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Presentation Transcript

Introduction

Quality management

with CMM and CMMI

Ophir LOJKINE, december 2016


Reminder what is quality management

Reminder: What is quality management ?

Introduction

  • quality planning,

  • quality assurance,

  • quality control

  • quality improvement.



Reminder what is quality management2

Reminder: What is quality management ?

Introduction

Customer focus

Leadership

Engagement of people

Process approach

Improvement

Evidence based decision making

Relationship management


Cmm cmmi
CMM - CMMI

Что такое ?

Capability Maturity Model

(модель полноты потенциала)

Capability Maturity Model Integration


Cmm history
CMM: history

  • Software Engineering Institute

    • (Carnegie-Mellon University, USA)

  • Evaluate quality of software providers

  • Patented in the USA

  • Current version: 1.3

1987

CMM development

2016

Acquired by ISACA

2002

CMMI v1.1

2010

CMMI v1.3(with agile dev)

1997

CMM

End of development



CMM

  • Maturity Levels: 5-level process maturity

  • Key Process Areas: identify a cluster of related activities that achieve goals

  • Goals: implement a KPA in an effective and lasting way

  • Common Features:

    • commitment to perform

    • ability to perform

    • activities performed

    • measurement and analysis

    • and verifying implementation.

  • Key Practices: what contributes most effectively to the implementation and institutionalization of the area.


Maturity model
Maturity Model ?

set of structured levels that describe how well the behaviors, practices and processes of an organization can reliably and sustainably produce required outcomes



Key process areas
Key Process Areas

identify the issues that must be addressed to achieve a maturity level

«Except for Level 1, each maturity level is decomposed into several keyprocess areas that indicate the areas an organization should focus on toimprove its software process.»



Common features
Common features

«attributes that indicate whether the implementation and institutionalization of a key process area is effective, repeatable, and lasting»

Commitment to perform (are we trying to ?)

Ability to perform (can we ?)

Activities performed (what do we do ?)

Measurement and Analysis (do we analyze ?)

Verifying Implementation (do we check ?)


Key practices
Key Practices

describe the infrastructure and activities that contribute most to the effective implementation and institutionalization of the key process area



Cmmi development acquisition service
CMMI: development-acquisition-service

Development

Acquisition

Service


Cmmi development acquisition service1
CMMI: development-acquisition-service


Differences in approach
Differences in Approach

  • CMM KPA:

  • completion of specific tasks

  • no motivation for the organization to focus on process architecture.

    CMMI:

    iterative lifecycle

    • integrates the latest best practices from the industry

    • attacks risks in process architecture at an early stage

CMM

determining if an organization completes the specific activities listed in the Key Performance Areas (KPA)

CMMI

result-oriented approach when defining and measuring KPA.

  • CMM is still relevant and appropriate for sequential, activity-based management paradigm.


Minuses
Minuses

  • Lot of testing and documentation

    • Expensive

    • Time consuming


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