CMMI and Process Maturity in Software Engineering
CMMI Overview
Dr. Korson
Software Engineering
2
•
Immature organizations can be
successful on occasion, but ultimately
run into difficulties because
–
Success depends on “heroics” which
cannot be guaranteed to be repeated
–
Success depends on having the same
people on the team, whereas the
industry employee turnaround is
high
Maturity vs. Immaturity
Characteristics of Immaturity
•
Immature organizations
–
Processes are improvised
–
Reactive, not proactive
–
Cost overruns and delays are frequent
–
Quality is unreliable
3
Maturity
•
Processes are managed throughout the organization
–
Quality is assessed quantifiably
–
Schedules and budgets are based on historic
performance
4
CMMI
•
CMMI focuses on the maturity of your processes
5
6
E
v
e
r
y
o
n
e
r
e
a
l
i
z
e
s
t
h
e
i
m
p
o
r
t
a
n
c
e
o
f
h
a
v
i
n
g
a
m
o
t
i
v
a
t
e
d
,
q
u
a
l
i
t
y
w
o
r
k
f
o
r
c
e
b
u
t
.
.
.
•
...even our finest people
can’t perform at their
best when the process is
not understood or
operating
“at its best.”
P
E
O
P
L
E
P
R
O
C
E
S
S
T
E
C
H
N
O
L
O
G
Y
Quality Leverage Points
M
a
j
o
r
d
e
t
e
r
m
i
n
a
n
t
s
o
f
p
r
o
d
u
c
t
c
o
s
t
,
s
c
h
e
d
u
l
e
,
a
n
d
q
u
a
l
i
t
y
7
Underlying Premise of Process
Improvement
“
T
h
e
q
u
a
l
i
t
y
o
f
a
p
r
o
d
u
c
t
i
s
l
a
r
g
e
l
y
d
e
t
e
r
m
i
n
e
d
b
y
t
h
e
q
u
a
l
i
t
y
o
f
t
h
e
p
r
o
c
e
s
s
t
h
a
t
i
s
u
s
e
d
t
o
d
e
v
e
l
o
p
a
n
d
m
a
i
n
t
a
i
n
i
t
.
”
8
Categories of Process
Improvement Benefits
•
Process improvement benefits fall into eight
general categories:
–
improved schedule and budget
predictability
–
improved cycle time
–
increased productivity
–
improved quality (as measured by defects)
–
increased customer satisfaction
–
improved employee morale
–
increased return on investment
–
decreased cost of quality
9
The Maturity Levels
10
Maturity Levels Cannot Be Skipped
It
Is Organizationally Impossible
•
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.
11
Capability Levels
•
A
capability level
is a well-defined evolutionary
plateau describing the organization’s 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.
12
CMMI in a Nutshell
•
A CMMI model provides a structured view of process
improvement across an organization
•
CMMI can help
–
set process improvement goals and priorities
–
provide guidance for quality processes
–
provide a yardstick for appraising current practices
13
Benefits of Continuing Process
Improvement
•
SEI Software CMM Level 5: For the Right Reasons*
–
Defects are now nearly all found and fixed before
testing begins.
–
Defects escaping into the field have been reduced
from 11% to practically 0%.
–
Programs consistently reach customer satisfaction
and performance targets.
–
Peer reviews increase total project costs by 4%,
but reduced rework during testing by 31%.
R.O.I. is 7.75:1.
