Maturity Models - CMMI

Size: px
Start display at page:

Download "Maturity Models - CMMI"

Transcription

1 Maturity Models - CMMI SOE MM13 CMMI Overview

2 Pittsburgh, PA Capability Maturity Model Integration (CMMI ) Overview SM CMM Integration, IDEAL, SCAMPI, and SEI are service marks of Carnegie Mellon University. Capability Maturity Model, Capability Maturity Modeling, CMM, and CMMI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. Sponsored by the U.S. Department of Defense 2005 by Carnegie Mellon University This material is approved for public release. CMMI Overview- Page 1 Software Engineering Institute (SEI SM ) Federally funded research and development center (FFRDC) established 1984 Awarded to Carnegie Mellon University Sponsored by the Office of the Secretary of Defense/Acquisition, Technology, and Logistics (OSD/AT&L) 2005 by Carnegie Mellon University CMMI Overview Page 2

3 Topics This overview covers the following topics: Common Process Problems Process Improvement Basics Maturity Models The CMMI Concept The Benefits of Using CMMI More About CMMI CMMI Adoption The Bottom Line 2005 by Carnegie Mellon University CMMI Overview Page 3 Settling for Less Do these statements sound familiar? If they do, your organization may be settling for less than it is capable of and may be a good candidate for process improvement. I'd rather have it wrong than have it late. We can always fix it later. - a senior software manager (industry) The bottom line is schedule. My promotions and raises are based on meeting schedule first and foremost. - a program manager (government) 2005 by Carnegie Mellon University CMMI Overview Page 4

4 Symptoms of Process Failure Commitments consistently missed Late delivery Last minute crunches Spiraling costs No management visibility into progress You re always being surprised. Quality problems Too much rework Functions do not work correctly. Customer complaints after delivery Poor morale People frustrated Is anyone in charge? 2005 by Carnegie Mellon University CMMI Overview Page 5 Software-Intensive Systems Software is becoming a larger part of many products and services. Systems and software disciplines traditionally have not been well integrated. The importance of software in systems has increased dramatically by Carnegie Mellon University CMMI Overview Page 6

5 Topics This overview covers the following topics: Common Process Problems Process Improvement Basics Maturity Models The CMMI Concept The Benefits of Using CMMI More About CMMI CMMI Adoption The Bottom Line 2005 by Carnegie Mellon University CMMI Overview Page 7 The Process Management Premise The quality of a system is highly influenced by the quality of the process used to acquire, develop, and maintain it. This premise implies a focus on processes as well as on products. This is a long-established premise in manufacturing (and is based on TQM principles as taught by Shewhart, Juran, Deming, and Humphrey). Belief in this premise is visible worldwide in quality movements in manufacturing and service industries (e.g., ISO standards) by Carnegie Mellon University CMMI Overview Page 8

6 The Role of Process Everyone realizes the importance of having a motivated, quality work force PEOPLE and the latest technology, but even the finest people can t perform at their best when TECHNOLOGY the process is not PROCESS understood or operating at its best by Carnegie Mellon University CMMI Overview Page 9 Common Misconceptions I don t need process, I have really good people advanced technology an experienced manager Process interferes with creativity equals bureaucracy + regimentation isn t needed when building prototypes is only useful on large projects hinders agility in fast-moving markets costs too much 2005 by Carnegie Mellon University CMMI Overview Page 10

7 Topics This overview covers the following topics: Common Process Problems Process Improvement Basics Maturity Models The CMMI Concept The Benefits of Using CMMI More About CMMI CMMI Adoption The Bottom Line 2005 by Carnegie Mellon University CMMI Overview Page 11 Maturity Models An Overview A maturity model is a structured collection of elements that describe characteristics of effective processes. A maturity model provides a place to start the benefit of a community s prior experiences a common language and a shared vision a framework for prioritizing actions a way to define what improvement means for your organization A maturity model can be used as a benchmark for assessing different organizations for equivalent comparison by Carnegie Mellon University CMMI Overview Page 12

8 What Is a CMM? A Capability Maturity Model (CMM) is a reference model of mature practices in a specified discipline, used to improve and appraise a group s capability to perform that discipline. CMMs differ by discipline (e.g., software engineering, systems engineering) structure (e.g., staged, continuous) definition of maturity (i.e., process improvement path) 2005 by Carnegie Mellon University CMMI Overview Page 13 Multiple Process Models Software CMM Systems Engr CMM IPD CMM ISO EIA 731 Systems Security Engr CMM People CMM Software Acq CMM Success of the Software CMM caused development of other CMMs, but they had different structures, formats, terms, ways of measuring maturity caused confusion, especially when more than one was used together were difficult to integrate into a combined improvement program were difficult to use in supplier selection and sub-contracting 2005 by Carnegie Mellon University CMMI Overview Page 14

9 Topics This overview covers the following topics: Common Process Problems Process Improvement Basics Maturity Models The CMMI Concept The Benefits of Using CMMI More About CMMI CMMI Adoption The Bottom Line 2005 by Carnegie Mellon University CMMI Overview Page 15 How CMMI Began The CMMI Project was formed to build an initial set of integrated models improve best practices from source models based on lessons learned establish a framework to enable integration of future models create an associated set of appraisal and training products Collaborative endeavor (over 100 people from nearly 30 organizations involved) Industry Government Software Engineering Institute (SEI) 2005 by Carnegie Mellon University CMMI Overview Page 16

10 CMMI in a Nutshell A CMMI model provides a structured view of process improvement across an organization. CMMI can help integrate traditionally separate organizations set process improvement goals and priorities provide guidance for quality processes provide a yardstick for appraising current practices 2005 by Carnegie Mellon University CMMI Overview Page 17 The CMMI Products Models Four Disciplines Systems Engineering (SE) Software Engineering (SW) Integrated Product and Process Development (IPPD) Supplier Sourcing (SS) Two Representations Staged Continuous Modules CMMI Acquisition Module Appraisal Method Appraisal Requirements for CMMI (ARC) SCAMPI Method Definition Document (MDD) Training Four Courses Introduction to CMMI Intermediate Concepts of CMMI CMMI Instructor Training SCAMPI Lead Appraiser Training 2005 by Carnegie Mellon University CMMI Overview Page 18

11 Topics This overview covers the following topics: Common Process Problems Process Improvement Basics Maturity Models The CMMI Concept The Benefits of Using CMMI More About CMMI CMMI Adoption The Bottom Line 2005 by Carnegie Mellon University CMMI Overview Page 19 CMMI Expected Business Benefits Substantial reduction in systems integration and test time with greater probability of success Cause integration of, and interaction among, the various engineering functions Extend SW-CMM benefits to the total project & organization Employ systems engineering principles in software development Increase & improve SE content in programs Leverage previous process improvement investments 2005 by Carnegie Mellon University CMMI Overview Page 20

12 CMMI Expected Technical Benefits Increased focus and consistency in requirements development and management systems design and development systems integration risk management measurement & analysis other engineering-related activities 2005 by Carnegie Mellon University CMMI Overview Page 21 Enterprise-Wide Improvement Organizations that want to pursue process improvement in multiple functional areas can use CMMI to do so with less additional investment for each additional function. CMMI enables process integration and product improvement. CMMI integrates multiple disciplines. CMMI provides a framework for integrating new disciplines as needs arise. For detailed information about CMMI benefits, see the Performance Results Web page, by Carnegie Mellon University CMMI Overview Page 22

13 Real World Benefits: Lockheed Martin M&DS SW CMM ML2 (1993) to ML 3 (1996) to CMMI ML5 (2002) Results captured a greater percentage of available award fees; now receiving 55 percent more compared to the baseline that remained unrealized at SW-CMM level increased software productivity by 30% decreased unit software cost by 20% decreased defect find and fix costs by 15% (From proprietary sources with permission; August 2003.) 2005 by Carnegie Mellon University CMMI Overview Page 23 Real World Benefits: General Motors Corporation CMMI Focus 2001 Goal is Integration of Supplier Work and GM Project Execution Results: Improved schedule projects met milestones and were fewer days late (From Camping on a Seesaw: GM s IS&S Process Improvement Approach. Hoffman, Moore & Schatz, SEPG 2003.) 2005 by Carnegie Mellon University CMMI Overview Page 24

