Software Development: Software Development: Tools and Processes Tools and Processes Lecture - - 5: CMMI Architecture 5: CMMI Architecture Lecture
History of the CMMI History of the CMMI 1987 1991 1993 1995 1997 2000 2002 CMMI-SE/SW First CMM SW-CMM v1.1 Version 1.0 Published Published Published Model Refined CMMI-SE/SW/IPPD/A CMMI Initiative and Published as Version 1.1 Launched SW-CMM v1.0 Published Software Acquisition (SA-CMM), Systems Engineering (SE-CMM), Integrated Product Development (IPD-CMM), Organizational Workforce Capability Development (People CMM) Developed 2 CMMI Tutorial Mar 25 , 2002 CMMI Tutorial Mar 25 , 2002 2
Commonly Used CMMs Software CMM staged software development System Engineering CMM continuous system engineering Software Acquisition CMM staged software acquisition System Security Engineering CMM continuous security engineering FAA-iCMM continuous software engineering, systems engineering, and acquisition IPD-CMM hybrid integrated product development People CMM staged workforce SPICE Model continuous software development
So Many Models, So Little Time ZZZ ZZZ • Different structures, CMM Software CMM Software formats, terms, ways EIA 731 EIA 731 CMM CMM of measuring maturity • Causes confusion, Systems Systems especially when Engr Engr using more than one CMM CMM People model People CMM CMM • Hard to integrate IPD Software IPD Software them in a combined CMM Acq CMM Acq improvement CMM CMM program • Hard to use multiple Systems Systems FAA FAA models in supplier Security Security iCMM iCMM selection Engr CMM Engr CMM
The Frameworks Quagmire PSP SDCCR MIL-Q MIL-STD-1679 SW-CMM SW-CMM -9858 DOD- SDCE People SCE STD- DOD-STD CMM 2168 IEEE Stds. 730,828 -2167A NATO SA-CMM 829, 830,1012,1016 AQAP1,4,9 ISO DOD-STD 1028,1058,1063 15504* -7935A EQA MIL-STD- (SPICE) FAA- CMMI* 498 Baldrige iCMM Trillium BS IPD- EIA/IEEE 5750 CMM* DO- J-STD-016 ISO/IEC DOD 178B SECM* 12207 SE-CMM IPPD (EIA/IS 731) TickIT IEEE SECAM ISO 9000 AF IPD 1074 SSE- Series Q9000 Guide IEEE CMM IEEE/EIA 1220 EIA/IS ISO 10011 12207 MIL-STD ISO 15288* 632 EIA 632* -499B* Also see * Not yet released www.software.org/quagmire 5
CMMI content classification • Required – Essential to model and understanding the requirement of process implementation – Statement of “Goals” of PAs are required CMMI components • Expected – May not be fully essential – Play a central role in process improvement – Indicators of achievement of required components – Only expected component is statement of “Practice”. • Informative – Useful guidance for process improvement – Clarifications for required and expected materials – Ten types of informative components » Purpose, Introductory note, Reference, Names, Notes, Typical work products, sub-practices, discipline amplifications, generic practice elaborations 6
Informative Materials Purpose Summary of the specific goals for the PA Introductory Note Scope of the PA, importance, interaction with other PA Reference Link to other PA for further information on the topic Names All goals and practices are given a name Practice-to-Goal Relationship A table which maps the SP and GP to respective Goals 7
Informative Materials Notes These are attached to model components (explanations, examples) Typical work products Output of the practices (files, documents, flow charts etc.) Sub-practices Explanation of meaning and elaboration of practices Discipline Amplifications For example, “for software engineering” Generic Practice Elaborations Application of a generic practice for a particular process area 8
CMMI Models Source Models CMMI-SE/SW W S / E S I - M M C • Capability Maturity s Staged u o u n t i n o C Representation n o t i a t n e Model for Software V2, s e r p e R draft C (SW-CMM V2C) • EIA Interim Standard 731, System Engineering Capability Model (SECM) • Combined System Engineering / Software Engineering model • Integrated Product Development Capability • Can be applied to: Maturity Model, draft – Just the software engineering V0.98 (IPD-CMM) projects in an organization – Just the system engineering projects in an organization – Both – IPPD can be used in either/both 9
Comparing Model Representations Continuous Staged Process Area 0 1 2 3 4 5 ML5 Capability ML4 ML3 ML2 ML 1 PA PA PA . . .for an established . . .for a single process area set of process areas across an or a set of process areas organization 10