14
CMM“I” – Integration
•
Provides expanded model scope for
integration
–
Integrated Product Management
–
Integrated Supplier Management
–
Decision Analysis and Resolution
–
“Relevant Stakeholder” planning and execution
–
Inclusion of the Integrated Product and Process
Development body of knowledge
15
Each Process Area
•
Process Areas (PA)
–
Specific Goals
(SG)
Required
»
Specific Practices (SP)
Expected
–
T
y
p
i
c
a
l
W
o
r
k
P
r
o
d
u
c
t
s
I
n
f
o
r
m
a
t
i
v
e
–
S
u
b
-
p
r
a
c
t
i
c
e
s
I
n
f
o
r
m
a
t
i
v
e
–
N
o
t
e
s
I
n
f
o
r
m
a
t
i
v
e
–
D
i
s
c
i
p
l
i
n
e
A
m
p
l
i
f
i
c
a
t
i
o
n
s
I
n
f
o
r
m
a
t
i
v
e
–
R
e
f
e
r
e
n
c
e
s
I
n
f
o
r
m
a
t
i
v
e
–
Generic Goals
(GG)
Required
»
Generic Practices (GP)
Expected
–
G
e
n
e
r
i
c
P
r
a
c
t
i
c
e
E
l
a
b
o
r
a
t
i
o
n
s
I
n
f
o
r
m
a
t
i
v
e
16
Specific Practices
•
Example
Requirements Mgmt.
•
SG 1 Manage Requirements
SP 1.1
Obtain an Understanding of Requirements
SP 1.2
Obtain Commitment to Requirements
SP 1.3
Manage Requirements Changes
SP 1.4
Maintain Bidirectional Traceability of Requirements
SP 1.5
Identify Inconsistencies between Project Work and
Requirements
17
Process Areas by Maturity Level
O
r
g
a
n
i
z
a
t
i
o
n
a
l
I
n
n
o
v
a
t
i
o
n
a
n
d
D
e
p
l
o
y
m
e
n
t
C
a
u
s
a
l
A
n
a
l
y
s
i
s
a
n
d
R
e
s
o
l
u
t
i
o
n
5
O
p
t
i
m
i
z
i
n
g
4
Q
u
a
n
t
i
t
a
t
i
v
e
l
y
M
a
n
a
g
e
d
3
D
e
f
i
n
e
d
Q
u
a
n
t
i
t
a
t
i
v
e
m
a
n
a
g
e
m
e
n
t
P
r
o
c
e
s
s
s
t
a
n
d
a
r
d
i
z
a
t
i
o
n
B
a
s
i
c
p
r
o
j
e
c
t
m
a
n
a
g
e
m
e
n
t
O
r
g
a
n
i
z
a
t
i
o
n
a
l
P
r
o
c
e
s
s
P
e
r
f
o
r
m
a
n
c
e
Q
u
a
n
t
i
t
a
t
i
v
e
P
r
o
j
e
c
t
M
a
n
a
g
e
m
e
n
t
R
e
q
u
i
r
e
m
e
n
t
s
D
e
v
e
l
o
p
m
e
n
t
T
e
c
h
n
i
c
a
l
S
o
l
u
t
i
o
n
P
r
o
d
u
c
t
I
n
t
e
g
r
a
t
i
o
n
V
e
r
i
f
i
c
a
t
i
o
n
V
a
l
i
d
a
t
i
o
n
O
r
g
a
n
i
z
a
t
i
o
n
a
l
P
r
o
c
e
s
s
F
o
c
u
s
O
r
g
a
n
i
z
a
t
i
o
n
a
l
P
r
o
c
e
s
s
D
e
f
i
n
i
t
i
o
n
O
r
g
a
n
i
z
a
t
i
o
n
a
l
T
r
a
i
n
i
n
g
I
n
t
e
g
r
a
t
e
d
P
r
o
j
e
c
t
M
a
n
a
g
e
m
e
n
t
I
n
t
e
g
r
a
t
e
d
S
u
p
p
l
i
e
r
M
a
n
a
g
e
m
e
n
t
R
i
s
k
M
a
n
a
g
e
m
e
n
t
D
e
c
i
s
i
o
n
A
n
a
l
y
s
i
s
a
n
d
R
e
s
o
l
u
t
i
o
n
O
r
g
a
n
i
z
a
t
i
o
n
a
l
E
n
v
i
r
o
n
m
e
n
t
f
o
r
I
n
t
e
g
r
a
t
i
o
n
I
n
t
e
g
r
a
t
e
d
T
e
a
m
i
n
g
R
e
q
u
i
r
e
m
e
n
t
s
M
a
n
a
g
e
m
e
n
t
P
r
o
j
e
c
t
P
l
a
n
n
i
n
g
P
r
o
j
e
c
t
M
o
n
i
t
o
r
i
n
g
a
n
d
C
o
n
t
r
o
l
S
u
p
p
l
i
e
r
A
g
r
e
e
m
e
n
t
M
a
n
a
g
e
m
e
n
t
M
e
a
s
u
r
e
m
e
n
t
a
n
d
A
n
a
l
y
s
i
s
P
r
o
c
e
s
s
a
n
d
P
r
o
d
u
c
t
Q
u
a
l
i
t
y
A
s
s
u
r
a
n
c
e
C
o
n
f
i
g
u
r
a
t
i
o
n
M
a
n
a
g
e
m
e
n
t
1
I
n
i
t
i
a
l
P
r
o
c
e
s
s
A
r
e
a
s
L
e
v
e
l
F
o
c
u
s
(
I
P
P
D
)
(
I
P
P
D
)
(
S
S
)
18
Project Management
Process Areas
•
There are eight Project Management Process
Areas.