14 Real World Benefits: Thales ATM CMMI Level 4 helps THALES meet their business objectives: Ability to see into the future with a known level of confidence Increasing number of processes under statistical control Measurement-based process improvement Return on investment due to - earlier defect detection - improved risk management - better control of projects (From CMMI Level 4 Preparation: The Story of the Chicken and the Egg. Anne De Goeyse and Anne Sophie Luce, Thales ATM; and Annie Kuntzmann- Combelles, Q-Labs France, ESEPG 2003.) 2005 by Carnegie Mellon University CMMI Overview Page 25 Real World Benefits: Bosch Gasoline Systems CMM-based improvements Predictability internal on-time delivery improved by 15% Less Rework first pass yield improved by 10% Product Quality reduction in error cases in the factory by one order of magnitude Next Steps include move to CMMI and applying it to software, system, and hardware expand process improvement program to include sales, hardware, and component development (From Critical success factors for improvement in a large embedded systems organisation. Wolfgang Stolz, Robert Bosch GmbH Gasoline Systems GS- EC/ESP and Hans-Jürgen Kugler, Q-Labs Software Engineering, ESEPG 2003.) 2005 by Carnegie Mellon University CMMI Overview Page 26

15 Real World Benefits: J.P. Morgan Chase & Co. 1 st CMM success 2001 today, 28 teams at CMM Level 2 CMMI success 1 st team ML3 in 2003 Investment in Process Improvement = $4 million Results Improved predictability of delivery schedule Reduction of post-release defects Reduced severity of post-release defects And, from CMMI specifically Increased throughput = more releases per year Goal to achieve CMMI throughout organization (With permission from presentation to the SEI, September 2003.) 2005 by Carnegie Mellon University CMMI Overview Page 27 Topics This overview covers the following topics: Common Process Problems Process Improvement Basics Maturity Models The CMMI Concept The Benefits of Using CMMI More About CMMI CMMI Adoption The Bottom Line 2005 by Carnegie Mellon University CMMI Overview Page 28

16 The CMMI Product Suite The CMMI Product Suite integrates common elements and best features of multiple CMMs, providing common terminology common training an integrated appraisal method (SCAMPI SM ) - assessment for internal process improvement - evaluation for external (i.e., government) review CMMI models help organizations improve their product and service development, acquisition, and maintenance processes. The CMMI Product Suite includes a framework that will be extended to additional discipline areas (e.g., hardware, services) by Carnegie Mellon University CMMI Overview Page 29 Bodies of Knowledge Captured in CMMI Models Organizations select the bodies of knowledge most relevant to achieving their business objectives. Bodies of knowledge available in CMMI models include systems engineering (SE) software engineering (SW) integrated product and process development (IPPD) supplier sourcing (SS) 2005 by Carnegie Mellon University CMMI Overview Page 30

17 CMMI Models Bodies of Knowledge Model Framework CMMI-SE/SW/IPPD/SS (Continuous) CMMI-SE/SW/IPPD/SS (Staged) Systems Engineering Software Engineering Integrated Product and Process Development Supplier Sourcing CMMI-SE/SW/IPPD (Continuous) CMMI-SE/SW/IPPD (Staged) CMMI-SE/SW (Continuous) CMMI-SE/SW (Staged) CMMI-SW (Continuous) CMMI-SW (Staged) 2005 by Carnegie Mellon University CMMI Overview Page 31 Understanding CMMI Representations There are two types of representations in the CMMI models: staged continuous A representation allows an organization to pursue different improvement paths. The organization and presentation of the data are different in each representation. However, the content is the same by Carnegie Mellon University CMMI Overview Page 32

18 Continuous View of CMMI Continuous Process Mgmt Process Mgmt Project Mgmt Project Mgmt Engineering Engineering Support Support 5 5 Process Process Areas Areas 8 8 Process Process Areas Areas 6 Process 6 Process Areas Areas 6 Process 6 Process Areas Areas Organizational Process Focus Organizational Process Definition Organizational Training Organizational Process Performance Organizational Innovation and Deployment Requirements Management Requirements Development Technical Solution Product Integration Verification Validation Project Planning Project Monitoring and Control Supplier Agreement Management Integrated Project Management Risk Management Integrated Teaming Integrated Supplier Management Quantitative Project Management Configuration Management Process and Product Quality Assurance Measurement and Analysis Decision Analysis and Resolution Organizational Environment for Integration Causal Analysis and Resolution 2005 by Carnegie Mellon University CMMI Overview Page 33 Continuous Representation Allows you to select the order of improvement that best meets your organization s business objectives and mitigates your organization s areas of risk Enables comparisons across and among organizations on a process-area-by-process-area basis Provides an easy migration from EIA 731 (and other models with a continuous representation) to CMMI Uses predefined sets of process areas to define an improvement path for an organization 2005 by Carnegie Mellon University CMMI Overview Page 34

19 Capability Levels A capability level is a well-defined evolutionary plateau describing the organization s capability relative to a particular process area. There are six capability levels. Each level is a layer in the foundation for continuous process improvement. Thus, capability levels are cumulative (i.e., a higher capability level includes the attributes of the lower levels) by Carnegie Mellon University CMMI Overview Page 35 The Capability Levels 5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed 1 Performed 0 Incomplete 2005 by Carnegie Mellon University CMMI Overview Page 36

20 Representing Capability Levels for Individual Process Areas The process area capability of an implemented process can be represented by a bar. Capability REQM PP PMC SAM MA PPQA CM 2005 by Carnegie Mellon University CMMI Overview Page 37 Staged View of CMMI Staged Maturity Level 2 Maturity Level 2 Maturity Level 3 Maturity Level 3 Maturity Level 4 Maturity Level 4 Maturity Level 5 Maturity Level 5 7 Process 7 Process Areas Areas Process Process Areas Areas 2 2 Process Process Areas Areas 2 Process 2 Process Areas Areas Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Risk Management Integrated Teaming Integrated Supplier Management Decision Analysis and Resolution Organizational Environment for Integration Organizational Process Performance Quantitative Project Management Organizational Innovation and Deployment Causal Analysis and Resolution 2005 by Carnegie Mellon University CMMI Overview Page 38

21 Staged Representation Provides a proven sequence of improvements, each serving as a foundation for the next Provides a single rating that summarizes appraisal results and permits comparisons across and among organizations Provides an easy migration from the SW-CMM to CMMI Allows an organization to select a specific process area and improve relative to it 2005 by Carnegie Mellon University CMMI Overview Page 39 Maturity Levels A maturity level is a well-defined evolutionary plateau of process improvement. There are five maturity levels. Each level is a layer in the foundation for continuous process improvement using a proven sequence of improvements, beginning with basic management practices and progressing through a predefined and proven path of successive levels by Carnegie Mellon University CMMI Overview Page 40

22 The Maturity Levels 5 4 Focus on continuous process improvement Process measured and controlled Optimizing Quantitatively Managed 3 Process characterized for the organization and is proactive Defined 2 1 Process characterized for projects and is often reactive Process unpredictable, poorly controlled, and reactive Initial Managed 2005 by Carnegie Mellon University CMMI Overview Page 41 Maturity Levels Should Not Be Skipped Each maturity level provides a necessary foundation for effective implementation of processes at the next level. Higher level processes have less chance of success without the discipline provided by lower levels. The effect of innovation can be obscured in a noisy process. Higher maturity level processes may be performed by organizations at lower maturity levels, with the risk of not being consistently applied in a crisis by Carnegie Mellon University CMMI Overview Page 42