11 CMMI Model Structure
Advantages of Each Representation Continuous Representation Staged Representation Provides maximum flexibility for order of Predefined and proven path with case process improvement study and ROI data High visibility of improvement within Focuses on organizational improvement process areas Easy upgrade from EIA 731 Easy upgrade from SW-CMM Easy comparison to ISO 15504 Provides familiar benchmarking capability Improvement of process areas can occur Overall results summarized in a maturity at different rates level 12
Relating Process Area Capability and Organizational Maturity • Process area capability and organizational maturity are similar concepts. • The difference between them is that process area capability deals with a set of processes relating to a single process area or specific practice, while organizational maturity pertains to a set of process areas across an organization . 13
CMMI Structure One Model, Two Representations Appendixes Appendixes Support Maturity Level 5 CM, PPQA, MA, OID, CAR CAR, DAR Maturity Level 4 Engineering OPP, QPM REQM, REQD, TS, PI, VER, VAL Maturity Level 3 REQD, TS, PI, VER, Project Management VAL, OPF, OPD, OT, PP, PMC, SAM IPM, RSKM, DAR IPM, RSKM, QPM Maturity Level 2 Process Management REQM, PP, PMC, OPF, OPD, OT, SAM, MA, PPQA, CM OPP, OID Overview Overview Introduction Process Management Introduction Structure of the Model PAs Structure of the Model Model Terminology - Goals Model Terminology Maturity Levels, Common Features, and Generic Practices - Practices Capability Levels and Generic Model Components Understanding the Model Understanding the Model Using the Model Using the Model CMMI-SE/SW CMMI-SE/SW Staged Continuous 14
15 CMMI provides a mapping to move from continuous to staged Equivalent Staging
16 Equivalent Staging
17 Equivalent Staging
18 Equivalent Staging
19 Equivalent Staging
Process Area Capability Profile A process area capability profile may be represented by a set of points in two dimensions. – the process dimension »“What” you do – the capability dimension »“How well” you do it (How well) Capability Process Area (What you do) 20
The Process Dimension • The values on this axis describe what processes (described within Process Areas ) you perform. Capability Process Process Process Process Area 1 Area 2 Area 3 Area n Process 21
Process Areas • Process Areas (PAs) are a cluster of related practices. • They are the major building blocks in establishing process capability. • Example PA: “Requirements Management” • Process Areas has Purpose, Goal, and Practices 22
Goals and Practices • Goals and Practices are the model elements used to realize the values on both the capability and process dimensions. – Goal »A high level statement of the outcome to be achieved by effective implementation of a group of practices. (These are “required.”) – Practice »A description of an action that is necessary to enact a key element of a process area. (These are “expected,” and “alternate practices” are acceptable.) 23
Continuous Organization of Process Areas Category Process Area Total 8 PA Project Planning Project Project Monitoring and Control Management Supplier Agreement Management Integrated Project Management(IPPD) Integrated Supplier Management (SS) Integrated Teaming (IPPD) Risk Management Quantitative Project Management Support Total 6 PA Configuration Management Process and Product Quality Assurance Measurement and Analysis Causal Analysis and Resolution Decision Analysis and Resolution Organizational Environment for Integration (IPPD) Engineering Total 6 PA Requirements Management Requirements Development Technical Solution Product Integration Verification Validation Process Total 5 PA Organizational Process Focus Management Organizational Process Definition Organizational Training Organizational Process Performance Organizational Innovation and Deployment 24
Capability Levels • A capability level is a well-defined evolutionary plateau describing the capability of a process area . • There are six capability levels. • 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. 25
The Capability Levels 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed 1 Performed 0 Incomplete 26
27 An Example Process Area P r o c e s s A r e a etc Capability Profile PMC REQM PP 5 4 3 2 1 0 C a p a b i l i t y
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