–
Project Planning
–
Project Monitoring and Control
–
Integrated Project Management
(IPPD)
–
Risk Management
–
Supplier Agreement Management
–
Quantitative Project Management
–
Integrated Supplier Management (SS)
–
Integrated Teaming (IPPD)
19
S
p
e
c
i
f
i
c
P
r
a
c
t
i
c
e
s
(
C
L
1
-
“
B
a
s
e
P
r
a
c
t
i
c
e
s
”
)
S
P
1
.
1
-
1
:
E
s
t
i
m
a
t
e
t
h
e
S
c
o
p
e
o
f
t
h
e
P
r
o
j
e
c
t
S
P
1
.
2
-
1
:
E
s
t
a
b
l
i
s
h
E
s
t
i
m
a
t
e
s
o
f
W
o
r
k
P
r
o
d
u
c
t
a
n
d
T
a
s
k
A
t
t
r
i
b
u
t
e
s
S
P
1
.
3
-
1
:
D
e
f
i
n
e
P
r
o
j
e
c
t
L
i
f
e
C
y
c
l
e
S
P
1
.
4
-
1
:
D
e
t
e
r
m
i
n
e
E
s
t
i
m
a
t
e
s
o
f
E
f
f
o
r
t
a
n
d
C
o
s
t
S
P
2
.
1
-
1
:
E
s
t
a
b
l
i
s
h
B
u
d
g
e
t
a
n
d
S
c
h
e
d
u
l
e
S
P
2
.
2
-
1
:
I
d
e
n
t
i
f
y
P
r
o
j
e
c
t
R
i
s
k
s
S
P
2
.
3
-
1
:
P
l
a
n
f
o
r
D
a
t
a
M
a
n
a
g
e
m
e
n
t
S
P
2
.
4
-
1
:
P
l
a
n
f
o
r
P
r
o
j
e
c
t
R
e
s
o
u
r
c
e
s
S
P
2
.
5
-
1
:
P
l
a
n
f
o
r
N
e
e
d
e
d
K
n
o
w
l
e
d
g
e
a
n
d
S
k
i
l
l
s
S
P
2
.
6
-
1
:
P
l
a
n
S
t
a
k
e
h
o
l
d
e
r
I
n
v
o
l
v
e
m
e
n
t
S
P
2
.
7
-
1
:
E
s
t
a
b
l
i
s
h
t
h
e
P
r
o
j
e
c
t
P
l
a
n
S
P
3
.
1
-
1
:
R
e
v
i
e
w
P
l
a
n
s
t
h
a
t
A
f
f
e
c
t
t
h
e
P
r
o
j
e
c
t
S
P
3
.
2
-
1
:
R
e
c
o
n
c
i
l
e
W
o
r
k
a
n
d
R
e
s
o
u
r
c
e
L
e
v
e
l
s
S
P
3
.
