What s New in V1.3. Judah Mogilensky Process Enhancement Partners, Inc.

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1 What s New in V1.3 Judah Mogilensky Process Enhancement Partners, Inc. 1

2 Acknowledgements This presentation is based, in part, on the CMMI V1.3 released materials, as well as on several presentations by multiple SEI staff members It is also based, in part, on CMMI V1.3 Changes summaries prepared by Neil Potter and Mary Sakry of The Process Group The facts presented are accurate to the best of my knowledge; any errors, and all opinions expressed, are entirely my responsibility SM CMM Integration, SCAMPI, SCAMPI Lead Appraiser, SCAMPI Lead Assessor, and IDEAL are service marks of Carnegie Mellon University. CMMI, Capability Maturity Model, Capability Maturity Modeling, CMM and Carnegie Mellon are registered in the US Patent and Trademark Office by Carnegie Mellon University. For more information on CMU/SEI Trademark use, please visit 2

3 Major Topics Release Milestones Changes to Model Architecture and GPs Changes to ML 2 and ML 3 Core PAs Changes to High Maturity PAs Changes specific to Constellations (mainly DEV and SVC) Changes specific to Constellations (mainly Proposed Changes to SCAMPI Method 3

4 Caveats This presentation assumes familiarity with the previous CMMI V1.2 models; it is not a model tutorial This presentation assumes familiarity with the This presentation covers only highlights of the changes; for full details, consult the released models This presentation covers only highlights of the Mostly, details will be provided on DEV and SVC; those interested in ACQ will have to look elsewhere Mostly, details will be provided on DEV and SVC; Comments on SCAMPI method changes are based on the materials presented to date; the revised MDD has not yet been released, and further changes are possible Comments on SCAMPI method changes are based on 4

5 Release Milestones for CMMI V1.3 All three contellations (DEV, SVC, ACQ) were released on Nov. 1, 2010, along with Intro to CMMI-DEV, Services Supplement for DEV, & Acquisition Supplement for DEV (Intro to CMMI-SVC was already at V1.3) December: Changes to authorization and renewal programs, Development Supplement for SVC Janurary: SCAMPI V1.3 MDD, Understanding CMMI V1.3 High Maturity Practices, Universal License March: All 3 Model books, SCAMPI V1.3 Upgrade Training November 30, 2011: Sunset of V1.2 To keep up with future milestones, see: 5

6 Changes to Model Architecture (1) Glossary now includes updated definition of CMMI Framework and new definition of constellation Front Matter for all constellations now includes explanations of CMMI Model Foundation (CMF), Core PAs, and Shared PAs Renamed typical work products to be example work products, broadened scope of list (part of intent: discouraging use as an appraisal checklist) Front matter discussion of staged and continuous representations is more balanced and overall reduced Amplifications for SE, SW, and HW have been eliminated as a model component; some were converted into examples or notes 6

7 Changes to Model Architecture (2) Even in Core PAs, SVC now uses Work instead of Project, e.g., Work Planning (WP), Integrated Work Management (IWM) In SVC, Project Management PA category is now Project and Work Management In DEV, REQM has been moved from Engineering category to Project Management category IPPD additions have been eliminated, replaced by new definition of team (instead of integrated team ), and new teaming SPs in OPD and IPM (IWM) Removed problematic words/phrases from practice statements, such as: appropriate, best, effectively, essential, necessary, realistic, reasonable, relevant, etc. 7

8 Changes to Generic Practices (1) All PA-specific GP elaborations have been consolidated into the early chapter with the GG and GP statements and notes; PA sections now include SG and SP statements and notes, not GPs GG 4 and GG 5, together with their associated GPs, have been totally eliminated GP 2.6 title now Control Work Products (instead of Manage Configurations) GP 2.7 description now includes examples of relevant stakeholders: Examples of stakeholders that might serve as relevant stakeholders for specific tasks, depending on context, include individuals, teams, management, customers, suppliers, end users, operations and support staff members, other projects, and government regulators. 8

