Life Cycle Considerations of the CMMI Model

1. Life Cycle Considerationsof the CMMI Model Presented to National Defense Industrial Association 3rd Annual CMMI Technology Conference and User Group Denver, Colorado Ben Berauer, Raytheon November 17-20, 2003

2. Presentation Purpose - Life Cycle What? • Life Cycle Models • Development Life Cycle • System Life Cycle • Product Life Cycle • Program/Project Life Cycle • Acquisition Life Cycle • Life Cycle Phases • Life Cycle Stages • [Component and Product-related] Life Cycle Processes

3. Model Life Cycle Content • With the move from CMM to CMMI there has been a change in scope in handling life cycle needs • SPP-AC-5, A software life cycle with predefined stages of manageable size is identified or defined. • OPD-AC-3, Descriptions of software life cycles that are approved for use by the projects are documented and maintained. • SQM-AC-1, The project's quantitative quality goals for the software products are defined, monitored, and revised throughout the software life cycle. • Elaborate on what are the considerations when selecting the project’s life cycle model • PP SP 1.3, Define the project life-cycle phases upon which to scope the planning effort. • RD SP 1.1, Elicit stakeholder needs, expectations, constraints, and interfaces for all phases of the product life cycle. • OPD SP 1.2, Establish and maintain descriptions of the life-cycle models approved for use in the organization. • IPM SP 1.1, Establish the Project’s Defined Process. Subpractice 1, Select a life-cycle model from those available from the organizational process assets. • IPM SP 2.1, Identify and document the risks. Subpractice 1, Identify the risks associated with cost, schedule, and performance in all appropriate product life-cycle phases. • QPM SP 1.1, Establish and maintain the project’s quality and process-performance objectives. Subpractice 5, Derive interim objectives for each life-cycle phase, as appropriate, to monitor progress toward achieving the project’s objectives. • QPM SP 1.4, Monitor the project to determine whether the project’s objectives for quality and process performance will be satisfied, and identify corrective action as appropriate. Subpractice 2, Periodically review the actual results achieved against the established interim objectives for each phase of the project life cycle to appraise progress toward achieving the project’s quality and process-performance objectives.

4. Part 1 System Rqts Defn System A Rqts Defn Prel Dsgn Dtl Dsgn Rqts Defn Prel Dsgn Dtl Dsgn System A Impl I&T Impl I&T O&S O&S Part 2 (+Part 1) Waterfall Rqts Defn Prel Dsgn Dtl Dsgn Part 3 (+Part 1 + Part 2) Impl I&T O&S Incremental Rqts Defn Prel Dsgn Dtl Dsgn Impl I&T O&S Final Sys I&T O&S Life Cycle Models Determine objectives, alternatives, constraints. Risk/Analysis Prototype Build Unit Test Plan next phase. I&T Develop, verify next level product. AT O&S Spiral One description of a product life cycle may not be adequate. Therefore, the organization may define a set of approved product life-cycle models.

5. LCM Selection Characteristic Criteria W I E S Changes to a Fielded / Heritage System Small to moderate changes to heritage system Large changes to heritage system     Frequency of Anticipated Changes (Requirement Volatility) Low Medium High         Anticipated Magnitude of Requirement Changes (Scope/Depth of System) Low Medium High         Existing technology New technology Future technology (within project lifetime)          Technology Insertion Anticipate Scope of Requirement Change (Breadth) Small Medium Large           What is the Ability to Mitigate Risk As a Life-Cycle Model? Low Moderate High        Requirements Maturity (#TBDs or #TBRs), 1 - (#TBDs+ TBRs / #TOTAL Reqs) Mature Moderately Mature Immature          Note: Lack of a “” means that the LCM is not as well-suited; it can still be used, however.

6. Late Phase Early Phase Middle Phase Operational Mission Level Operational Mission Level DEFINITION INTEGRATION System, Subsystem, & Product Level System, Subsystem, & Product Level BUILD Basic View of the Development Life Cycle Need Solution Component Detail Level

7. System or Product Life Cycle Process Raytheon Proprietary

8. DoD 5000.2 Acquisition Life Cycle Be careful of the context of the discussion. Program phases and the evolutionary approach (LCM), may be context sensitive.

9. LIFE CYCLE DECISION GATES PURPOSE STAGES Identify stakeholders’ needs Explore concepts CONCEPT Propose feasible solutions Refine system requirements Decision Options: Create solution description - Execute next stage DEVELOPMENT Build system - Continue this stage Verify and validate system - Go to previous stage Mass produce system PRODUCTION - Hold project activity Inspect and test - Terminate project Operate system to satisfy users’ needs UTILIZATION Provide sustained system capability SUPPORT Store, archive or dispose the system RETIREMENT ISO/IEC 15288 Example of Stages, Their Objectives and Major Decision Gates

