6. Capability Maturity Method (CMM)

Transcription

1 WAT IS TE C? 6. aturity ethod (C) Concept: The application of process management and quality improvement concepts to software development and maintenance odel: A model for organizational improvement Guidelines: A guide for evolving toward a culture of engineering excellence. Basis for easurement: The underlying structure for reliable and consistent software process assessments, software capability evaluations, and interim profiles OBJECTIVES OF C The C is an application of Total Quality anagement principles to software engineering. Emphasis should be on customer satisfaction. The result should be higher quality software products produced by more competitive companies. To make C The anagement Culture of The Company Trusted By Customers ATURATY EVES FOR PROCESS IPROVEENT Based on Continuous Improvement: Based on many small, evolutionary steps rather than revolutionary innovations. Plateau: A maturity level is a well-defined evolutionary plateau toward achieving a mature software process. Foundation: Each maturity level provides a layer in the foundation for continuous process improvement. Priority Order: The levels also help an organization prioritize its improvement efforts. EVE -- INITIA C EVE Organization lacks sound management practices Good software engineering practices are undermined by ineffective planning and reaction-driven commitment systems During a crisis, projects abandon planned procedures Even a strong software engineering process cannot overcome the instability created by the absence of sound management practices is unpredictable because the process is constantly changed or modified as the work progresses (i.e., the process is ad hoc) Few stable processes in evidence Just do it.

2 EVE -- REPEATABE C EVE Establishes software project management policies and procedures Institutionalizes effective project management processes which allow new projects to repeat successful practices developed on earlier projects, although the specific project s processes may differ ake realistic project commitments based on previous project results and current project requirements Track software costs, schedules, and functionality to identify problems meeting commitments Control requirements and work products and assure project standards are followed is disciplined because project planning and tracking is stable and earlier successes can be repeated Project process is under the effective control of a project management system, following realistic plans Preparation Evaluation Think before you act, and think after you act, just to make sure you did it right. EVE -- DEFINED C EVE Documents the organization s standard process for developing and maintaining software Integrates project management and software engineering processes; exploits effective software engineering practices Provides process support (SEPG) and training program to ensure skills development Projects tailor the organization s standard software process to develop their own defined software process for the project Because the software process is well defined, management has good insight into technical progress on all projects is standard and consistent because both software engineering and management activities are stable and repeatable Cost, schedule and functionality are under control, and software quality is tracked Standards Preparation Evaluation Use your lessons learned. EVE 4 -- ANAGED C EVE 4 Sets quantitative quality goals for both software products and processes easures productivity and quality for important software process activities across all projects as part of an organizational measurement program Provides a foundation for quantitative evaluation Projects achieve control over their products and processes by narrowing the variation in their process performance to fall within acceptable quantitative boundaries The risks involved in moving up the learning curve of a new application domain are known and carefully managed is predictable because the process is measured and operates within measurable limits Allows for predictive trends in process and quality within quantitative bounds and allows for corrective action when limits are exceeded Standard Preparation Evaluation to forecast Predict the results you need and expect and then create opportunities to get those results

3 EVE 5 -- OPTIIZING C EVE 5 Entire organization is focused on continuous process improvement with the goal of defect prevention Data is used for costbenefit analysis of new technology and new process changes Innovations in software engineering practices are transferred to the entire organization Project teams analyze defects and determine their causes Project teams evaluate processes to prevent known types of defects from recurring is continuously improving because the organization continuously improves the range of capability and process performance of projects Improvement occurs both by incremental advancement of existing process and by innovations using new technologies and th d Standard Preparation Evaluation to forecast Create lessons learned, and use lessons learned to create more lessons learned, and use more lessons learned to create even more lessons learned, and use even more lessons learned to create... etc. C FIVE EVES TRANSITION TO A IGER EVE aturity Continuously Improving 5. Optimization. Initial Focus Unpredictable on process and improvement Poorly controlled Predictable 4. anaged. Initial measured Unpredictable and anaging and Standard, Poorly controlled controlled Change ow Consistent. Defined. Initial Unpredictable characterized, and Product and fairly Poorly well understood controlled Quality Disciplined. Repeatable. Initial Can Unpredictable repeat previously Integrated and astered Poorly tasks controlled Engineering. Initial. Initial Unpredictable Unpredictable and and Project Poorly Poorly controlled anagement Performance igh P R O D U C T I V I T Y 0 Current evel Transition State Target evel BENEFITS OF C (I) The C models improve upon the best practices of previous models in many important ways. C best practices enable organizations to do the following: ore explicitly link management and engineering activities to business objectives Expand the scope of and visibility into the product life cycle and engineering activities to ensure that the product or service meets customer expectations Incorporate lessons learned from additional areas of best practice (e.g., measurement, risk management, and supplier management) Implement more robust high-maturity practices Address additional organizational functions critical to its products and services BENEFITS OF C (II) Win more projects due to customers trust Risk mitigation and reduced ake large international projects possible ake projects success possible when team members dynamically change. ore fully comply with relevant ISO standards

