CMMI Project Team

Awareness Training On CMMI Initiative

SEPG YASH TECHNOLOGIES PVT LTD Hyderabad

Faculty : <Faculty Emp ID> Duration: <Duration of training>

CMMI Project Team

Objectives of Training
Familiarize with concepts of CMMI models Nomenclature used Contents and interpretation Process improvements Familiarize with Yashs Approach For CMMI Initial gap analysis External services from CQAL for implementation & Assessment Broad roadmap Where we are

CMMI Project Team

Benefits to the participants at the end of the program

Awareness of the CMMI model and its comparative features with ISO Fair understanding of the CMMI model components, capability maturity levels A knowledge of how to access the model and its components to follow while executing specific tasks
Effectively practice and contribute in the CMMI initiatives at Yash..

CMMI Project Team

Participants / Pre requisites

This is an introductory level awareness program intended for all employees at Yash. No specific background other than practicing ISO 9001:2000 based QMS is expected.

CMMI Project Team

Contents
Quality standards / models and their relevance to our operations Capability maturity models, evolution of CMMI Comparative study of ISO and CMMI CMMI Representations CMMI Model Structure, Components Maturity levels, Disciplines, Process Areas One process area details ref to PDF and its structure ISO- CMMI Integrated quality system QMS CMMI model Mapping Audits and Assessments CMMI Initiatives at YASH Action plans

CMMI Project Team

Why Quality models and Standards

Organizations choose to adopt a model or standard for any or all of the following reasons:
Satisfy business goals and objectives Requirements are imposed by customer(s) For competitive reasons As a guide (roadmap) for continuous improvement The most notable are: ISO 9001 Capability Maturity Model Integration (CMMI) Six Sigma TQM

CMMI Project Team

Model Selection
Quality models are designed for specific purposes.

ISO 9001:2000 - Standard is a quality standard which can be adopted by any organization - software, manufacturing, services etc. It gives a basic framework for the process implementation in the organization.
CMMI - Capability Maturity Model Integration, is more specific to software industry to evaluate a software contractors capability to deliver quality software. Six Sigma Quality - Motorola developed a concept called Six Sigma Quality that focuses on defect rates, only 3.4 items per million are outside of the acceptable level. TQM - Strategic, integrated management system for achieving customer satisfaction, which involves all managers and employees and uses quantitative methods to continuously improve an organization's processes.

CMMI Project Team

What is CMMI?
CMMI is: a model that provides a set of best practices that address productivity, performance, costs, and stakeholder satisfaction a model which 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 CMMI is NOT: a set of bolt-on processes that last only as long as the wheel is squeaking. CMMI provides a consistent, enduring framework that accommodates new initiatives. restricted to a single discipline (i.e. Software Engineering or Systems Engineering). CMMI focuses on the total software intensive system problem and integrates multiple disciplines into one process-improvement framework that eliminates inconsistencies and reduces duplication

CMMI Project Team

CMMI History

CMMI Project Team

CMMI History
In 1987 a study was conducted by the Dept. of Defense (DOD). 17 projects Estimated duration of 28 months Actual duration exceeded estimate by an average of 20 months DOD worked with the Software Engineering Institute (SEI) to develop a model to improve the development process. CMM was implemented in 1991. CMMI came about in 1997 as an integration of 3 different models.

CMMI Project Team

So Many CMM Models Lead to Confusion

Software CMM IPD CMM Software Acq CMM People CMM Systems Engr CMM Systems Security Engr CMM

CMM v1.0 was developed in August 1991 by SEI for Software industry
Different structures, formats, terms, ways of measuring maturity Causes confusion, especially when using more than one model

Hard to integrate them in a combined improvement program Hard to use multiple models in supplier selection

FAA

iCMM

CMMI Project Team

CMMI Models
Source Models
Capability Maturity Model for Software (SW-CMM)
System Engineering Capability Model (SECM) Integrated Product Development Capability Maturity Model (IPDCMM)

