spin bg seminar
Skip this Video
Download Presentation
SPIN-BG Seminar

Loading in 2 Seconds...

play fullscreen
1 / 37

SPIN-BG Seminar - PowerPoint PPT Presentation

  • Uploaded on

SPIN-BG Seminar. Intermediate Concepts of CMMI CMMI Continuous Representation Overview The future of CMMI. Author: Kiril Karaatanasov E-mail: [email protected] Date: 06.06.2014. Intermediate Concepts of CMMI. What is it about?. Intermediate Concepts of CMMI - Benefits.

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'SPIN-BG Seminar' - niveditha

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
spin bg seminar

SPIN-BG Seminar

Intermediate Concepts of CMMI

CMMI Continuous Representation Overview

The future of CMMI

Author: Kiril Karaatanasov

E-mail: [email protected]

Date: 06.06.2014

intermediate concepts of cmmi benefits
Intermediate Concepts of CMMI - Benefits
  • In depth understanding of the model
    • Generic Goals and Practices
    • Structure - maturity levels/categories/disciplines
    • Appraisal requirements
    • PA contents – specific goals and practices
    • PA relationships
  • SCAMPI overview
  • Discussions on practical implementation of the model
  • Continuous & Staged
    • Differences
    • Equivalent staging
intermediate concepts of cmmi format
Intermediate Concepts of CMMI - Format
  • 5 day course
  • 1st day is dedicated to overview of the model
  • All process areas are reviewed in depth during the 2nd through 4th day
    • For each process area 20 minutes presentation either by student or one of the instructors
    • ~20 minutes free discussion on each process area
    • Process areas are presented in logical groupings different from categories/maturity levels
  • 5th day is dedicated to the examination
  • Multiple exercises facilitating learning are conducted
  • The instructors
    • only 7 people from SEI world wide and are very carefully selected
    • Are open to questions
intermediate concepts of cmmi rating assignment and exam
Intermediate Concepts of CMMI – Rating (Assignment and Exam)
  • 1/3 of the rating is based on a pre-class assignment - a presentation of one process area
  • 1/3 of the rating is from a closed book examination
    • 2 hour examination with open questions
    • Questions on the first 6 chapters of the model and the Glossary
    • Score of 80% or higher is ok, 70% to 80% - remedial action
    • The Book is better then the Technical Reports – newer terminology, both representations
  • 1/3 of the rating is related to class participation
pre class assignment
Pre-class Assignment
  • Power point presentation of one process area, including
    • Importance, Benefits
    • Related Process Areas (dependencies)
    • Specific Goals & Practices
    • “Critical” Specific Practices
    • Relation to Generic Practices
    • Real life experience, ideas
intermediate concepts of cmmi further options
Intermediate Concepts of CMMI – Further Options
  • “Introduction to CMMI” Instructor
    • Allows to conduct “Introduction to CMMI” trainings
    • Requires: monitoring by SEI during the first training sessions, affiliation with SEI transition partner
  • SCAMPI B & C Team Leader Training
    • Allows: to conduct B & C class appraisals; there is still no official requirement to have completed this course to perform B & C appraisals
    • Requires: 10 years experience in the field, participation in 2 SCAMPI A or B class appraisals
  • SCAMPI Lead Appraiser
    • Allows to conduct A class appraisals that generate organization ratings
    • Requires: 10 years experience in the field, participation in 2 SCAMPI A or one A and one B class appraisals

All of these require affiliation with transition partner & approval of the candidate by SEI

intermediate concepts of cmmi links
Intermediate Concepts of CMMI – Links
  • Intermediate Concepts of CMMI http://www.sei.cmu.edu/products/courses/cmmi-intermed-concepts.html
  • SCAMPI B & C Team Leader training http://www.sei.cmu.edu/products/courses/p53.html
  • SCAMPI Lead Appraiser Training http://www.sei.cmu.edu/products/courses/scampi-training.html
cmmi continuous representation overview

CMMI Continuous Representation Overview

Why continuous might be better?

continuous has the features needed for sme
Continuous has the features needed for SME !!!
  • Capability Level 1 is the needed level of performance to eliminate major risks
  • Allows flexible approach addressing business goals NOT formal requirements
  • Case studies by SEI on adoption in SME are based on continuous
cmmi continuous representation overview1