4 BENEFITS OF C (III) BENEFITS OF C (IV) igh cost: training, additional employees for SEPG, writing documents and synchronizing practice and documents Succeeded Projects Profits 4 5 C evel 4 5 C evel Cost 4 5 C evel C EVE KEY PROCESS AREA Requirements Quality anagement Assurance Project Configuration Planning anagement Project Tracking Subcontract and and Oversight anagement REQUIREENT ANAGEENT To establish a common understanding between the customer and the software project of the customer s requirements that will be addressed by the software project Involves establishing and maintaining an agreement with the customer on the requirements for the software project Agreement is the basis for estimating, planning, performing, and tracking the project s software activities. System requirements allocated to software are controlled to establish a baseline for software engineering and management use. plans, products, and activities are kept consistent with the system requirements allocated to software PROJECT PANNING To establish reasonable plans for performing the software engineering and for managing the software project o developing estimates for the work to be performed o establishing the necessary commitments o defining the plan to perform the work Plan provides the basis for initiating the software effort and managing the work. estimates are documented for use in planning and tracking the software project.. project activities and commitments are planned and documented.. Affected groups and individuals agree to their commitments related to the software project. PROJECT TRACKING AND OVERSIGTING To provide adequate visibility into actual progress so that management can take effective actions when performance deviates significantly from the plan o tracking and reviewing software accomplishments and results against documented estimates, commitments, and plans o adjusting plans based on actual accomplishments and results. Actual results and performances are tracked against the software plans.. Corrective actions are taken and managed to closure when actual results deviate significantly from the software plans.. Changes to software commitments are agreed to by the affected groups and individuals. 4

5 QUAITY ASSURANCE CONFIGURATION ANAGEENT To provide management with appropriate visibility into the process being used and the products being built o reviewing and auditing the software products and activities to ensure that they comply with the applicable procedures and standards o providing the software project and other appropriate managers with the results of those reviews and audits. quality assurance activities are planned.. Adherence of software products and activities to the applicable standards, procedures, and requirements is verified objectively.. Affected groups and individuals are informed of software quality assurance activities and results. 4. ncompliance issues that cannot be resolved within the software project are addressed by senior management. To establish and maintain the integrity of the products of the software project throughout the software life cycle o identifying configuration items/units o systematically controlling changes o maintaining integrity and traceability of the configuration throughout the software life cycle. configuration management activities are planned.. Selected software work products are identified, controlled, and available.. Changes to identified software work products are controlled. 4. Affected groups and individuals are informed of the status and content of software baselines. SUBCONTRACT ANAGEENT To select qualified software subcontractors and manage them effectively o selecting a software subcontractor o establishing commitments with the subcontractor o tracking and reviewing the subcontractor s performance and results. The prime contractor selects qualified software subcontractors.. The prime contractor and the software subcontractor agree to their commitments to each other.. The prime contractor and the software subcontractor maintain ongoing communications. 4. The prime contractor tracks the software subcontractor s actual results and performances against its commitments. C EVE KEY PROCESS AREA Organization Focus Training Program Organization Definition Inter-group Peer Coordination Reviews Integrated Product anagement Engineering ORGANIZATION FOCUS To establish the organizational responsibility for software process activities that improve the organization s overall software process capability o developing and maintaining an understanding of organization and project software processes o coordinating the activities to assess, develop, maintain, and improve these processes. process development and improvement activities are coordinated across the organization.. The strengths and weaknesses of the software processes used are identified relative to a process standard.. Organization-level process development and improvement activities are planned. ORGANIZATION PROCESS DEFINITION To develop and maintain a usable set of software process assets that improve process performance and provide a basis for cumulative, long-term benefits Involves developing and maintaining the organization s standard software process and related process assets The organization s standard software process describes the fundamental elements that each project incorporates and tailors to fit the project. A standard software process for the organization is developed and maintained.. Information related to the use of the organization s standard software process by the software projects is collected, reviewed, and made available. 5