CMMI Model

CMMI V 1.1: An integrated model of the above - released in 2002 CMMI V 1.2 is scheduled in Aug 2006

CMMI Project Team

Disciplines
CMMI model encompasses
Systems engineering (SE)
Covers the development of total systems, which may or may not include software Focus on transforming customer needs, expectations, and constraints into product solutions and supporting those product solutions throughout the product life cycle

Software (SW)
Covers the development of software systems Focus on applying systematic, disciplined, and quantifiable approaches to the development, operation and maintenance of software

Integrated Product/Process Development (IPPD)

Covers the Teaming aspects in a project Addresses organizational support requirements for establishing and maintaining successful teams

Supplier Sourcing (Acquisition)

Proactive management of suppliers

CMMI Project Team

Comparative Study of ISO and CMMI

General Differences between ISO and CMMI:

ISO 9001 - 2000

Standard Broad Direction One set of Requirements to be satisfied. No Guidelines for implementation

CMMI
Model Detailed Progressive steps Institutionalization and guidance Designed specifically for software organizations.

Not specific to software organizations.

CMMI Project Team

TEST
CMMI Is it a standard or a model?
Model - A model is a simplified representation, which contains all the essential elements. List the four disciplines of CMMI Model.. What is YASHs option? SE, SW, IPPD, SS: Yash opted for SE/SW

One disadvantage with CMM model

So many models causing confusion

Specify 2 differences between ISO and CMMI

Standard,Model; Not specific to software organizations, specific for SW organizations

CMMI Project Team

Representations
Two representations
Staged: Focus is on a Maturity Level by mastering sets of Process Areas that are grouped into 5 Maturity Levels Continuous: Focus is on selected portions of Process Areas to achieve a Process Capability Level

CMMI Project Team

CMMIOverview: Staged Representation

Maturity is measured at the organization level satisfying the requirements of a set of process areas.
An organization assessed for a certain maturity level satisfies the requirements of all the levels below, including the assessment level.
Focus on process improvement
5
Optimizing
(2) Quantitatively Managed (2) Defined (14)

Process measured and controlled

4

Process characterized for the organization and is proactive

3

Process characterized for projects and is often reactive

2

Managed
(7)

Process unpredictable, poorly controlled and reactive

1

Performed

CMMI Project Team

CMMI Overview: Continuous Representation

Capability measured at the individual process level An organization can be assessed for specific process areas at specific capability levels

5
5 Optimizing 4 Quantitatively Managed

Capability

4 3 2 1 0

3 Defined
2 Managed

1 Performed 0 Incomplete

REQM PP

PMC

etc

Capability Levels Yash has opted for Staged model of CMMI SE/SW.

Process Area
An Example

CMMI Project Team

CMMI Model Components(Structure)

CMMI Project Team

Model Components
Process Areas: A process area is a cluster of related practices Specific Goals: Address the unique characteristics that describe what must be implemented to satisfy the process area. Specific Practices: An activity that is considered important in achieving the associated specific goal. Common Features: Four common features organized as the generic goals and practices of each process
Commitment to Perform (CO) Ability to Perform (AB) Directing Implementation (DI) Verifying Implementation (VE)

CMMI Project Team

Model Components(Contd)
Typical Work Products: Output from a specific or generic
practice.

Sub practices: Detailed descriptions that provide guidance for

interpreting specific or generic practices.

Generic Goals: Are called generic because the same goal

statement appears in multiple process areas.

Generic practices: Are categorized by generic goals and

common features and are expected components in CMMI models.

