Submitted To: Dr.

Vrijendra Singh

Submitted By: Piyush Sharma IMB2011002 Prateek Chaurasia IMB2011011 Shivam Rai IMB2011014 Abhishek Srivastava IMB2011024 Varun Kumar IMB2011025

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Quality Leverage Points

Everyone realizes the importance of having a motivated, quality work force but...
PEOPLE

TECHNOLOGY

PROCESS

...even our finest people cant perform at their best when the process is not understood or operating at its best.

Major determinants of product cost, schedule, and quality

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The Capability Maturity Model Integration (CMMI) is a collection of best practices from leading engineering companies. It provides a model that you can base your company processes on.

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can

be implemented with software hardware bioware algorithms organizations processes You can call these types of systems.
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process is a set of practices performed to achieve a given purpose; it may include tools, methods, materials, and/or people.

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Process

focus... as opposed to a focus on people Your work force is as good as it is trained to be. Working harder is not the answer. Working smarter, through process, is the answer. as opposed to a focus on technology Technology applied without a suitable roadmap will not result in significant payoff. Technology provides the most benefit in the context of an appropriate process roadmap.
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provides a constructive, high-leverage

CMMI

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the most important facets are illustrating tasks that can be done in parallel suggesting feedback loops including a process to improve the process configuration management

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CMMI

provides guidance for improving your organizations processes and your ability to manage the development, acquisition, and maintenance of products or services.
CMMI

places proven approaches into a structure that helps your organization examine the effectiveness of your processes establishes priorities for improvement helps you implement these improvements

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5 Focus on process improvement 4 Process measured and controlled Process characterized for the organization and is proactive Defined

Optimizing

Quantitatively Managed

2 Process characterized for projects and is often reactive Initial 1 Process unpredictable, poorly controlled, and reactive

Managed

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There are two types of representations in the CMMI models:

staged continuous

A representation allows an organization to pursue different improvement objectives The organization and presentation of the data are different in each representation. However, the content is the same.
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Provides a proven sequence of improvements, each serving as a foundation for the next Permits comparisons across and among organizations by the use of maturity levels Provides an easy migration from the SW-CMM to CMMI Provides a single rating that summarizes appraisal results and allows comparisons among organizations

Indicates maturity of an organizations standard process -- to answer, What is a good order for approaching improvement across the organization?
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A maturity level is a well-defined evolutionary plateau of process improvement. There are five maturity levels. Each level is a layer in the foundation for continuous process improvement using a proven sequence of improvements, beginning with basic management practices and progressing through a predefined and proven path of successive levels.
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Each maturity level provides a necessary foundation for effective implementation of processes at the next level.

Higher level processes have less chance of success without the discipline provided by lower levels. The effect of innovation can be obscured in a noisy process.

Higher maturity level processes may be performed by organizations at lower maturity levels, with the risk of not being consistently applied in a crisis.
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Allows you to select the order of improvement that best meets your organizations business objectives and mitigates your organizations areas of risk Enables comparisons across and among organizations on a process-area-byprocess-area basis Provides an easy migration from EIA 731 (and other models with a continuous representation) to CMMI
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A capability level is a well-defined evolutionary plateau describing the organizations capability relative to a process area. There are six capability levels. For capability levels 1-5, there is an associated generic goal. Each level is a layer in the foundation for continuous process improvement. Thus, capability levels are cumulative, i.e., a higher capability level includes the attributes of the lower levels.
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5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed 1 Performed 0 Incomplete

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process area (PA) is a cluster of related practices in an area that, when performed collectively, satisfy a set of goals considered important for making significant improvement in that area.
Practices

are actions to be performed to achieve the goals of a process area.

All

CMMI process areas are common to both continuous and staged representations.
A

process area is NOT a process description.

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CMMI Level 5 Optimizing Focus Continuous Process Improvement Process Areas

Organizational Innovation and Deployment Causal Analysis and Resolution Organizational Process Performance Quantitative Project Management

SM

Quality Productivity

4 Quantitatively Quantitative Managed Management

3 Defined

Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Process Organizational Process Definition Standardization Organizational Training Integrated Project Management for IPPD Risk Management Integrated Teaming Integrated Supplier Management Decision Analysis and Resolution Organizational Environment for Integration Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management

2 Managed

Basic Project Management

1 Initial
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Risk, Rework
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2.1.1.1 LTI Process Capability. A multidisciplinary, structured, and integrated development process with a strong emphasis on systems engineering, software engineering and integrated product and process development (IPPD) will be a cornerstone of the program. Capability

Maturity Model Integration, Version 1.1, will be used as a guideline and benchmark when evaluating offerors systems engineering, software engineering and IPPD maturity and capabilities. Certification by relevant Capability Maturity Models (e.g.,
SECAM, SE-CMM, IPDCMM, etc.) is not required, except for Software Engineering, however, if such certifications have been obtained, that certification information will be considered during the Governments evaluation process. The LTI shall implement software management processes maintained at no less than level 3 of the Capability Maturity Model for Software (SW-CMM).