23 Comparing the Representations Both representations provide ways of implementing process improvement to achieve business goals. Both representations provide the same essential content but organized in different ways. Continuous Representation Maximum flexibility for order of process improvement Focuses on improvement within process areas Improvement of process areas can occur at different rates Staged Representation Predefined and proven path with case study and ROI data Focuses on organizational improvement Overall results summarized in a maturity level Source selection investigation can target risky areas at any level Maturity levels are common discriminators 2005 by Carnegie Mellon University CMMI Overview Page 43 One Model; Two Representations CMMI-SE/SW Staged Overview Learn about the model Maturity Level 2 REQM, PP, PMC, SAM, MA, PPQA, CM Maturity Level 3 REQD, TS, PI, VER, VAL, OPF, OPD, OT, IPM, RSKM, DAR Maturity Level 4 OPP, QPM Maturity Level 5 OID, CAR Appendixes CMMI-SE/SW Continuous Overview Learn about the model Process Management OPF, OPD, OT, OPP, OID Project Management PP, PMC, SAM IPM, RSKM, QPM Engineering REQM, REQD, TS, PI, VER, VAL Support CM, PPQA, MA, CAR, DAR Appendixes 2005 by Carnegie Mellon University CMMI Overview Page 44

24 Topics This overview covers the following topics: Common Process Problems Process Improvement Basics Maturity Models The CMMI Concept The Benefits of Using CMMI More About CMMI CMMI Adoption The Bottom Line 2005 by Carnegie Mellon University CMMI Overview Page 45 Organizations Using CMMI Accenture Boeing Dyncorp Bank of America Bosch EDS BMW Ericsson Fujitsu FAA General Dynamics Honeywell Intel L3 Communications NASA Nokia NTT Data Raytheon Samsung U.S. Air Force U.S. Treasury Department Fannie Mae General Motors IBM Global Services J. P. Morgan Lockheed Martin NDIA Northrop Grumman OUSD (AT&L) Reuters Social Security Administration U.S. Army Wipro Hitachi Infosys KPMG Motorola NEC NRO Polaris SAIC TRW U.S. Navy Zurich Financial Services 2005 by Carnegie Mellon University CMMI Overview Page 46

25 CMMI Products Available Version 1.1 of the CMMI Product Suite was released in December, The disciplines available in CMMI models include systems engineering, software engineering, integrated product and process development, and supplier sourcing. The SCAMPI appraisal method combines internal assessment and external evaluation methods into one. An implementation guide for government evaluation was published in April, A module for interpreting CMMI for acquisition organizations was published in February by Carnegie Mellon University CMMI Overview Page 47 CMMI Acquisition Module Provides concise guidance for establishing and strengthening acquisition practices Not another model used in conjunction with CMMI Excerpts from CMMI with additions and amplifications pertinent to an acquisition environment Helps to establish a common language and framework for process improvement across the supply chain Can be used on less formal appraisals for gap analysis; identification of strengths, weaknesses, and risks; and identification of improvement opportunities Cannot be used for formal appraisals yielding maturity level ratings 2005 by Carnegie Mellon University CMMI Overview Page 48

26 CMMI Service Providers (as of 2/28/05) SEI Partners are consultants licensed by the SEI to provide appraisal services and/or training services. There are 134 SEI Partners that can offer the Introduction to CMMI training course. There are 179 SEI Partners that can offer SCAMPI appraisal services. Instructors and appraisers are authorized by the SEI. There are currently 253 SEI-authorized Introduction to CMMI V1.1 Instructors and 364 SEI-authorized Lead Appraisers. Since the release of CMMI in 2000, there have been many people trained in CMMI: Introduction to CMMI: 30,009 CMMI Instructor Training: by Carnegie Mellon University CMMI Overview Page 49 CMMI Appraisals The following data shows the number of SCAMPI V1.1 Class A appraisals that were conducted since the April 2002 release through August 2004 and reported to the SEI by September 2004: 424 appraisals 385 organizations 206 participating companies 33 reappraised organizations 1,704 projects 50.6% non-usa organizations 2005 by Carnegie Mellon University CMMI Overview Page 50

27 Maturity Levels by Reporting Organizations (9/28/04) 100% 90% 80% % of Organizations 70% 60% 50% 40% 35.9% 30% 20% 28.5% 25.0% 10% 5.3% 5.3% 0% Initial Managed Defined Quantitatively Managed Optimizing Based on most recent appraisal of 340 organizations reporting a maturity level rating by Carnegie Mellon University CMMI Overview Page 51 Categories of Reporting Organizations (9/28/04) Commercial/In-house 47.3% 59.0% Contractor for Military/Government 34.5% 45.1% Military/Government Agency 6.5% 7.7% Organizations Organizations 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% % of Organizations 60% 2005 by Carnegie Mellon University CMMI Overview Page 52

28 Topics This overview covers the following topics: Common Process Problems Process Improvement Basics Maturity Models The CMMI Concept The Benefits of Using CMMI More About CMMI CMMI Adoption The Bottom Line 2005 by Carnegie Mellon University CMMI Overview Page 53 The Bottom Line Process improvement should be done to help the business not for its own sake. In God we trust, all others bring data. - W. Edwards Deming 2005 by Carnegie Mellon University CMMI Overview Page 54

29 CMMI Can Benefit You CMMI provides a common, integrated vision of improvement for all elements of an organization efficient, effective improvement and appraisal across multiple disciplines improvements to best practices incorporated from the Software CMM, EIA 731, IPD-CMM and others a means of representing new discipline-specific information in a standard, proven process-improvement context 2005 by Carnegie Mellon University CMMI Overview Page 55 CMMI Benefits CMMI-based process improvement benefits include improved schedule and budget predictability improved cycle time increased productivity improved quality (as measured by defects) increased customer satisfaction improved employee morale increased return on investment decreased cost of quality 2005 by Carnegie Mellon University CMMI Overview Page 56

30 Improve Your Bottom Line Improvement means different things to different organizations. What are your business goals? How do you measure progress? Improvement is a long-term, strategic effort. What is the expected impact on the bottom line? How will impact be measured? 2005 by Carnegie Mellon University CMMI Overview Page 57 For More Information About CMMI Go to CMMI Web site: Contact SEI Customer Relations: Customer Relations Software Engineering Institute Carnegie Mellon University Pittsburgh, PA FAX: (412) customer-relations@sei.cmu.edu 2005 by Carnegie Mellon University CMMI Overview Page 58

31 Process Modeling in CMM And a first critique A Definition of Process The means by which people, procedures, methods, equipment, and tools are integrated to produce a desired end result. A B C D Procedures and methods defining the relationship of tasks PROCESS People with skills, training, and motivation Tools and equipment

32 Basic CMM Definitions Software Engineering Process The total set of software engineering activities needed to transform the user's requirements into software. Software Process Architecture A framework within which project-specific software processes are defined. Software Process Model One specific embodiment of a software process architecture. Software Process The set of activities, methods, and practices that are used in the production and evolution of software.

33 Process Modeling Perspectives Functional what is done Organizational who does it where it is done Behavioral when it is done how it is controlled Informational what information how it is related Levels of SW Process Models U Level W Level A Level Universal model Describes the basic process steps and provides general guidance on their role and order (e.g., Waterfall and Spiral Model). Permit global understanding and provide a framework for establishing policies. Wordly model Guides the sequence of tasks, defines task prerequisites and results, specify who does what when, models anticipated results, measure and key checkpoints. Guide daily work. Atomic model Precise data definitions, algorithmic specifications, information flows and user procedures. Atomic process definitions are often embodied in process standards and conventions. Provide atomic detail for training and task mechanization.