3
-
1
:
O
b
t
a
i
n
P
l
a
n
C
o
m
m
i
t
m
e
n
t
Project Planning - Capability Level 1
P
r
o
j
e
c
t
P
l
a
n
n
i
n
g
I
f
a
l
l
o
f
t
h
e
b
a
s
e
p
r
a
c
t
i
c
e
s
a
r
e
p
e
r
f
o
r
m
e
d
,
T
h
e
n
,
t
h
e
a
s
s
o
c
i
a
t
e
d
S
p
e
c
i
f
i
c
G
o
a
l
s
a
n
d
G
e
n
e
r
i
c
G
o
a
l
1
a
r
e
s
a
t
i
s
f
i
e
d
,
S
o
,
t
h
e
P
r
o
c
e
s
s
A
r
e
a
i
s
r
a
t
e
d
a
t
C
a
p
a
b
i
l
i
t
y
L
e
v
e
l
1
(
C
L
1
)
-
P
e
r
f
o
r
m
e
d
.
20
Building Process Capability
P
e
r
f
o
r
m
e
d
P
r
o
c
e
s
s
L
e
v
e
l
2
G
e
n
e
r
i
c
P
r
a
c
t
i
c
e
s
M
a
n
a
g
e
d
P
r
o
c
e
s
s
L
e
v
e
l
3
G
e
n
e
r
i
c
P
r
a
c
t
i
c
e
s
D
e
f
i
n
e
d
P
r
o
c
e
s
s
L
e
v
e
l
4
G
e
n
e
r
i
c
P
r
a
c
t
i
c
e
s
Q
u
a
n
t
i
t
a
t
i
v
e
l
y
M
a
n
a
g
e
d
P
r
o
c
e
s
s
L
e
v
e
l
5
G
e
n
e
r
i
c
P
r
a
c
t
i
c
e
s
O
p
t
i
m
i
z
i
n
g
P
r
o
c
e
s
s
C
a
p
a
b
i
l
i
t
y
21
Further Reading
This overview explores the concept of Capability Maturity Model Integration (CMMI) in software engineering. It discusses the difference between mature and immature organizations, highlighting the characteristics of each. The focus is on the importance of processes, quality, and continuous improvement in achieving maturity levels and optimizing performance. The underlying premise is that the quality of a product is influenced by the quality of the process used. It also delves into the benefits of process improvement in terms of schedule predictability, cycle time, productivity, quality, customer satisfaction, employee morale, return on investment, and cost reduction.
Download Presentation
Please find below an Image/Link to download the presentation.
The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author. Download presentation by click this link. If you encounter any issues during the download, it is possible that the publisher has removed the file from their server.
E N D
Presentation Transcript
CMMI Overview Dr. Korson Software Engineering
Maturity vs. Immaturity Immature organizations can be successful on occasion, but ultimately run into difficulties because Success depends on heroics which cannot be guaranteed to be repeated Success depends on having the same people on the team, whereas the industry employee turnaround is high 2
Characteristics of Immaturity Immature organizations Processes are improvised Reactive, not proactive Cost overruns and delays are frequent Quality is unreliable 3
Maturity Processes are managed throughout the organization Quality is assessed quantifiably Schedules and budgets are based on historic performance 4
CMMI CMMI focuses on the maturity of your processes http://myexsquare.com/picture/maturity.gif 5
Quality Leverage Points Everyone realizes the importance of having a motivated, quality work force but... PEOPLE ...even our finest people can t perform at their best when the process is not understood or operating at its best. TECHNOLOGY PROCESS Major determinants of product cost, schedule, and quality 6
Underlying Premise of Process Improvement The quality of a product is largely determined by the quality of the process that is used to develop and maintain it. 7
Categories of Process Improvement Benefits Process improvement benefits fall into eight general categories: improved schedule and budget predictability improved cycle time increased productivity improved quality (as measured by defects) increased customer satisfaction improved employee morale increased return on investment decreased cost of quality 8
The Maturity Levels Optimizing Optimizing 5 Focus on continuous process improvement Quantitatively Managed 4 Process measured and controlled Defined Defined 3 Process characterized for the organization and is proactive Managed 2 Process characterized for projects and is often reactive Initial 1 Process unpredictable, poorly controlled, and reactive 9
Maturity Levels Cannot Be Skipped It Is Organizationally Impossible 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. 10