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Your

companys divisions can be evaluated for Software Systems IPPD*

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The

CMM Integration Project was formed to build an initial set of integrated models establish a framework to enable integration of future models create an associated set of appraisal and training products Source models serving as the starting point for CMMI were SW-CMM (software), V2.0 Draft C EIA 632 (engineering) EIA/IS-731 (systems engineering) IPD-CMM (integrated product development), V0.98
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Base

the model content on current industry best practices as represented in widelyaccepted source models.
Conduct Conduct Update

public reviews of the models.

pilots of the product suite prior to official product release. the product suite based on feedback from pilots and reviewers.
Release Update

v1.0 of the product suite.

the product suite based on feedback from users.

Release

v1.1 of the updated product suite.

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Process

improvement should be done to help the business not for its own sake.

In God we trust, all others bring data. - W. Edwards Deming 6/2/2012

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Process

improvement benefits fall into these general categories: improved schedule and budget predictability improved cycle time increased productivity increased customer satisfaction improved employee morale increased return on investment improved quality (as measured by defects) decreased cost of quality
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Improved schedule and budget predictability

140%

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Over/Under Percentage

0%

-140%

. .. .. .. . . . . . . . .. . ..... ...... ......... .. .. .... .......... . . . . ... .. .... . . . . .. .. .. ... . . .. . .. . .. . . . . ... .. . ... .. . .. . . . ........ .. . . . .. . . . . . . . . . .... . .. . .. . . .. . . . ..... ... . . . .. . . . . . . .. .. .... . .. ... Without Historical Data With Historical Data
.
Variance between + 20% to - 145% Variance between - 20% to + 20% (Mostly Level 1 & 2) (Level 3) (Based on 120 projects in Boeing Information Systems)

Reference: John D. Vu. Software Process Improvement Journey:From Level 1 to Level 5. 7th SEPG Conference, San Jose, March 1997.
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Lockheed Martin Naval Electronics & Surveillance Systems (NE&SS) Radar Systems - Syracuse 6/2/2012

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Process improvement provides measurable return on investment.

Return

on software improvement investment was reported to be between 5:1 and 8:1.

(Herbsleb

94)
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Performance to contract Cost at Completion = Budget Increases in productivity 150% over 5 years Industry Cost / Schedule Estimation Tool (COCOMO) projects 20% reduction in effort for 1 level improvement Decreases in Cost of Nonconformance 40% down to 10% Increased customer satisfaction ROI 5:1 and greater
Raytheon Missile Systems Software Center
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The

CMMI model is not a process. This model shows what to do, Not how to do it or who does it.

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The IDEAL Model

CMMI

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Learning
Analyze and Validate Implement Solution

Propose Future Actions

Refine Solution Stimulus for Change Set Context Build Sponsorship Charter Infrastructure Pilot/Test Solution Characterize Current & Desired States Create Solution

Acting

Initiating

The IDEAL model maps to the SIMILAR Process

SM

Diagnosing

Develop Recommendations Plan Actions Develop Approach

Set Priorities

IDEAL is a service mark of Carnegie Mellon University.

Establishing
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Initiating

phase CMMI models can assist an organization in understanding how to build sponsorship and in developing the infrastructure for improvement.
Diagnosing

phase The Standard CMMI Appraisal Methodology for Process Improvement (SCAMPISM) provides a yardstick for appraising processes based on CMMI.
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SCAMPI is a service mark of Carnegie Mellon University.

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Establishing

phase CMMI process areas focus the process improvement teams.

Acting

phase CMMI models provide guidance for defining or improving processes.

Learning

phase Lessons learned are documented and are the basis for revision of an organizational approach.
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Process

notations should represent

What activities are performed in the process?

Who does them?

Why are they done?

When are they done? How are they done? What inputs must you have? What outputs do you produce?

How do you measure performance?

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Different

notation schemes emphasize different aspects of a process and, thus, have different strengths and weaknesses.
Different

notations may or may not have the ability to conveniently represent

sequencing of activities
timing of activities data flow among activities

hierarchical detail
entry and exit criteria

narrative information
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Other

notation scheme attributes

flexibility
simplicity

ease of training and understanding

availability of tool support

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data flow diagrams flowcharts decision trees check lists task descriptors (narratives) activity diagrams (UML) functional flow block diagrams IDEF0

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Activity Details
Activity 1

Activity 2

Activity 3

What is the purpose of this activity? Who participates in this activity? What are the inputs needed to perform the activity? What are the work products that are generated by this activity? How do you know when this activity should begin? How do you know when the activity has successfully completed? What do you do to accomplish this activity? What are the 3-6 subactivities that you perform to accomplish this activity? How do you determine or measure the performance of this activity? What activity is performed prior and after this one?

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Maturity Level 1 deals with performed processes.

Processes are unpredictable, poorly controlled, reactive.

The process performance may not be stable and may not meet specific objectives such as quality, cost, and schedule, but useful work can be done.