34 ETXM Process Specification Input Entry Task Exit Output Out Feedback In Example for a development process cell Entry: Approved requirements Exit: Tested software Feedback In: User problems Out: Requirements clarification Task: Development standards, procedures, methods Measurements: LOC, defects, requirements issues Entry, Task, Exit, Measure Specification of Implementation cell High-Level Design 001 Detailed Design 002 Design Inspection 003 Code 004 Code Inspection Approved Code and Design Problems Problems/ Approval Problems/ Approval Problems Implementation cell C 1 Diagram

35 Specification of Implementation cell Cells 001 Detailed Design 002 Design Inspection 003 Code Entry High-level design Detailed design Approved detailed design Exit Detailed design Approved detailed design Feedback In Inspection approval/ disapproval Feedback Out Task Measures High-level design problem Produce detailed design Resources, Work products produced, problems found Problem found approval/ disapproval Inspect and approve datailed design Resources, Work products produced, problems found Table Source and object code Inspection approval/ disapproval High-level and detailed design problem Implement and document detailed design Resources, Work products produced, problems found 004 Code Inspection Source and object code Inspected SW and inspection report Problem found approval/ disapproval Inspect and approve code Resources, Work products produced, problems found Unit Implementation Kernel High-level Design 001 Approved Program 002 Unit C 1 Test Tested Program Problems Design 003 Unit Test High-level Design Test Case High-level Design 004 C 1 Test Cases and Drivers Problems Problems Problems C Detailed Design 002 Design Inspection 003 Code 004 Code Inspection Problems

36 SW Size Estimation cell Software requirements 001 High-level Design 002 Design Inspection 003 LOC Estimation Software complexity in LOC Problems Problems/ Approval Problems LOC Estimation Historical data SW Size Estimation cell Cells 001 High-level Design Entry Software requirements 002 Design Inspection High-level design Exit High-level design Approved detailed design Feedback In Inspection approval/ disapproval Feedback Out Task Measures Requirements clarification Produce high-level design Resources, Work products produced, problems found Problem found approval/ disapproval Inspect and approve high-level design Resources, Work products produced, problems found 003 LOC Estimation Approved detailed design Software complexity in LOC LOC Estimation historical data High-level design problem Produce and document LOC estimate Resources, Work products produced, problems found

37 Eleven Deadly Sins 1. Not Developing a Working Definition of Knowledge 2. Emphasizing Knowledge Stock to the Detriment of Knowledge Flow 3. Viewing Knowledge as Existing Predominantly Outside the Heads of Individuals 4. Not Understanding that a Fundamental Intermediate Purpose of Managing Knowledge Is to Create Shared Context 5. Paying Little Heed to the Role and Importance of Tacit Knowledge 6. Disentangling Knowledge from Its Uses 7. Downplaying Thinking and Reasoning 8. Focusing on the Past and the Present and Not the Future 9. Failing to Recognize the Importance of Experimentation 10. Substituting Technological Contact for Human Interface 11. Seeking to Develop Direct Measures of Knowledge Fahey, L., and Prusak, L. (1998) The eleven deadliest sins of knowledge management. California Management Review, 40, 3,

CMM,,mproving and,ntegrating

CMM,,mproving and,ntegrating Pittsburgh, PA 15213-3890 CMM,,mproving and,ntegrating Mike Phillips Mary Beth Chrissis Mike Konrad Sandy Shrum SM SCAMPI, SCAMPI Lead Appraiser, SEPG, and SEI are service marks of Carnegie Mellon University.,

More information

Update Observations of the Relationships between CMMI and ISO 9001:2000

Update Observations of the Relationships between CMMI and ISO 9001:2000 Update Observations of the Relationships between CMMI and ISO 9001:2000 September September 14, 14, 2005 2005 ASQ Section 509 - ISO 9000 Users Group Page 1 This presentation summaries points made and topics

More information

Highlights of CMMI and SCAMPI 1.2 Changes

Highlights of CMMI and SCAMPI 1.2 Changes Highlights of CMMI and SCAMPI 1.2 Changes Presented By: Sandra Cepeda March 2007 Material adapted from CMMI Version 1.2 and Beyond by Mike Phillips, SEI and from Sampling Update to the CMMI Steering Group

More information

Software Process Assessment

Software Process Assessment Software Process Assessment A method of determining the effectiveness of the software process with a goal towards improving the process. Software Process Assessment Approaches Capability Maturity Model

More information

Process Maturity Profile

Process Maturity Profile Carnegie Mellon Process Maturity Profile CMMI v1.1 SCAMPI SM v1.1 Class A Appraisal Results 2005 End-Year Update March 2006 We could not produce this report without the support of the organizations and

More information

A Global Overview of The Structure

A Global Overview of The Structure A Global Overview of The Structure CMMI for Development V.1.2 Module 2 M02/GO/v1.2 Agenda Overview of CMMI General Structure of CMMI CMMI Model Representations Generic Goals and Practices CMMI by PAs and

More information

Understanding Model Representations and Levels: What Do They Mean?

Understanding Model Representations and Levels: What Do They Mean? Pittsburgh, PA 15213-3890 Understanding Model Representations and Levels: What Do They Mean? Mary Beth Chrissis Mike Konrad Sandy Shrum Sponsored by the U.S. Department of Defense 2004 by Carnegie Mellon

More information

9/24/2011 Sof o tw t a w re e P roc o e c s e s s s Mo M d o e d l e s l 1 Wh W a h t t i s i s a Pr P oc o ess s 2 1

9/24/2011 Sof o tw t a w re e P roc o e c s e s s s Mo M d o e d l e s l 1 Wh W a h t t i s i s a Pr P oc o ess s 2 1 Software Process Models 1 What is a Process 2 1 What is a Process? Given input, transforms it into output Consist of a set of activities Ordering among the activities (a partial order) Software Process

More information

Practical Application of the CMMI for Building a Strong Project Management Infrastructure

Practical Application of the CMMI for Building a Strong Project Management Infrastructure Practical Application of the CMMI and PMBOK for Building a Strong Project Management Infrastructure PMI - NAC and DAU 3 rd Annual Professional Development Symposium Von Braun Center Huntsville, Alabama

More information

CC and CMMI. An Approach to Integrate CC with Development

CC and CMMI. An Approach to Integrate CC with Development CC and CMMI An Approach to Integrate CC with Development Wolfgang Peter TÜV Informationstechnik GmbH -TÜViT - Contents 1. Status Quo 2. CMMI for Development 3. Striking Analogies 4. Combining Standards

More information

NDIA Systems Engineering Division. November in partnership with: Software Engineering Institute Carnegie Mellon University

NDIA Systems Engineering Division. November in partnership with: Software Engineering Institute Carnegie Mellon University CMMI for Executives NDIA Systems Engineering Division in partnership with: Software Engineering Institute Carnegie Mellon University CMMI is registered in the U.S. Patent and Trademark Office by Carnegie

More information

SCAMPI V1.1 Method Overview

SCAMPI V1.1 Method Overview Pittsburgh, PA 15213-3890 SCAMPI V1.1 Method Overview Charles J. Ryan Sponsored by the U.S. Department of Defense 2005 by Carnegie Mellon University Objectives Review key characteristics of SCAMPI. Describe

More information

MTAT Software Engineering Management

MTAT Software Engineering Management MTAT.03.243 Software Engineering Management Lecture 16: Software Process Assessment Dietmar Pfahl Spring 2013 email: dietmar.pfahl@ut.ee Structure of Lecture 16 Process Assessment Origins: CMM & CMMI Process

More information

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

What s New in V1.3. Judah Mogilensky Process Enhancement Partners, Inc. What s New in V1.3 Judah Mogilensky Process Enhancement Partners, Inc. 1 Acknowledgements This presentation is based, in part, on the CMMI V1.3 released materials, as well as on several presentations by

More information

SOFTWARE ENGINEERING SOFTWARE PROCESS. Saulius Ragaišis.