5 Generic Goals

Basic and Advanced Specific Practices for engineering PAs

Progress can be made on PA by PA basis

Rating via Achievement Profile i.e. ratings on different PAs

Allows flexible approach addressing business need

Defines Capability Level 1 useful for SME

Equivalent staging permits comparison to Staged


2 Generic Goals

Only one set of Specific practices per process area

Progress is made on groups of PAs related to a maturity level

Organizational Maturity Level Rating

Progress is made on well defined path

Allows somewhat easier transition from CMM

Maturity Ratings are easy for customers like Hotel star rating

CMMI Continuous Representation Overview
what are the capability levels
What are the capability levels?
  • Capability Levels reflect the process improvement achievement in particular process area
  • Capability levels go from 0 to 5
  • Capability Levels are cumulative i.e. Capability Level 3 builds upon and includes all of Capability Level 2
capability level 0 incomplete
Capability Level 0 – Incomplete
  • Some of the specific goals are not satisfied i.e. some specific practices are not performed
  • There is significant risk associated with the work being performed
capability level 1 performed
Capability Level 1 – Performed
  • All specific goals of the process area are satisfied
  • All base practices are performed
  • Essential activities are performed and the work is accomplished
  • However, the definition, planning, monitoring, and controlling of the process may be incomplete
  • The process may be unstable and inconsistently implemented

Capability Level 1 is relatively easy to achieve, but it provides real tangible benefit. In environment with few people dedicated to the company success this might be enough.

For example to achieve Requirements Management Capability Level 1 only 3 specific practices need to be addressed.

capability level 2 managed
Capability Level 2 - Managed
  • A capability level 2 process is a managed process
  • A managed process is a performed process that is also 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 relevant for adherence to its process description
  • A managed process is institutionalized (i.e. ingrained in the way work is performed
  • Processes are managed to achieve objectives that are established for the process, such as cost, schedule and quality objectives
capability level 3 defined
Capability Level 3 - Defined
  • A capability level 3 process is a defined process
  • A defined process is a managed process whose description is tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines.
  • This contributes work products, measures, and other process-improvement information to the organizational process assets
  • The organization’s set of standard processes are established and improved over time.
capability level 4 quantitatively managed
Capability Level 4: Quantitatively Managed
  • A Capability Level 4 process is quantitatively managed
  • A quantitatively managed process is a defined process that is controlled using statistical and other quantitative techniques.
  • Quantitative objectives for the product quality, service quality, and process performance are established and used as criteria in managing the process.
  • People performing the process are directly involved in quantitatively managing the process
  • Statistical predictability is achieved
capability level 5 optimizing
Capability Level 5: Optimizing
  • A capability level 5 process in an optimizing process
  • An optimizing process is a quantitatively managed process that is changed and adapted to meet relevant current and projected business objectives
  • Focus is on continually improving the range of process performance through incremental and innovative technological improvements
  • Quantitative process improvement objectives are established
  • Process improvement is inherently part of everybody’s role, resulting in cycles of continual improvement.
base advanced practices
Base & Advanced Practices
  • In the engineering process areas in continuous representation there are specific practices which are relevant at certain capability level
  • Base Practices are specific practices applicable at capability level 1
  • Advanced Practices are specific practices applicable at capability level 2 and 3
  • Some Advanced Practices extend Base Practices
  • In staged representation when Advance Practice extends Base Practice only the Advance practice is listed. Base is included as informative elements
equivalent staging 1
Equivalent Staging - 1
  • Allows comparison to Maturity Levels
  • It defines what combination of capability level and process areas corresponds to each maturity level
    • To achieve ML 2 you must achieve CL 2 in all PAs of ML2
    • To achieve ML 3 you must achieve CL 3 in all PAs of ML2 and ML 3
    • To achieve ML 4 you must achieve CL 3 in all PAs of ML2, ML 3 and ML 4
    • To achieve ML 5 you must achieve CL 3 in all PAs of ML2, ML 3, ML 4 and ML 5