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Maturity Level 2 deals with managed processes. A managed process is a performed process that is also:

Processes are planned, documented, performed, monitored, and controlled at the project level. Often reactive. The managed process comes closer to achieving the specific objectives such as quality, cost, and schedule.
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Planned and executed in accordance with policy Employs skilled people Adequate resources are available Controlled outputs are produced Stakeholders are involved The process is reviewed and evaluated for adherence to requirements

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Organizational Process Focus The purpose of OPF is to plan and implement organizational process improvement based on a through understanding of current strengths and weakness of the organizations processes.

Organizational Process Definition The purpose of OPD is to establish and maintain a usable set of organizational process assets. Organizational Training The purpose of OT is to develop the skills and knowledge of people so they can perform their roles effectively and efficiently.
Organizational Environment for Integration The purpose of OEI is to provide an integrated product and process development infrastructure and manage people for integration. 4
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Organizational Process Performance The purpose of OPP 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. Quantitative Project Management The purpose of QPM is to quantitatively manage the projects defined processes to achieve the projects established quality and process performance objectives.
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Organizational Innovation and Deployment The purpose of OID is to select and deploy incremental and innovative improvements that measurably improve the organizations processes and technologies. Causal Analysis and Resolution The purpose of CAR is to identify causes of defects and other problems and take action to prevent them from occurring in the future.

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Behaviors at the Five Levels

Maturity Level Process Characteristics Focus is on continuous quantitative improvement Behaviors Focus on "fire prevention"; improvement anticipated and desired, and impacts assessed.

CMMI

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Optimizing

Quantitatively Process is measured Managed and controlled

Process is characterized for the organization and is proactive Process is characterized for projects and is often reactive

Greater sense of teamwork and interdependencies 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.

Defined

Managed

Initial

Process is unpredictable, poorly controlled, and reactive

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A specific goal applies to a process area and addresses the unique characteristics that describe what must be implemented to satisfy the process area.

Example from the DAR process area:

SG 1 Evaluate Alternatives.

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specific practice is an activity that is considered important in achieving the associated specific goal.
Practices

are the major building blocks in establishing the process maturity of an organization.

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Specific DAR Practice Specific Practice Name Number 1.1 Decide if formal evaluation process is warranted 1.2 1.3 1.4 1.5 1.6 Establish Evaluation Criteria Identify Alternative Solutions Select Evaluation Methods Evaluate Alternatives Select Preferred Solutions

Example

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When to do a trade study

What is in a good trade study

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The Decision Analysis and Resolution (DAR) Process

Decision to Not Proceed Establish Evaluation Criteria Evaluation Criteria

Selection Problem

Decide if Formal Evaluation Process is Warranted

Problem Statement

Select Evaluation Methods

Evaluate Alternatives

Select Solutions

Preferred Solutions

Identify Alternative Solutions

Formal Evaluations

Manage the DAR process

These tasks are drawn serially, but they are not performed in a serial manner. Rather it is an iterative process with many unshown feedback loops.

Proposed Alternatives

Expert Review

Recommendations

Present Results to Decision Maker

Put in PAL

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Achievement

of a generic goal in a process area signifies improved control in planning and implementing the processes associated with that process area.
Generic goals are called generic because the same goal statement appears in multiple process areas. Each process area has only one generic goal at each level.

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The

generic goal for all maturity level 2 process areas is: GG 2: The xxx process is institutionalized as a managed process.
A

managed process is a performed process that is planned and executed in accordance with policy; employs skilled people having adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description.
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Generic

practices are activities that ensure that the processes associated with the process area will be effective, repeatable, and lasting.
Generic

practices contribute to the achievement of the generic goal when applied to a particular process area.

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Generic

practices for all maturity level 2 process areas:

GP

2.1: Establish an Organizational Policy

Establish

and maintain an organizational policy for planning and performing the xxx process.
GP

2.2: Plan the Process

Establish

and maintain the plan for performing the xxx process.

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GP

2.3: Provide Resources Provide adequate resources for performing the xxx process, developing the work products, and providing the services of the process. GP 2.4: Assign Responsibility Assign responsibility and authority for performing the process, developing the work products, and providing the services of the xxx process. GP 2.5: Train People Train the people performing or supporting the xxx process as needed.

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GP

2.6: Manage Configurations Place designated work products of the xxx process under appropriate levels of configuration management. GP 2.7: Identify and Involve Relevant Stakeholders Identify and involve the relevant stakeholders of the xxx process as planned. GP 2.8: Monitor and Control the Process Monitor and control the xxx process against the plan for performing the process and take appropriate corrective action.

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GP

2.9: Objectively Evaluate Adherence Objectively evaluate adherence of the xxx process against its process description, standards, and procedures, and address non-compliance. GP 2.10: Review Status with Higher Level Management Review the activities, status, and results of the xxx process with higher level management and resolve issues.

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ISO wants us to plan, control and improve our processes

ISO

Deploy
Raytheon standard processes guide our business

Measure
CMMI measures the goodness of our processes and the effectiveness of deployment

Improve
Following R6 methods, we use CMMI metrics to guide improvements to our processes and their deployment

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