SOFTWARE ENGINEERING SOFTWARE PROCESS. Saulius Ragaišis. SOFTWARE ENGINEERING SOFTWARE PROCESS Saulius Ragaišis saulius.ragaisis@mif.vu.lt CSC2008 SE Software Processes Learning Objectives: Explain the concept of a software life cycle and provide an example,

More information

Software Engineering. Lecture 7: CMMI

Software Engineering. Lecture 7: CMMI Chair of Software Engineering Software Engineering Spring Semester 2008 Lecture 7: CMMI (based in part on material by Dr. Peter Kolb) SEI Trademarks and Service Marks SM CMM Integration SCAMPI are service

More information

CMMI Current State. Bob Rassa Industry CMMI Chair, Raytheon. Clyde Chittister Chief Operating Officer, Software Engineering Institute

CMMI Current State. Bob Rassa Industry CMMI Chair, Raytheon. Clyde Chittister Chief Operating Officer, Software Engineering Institute CMMI Current State and Future Plans Bob Rassa Industry CMMI Chair, Raytheon Clyde Chittister Chief Operating Officer, November 16, 2004 November 2004 Page 1 Introduction CMMI Adoption CMMI Appraisal Results

More information

CMMI-DEV V1.3 CMMI for Development Version 1.3 Quick Reference Guide

CMMI-DEV V1.3 CMMI for Development Version 1.3 Quick Reference Guide processlabs CMMI-DEV V1.3 CMMI for Development Version 1.3 Quick Reference Guide CMMI-DEV V1.3 Process Areas Alphabetically by Process Area Acronym processlabs CAR - Causal Analysis and Resolution...

More information

Software technology 3. Process improvement models. BSc Course Dr. Katalin Balla

Software technology 3. Process improvement models. BSc Course Dr. Katalin Balla Software technology 3. Process improvement models BSc Course Dr. Katalin Balla Contents Process improvement models. Popular SPI models: CMM, SPICE, CMMI The Personal Software Process (PSP) and the Team

More information

Generating Supportive Hypotheses

Generating Supportive Hypotheses Generating Supportive Hypotheses in Introducing Formal Methods using a Software Process Improvement Model S. KUSAKABE, H. LIN, Y. OMORI, and K. ARAKI Grad. Sch. of Info. Sci. & Elec. Eng., Kyushu University

More information

DORNERWORKS QUALITY SYSTEM

DORNERWORKS QUALITY SYSTEM DORNERWORKS QUALITY SYSTEM ALIGNMENT WITH CMMI INTRODUCTION Since its beginning, DornerWorks has had quality as one of our main goals. We have delivered solutions for over a dozen aircraft, including several

More information

Relationship between CMMI Maturity Levels and ISO/IEC Processes Capability Profiles

Relationship between CMMI Maturity Levels and ISO/IEC Processes Capability Profiles Relationship between CMMI Maturity Levels and ISO/IEC 15504 Processes Capability Profiles Antanas Mitašiūnas, Saulius Ragaišis Faculty of Mathematics and Informatics, Vilnius University, Lithuania Baltic

More information

CMMI Version 1.2. Model Changes

CMMI Version 1.2. Model Changes Pittsburgh, PA 15213-3890 CMMI Version 1.2 Model Changes SM CMM Integration, IDEAL, and SCAMPI are service marks of Carnegie Mellon University. Capability Maturity Model, Capability Maturity Modeling,

More information

Q.A. Осигуряване на качество на софтуера (2016/2017, редовно/задочно)

Q.A. Осигуряване на качество на софтуера (2016/2017, редовно/задочно) Partner of: Q.A. Осигуряване на качество на софтуера (2016/2017, редовно/задочно) based on: Software Quality Management Models: Intro to Process Improvement (PI) [SEMP Program course, in collaboration

More information

System Engineering Process Improvement using the CMMI in Large Space Programs

System Engineering Process Improvement using the CMMI in Large Space Programs SYSTEMS MISSILES & SPACE GROUP System Engineering Process Improvement using the CMMI in Large Space Programs Revital Goldberg, Sarit Assaraf Israel Aerospace Industries 13 th Annual System Engineering

More information

High Maturity Practices in Quality Assurance Mechanisms for Quantitative Management (QM) and Continuous Process Improvement (CPI)

High Maturity Practices in Quality Assurance Mechanisms for Quantitative Management (QM) and Continuous Process Improvement (CPI) High Maturity Practices in Quality Assurance Mechanisms for Quantitative Management (QM) and Continuous Process Improvement (CPI) 1 Presentation Outline Mission Solutions Maturity Profile Quality Assurance

More information

8. CMMI Standards and Certifications

8. CMMI Standards and Certifications Computer Science and Software Engineering University of Wisconsin - Platteville 8. CMMI Standards and Certifications Yan Shi SE 3730 / CS 5730 Lecture Notes This note is partially based on http://www.sei.cmu.edu/reports/10tr033.pdf

More information

CMMI for Services: Re-introducing the CMMI for Services Constellation

CMMI for Services: Re-introducing the CMMI for Services Constellation CMMI for Services: Re-introducing the CMMI for Services Constellation CMMI Technology Conference and User Group November 12-15, 2007 Craig R. Hollenbach Northrop Grumman Corporation Brandon Buteau Northrop

More information

CMMI SM Mini- Assessments

CMMI SM Mini- Assessments CMMI SM Mini- Assessments Gary Natwick Harris Corporation Melbourne, Florida SM - CMMI is a service mark of Carnegie Mellon University next level solutions Gary Natwick - 1 Harris Corporation Government

More information

Teuvo Suntio. Quality Development Tools. Professor of Power Electronics at University of Oulu. Electronic System Design A TS Rev. 1.

Teuvo Suntio. Quality Development Tools. Professor of Power Electronics at University of Oulu. Electronic System Design A TS Rev. 1. * * * Quality Development Tools Teuvo Suntio Professor of Power Electronics at University of Oulu Slide 1/25 Six Sigma: [1] S. G. Shina, Six Sigma for Electronics Design and Manufacturing, McGraw-Hill,

More information

Strategies for Transitioning to CMMI-SVC

Strategies for Transitioning to CMMI-SVC Strategies for Transitioning to CMMI-SVC CMMI Technology Conference and User Group 16-19 November 2009 Rick Hefner, Ph.D. Northrop Grumman Corporation rick.hefner@ngc.com Topics The Business Case for Adopting

More information

SCRUM and the CMMI. The Wolf and the Lamb shall Feed Together

SCRUM and the CMMI. The Wolf and the Lamb shall Feed Together The Wolf and the Lamb shall Feed Together Dr. Tami Zemel Tangram Hi-Tech Ltd. Shlomi Oren Creo Israel Ltd. The Scrum is an agile, lightweight process developed as a mean to deal with ever changing requirements

More information

CMMI for Services (CMMI -SVC) Process Areas

CMMI for Services (CMMI -SVC) Process Areas CMMI for Services (CMMI -SVC) Process Areas SES CMMI Training Series August27, 2009 Dial - 1-877-760-2042 Pass code - 147272 SM SEI and CMM Integration are service marks of Carnegie Mellon University CMM

More information

Measuring Performance: Evidence about the Results of CMMI

Measuring Performance: Evidence about the Results of CMMI Pittsburgh, PA 15213-3890 Measuring Performance: Evidence about the Results of CMMI Dennis R. Goldenson Diane L. Gibson Software Engineering Institute 5 th Annual CMMI Technology Conference & User Group

More information

CAPABILITY MATURITY MODEL INTEGRATION - CMMI. Software Engineering Competence Center

CAPABILITY MATURITY MODEL INTEGRATION - CMMI. Software Engineering Competence Center CAPABILITY MATURITY MODEL INTEGRATION - CMMI Software Engineering Competence Center Copyright Software Engineering Competence Center 2013 OUTLINES Introduction Technology Description Engagement Model &

More information

Patricia A Eglin David Consulting Group

Patricia A Eglin David Consulting Group CMMI-SVC: What you need to know before you buy it Patricia A Eglin David Consulting Group Agenda What is a service? Process Areas/Continuous Representation Staged Representation CMMI-DEV versus CMMI-SVC

More information

USAF Software Technology Support Center (STSC) STSC SPI Help Desk COM , DSN

USAF Software Technology Support Center (STSC) STSC SPI Help Desk COM , DSN This mapping was performed by the For all your Software Improvement (SPI) needs call the USAF Software Technology Support Center (STSC) STSC SPI Help Desk COM 801.777.7214, DSN 777.7214 E-mail: larry.w.smith@hill.af.mil

More information

How to Develop Highly Useable CMMI Documentation

How to Develop Highly Useable CMMI Documentation How to Develop Highly Useable CMMI Documentation Presenter: Ralph Williams, President CMM and CMMI is registered in the U.S. Patent and Trademark Office. SM IDEAL is a service mark of Carnegie Mellon University.