Capability Levels A capability level is a well-defined evolutionary plateau describing the organization s 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. 11
CMMI in a Nutshell A CMMI model provides a structured view of process improvement across an organization CMMI can help set process improvement goals and priorities provide guidance for quality processes provide a yardstick for appraising current practices 12
Benefits of Continuing Process Improvement SEI Software CMM Level 5: For the Right Reasons* Defects are now nearly all found and fixed before testing begins. Defects escaping into the field have been reduced from 11% to practically 0%. Programs consistently reach customer satisfaction and performance targets. Peer reviews increase total project costs by 4%, but reduced rework during testing by 31%. R.O.I. is 7.75:1. 13
CMMI Integration Provides expanded model scope for integration Integrated Product Management Integrated Supplier Management Decision Analysis and Resolution Relevant Stakeholder planning and execution Inclusion of the Integrated Product and Process Development body of knowledge 14
Each Process Area Process Areas (PA) Specific Goals Specific Practices (SP) Typical Work Products Sub-practices Notes Discipline Amplifications References (SG) Required Expected Informative Informative Informative Informative Informative Generic Goals Generic Practices (GP) Generic Practice Elaborations (GG) Required Expected Informative 15
Specific Practices Example Requirements Mgmt. SG 1 Manage Requirements SP 1.1 Obtain an Understanding of Requirements SP 1.2 Obtain Commitment to Requirements SP 1.3 Manage Requirements Changes SP 1.4 Maintain Bidirectional Traceability of Requirements SP 1.5 Identify Inconsistencies between Project Work and Requirements 16
Process Areas by Maturity Level Focus Level Process Areas Continuous process improvement Organizational Innovation and Deployment Causal Analysis and Resolution 5 Optimizing Quantitative management 4 Quantitatively Managed Organizational Process Performance Quantitative Project Management Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Integrated Supplier Management Risk Management Decision Analysis and Resolution Organizational Environment for Integration Integrated Teaming Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management Process standardization 3 Defined (SS) (IPPD) (IPPD) Basic project management 2 Managed 17 1 Initial
Project Management Process Areas There are eight Project Management Process Areas. Project Planning Project Monitoring and Control Integrated Project Management (IPPD) Risk Management Supplier Agreement Management Quantitative Project Management Integrated Supplier Management (SS) Integrated Teaming (IPPD) 18
Project Planning - Capability Level 1 Project Planning Specific Practices (CL1 - Base Practices ) SP1.1-1: Estimate the Scope of the Project SP1.2-1: Establish Estimates of Work Product and Task Attributes SP1.3-1: Define Project Life Cycle SP1.4-1: Determine Estimates of Effort and Cost SP2.1-1: Establish Budget and Schedule SP2.2-1: Identify Project Risks SP2.3-1: Plan for Data Management SP2.4-1: Plan for Project Resources SP2.5-1: Plan for Needed Knowledge and Skills SP2.6-1: Plan Stakeholder Involvement SP2.7-1: Establish the Project Plan SP3.1-1: Review Plans that Affect the Project SP3.2-1: Reconcile Work and Resource Levels SP3.3-1: Obtain Plan Commitment If all of the base practices are performed, Then, the associated Specific Goals and Generic Goal 1 are satisfied, So, the Process Area is rated at Capability Level 1 (CL1) - Performed. 19
Building Process Capability Level 5 Generic Practices Optimizing Process Level 4 Generic Practices Quantitatively Managed Process Level 3 Generic Practices Capability Defined Process Level 2 Generic Practices Managed Process Performed Process 20