10. 15288 Life Cycle Processes

11. - 1 - BUSINESS STRATEGY EXECUTION - 2 - PROJECT PLANNING, MANAGEMENT AND CONTROL - 4 - PRODUCT DESIGN AND DEVELOPMENT - 5 - SYSTEM INTEGRATION, VERIFICATION AND VALIDATION - 3 - REQUIREMENTS AND ARCHITECTURE DEVELOPMENT - 6 - PRODUCTION AND DEPLOYMENT - 7 - OPERATIONS AND SUPPORT Mapping CMMI Processes Over the Product Life Cycle Project Planning Project Monitor & Control Requirements Development Risk Management SHUT DOWN Project Planning, Project Monitor & Control, Supplier Agreement Management Risk Management, Requirements Management, Process & Product Quality, Measurement & Analysis, Decision Analysis & Resolution, Configuration Management Technical Solution Product Integration Verification Requirements Validation Requirements Development Product Integration Verification Validation

12. Summary – CMMI Considerations • CMMI tailoring guidelines cover (1) selecting standard process(es), (2) selecting an approved life-cycle model(s), and (3) tailoring the selected standard process(es) and life-cycle model(s) to fit project needs • A staged system/product life cycle model, together with a set of organizationally defined development life cycle models, are used to define the overall project’s life cycle process and its project plans • The tailored project/program life cycle process is developed as a part of project planning, whereas the component and product-related life cycle processes are described as developed as work products of the Requirements Development and Technical Solution related program processes

13. Trade Study Trade Study Aug 01 - - Apr 02 Systems Spiral 1 Spiral 1 Acquisition Decision Review (Oct 2002) Acquisition Decision Review Acquisition Component Component Advanced Development Advanced Development Initial Capability, On Time Oct 02 - - Aug 04 (Some Aircraft) Phase 1 Phase 1 Phase 2 Phase 2 MS B & System Acquisition Initiation (May 2004) System Design and Development (SDD) System Design and Development (SDD) & T - - 2 Mod (May 04 - - Jun 07) Production Contracting Approach Down Production Contracting Approach Down Selection for Spiral 2 Production Selection for Spiral 2 Production Planning Planning Execution Execution Review Review (Nov 2005) Spiral 2 Spiral 2 SDD SDD Jan 06 – – Nov 08 Full Capability for Milestone C Milestone C (Sep 2006) Critical Modes Production & Deployment Production & Deployment (All Aircraft) Nov 06 -- -- Mar 10 Spiral 3 Spiral 3 Pre Pre - Systems Full Capability, All Modes Acquisition SDD SDD – – S/W update only S/W update only Review (Apr 2007) Review Apr 07 thru Apr 10 Project Split into MultiplePhases and Spirals Systems Acquisition Initial Capability, On Time System Acquisition Initiation Full Capability for Critical Modes - Systems Full Capability, All Modes Acquisition

14. CMMI Model Life Cycle Content Review • CMMI practices and subpractices directly addressing life cycle considerations • PP SP 1.3, Define the project life-cycle phases upon which to scope the planning effort. • RD SP 1.1, Elicit stakeholder needs, expectations, constraints, and interfaces for all phases of the product life cycle. • OPD SP 1.2, Establish and maintain descriptions of the life-cycle models approved for use in the organization. • IPM SP 1.1, Establish the Project’s Defined Process. Subpractice 1, Select a life-cycle model from those available from the organizational process assets. • IPM SP 2.1, Identify and document the risks. Subpractice 1, Identify the risks associated with cost, schedule, and performance in all appropriate product life-cycle phases. • QPM SP 1.1, Establish and maintain the project’s quality and process-performance objectives. Subpractice 5, Derive interim objectives for each life-cycle phase, as appropriate, to monitor progress toward achieving the project’s objectives. • QPM SP 1.4, Monitor the project to determine whether the project’s objectives for quality and process performance will be satisfied, and identify corrective action as appropriate. Subpractice 2, Periodically review the actual results achieved against the established interim objectives for each phase of the project life cycle to appraise progress toward achieving the project’s quality and process-performance objectives. 2 3 4

15. Summary – Common Shortfalls • CMMI may not always speak clearly on this subject • Legacy life cycle models and directives from CMM days may not address all life cycle model and life cycle process needs • Organizational process descriptions, whether life cycle model based or process focused, DO NOT describe a true life cycle description of system/product phases or processes • The set of approved life cycle models you have defined may need tailoring and guidance for application to: • Overall program tailoring • Discipline specific development tailoring • Process areas that span the stages of corporate system/product life cycle models

16. Supplemental Charts Section Divider

17. Life Cycle Considerations • Program acquisition phase and approach, appropriate product life cycle phases, selected processes, and other program considerations must be taken into account • Tailoring process creates a life cycle model, consisting of stages and processes adapted to satisfy particular circumstances or factors that: • Support the standards and models adopted, or required to use • Reflects the organizational needs to supply system products

18. Continuous Process Improvement 2 Managed CMMI-SE/SW/IPPD, V1.1, Process Areas Focus Level Process Areas Including IPPD Organizational Innovation and Deployment Causal Analysis and Resolution 5 Optimizing 4 Quantitatively Managed Organizational Process Performance Quantitative Project Management Quantitative Management Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management (2 IPPD Goals) Risk Management Decision Analysis and Resolution Organizational Environment for Integration Integrated Teams Process Standardization 3 Defined Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management Basic Project Management 1 Initial