Cmmi

CMMI

By Radhika Vibhor Bisaria Enoch Sarin Paul

What is CMMI Capability Maturity Model Integration is a process improvement

approach that provides organizations with the essential elements of effective processes. It can be used to guide process improvement across a project, a division or an entire organization. CMMI helps integrate traditionally separate organizational functions

Process area components: Required Components It describes what an organization must achieve to satisfy a process area. This achievement must be visibly implemented in an organization’s processes. Goal satisfaction is used in appraisals as the basis for deciding if a process area has been achieved and satisfied. Expected Components It describes what an organization will typically implement to achieve a required component. It guides those who implement improvements.

Informative Components It provides details that help organizations get started in thinking about how to approach the required and expected components.

Process Areas

It is a cluster of related practices in an area that ,when implemented collectively satisfies a set of goals considered important for making significant improvements in that area.Totally there are 25 process areas. Purpose Statements It describes the purpose of the process area and is an informative component. Introductory Notes It describes the major concepts covered in the process area and is an informative component.

Related Process Areas

It lists references to related process areas and reflects the high level relationships among the process areas. Specific Goals It describes the unique characteristics that must be present to satisfy the process area.It is used in appraisals to help determine whether a process area is satisfied. Generic Goals It appears near the end of the process area.The same goal statement appears in multiple process areas.It must be present to institutionalize the process that implements a process area. It is used in appraisal to determine whether a process area is satisfied.

Specific Practices

It is the description of an activity that is considered important in achieving the associated specific goals.Itdescribes the activities expected to result in achievement of the specific goals of a process area. Typical Work Products It lists sample outputs from a specific practice. Subpractices It is a detailed desciption that provides guidance for interpreting and implementing a specific practice.It is meant to provide ideas that may be useful for process improvement.

Generic Practice

It is the same practice that appears in multiple process areas.It is the description of an activity that is considered important in achieving the associated generic goals. Generic Practice Elaborations It provides guidance on how the generic practice should be applied uniquely to the process area.

CMM CMM has 5 levels of process maturity • • • • •

Initial Repeatable Defined Managed Optimized

Issues with CMM: Drives organisationsto create more documents, checkpoints,

reviews. Overemphasis on peer reviews,inspections,traditional quality assurance(policing) methods.(uncovers 60% flaws) Rarely uncover architecturally significant flaws. Activity based approach

There are KPA s within each level they include Ø Goals Ø Commitment Ø Ability Ø Measurement Ø Verification

CMMI

CMMI ØLevel 1 – Initial stage This stage represents a process maturity characterized by unpredictable results, Ad hoc approaches, methods; notations, tools, and reactive management translate into a process dependent predominantly on the skills of the team to succeed.

Level 2- Managed

The organization uses foundation disciplines for the managements requirements, project planning; project monitoring and control; supplier agreement management; product and process quality assurance; configuration management and measurement/analysis

Level 2

Level 3 – Defined

This stage represents a process maturity characterized by improving project performance within an organization. Consistent, cross-project disciplines for Level 3 the key process areas are emphasized to establish organization-level activities and practices. Additional organizational process

Level 4 -Quantitatively managed This stage represents a process maturity characterized by improving organizational performance by Setting norms and benchmarks for process performance. Quantitative project management: executing projects based on statistical quality-control methods.

Level 5 – Optimized At this stage rapid reconfiguration of organizations performance as well as continuous process improvement. Additional areas include Causal analysis and resolution: proactive fault avoidance and best practice reinforcement. Organizational innovation and deployment: establishing a learning organization that organically adapts and improves.

Benefits of CMMI More explicitly link management and

engineering activities to their business objectives. Product or service meets customer expectations. Lessons learned from additional areas of best practice. More fully comply with relevant ISO standards.

SOFTWARE CAPABILITY EVALUATION It is an instrument for assessing an organization's current

maturity level It determines whether the organization in reality is doing what it says by evaluating its software process (usually in the form of policy statements) and project practices. While software engineering differs significantly from manufacturing enterprises in some respects, the fundamental principles of product quality through process improvement can be effectively transferred across various domains

Processes evaluated by SCE

SCE Data Collection Model

Flowchart of Datacollection Activities

Various Activities 1. Plan and Prepare for Evaluation Performed during the 2. Conduct Evaluation 3. Report Results

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Overview of the SCE Rating Output

Benefits of SCE An SCE helps its sponsor make better business decisions. It is a

decision-making tool to identify risks inherent in a software development organization’s processes. It also measures the organization’s commitment to process improvement. Process improvements typically lead to Shorter time to market Increased quality (fewer errors, less reworking) Improved customer satisfaction

Other Methods for  CMM-Based AppraisalEvaluation for Internal Process Improvement (CBA Software IPI) Interim Profile Baseline SCE Method

As of 2006

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