9 Changes to Generic Practices (2) GP 2.8 informative material clarified to avoid the impression that a measurement is required for every PA, and to better differentiate between GP 2.8 and GP 2.10 GP 2.9 modified: Objectively evaluate adherence of the process and selected work products against process descriptions, standards, and procedures, and address noncompliance. GP 2.10 informative material clarified to say that higher level management can include, but is not required to include, senior management GP 3.2 streamlined: Collect process related experiences derived from planning and performing the procerss..., instead of work products, measures, measurement results, & improvement information 9

10 Changes to Core ML 2 PAs (1) REQM: SP 1.5 changed to read Ensure that project plans and work products remain aligned with the requirements., instead of Identify inconsistencies between... PP (or, WP): minor wording changes to some SPs, nothing substantive; some changes to informative material, e.g., development of WBS is based on project strategy instead of project architecture PMC (or, WMC): minor wording changes to some SPs, nothing substantive; some changes to informative material, e.g., clarifying progress and milestone, and providing guidance on how a joint progress and milestone review might be accomplished as a single event 10

11 Changes to Core ML 2 PAs (2) M&A: minor wording changes to some SPs, nothing substantive; some changes to informative material, e.g., added a table with common examples of measurement information categories, base meaasures, and derived measures PPQA: minor wording changes to some SPs, nothing substantive; some changes to informative material, e.g., clarified that PPQA applies to activities and work products at both the project and organizational level CM: minor wording changes to some SPs, nothing substantive; some changes to informative material, e.g., added guidance on how CM applies to hardware, equipment, and other tangible assets, in addition to software and documentation 11

12 Changes to Shared ML 2 PA SAM: Demoted former SP 2.2 (Monitor Selected Supplier Processes) and SP 2.3 (Evaluate Selected Supplier Work Products) to subpractices under SP 2.1 (Execute the Supplier Agreement) Revised new SP 2.3 (previously, SP 2.5, Ensure Transition of Products) to allow applicability when the purchased product or service is delivered directly to the customer or end user from the supplier 12

13 Changes to Core ML 3 PAs (1) OPF: SP 3.4 changed to read Incorporate process related experiences derived from planning and performing the process into organizational process assets., instead of work products, measures, and improvement information OPD: IPPD addition (that is, SG 2 and its SPs) has been eliminated; added new SP 1.7 (Establish Rules and Guidelines for Teams) OT: minor wording changes to some SPs and to SG 2 (eliminated necessary ); some changes to informative material, e.g., fewer references to technical training, more to training which supports roles in the organization 13

14 Changes to Core ML 3 PAs (2) IPM (or, IWM): IPPD addition (that is, SG 3 and its SPs) has been eliminated; added new SP 1.6 (Establish and Maintain Teams); new SP 1.7 changed to read Contribute process related experiences to organizational process assets., instead of work products, measures, and documented experiences RSKM: SP 3.1 changed to read Develop a risk mitigation plan in accordance with the risk management strategy., instead of for the most important risks to the project as defined by ; some changes to informative material, e.g., discussion of applying RSKM in Agile environments in the Introductory Notes DAR: minor wording changes to some SPs, nothing substantive; some changes to informative material, e.g., added guidance on preparing to use DAR practices and communicating DAR results 14

15 Changes to OPP at ML 4 Moved Establish Quality and Process-Performance Objectives (formerly SP 1.3) to be SP 1.1; emphasized traceability to business objectives SP 1.4 changed to read: Analyze the performance of the selected processes, and establish and maintain the process-performance baselines SP 1.5 informative material revised to clarify that process- performance models are used throughout the lifecycle to aid in achieving QPPOs Several Glossary definitions updated: QPPOs, PPBs, PPMs, etc. Clarified that projects can follow OPP practices to create baselines and models, when appropriate 15

16 Changes to QPM at ML 4 Restructured so SG 1 focuses on preparation for quantitative management, and SG 2 focuses on managing the project Defined quantitative management in Glossary (to include statistical techniques), and used the term throughout QPM Removed emphasis on applying statistical methods to understand variation, added emphasis on monitoring performance of selected subprocesses and managing the project using statistical & other quantitative techniques Dropped SP: Record statistical and quality management data Added SP: Perform root cause analysis of selected issues to address deficiencies in achieving the project s QPPOs 16