More information

Lesson Learned from Cross Constellations and Multi Models Process Improvement Initiatives

Lesson Learned from Cross Constellations and Multi Models Process Improvement Initiatives Lesson Learned from Cross Constellations and Multi Models Process Improvement Initiatives Kobi Vider Picker K.V.P Consulting Kobi.Vider@hotmail.com +972522946676 Conceptual Structure and Elements Dashboards

More information

Organizational Synthesis - CMMI, The Glue That Binds

Organizational Synthesis - CMMI, The Glue That Binds Organizational Synthesis - CMMI, The Glue That Binds Synthesizing: Business Process Model, ISO Standards, Life Cycle Management, Program Direction and CMMI into a Business Process Management System Eileen

More information

The Quality Paradigm. Quality Paradigm Elements

The Quality Paradigm. Quality Paradigm Elements The Quality Paradigm We shall build good ships here; at a profit if we can, at a loss if we must, but always good ships. motto used at Newport News Shipbuilding Quality Paradigm Elements Defining the nature

More information

Using CMMI. Type of Work. IT solution development Software development IT solution integration IT solution deployment

Using CMMI. Type of Work. IT solution development Software development IT solution integration IT solution deployment Using CMMI Type of Work IT solution support / Help desk / Network support IT solution development Software development IT solution integration IT solution deployment Use COBIT/ITIL Use CMMI Levels 3-5

More information

Why Should you Care about CMMI?

Why Should you Care about CMMI? Pittsburgh, PA 15213-3890 Why Should you Care about CMMI? Suzanne Garcia smg@sei.cmu.edu Sponsored by the U.S. Department of Defense 2005 by Carnegie Mellon University Version 1.0 page 1 Topics What is

More information

CMMI Current State and Future Plans

CMMI Current State and Future Plans CMMI Current State and Future Plans Bob Rassa, Raytheon Industry CMMI Chair Clyde Chittister Chief Operating Officer, Software Engineering Institute Sponsored by the U.S. Department of Defense CMMI V1.1

More information

Using the Equity in AS9100C to Implement CMMI-DEV Maturity Level 3

Using the Equity in AS9100C to Implement CMMI-DEV Maturity Level 3 CMMI Implementations in Small & Medium Organizations Using the Equity in AS9100C to Implement CMMI-DEV Maturity Level 3 Dr. Mary Anne Herndon Sandra Salars MEI Technologies, Inc. 1 Agenda AS9100C Overview

More information

CMMI A-Specification. Version 1.7. November, For CMMI Version 1.2. This document is controlled by the CMMI Steering Group.

CMMI A-Specification. Version 1.7. November, For CMMI Version 1.2. This document is controlled by the CMMI Steering Group. CMMI A-Specification Version 1.7 For CMMI Version 1.2 November, 2007 This document is controlled by the CMMI Steering Group. CHANGE PAGE HISTORY This is the first release of the A-Spec for CMMI v1.2. Change

More information

Boldly Going Where Few Have Gone Before SCAMPI SM C Appraisal Using the CMMI for Acquisition

Boldly Going Where Few Have Gone Before SCAMPI SM C Appraisal Using the CMMI for Acquisition Boldly Going Where Few Have Gone Before SCAMPI SM C Appraisal Using the CMMI for Acquisition Carol Klingler & John Kennedy klingler@mitre.org; jkennedy@mitre.org 8th Annual CMMI Technology Conference &

More information

A Real-Life Example of Appraising and Interpreting CMMI Services Maturity Level 2

A Real-Life Example of Appraising and Interpreting CMMI Services Maturity Level 2 A Real-Life Example of Appraising and Interpreting CMMI Services Maturity Level 2 Neil Potter The Process Group help@processgroup.com www.processgroup.com SM CMM Integration, IDEAL, and SCAMPI are service

More information

Chapter 6. Software Quality Management & Estimation

Chapter 6. Software Quality Management & Estimation Chapter 6 Software Quality Management & Estimation What is Quality Management Also called software quality assurance (SQA) s/w quality:- It is defined as the degree to which a system, components, or process

More information

Staged Representation Considered Harmful?

Staged Representation Considered Harmful? Staged Representation Considered Harmful? Terry Rout Software Griffith University Queensland, Australia CMMI Users Group, 2004 1 An Acknowledgement Edsger W. Dijkstra, Go To Statement Considered Harmful

More information

M. Lynn Penn Lockheed Martin Integrated Systems and Solutions November 2004

M. Lynn Penn Lockheed Martin Integrated Systems and Solutions November 2004 Integrating CMMI and Six Sigma in Software and Systems Engineering M. Lynn Penn Lockheed Martin Integrated Systems and Solutions November 2004 Agenda IS&S Training Lean Thinking Technology Change Management

More information

Debra J. Perry Harris Corporation. How Do We Get On The Road To Maturity?

Debra J. Perry Harris Corporation. How Do We Get On The Road To Maturity? How Do We Get On The Road To Maturity? Debra J. Perry Harris Corporation NDIA Conference - 1 What do we want? From this To this But how? NDIA Conference - 2 Where Do We Start? NDIA Conference - 3 Government

More information

Use of Competency Guidelines to Address CMMI GP 2.5

Use of Competency Guidelines to Address CMMI GP 2.5 Use of Competency Guidelines to Address CMMI GP 2.5 Mary E. Howard Raytheon Garland, Texas ALL RIGHTS RESERVED Generic Practice 2.5 Practice Train the people performing or supporting the process as needed.

More information

CMMI for Technical Staff

CMMI for Technical Staff CMMI for Technical Staff SES CMMI Training Series April 7, 2009 Audio Conference #: Dial - 1-877-760-2042 Pass code - 147272 SM SEI and CMM Integration are service marks of Carnegie Mellon University CMM

More information

What Functional Groups Are Included in the CMMI -SE/SW/IPPD/SS Model?