6 INTEGRATED SOFTWARE ANAGEENT To integrate the project s software engineering and management activities into a coherent, defined software process tailored from the organization s software process assets o developing the project s defined software process by tailoring the organization s standard software process o managing the software project according to this defined software process. The project s defined software process is a tailored version of the organization s standard software process.. The project is planned and managed according to the project s defined software process. SOFTWARE PRODUCT ENGINEERING To consistently perform a welldefined engineering process that integrates all the software engineering activities to produce correct, consistent software products effectively and efficiently Involves performing the engineering tasks to build and maintain the software using appropriate tools and methods Includes requirements analysis, design, coding, integration, and testing. The software engineering tasks are defined, integrated, and consistently performed to produce the software.. work products are kept consistent with one another. INTERGROUP COORDINATION TRAINING PROGRA To establish a means for the software engineering group to participate actively with the other engineering groups so the project is better able to satisfy the customer s needs effectively and efficiently Involves the disciplined interaction and coordination of the project engineering groups with each other to address system-level requirements, objectives, and plans. The customer s requirements are agreed to by all affected groups.. The commitments between the engineering groups are agreed to by the affected groups..the engineering groups identify, track, and resolve inter-group issues. To develop the skills and knowledge of individuals so they can perform their roles effectively and efficiently o identifying the training needs of the organization, the projects, and individuals o developing and/or procuring training to address these needs. Training activities are planned.. Training for developing the skills and knowledge needed to perform software management and technical roles is provided.. Individuals in the software engineering group and softwarerelated groups receive the training necessary to perform their roles. To remove defects from the software work products early and efficiently before unit test. To develop a better understanding of the software work products and of defects that might be prevented Involves a methodical examination of work products by the producer s peers to identify defects and areas where changes are needed PEER REVIEWS. Peer review activities are planned.. Defects in the software work products are identified and removed.. A matrix of review results is generated KEY DIFFERENCES OF EVE, EVE & EVE Difference between evel and evel : evel is ad hoc and occasionally chaotic; few processes are defined, and success depends on individual effort. evel : Basic project management processes are established to track cost, schedule, and functionality. evel : The necessary process discipline is in place to repeat earlier successes on projects with similar applications. Difference between evel and evel : Difference between evel and evel : evel encompasses integrated and standardized management and engineering activities; projects tailor the organization s standard software process to meet their needs. 6

7 C KEY PROCESS AREA CECKIST CECKIST This checklist is intended to focus senior management attention on key process areas in relation to their business goals. A typical use for this checklist would be as follows:. Review and gather responses to the checklist as part of a quarterly review meeting with senior management.. Identify the priorities indicated for areas rating the highest impact and highest urgency.. Assign responsibility for investigating specific actions to address issues in those areas. 4. Review feasibility of actions, and initiate appropriate actions. Critical Questions for each Key Area: Are we satisfied with our current performance? ( or ) If not satisfied () then answer the following: What is the negative impact on the achievement of our business goals? ( ) What is the urgency for us to take action to address the relevant issues? ( ) (Next steps: Assign responsibility for investigating specific actions, then review feasibility) Key Area Requirements anagement Project Planning Project Tracking and Oversight Subcontract anagement Quality Assurance Configuration anagement Establishing and maintaining a common understanding between the customer and the project of the customer s requirements that will be addressed. Establishing reasonable plans for engineering tasks and for managing the project, developing estimates, establishing commitments, and defining the plans. Providing adequate visibility into actual progress so that management can take effective actions when the project s performance deviates significantly from plan. Selecting qualified subcontractors and managing them effectively. Providing management with appropriate visibility through reviews and audits of products and activities to verify that they comply with applicable procedures. Establishing and maintaining the integrity of the products throughout the life cycle, systematically controlling changes to the configuration. Key Area Organization Focus Organization Definition Training Program CECKIST & Establishing and maintaining a common understanding between the customer and the project of the customer s requirements that will be addressed. Developing and maintaining process-related documentation and data that improve performance across projects and provide a basis for cumulative long-term benefits to the organization. Developing the skills and knowledge of individuals so that they can perform their roles effectively and efficiently, identifying and procuring needed training. Key Area Quantitative anagement Quality anagement CECKIST 4 & 5 Controlling the process performance of the project, identifying the special causes of variation in a measurably stable process, and correcting the circumstances leading to the transient variation. Developing a quantitative understanding of the quality of the project s products and achieving specific quality goals. Key Area Integrated anagement Product Engineering Intergroup Coordination Peer Reviews Integrating the engineering and management activities into a coherent, defined process, and managing the project using this defined process. Consistently performing a well-defined engineering process that integrates all activities correct, consistent products, effectively and efficiently. Establishing participation with other engineering groups to establish requirements, plan and manage technical working interfaces, conduct regular reviews and technical interchanges. Removing defects from work products early and efficiently, and as a side-effect, to better understand the products and the defects that might be prevented. Key Area Defect Prevention Technology Change anagement Change anagement Identifying causes of defects and preventing them from recurring. Identifying beneficial new technologies, tools, methods, processes, and transferring them into the organization in an orderly manner. Continually improving the processes, incremental improvements, and innovative improvements, and providing them to the entire organization. ISSUES WIT C (I) Focus mostly on activities and supporting artifacts associated with a conventional waterfall process: requirements specifications, documented plans, quality assurance audits and inspections and documented processes and procedures. It does not address evolving results, (i.e., the software product) and associated engineering artifacts (use-case models, design models, source code, or executable code) that capture the real target product. emphasis on the architecting/design process, assessment process, or deployment process, all of which have proven to be key discriminators for project success. ISSUES WIT C (II) C overemphasizes peer reviews, inspections, and traditional quality assurance policing method. These activities rarely uncover the architecturally significant flaws. ost organizations define their process based strictly on traceability to the C for passing an audit, rather than on a complete assessment framework to measure real improvement along project performance dimensions: estimated time to market, probable cost to complete, and predicted quality product. C is activity-based, i.e., it does not have an accurate measure of an organization s current maturity level. 7

8 CI aturity ethod Integration For details refer to the documents in the subfolder CI 8