CMMI Project Team

Maturity Levels

CMMI Project Team

Level 1 : Initial - Success depends on heroes

Good performance is possible - but
Requirements often misunderstood, uncontrolled Schedules and budgets frequently missed Progress not measured Product content not tracked or controlled Engineering activities nonstandard, inconsistent Teams not coordinated, not trained Defects proliferate

Processes limit my creativity

Processes dont help my delivery schedule

CMMI Project Team

Level 2: Managed Establishing Basic PM Control

CLARIFY REQUIREMENTS Baseline the product requirements

7 Process Areas
Requirements Management (REQM)

DOCUMENT PLANS Estimate project parameters, Develop plans and processes

TRACK PROGRESS Measure actual progress to enable timely corrective action Measure for mgmt. info needs Verify adherence of processes and products to requirements CONTROL PRODUCTS Identify and control products, changes, problem reports Select qualified suppliers / vendors; manage their activities

Project Planning (PP)

Project Monitoring and Control (PMC)

Measurement & Analysis(M&A)

Process & Product Quality Assurance (PPQA) Configuration Management (CM)

Supplier Agreement Management (SAM)

CMMI Project Team

Level 3: Defined Standardizing the Orgs Processes

ENGINEER THE PRODUCT Clarify customer requirements Solve design requirements; develop implementation processes Assemble product components, deliver Ensure products meet requirements Ensure products fulfill intended use Analyze decisions systematically MANAGE THE PROCESSES Identify and control potential problems PROVIDE ORG. INFRASTRUCTURE Establish org. responsibility for PI Define the org. best practices Develop skills and knowledge

11 Process Areas
Requirements Definition(RD) Technical Solution (TS) Product Integration(PI) Verification(Ver) Validation (Val) Decision Analysis & Resolution (DAR)

Integrated Project Mgmt (IPM) Risk Management(RSKM)

Org. Process Focus(OPF) Org. Process Definition (OPD) Org. Training (OT)

CMMI Project Team

Level 4: Quantitatively Managed - Quantitative analysis of processes and products for monitoring and control
MANAGE PROJECTS QUANTITATIVELY Statistically manage the projects processes and subprocesses MANAGE THE ORGANIZATION QUANTITATIVELY Understand process performance; Quantitatively manage the organizations projects

2 process Areas
Quantitative Project Management (QPM)

Organizational Process Performance (OPP)

CMMI Project Team

Level 5: Optimizing Institutionalizing process improvement

OPTIMIZE PERFORMANCE
Identify and eliminate the cause of defects early

2 Process Areas
Causal Analysis and Resolution (CAR) Organizational Innovation & Deployment (OID)

ADOPT IMPROVEMENTS
Identify and deploy new tools and process improvements to meet needs and business objectives

CMMI Project Team

Sample Level 1 Organization

Few Processes in Place The Organization Top Management

Dept. A
Middle Management
Div. AA

Dept. B Div. BB

Dept. C

Projects

Project 1

Project 2

Project 3

Project 4

Processes

CMMI Project Team

Sample Level 2 Organization

many processes in place; but they are project-specific The Organization Top Management

Dept. A
Div. AA

Dept. B

Dept. C

Middle Management

Div. BB

Projects
Project 1

Project 2

Project 3

Project 4

Processes

CMMI Project Team

Sample Higher- Level Organization

Processes based on organizations Process Asset Library (PAL) The Organization YASH

Process Asset Library

Approved life cycles Standard processes Tailoring guidelines Process database Related documents

Dept. A Div. AA

Dept. B Div. BB

Dept. C

Projects Processes

Project 1

Project 2

Project 3

Project 4

CMMI Project Team

Mapping of PAs 5 Levels

CMMI Project Team

Process Areas
Maturity Level - 2 Process Areas
Requirements Management Project Planning Project Monitoring and Control

Supplier Agreement Management

Measurement and Analysis Process and Product Quality Assurance

Configuration Management

CMMI Project Team

Maturity Level - 3 Process Areas

Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Risk Management Integrated Teaming Org. Environment for Integration Integrated Supplier Management Decision Analysis and Resolution