17 Changes to CAR at ML 5 Biggest change: focus on outcomes instead of defects and other problems ; can also apply CAR to see why good things happened, so they can be replicated in the future Added subpractices in SP 1.1, Select outcomes for analysis, for defining the problem, and in SP 2.2, Evaluate the effect of implemented actions on process performance for following up when expected results were not achieved Added more information about how PPMs can be used to support CAR 17

18 New PA at ML 5: Organizational Performance Management (OPM) Expanded the old OID PA to include management of the organization s business performance Added new SG 1, Manage the organization s business performance using statistical & other quantitative techniques to understand process-performance shortfalls and identify areas for process improvement, with 3 SPs Clarified that improvements selected for possible implementation can be validated in severals ways, one of which is piloting Added more information about how PPMs can be used to support OPM Dropped use of the term process and technology improvements, in favor of improvements, which includes both 18

19 Changes to DEV-only PAs (1) RD: SP 1.2 changed to address prioritized customer requirements ; SP 3.2 changed to address a definition of required functionality and quality attributes ; changes throughout to address product lines, system of systems, architecture-centric practices, technology maturation, etc. TS: minor wording changes to one SP, nothing substantive; changes throughout to address quality attributes, product lines, system of systems, architecture-centric practices, allocation of product capabilities to release increments, technology maturation, etc. 19

20 Changes to DEV-only PAs (2) PI: SP 1.1 changed to focus on product integration strategy rather than integration sequence ; Purpose changed from functions properly to behaves properly (i.e., possesses the required functionality and quality attributes) VER: minor wording changes to some SPs, nothing substantive; again, changes throughout to address more current engineering methods VAL: minor wording changes to some SPs, nothing substantive; addressed methods of validation for incremental development, and resolution of defects found in validation 20

21 Changes to SVC-only PAs (1) SD: no wording changes in SPs; added discussion of providing customer and end user training and orientation, as needed; added guidance on managing and controlling operationally oriented quality attributes SST: SP 1.1 changed to Analyze the functionality, quality attributes,, and compatability fo the current and future service systems, etc. ; added warranty considerations as part of transition planning activities IRP: restructured so SG 2 focuses on Individual incidents are identified, controlled, and addressed, and SG 3 focuses Causes and impacts of selected incidents are analyzed and addressed ; added the concept of identifying a known solution to handle an incident that is similar to past incidents 21

22 Changes to SVC-only PAs (2) CAM: no wording changes in SPs; added discussion relating CAM to quality attributes SCON: SP 3.3 changed to Analyze the results of verifying and validating the service continuity plan, rather than results of verfication and validation activities ; added an explicit definition of essential services STSM: no wording changes in SPs; added guidance regarding planning for, and identifying needs and expectations of, standard services SSD: SP 1.1 changed to prioritized stakeholder requirements ; SP 1.3 changed to define required service system functionality and quality attributes ; other changes to reflect DEV changes 22

23 Changes to SCAMPI Method (1) ARC will be written at a higher level of abstraction, and will avoid specifying method implementation details ARC will be written at a higher level of abstraction, and Some of the planned changes to SCAMPI: Concept of Direct and Indirect Artifacts is eliminated; evidence is either Documents or Affirmations No arbitrary minimum number of instantiations Concept of Focus and Non-Focus Projects is eliminated Appraisal Input is eliminated; Appraisal Plan is sufficient Team experience requirements will not include LA Clearer requirements for documenting Method Tailoring and Risks/Mitigations (including Conflict of Interest risks) 23

24 Changes to SCAMPI Method (2) Basic idea of approach to scoping and sampling: For the Organizational Unit, identify sampling factors that tend to affect process implementation (e.g., location, product line, customer, project size, organizational placement, type of work, etc.) Using the relevant sampling factors, the Organizational Scope is divided into classes of work, each of which contains one or more examples of work Rules will then identify how many examples of work are needed from each class, and what evidence must be provided for each example (these rules are still under discussion) 24

25 Questions? Comments? Discussion? 25

26 Contact Information Judah Mogilensky Judah Mogilensky Phone: Process Enhancement Partners, Inc. Process Enhancement Partners, Inc. Web site: Phone: