Cmmi

CMMI in INDIAN IT

Presented By: Manish Wali(07030141033) Rajeev Nair(07030141034) Vandana Jain(07030141037) Hardik Mehta(07030141039) Prataprao Khambalkar(0703014104

Agenda Need for Model Capability Maturity Models Evolution of CMMI CMMI Architecture Indian Scenario Trends in India

Need for Model Common problems in IT Industries • Missed deadlines • Cost overruns • Constant fire fighting • Corners cut to meet implementation dates • Defective code released into production

Origins of CMM®/CMMI®

Software Engineering Institute (SEI)- created by the US DoD in 1984 Located at Carnegie-Mellon University in Pittsburgh Born out of need for the US government to better evaluate proposals from software contractors

Capability Maturity Models SEI focuses on 3 dimensions Viz. People, Process, Tools Process allow – To incorporate knowledge To leverage resources SEI defines CMMs to improve process an organization. Adhoc, immature process Disciplined & mature process with improved capability

Models defines expected structure and practices of organizations as they increase in software maturity

Structured collection of elements that describe the characteristics of effective processes

Evolution of CMMI

CMMI Architecture

CMMI & India Why needed? Indian software companies that want to sew up outsourcing deals with global companies need at least one globally recognized certificate. According to figures from research firm Standish Group, requirement engineering and validation are two key areas that form the root cause of failure in as many as 60 percent of software projects. The Software Engineering Institute’s (SEI) Capability Maturity Model Integration (CMMI) is become the norm here.

Became first Indian company to achieve CMMI level 5 for its’ offshore & onsite operations(June 2002) Looked at 24 process areas as applied to all aspects of work, including onsite teams and customer relationships First time that an offshore software company has included the onsite operations of a project as part of the assessment

Satyam March 2006 Company has undergone 10 assessments in 30 months, covering 16 business units Staggered assessment approach taking up multiple assessments to cover the businesses

Need Difficult to improve productivity, manage schedule overruns, minimize defects and bugs while assessing risk management in a fixed-bid project mode With so many parameters , a mechanism was needed to improve quality, reduce defects and win customer confidence. Hence the need to continuously increase the quality bar.

Benefits Reduce errors in requirement engineering and validation Helped the company save 50 to 60 % of expenditure on reworking projects CMMI allowed them to add various tools for software testing, such as Pugh metrics and failure mode, effects & criticality analysis (FMECA) Bottom-line: It helped satyam in getting more business as this model and its evaluation methods confirm their commitment to quality of deliverables

L&T • Embedded Systems & Software (EmSyS), a business unit of Electrical & Electronics Division (EBG) of L&T :The first systems company in the world to implement and be assessed for using all components of the CMMI Level 5 model at its Mysore facility. • Direct impact on L&T’s processes after the CMMI assessment • Before using the CMMI model, L&T EmSyS’ defects stood at six per 1,000 lines of code.

L & T (cont.) • Post assessment the defect rate has come down to less than 0.7 per 1,000. • The design cycle time to develop new products has been cut by half. • L&T was able to catch 70 % of defects during the product inspection.

Wipro Wipro Consulting team implements the CMMI methodically by: Performing comprehensive Gap Analysis Developing a Process Improvement Road Map Facilitating Process Definition Training on the Defined Processes Support Piloting the process improvements Mentoring and hand-holding to institutionalize the processes Conducting Preliminary Appraisals to facilitate in-course corrections Preparing for formal appraisal/assessment

Trends in India Two opposite trends noticed in India compared to the rest of the world

Trend 1 Many organizations that have been successful in the adoption of SW-CMM migrated to CMMI at a rapid pace. Examples: Infosys, Wipro, Polaris, i-flex, SSI

Trends in India (cont.) • Other Indian companies that did not adopt SW-CMM started the adoption of CMMI from scratch • Many of these organisations are finding CMMI to be a better model, even if it’s just for software processes. • Organisations are also discovering the broader applicability of this process model for the rest of their departments.

Trends in India (cont.) Trend 2 • Systems development companies are also seriously looking at CMMI. • Embedded Systems & Software (EmSyS), a unit of the Electrical & Electronics Division of L&T, has become the first systems company to be assessed for using all the components of CMMI’s Level 5 model.

Some facts and figures ●

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India has more than 65 CMMI level 5 companies India has more than 75 % of the CMMI certified companies in the world Average time taken for an Indian company to move up from CMM to CMMI is far less than the worldwide average. India has the maximum number of level 4 and 5 certified companies.

Beyond CMMI • CMMI level 5 or anything else is just one factor among many that goes into creating a competitive advantage. • Once a supplier begins executing a project for a customer, it is the quality of project that matters and no certification will matter. • Level 5 is not the peak. It is the last leg of the smooth road reaching the bottom of peak, where one starts climbing.

REFERENCES  www.sei.com

Company websites of Infosys, Satyam, L&T, Wipro

Book: CMMI Guidelines for Process Integration and Product improvement -By Mary Betch Chrissis, Mike Konrad