CMMI Project Team

Maturity Level - 4 Process Areas

Organizational Process Performance

Quantitative Project Management

Maturity Level - 5 Process Areas

Organizational Innovation and Deployment Causal Analysis and Resolution

CMMI Project Team

Four Categories of CMMI Process Areas

Process Management Project Management Engineering Support

CMMI Project Team

Process Areas Organized by Category

CMMI Project Team

Example: Structure of the CMMI - Project Planning PA

Purpose: Establish and maintain plans that define project activities
Goals
SG1 Estimates of project planning parameters are established and maintained SG2 A project plan is established and maintained

Practices
1.1 Estimate the scope of the project 1.2 Establish estimates of work product and task attributes 1.3 Define project life cycle 1.4 Determine estimates of effort and cost 2.1 Establish the budget and schedule 2.2 Identify project risks 2.3 Plan for data management 2.4 Plan for project resources 2.5 Plan for needed knowledge and skills 2.6 Plan stakeholder involvement 2.7 Establish the Project Plan 3.1 Review plans that affect the project 3.2 Reconcile work and resource levels 3.3 Obtain plan commitment (see 10 generic practices)

SG3 Commitments to the plan are established GG2 The process is institutionalized as a managed process

CMMI Project Team

Generic Goals
A generic goal describes what institutionalization must be achieved to satisfy a process area.
Each process area at maturity level 2 contains the following generic goal:
GG 2 Institutionalize a Managed Process

Each process area at maturity level 3 or higher contains the following generic goal:
GG 3 Institutionalize a Defined Process

CMMI Project Team

4 Common Features
Common features are model components that are not rated in any way. They are only groupings that provide a way to present the generic practices.
1. 2. 3. Commitment to Perform (CO): Creating policies and securing sponsorship. Ability to Perform (AB): Acquiring resources Directing Implementation (DI): Managing the performance of the process, integrity of its work products, and involving relevant stakeholders. Verifying Implementation (VE): Review by higher level management and objective evaluation of conformance to process descriptions, procedures, and standards.

4.

CMMI Project Team

Generic Practices Listed by Common Feature

Generic Goal 2 (GG2)
GP2.1 Establish an organizational Policy(CO1) GP2.2 Plan the process(AB1) GP2.3 Provide Resources(AB2) GP2.4 Assign Responsibility(AB3) GP2.5 Train the people(AB4) GP2.6 Manage Configurations(DI1) GP2.7 Identify and Involve Relevant Stake holders(DI2) GP2.8 Monitor and Control the process(DI3) GP2.9 Objectively Evaluate Adherence(VE1) GP2.10 Review Status with Higher level Management(VE2)

Generic Goal 3(GG3)

GP3.1 Establish a Defined Process(AB5) GP3.2 Collect Improvement Information(DI4)

CMMI Project Team

GPs vs. PAs and explanation

Generic Goal/Generic Practices
GP 2.1 (CO 1) Establish an Organizational Policy

Process Area
RM

Elaboration

This policy establishes organizational expectations for managing requirements and identifying inconsistencies between the requirements and the project plans and work products.
This policy establishes organizational expectations for estimating the planning parameters, making internal and external commitments, and developing the plan for managing the project The plan called for in this generic practice would address the comprehensive planning for all of the specific practices in this process area, from estimating the scope of the project all the way to obtaining commitment for the project plan. In other words, this generic practice calls for one to plan the plan. This plan for performing the organizational process performance process may be included in or referenced by the organization's process-improvement plan Examples of Resources:Cost tracking systems, Effort reporting systems, Action-item-tracking systems, Project management and scheduling programs

