Performance
SP
1.1
Select Processes
SP
1.2
Establish Process
SP
1.3
Performance Measures
Performance Objectives
SP
1.4
Establish Process
SP
1.5
Establish Process
9
8
7
6
5
Series1
4
3
Performance Baselines
2
1
0
2-2.999 3-3.999 4-4.999 5-5 .999 6-6.999 7-7.999 8-8.999 9-9.999
Performance Models
# Defects Found
Defect Profile
800
700
600
500
400
300
200
100
0
y = 11.214e0.0157x
R2 = 0.7976
60
50
40
30
20
10
0
20
40
60
Coverage Index
80
100
120
Month
Slide: 186
Quantitative Project
Management
CMMISM
Slide: 187
Quantitative Project
Management
The purpose of the Quantitative Project
Management process area is to quantitatively
manage the projects defined process to achieve
the projects established quality and process
performance objectives.
CMMISM
Slide: 188
Quantitative Project
Management
Quantitatively Manage the Project(SG1)
Statistically Manage Subprocess Performance(SG2)
Institutionalize a Defined Process (GG3)
i
CMMISM
Slide: 189
Quantitative Project
Management
SP
1.1
SP
1.2
SP
1.3
SP
1.4
MTBF
MTTR
Reliability
Usability
Modularity
Portability
Slide: 190
Quantitative Project
Management
SP
2.1
SP
2.2
SP
2.3
Monitor Performance of
the Selected Subprocesses
SP
2.4
Record Statistical
Management Data
Slide: 191
Establish an
Organizational
Policy
GP3.1
(Ab)
Establish a Defined
Process
GP2.6
(DI)
Manage
Configurations
GP2.2
(Ab)
GP 2.7
(DI)
GP 2.3
(Ab)
Provide Resources
GP2.8
(DI)
GP2.4
(Ab)
Assign
Responsibility
GP3.2
(DI)
Collect Improvement
Information
GP 2.5
(Ab)
DP
Train People
Plan
Analysis
Design
Coding
Testing
GP2.9
(VE)
Objectively Evaluate
Adherence
GP 2.10
(VE)
34
45
125
67
CMMISM
Slide: 192
Quantitatively
Managed
Defined
Managed
Initial
Software Engineering Institute
CMMISM
Slide: 193
CMMISM
Slide: 194
Slide: 195
CMMISM
Slide: 196
SP
1.3
Pilot Improvements
SP
1.4
Slide: 197
SP
2.2
SP
2.3
Deployment
Plan
Slide: 198
CMMISM
Slide: 199
CMMISM
Slide: 200
CMMISM
Slide: 201
34
45
125
67
Analyze Causes
400
350
Occ.
Cum %
120.00
100.00
# Defects
300
250
200
150
80.00
60.00
40.00
100
50
0
Cum % Defects
SP
1.1
20.00
0.00
Actions
Slide: 202
Actions
SP
2.1
SP
2.3
Record Data
Slide: 203
Establish an
Organizational
Policy
GP3.1
(Ab)
Establish a Defined
Process
GP2.6
(DI)
Manage
Configurations
GP2.2
(Ab)
GP 2.7
(DI)
GP 2.3
(Ab)
Provide Resources
GP2.8
(DI)
GP2.4
(Ab)
Assign
Responsibility
GP3.2
(DI)
Collect Improvement
Information
GP 2.5
(Ab)
DP
Train People
Plan
Analysis
Design
Coding
Testing
GP2.9
(VE)
Objectively Evaluate
Adherence
GP 2.10
(VE)
34
45
125
67
CMMISM
Slide: 204
Summary
.
CMMISM
Slide: 205
CMMISM
Is a process model addressing the disciplines of:
Systems Engineering
Software Engineering
CMMISM
Slide: 206
CMMISM
There are two representations of the CMMISM
Staged - which provides transition for those familiar with SW
CMMSM
Continuous - which is provides transition for those familiar
with System Engineering
CMMISM
Slide: 207
Quantitatively
Managed
(4)
Predictable
process
Defined
(3)
Standard,
consistent
process
Managed
(2)
Disciplined
process
Optimizing
(5)
Continuously
improving
process
Initial
(1)
Quantitative
control
CMMISM
Slide: 208
The CMMISM
(SE/SW/IPD/SS) Process Areas
5
Organizational
Innovation & Deployment
Organizational
Process Performance
3
2
Validation
Verification
Product Integration
Technical Solution
Requirements Development
Requirements Management
Engineering
Project Management
Configuration Management
Process & Product QA
Measurement & Analysis
Process Management
5
4
Risk Management
Integrated Project Management
Organizational Training
Decision Analysis & Resolution
for IPPD
Organizational Process Definition Organizational Environment for
Integrated Teaming
Organizational Process Focus
integration
CMMISM
Support
Slide: 209
3
2
CMMISM Structure
Maturity Level
Software Engineering Institute
Process Area 1
Process Area 2
Generic
Goals
Specific
Goals
Specific
Practices
Commitment
to Perform
CMMISM
Process Area N
i
Common Features
Ability
to Perform
Directing
Implementation
Verifying
Implementation
Generic
Practices
Slide: 210
A Typical High-Level
Road Map
Initiation
CMMI Understanding
Process Enhancement
Pre Assessment (Class-B)
Close Pre Assessment Gaps
Process Implementation
Slide: 211
Thank You!
CMMISM
Slide: 212