What Functional Groups Are Included in the CMMI -SE/SW/IPPD/SS Model? What Functional Groups Are Included in the CMMI -SE/SW/IPPD/SS Model? Software Engineering Process Group Conference March 9, 2004 Roland G. Weiss Joan Weszka Lockheed Martin Systems & Software Resource

More information

Bill Smith, CEO Leading Edge Process Consultants LLC

Bill Smith, CEO Leading Edge Process Consultants LLC 9 th Annual National Defense Industrial Association CMMI Technology Conference and User Group November 18, 2009 Denver, Colorado, USA Bill Smith, CEO Leading Edge Process Consultants LLC www.cmmitraining.com

More information

Chapter 26 Process improvement

Chapter 26 Process improvement Chapter 26 Process improvement 1 Topics covered The process improvement process Process measurement Process analysis Process change The CMMI process improvement framework 2 Process improvement Many software

More information

Ogden Air Logistics Center

Ogden Air Logistics Center Ogden Air Logistics Center Making TSP Work at CMMI Level 5 C a r n e g i e M e l l o n S o f t w a r e E n g i n e e r i n g I n s t i t u t e David Webb Hill Air Force Base Jim Van Buren Draper Laboratory

More information

How to Assure your Subcontractors Quality with Cross Constellations and Multi Models Inspiration Continues Process Improvement Initiatives

How to Assure your Subcontractors Quality with Cross Constellations and Multi Models Inspiration Continues Process Improvement Initiatives How to Assure your Subcontractors Quality with Cross Constellations and Multi Models Inspiration Continues Process Improvement Initiatives Kobi Vider K.V.P Consulting Kobi.Vider@hotmail.com +972522946676

More information

Understanding and Leveraging a Supplier s CMMI Efforts: A Guidebook for Acquirers (Revised for V1.3)

Understanding and Leveraging a Supplier s CMMI Efforts: A Guidebook for Acquirers (Revised for V1.3) Understanding and Leveraging a Supplier s CMMI Efforts: A Guidebook for Acquirers (Revised for V1.3) Lawrence T. Osiecki Mike Phillips John Scibilia September 2011 TECHNICAL REPORT CMU/SEI-2011-TR-023

More information

Leveraging Your Service Quality Using ITIL V3, ISO and CMMI-SVC. Monday Half-Day Tutorial

Leveraging Your Service Quality Using ITIL V3, ISO and CMMI-SVC. Monday Half-Day Tutorial Leveraging Your Service Quality Using ITIL V3, ISO 20000 and CMMI-SVC Monday Half-Day Tutorial Definitions Service - Employment in duties or work for another The Challenge This situation where organization

More information

CMMI-SVC: A Cost-Effective Approach to Early Use

CMMI-SVC: A Cost-Effective Approach to Early Use CMMI-SVC: A Cost-Effective Approach to Early Use Part I: Overview of the CMMI for Services (CMMI-SVC) Part II: Case Study and potential application to the U.S. Army Software Engineering Center (SEC) CECOM

More information

Managing a Project and Keeping Sane While Wrestling Elegantly With PMBOK, Scrum and CMMI (Together or Any Combination)

Managing a Project and Keeping Sane While Wrestling Elegantly With PMBOK, Scrum and CMMI (Together or Any Combination) Managing a Project and Keeping Sane While Wrestling Elegantly With PMBOK, Scrum and CMMI (Together or Any Combination) Neil Potter The Process Group neil@processgroup.com 1 Agenda Summary of PMBOK, CMMI

More information

CMMI Version 1.2 and Beyond

CMMI Version 1.2 and Beyond Pittsburgh, PA 15213-3890 CMMI Version 1.2 and Beyond SEPG 2007 Conference March 26, 2007 Mike Phillips Software Engineering Institute Carnegie Mellon University CMMI is registered in the U.S. Patent and

More information

Marilyn Ginsberg-Finner Northrop Grumman Corporation

Marilyn Ginsberg-Finner Northrop Grumman Corporation CMMI for Services (CMMI-SVC) Cost-Effective Approaches to Early Use Presentation for DC/MD ASQ Software SIG, SSQ, and IEEE CS May 13 2009 Marilyn Ginsberg-Finner (Marilyn.Ginsberg-Finner@ngc.com) Northrop

More information

NATURAL S P I. Critical Path SCAMPI SM. Getting Real Business Results from Appraisals

NATURAL S P I. Critical Path SCAMPI SM. Getting Real Business Results from Appraisals Critical Path SCAMPI SM Getting Real Business Results from Appraisals NATURAL S P I 1 What You Will Get Level-Set: What Is and What Is Not a SCAMPI Level-Set: What a SCAMPI Can and Cannot Do Problems:

More information

CMMI for Acquisition Quick Reference

CMMI for Acquisition Quick Reference AGREEMENT MANAGEMENT PROJECT MANAGEMENT (ML2) The purpose of Agreement Management (AM) is to ensure that the supplier and the acquirer perform according to the terms of the supplier agreement. SG 1 The

More information

Top 10 Signs You're Ready (or Not)

Top 10 Signs You're Ready (or Not) Top 10 Signs You're Ready (or Not) For an Appraisal Gary Natwick Harris Corporation Gary Natwick - 1 Government Communications Systems Division DoD s Strategic and Business Development CMMI Technology

More information

Project Selection for SCAMPI A

Project Selection for SCAMPI A Project Selection for SCAMPI A M. Lynn Penn Lockheed Martin Integrated Systems & Solutions Director Quality Systems & Process Management September 7, 2005 SM SCAMPI is a service mark of Carnegie Mellon

More information

The Rational Unified Process and the Capability Maturity Model Integrated Systems/Software Engineering

The Rational Unified Process and the Capability Maturity Model Integrated Systems/Software Engineering The Rational Unified Process and the Capability Maturity Model Integrated Systems/Software Engineering Brian Gallagher Lisa Brownsword SM CMMI and CMM Integration are service marks of Carnegie Mellon University.

More information

This chapter illustrates the evolutionary differences between

This chapter illustrates the evolutionary differences between CHAPTER 6 Contents An integrated approach Two representations CMMI process area contents Process area upgrades and additions Project management concepts process areas Project Monitoring and Control Engineering

More information

Examining the Test Process: Predicting the Return on Investment of a Process Change

Examining the Test Process: Predicting the Return on Investment of a Process Change Pittsburgh, PA 15213-3890 Examining the Process: Predicting the Return on Investment of a Process Change David M. Raffo, Ph.D. Associate Professor, Visiting Scientist, Software Engineering Institute Sponsored

More information

Implementing Systems Engineering Processes to Balance Cost and Technical Performance

Implementing Systems Engineering Processes to Balance Cost and Technical Performance Implementing Systems Engineering Processes to Balance Cost and Technical Performance Dr. Mary Anne Herndon Transdyne Corporation Sandra Salars MEI Technologies October 26, 2005 Dr. Mary Anne Herndon 858-271-1615

More information

A Practical Guide to Implementing Levels 4 and 5

A Practical Guide to Implementing Levels 4 and 5 A Practical Guide to Implementing Levels 4 and 5 CMMI Technology Conference & User Group 14-17 November 2005 Rick Hefner, Ph.D. Northrop Grumman Corporation Agenda An Overview of Levels 4 and 5 New Behaviors

More information

Revista Economică 70:4 (2018) USING THE INTEGRATED CAPABILITY AND MATURITY MODEL IN THE DEVELOPMENT PROCESS OF SOFTWARE SYSTEMS

Revista Economică 70:4 (2018) USING THE INTEGRATED CAPABILITY AND MATURITY MODEL IN THE DEVELOPMENT PROCESS OF SOFTWARE SYSTEMS USING THE INTEGRATED CAPABILITY AND MATURITY MODEL IN THE DEVELOPMENT PROCESS OF SOFTWARE SYSTEMS Marian Pompiliu CRISTESCU 1, Ana-Maria Ramona STANCU 2 1 Lucian Blaga University of Sibiu, Sibiu, Romania

More information

Ahern_INDEX.ps 8/28/03 2:33 PM Page 285. Index

Ahern_INDEX.ps 8/28/03 2:33 PM Page 285. Index Ahern_INDEX.ps 8/28/03 2:33 PM Page 285 Index A AB 1-5. See Ability to Perform Ability to Perform. See also specific process area, elements Common Features, 102 103 Generic Practices, 102 103 AB 1 Establish

More information

Strategies for Transitioning from SW-CMM to CMMI

Strategies for Transitioning from SW-CMM to CMMI DELTA 11 March 2004 Strategies for Transitioning from SW-CMM to CMMI Software Engineering Process Group Conference Kim Caputo kim.caputo@deltabus.com Rick Hefner rick.hefner@ngc.com SCAMPI, SCAMPI Lead

More information

CMMI v1.1 for a Service-Oriented Organization. By Steve Hall, Jeff Ricketts, Diane Simpson 16 November 2005

CMMI v1.1 for a Service-Oriented Organization. By Steve Hall, Jeff Ricketts, Diane Simpson 16 November 2005 CMMI v1.1 for a Service-Oriented Organization By Steve Hall, Jeff Ricketts, Diane Simpson 16 November 2005 Overview This presentation will describe how CMMI v1.1 was applied to Raytheon Company s Information

More information

One if by Land, Two if by Sea

One if by Land, Two if by Sea One if by Land, Two if by Sea You are a CMMI-DEV appraisal expert. What do you do if your org wants to do a CMMI-SVC appraisal? Debra Smith Kerry Trujillo November 14-17, 2011 Copyright 2011 Raytheon Company.