PP

GP 2.2 (AB 2) Plan the Process

PP

OPP

GP 2.3 (AB 2) Provide Resources

PMC

CMMI Project Team

GPs vs.PAs and explanation contd

Generic Goal/Generic Practices
GP 2.3 (AB 2) Provide Resources

Process Area
MA

Elaboration

Measurement personnel may be employed full time or part time. A measurement group may or may not exist to support measurement activities across multiple projects.
Examples of training: Application domain of the product and product components, Design methods, Interface design, Unit testing techniques, Standards (e.g., product, safety, human factors, environmental Examples of training: Application domain, Product integration procedures and criteria, Organization's facilities for integration and assembly, Assembly methods, Packaging standards Examples of work products: Specifications of base and derived measures, Base and derived measurement data sets, Data analysis tools Examples of work products: Access lists, Change status reports, Change request database, CCB meeting minutes, Archived baseline

GP 2.5 (AB 5) Train People

TS

PI

GP 2.6 (DI 1) Manage Configurations

MA

CM

CMMI Project Team

Common Terminology with Special Meaning

Customer: Responsible for accepting the product or for authorizing
payment.

Stakeholder: Stakeholders may include project members, suppliers,

customers, end users, and others.

Work Product: Any artifact produced by a process. Tailoring Guidelines: Tailoring guidelines cover (1) selecting a standard
process, (2) selecting an approved life-cycle model, and (3) tailoring the selected standard process and life-cycle model to fit project needs.

Verification: Verification confirms that work products properly reflect the

requirements specified for them.

Validation: Confirms that the product, as provided, will fulfill its intended
use.

CMMI Project Team

CMMI Model Components

Process Areas (25 )
Specific Goals ( 45 ) Specific Practices (165 ) Generic Goals ( 125 ) Generic Practices ( 425 )
Typical Work Products ( 396 ) Sub-practices (718 ) Notes Discipline Amplifications Generic Practice Elaborations References

Total 25 Process Areas 21 for SE/SW, 3 for IPPD, 1 for SS

CMMI Project Team

CMMI - More Details

SEI PDF file:

CMMI Project Team

Navigate through CMMI PDF file for a process area Compare existing QMS activities with CMMI PAs,Specific goals, sp. Practices and work products

CMMI Project Team

ISO CMMI Integrated Quality System

Below specified site will be used for ISO/CMMI implementation http://intranet.yashind.com/QMS-Docs/QMS-Portal/Home.htm

CMMI Project Team

CMMI- QMS(ISO) Mapping

Level
Level 2

Practice Area
Requirements Management

QMS Procedure
PRP-004 Requirements Management Procedure PRP-010 Change Management Procedure

Project Planning

PRP-001Software Estimation Procedure PRP-015 Project Initiation Procedure PRP-017 Data Collection and Storage Procedure PRP-020 Project Planning Procedure PRP-022 Risk Management Procedure PRP-013 Project Monitoring and Control Procedure FCM-001 Maintain Approved Suppliers List Procedure FCM-002 Purchase Products and Services Procedure FCM-003 Receive the Purchase Materials PRP-012 Project Quality Management Procedure PRP-013 Project Monitoring and Control Procedure

Project Monitoring and Control

Supplier Agreement Management

Measurement and Analysis

CMMI Project Team

CMMI- QMS(ISO) Mapping(Contd)

Level
Level 2

Practice Area
Process and Product Quality Assurance

QMS Procedure
CQS-006 Internal Quality Audit Procedure

Configuration Management

PRP-011 Software Configuration Management procedure PRP-010 Change Management Procedure

CMMI Project Team

CMMI- QMS(ISO) Mapping(Contd)

Level
Level 3

Practice Area
Requirements Development

QMS Procedure
PRP-004 Requirements Management Procedure PRP-005 High Level Design procedure PRP-023 PRP-005 High Level Design procedure PRP-006 Low Level Design procedure PRP-007 Coding Procedure PRP-021 Product Integration Procedure

Technical Solution

Product Integration Verification Validation

PRP-008 Reviews Procedure PRP-012 Quality management Procedure PRP-009 Testing procedure PRP-012 Quality management Procedure

CMMI Project Team

CMMI- QMS(ISO) Mapping(Contd)