Achieving ML 3 in the PA’s of ML 4 and ML 5 means that CL 4 and/or CL 5 is achieved in selected by the organization Process Areas

process area dependencies
Process Area Dependencies?
  • The model chapters 1 through 6 recommend for Support, Project Management and Process Management to first address fundamental (basic) and then progressive (advanced) Process Areas
  • Generally Process areas that appear on higher maturity levels depend for effective implementation on process areas from the lower maturity levels.
    • This does not mean you cannot benefit form process areas at higher maturity levels. Only the effect may be limited
    • The best example for this is Causal Analysis and Resolution (CAR)
  • There are no mandatory as per the model inter-dependencies
the future of cmmi

The future of CMMI

What to expect?

new elements in cmmi architecture
New elements in CMMI Architecture
    • Small step to clarity that gives green light to further expansion
  • Constellations will allow to expand the model into new domains or parts of the lifecycle. Constellations will reuse as much as possible
    • CMMI-SE/SW+IPPD+SS current is CMMI-Development constellation
    • After the release of CMMI v1.2, a CMMI-Services constellation will be released. It will probably reuse all PAs except the engineering areas
cmmi expansions
CMMI Expansions
  • Hardware discipline will be added, thus emphasizing that CMMI is applicable to this part of the organization’s activities
  • Broader coverage of development environment
    • Current coverage is limited to parts of OEI PA
    • Key aspects like safety, security and business continuity may be addressed
    • One option is to provide extension to existing PAs similar to IPPD in IPM PA
    • Another possibility is to add new PA - Work Environment (WE)
cmmi simplifications
CMMI simplifications
  • One model (book) containing both representations, similar to the book “CMMI: Guidelines for Process Integration and Product Improvement”
  • Removing:
    • Advanced Practices
    • Common Features
  • SAM, ISM couple may be revised.
    • Latest articles point ISM will not be removed
  • COTS selection may be moved away from SAM possibly to TS PA
  • Increased elaborations for the generic practices at Capability Level 4 and 5 in the different process areas
cmmi 1 2 timeline
CMMI 1.2 Timeline
  • Forecast is:
    • Late 2005 – pilot version of CMMI 1.2
    • Late 2006 – release
links and materials
Links and materials
  • “CMMI v1.2 What’s Changing?” By Mike Philips, http://www.sei.cmu.edu/news-at-sei/columns/cmmi-in-focus/cmmi-in-focus.htm
  • “CMMI v1.2 and Beyond” By Mike Philips, http://www.sei.cmu.edu/news-at-sei/columns/cmmi-in-focus/2004/3/cmmi-in-focus-2004-3.htm
  • “CMMI®--Version 1.2 and Beyond!” presentation by Mike Philips, April 6, 2005, available at SEIR
the 5 generic goals
The 5 Generic Goals
  • Achieve Specific Goals
  • Institutionalize a Managed Process
  • Institutionalize a Defined Process
  • Institutionalize a Quantitatively Managed Process
  • Institutionalize an Optimizing Process
level 1 achieve specific goals
Level 1: Achieve Specific Goals
  • Perform Base Practices
level 2 establish a managed process
Level 2: Establish a Managed Process
  • Establish an Organizational Policy
  • Plan the Process
  • Provide Resources
  • Assign Responsibility
  • Train People
  • Manage Configurations
  • Identify and Involve Relevant Stakeholders
  • Monitor and control the Process
  • Objectively Evaluate Adherence
  • Review Status with Higher Level Management
level 3 institutionalize a defined process
Level 3: Institutionalize a Defined Process
  • Establish a Defined Process
  • Collect Improvement information
  • Processes are reused across similar projects.
    • Each instance of the process uses common base through tailoring.
    • This allows to reduce variation throughout the organization, compare performance and consistently implement improvements
    • Tailoring may not modify the process, just consciously select it.
  • Improvement information is fed back from projects to the organization.
level 4 institutionalize a quantitatively managed process
Level 4: Institutionalize a Quantitatively Managed Process
  • Establish Quantitative Objectives for the Process
  • Stabilize sub-process Performance
level 5 institutionalize an optimizing process
Level 5: Institutionalize an Optimizing Process
  • Ensure Continuous Process Improvement
  • Correct Root Causes of Problems