More information

Process Improvement: CMMI

Process Improvement: CMMI Course "Softwareprozesse" Process Improvement: CMMI Lutz Prechelt Freie Universität Berlin, Institut für Informatik http://www.inf.fu-berlin.de/inst/ag-se/ Part 1: Process improvement, TQM, CMMI The 5

More information

Engineering. CMMI for Development V.1.2 Module 3. M03/Engineering/v1.2

Engineering. CMMI for Development V.1.2 Module 3. M03/Engineering/v1.2 Engineering CMMI for Development V.1.2 Module 3 M03/Engineering/v1.2 Agenda Global scope RD Development REQM Management TS Technical Solution PI Product Integration VER Verification VAL Validation SE Process

More information

Using CMMI to Improve Your Software Development Capability

Using CMMI to Improve Your Software Development Capability Using CMMI to Improve Your Software Development Capability Pat Eglin Intro to CMMI Instructor Measure. Optimize. Deliver. Phone +1.610.644.2856 Introduction Objectives To provide an overview of the Capability

More information

Patricia A Eglin Intro to CMMI Instructor Agile Coach Measurements Specialist

Patricia A Eglin Intro to CMMI Instructor Agile Coach Measurements Specialist Using CMMI to Improve your Software Development Capability 2012 Patricia A Eglin Intro to CMMI Instructor Agile Coach Measurements Specialist 610-644-2856 ext 24 Introduction Objectives: To provide an

More information

TACOM-ARDEC Software Enterprise (SWE) CMMI Based Process Improvement

TACOM-ARDEC Software Enterprise (SWE) CMMI Based Process Improvement TACOM-ARDEC Software Enterprise (SWE) CMMI Based Process Improvement S. Wayne Sherer 973-724-3531 wsherer@pica.army.mil Agenda SWE overview. Basis for process improvement. Appraisal summary. Experience

More information

CMMI-SVC V1.3 CMMI for Services Version 1.3 Quick Reference Guide

CMMI-SVC V1.3 CMMI for Services Version 1.3 Quick Reference Guide processlabs CMMI-SVC V1.3 CMMI for Services Version 1.3 Quick Reference Guide CMMI-SVC V1.3 Process Areas Alphabetically by Process Area Acronym processlabs CAM - Capacity and Availability Management...

More information

CMMI for Services Quick Reference

CMMI for Services Quick Reference CAPACITY AND AVAILABILITY MANAGEMENT PROJECT & WORK MGMT (ML3) The purpose of Capacity and Availability Management (CAM) is to ensure effective service system performance and ensure that resources are

More information

Lockheed Martin Benefits Continue Under CMMI

Lockheed Martin Benefits Continue Under CMMI Lockheed Martin Benefits Continue Under CMMI CMMI Technology Conference 2004 November 17, 2004 Joan Weszka Lockheed Martin Corporate Engineering & Technology Systems & Software Resource Center. CMMI is

More information

Do s Don ts and Pitfalls: Planning your first CMMI appraisal

Do s Don ts and Pitfalls: Planning your first CMMI appraisal Do s Don ts and Pitfalls: Planning your first CMMI appraisal Valerie Cole, SEI-Authorized Lead Appraiser, # 0200208-01 SEI-Authorized CMMI Instructor, SEI-Authorised Class B-C Observer valerie.cole@lamri.com

More information

Introduction to the CMMI Acquisition Module (CMMI-AM)

Introduction to the CMMI Acquisition Module (CMMI-AM) Pittsburgh, PA 15213-3890 Introduction to the CMMI Acquisition Module (CMMI-AM) Module 1: Background SM CMM Integration, IDEAL, and SCAMPI are service marks of Carnegie Mellon University. Capability Maturity

More information

CMMI-DEV v1.3 Good? Bad? Ugly?

CMMI-DEV v1.3 Good? Bad? Ugly? 1 U.S. Army Research, Development and Engineering Command CMMI-DEV v1.3 Good? Bad? Ugly? Jackie Lawrence Certified High Maturity SCAMPI Lead Appraiser Nathaniel Becker US Army Armament SEC Process Lead

More information

Presentation Objectives

Presentation Objectives Defining Lean Service and Maintenance Processes NDIA CMMI Conference November 2007 Tim Olson, President Lean Solutions Institute, Inc. (LSI) (760) 804-1405 (Office) Tim.Olson@lsi-inc.com www.lsi-inc.com

More information

Streamlining Processes and Appraisals

Streamlining Processes and Appraisals Streamlining Processes and Appraisals Gary Natwick Harris Corporation November 17, 2009 NDIA CMMI Conference and User Group NDIA CMMI Conference and User Group - 1 Providing Value To Our Customers Aviation

More information

CMMI-DEV v1.3: What you need to know!

CMMI-DEV v1.3: What you need to know! CMMI-DEV v1.3: What you need to know! Jeff Dalton, President Broadsword, an SEI Partner SCAMPI Lead Appraiser CMMI Instructor Agile Envangelist ScrumMaster Visit me at AskTheCMMIAppraiser.com SCAMPI and

More information

Process Improvement: CMMI

Process Improvement: CMMI Course "Softwareprozesse" Process Improvement: CMMI Lutz Prechelt Freie Universität Berlin, Institut für Informatik Part 1: Process improvement, TQM, CMMI The 5 CMMI Levels CMMI elements: goals, practices

More information

Do s and Don ts of Appraisal Preparation

Do s and Don ts of Appraisal Preparation Do s and Don ts of Appraisal Preparation Pat O Toole PACT September, 2007 PACT - 1 Acknowledgments SCAMPI SM is a service mark of Carnegie Mellon University CMMI is registered in the U.S. Patent & Trademark

More information

CMMI for Services (CMMI-SVC): Current State

CMMI for Services (CMMI-SVC): Current State : Current State Software Engineering Institute Carnegie Mellon University Pittsburgh, PA 15213 Eileen Forrester July 2012 What I will cover Explain what the CMMI-SVC is and why we built it Discuss service

More information

CMMI SCAMPI Distilled Using Appraisals for Process Improvement

CMMI SCAMPI Distilled Using Appraisals for Process Improvement CMMI SCAMPI Distilled Using Appraisals for Process Improvement Tutorial Dennis Ahern Northrop Grumman Corporation dennis.ahern@comcast.net Jim Armstrong Software Productivity Consortium armstrong@software.org

More information

Transition from SW-CMM to CMMI : The Benefits Continue!

Transition from SW-CMM to CMMI : The Benefits Continue! Transition from SW-CMM to CMMI : The Benefits Continue! CMMI Technology Conference 2003 November 19, 2003 Joan Weszka Lockheed Martin Mission Systems Systems & Software Resource Center CMM and CMMI are

More information

CMM and CMMI : Show Me the Value!

CMM and CMMI : Show Me the Value! CMM and CMMI : Show Me the Value! Abstract Most organizations seek a rating against the Capability Maturity Model (CMM) or Capability Maturity Model Integration (CMMI) because their customers require it

More information

DoD Systems Engineering and CMMI

DoD Systems Engineering and CMMI DoD Systems Engineering and CMMI November 17, 2004 Mark Schaeffer Director, Systems Engineering USD(AT&L) Imperatives Provide a context within which I can make decisions about individual programs. Achieve

More information