Level
Level 3

Practice Area
Organizational Process Focus Organizational Process Definition

QMS Procedure
CQS-001 Organizational Process Improvements Procedure CQS-005 QMS Implementation CQS-002 QMS Establishment and Maintenance Procedure CQS-003 Control of Documents CQS-004 Control of Records Procedure TRN-001Training Needs Assessment and Planning Procedure TRN-002 Organize Training procedure TRN-003 Training Evaluation and Follow-up Procedure PRP-022 Risk Management Procedure PRP-021Product Integration Procedure CQS-008 Organization Process Performance & Measurement Procedure

Organizational Training

Risk Management Org. Environment for Integration Organization Process Performance

CMMI Project Team

CMMI- QMS(ISO) Mapping(Contd)

Level
Level 4

Practice Area
Quantitative Project Management
Decision Analysis and Resolution

QMS Procedure
PRP-020 Project Planning Procedure

CMN-002 Decision Analysis and Resolution Procedure CQS-009 Continual Improvements and Deployment

Level 5

Organizational Innovation and Deployment Causal Analysis and Resolution

PRP-012 Project Quality Management Procedure PRP-020 Project Planning Procedure

CMMI Project Team

Audits and Assessments

Internal Audits
ISO Internal quality auditors (trained by SEPG) CMMI Assessment Team Members (trained by SEI authorized consultant)

Audit Analysis Reports/Noncompliance reports Corrective Actions Review the activities, status, and results with higher level management

CMMI Project Team

CMMI Initiatives at YASH

CMMI - ISO
Can we all just get along? Yes ISO and CMMI have different architectures, different languages and different appraisal methods SEPG Team Identified gaps in QMS procedures/templates Changed QMS Procedures and templates Conducted gap analysis by external lead assessor Updated procedures and templates to be reviewed by PAT team

CMMI Project Team

Our Implementation Action Plans

Plan for CMMI Implementation

CMMI Project Team

Assessments for CMMI Implementation

SCAMPI Method: Standard CMMI Assessment Method for Process Improvement
The SCAMPI Method is a diagnostic tool that supports, enables, and encourages an organizations commitment to process improvement. CMMI Appraisals
SCAMPI Class C Appraisal:SCAMPI C appraisals are shorter and more flexible than SCAMPI A and B appraisals and are conducted to address a variety of special needs, from a quick gap analysis to determining an organization's readiness for a SCAMPI A. SCAMPI Class B Appraisal: A SCAMPI B is called for when an organization needs to assess its progress towards a target CMMI Maturity Level, but at a lower cost than a SCAMPI A. SCAMPI B appraisals provide detailed findings and indicate the likelihood that the evaluated practices would be rated as satisfactorily implemented in a SCAMPI A appraisal. SCAMPI Class A Appraisal: Conducted when an organization has implemented a number of significant process improvements and needs to formally benchmark its process relative to the CMMI. A SCAMPI A is the only appraisal method that provides CMMI Maturity Level or Capability Level ratings.

CMMI Project Team

Comparison of Assessments for CMMI vs. ISO

CMMI
ATM training will be given to identified members from external resources to assist the external consultant for CMMI assessments. No surveillance audit right now, in future after 3 years of achievement of CMMI Internal periodical assessments will be conducted by ATM members Process improvement will occur after fulfilling the all PAs, SGs, SPs, GGs and GPs

ISO
Internal Training will be given to identified members to do internal audits.

Every year surveillance audit will be conducted. Internal audits will be conducted by internal auditors. The organization shall continually improve effectiveness of QMS through the use of the quality policy, objectives, audit results, analysis of data, corrective and preventive action and management review (Clauses from 4 to 8)

CMMI Project Team

Various Browsing Tools for CMMI

http://www.teraquest.com/cmmi
http://www.wibas.de/cmmibrowser/index.php

CMMI Project Team

Question paper