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Maturity Models - CMMI SOE MM13 CMMI Overview www.sei.cmu.edu/cmmi/adoption/pdf/cmmi-overview05.pdf

Pittsburgh, PA 15213-3890 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

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

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. 2005 by Carnegie Mellon University CMMI Overview Page 6

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). 2005 by Carnegie Mellon University CMMI Overview Page 8

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. 2005 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

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. 2005 by Carnegie Mellon University CMMI Overview Page 12

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 15504 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

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

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

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

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, http://www.sei.cmu.edu/cmmi/results.html. 2005 by Carnegie Mellon University CMMI Overview Page 22

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 2 1996-2002 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

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

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

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). 2005 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

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. 2005 by Carnegie Mellon University CMMI Overview Page 32

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

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). 2005 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

Representing Capability Levels for Individual Process Areas The process area capability of an implemented process can be represented by a bar. Capability 5 4 3 2 1 0 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 14 14 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

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. 2005 by Carnegie Mellon University CMMI Overview Page 40

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. 2005 by Carnegie Mellon University CMMI Overview Page 42

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

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

CMMI Products Available Version 1.1 of the CMMI Product Suite was released in December, 2001. 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, 2002. A module for interpreting CMMI for acquisition organizations was published in February 2004. 2005 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

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: 318 2005 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

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. 2005 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% 2004 385 Organizations 2003 91 Organizations 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% % of Organizations 60% 2005 by Carnegie Mellon University CMMI Overview Page 52

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

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: http://www.sei.cmu.edu/cmmi http://seir.sei.cmu.edu Contact SEI Customer Relations: Customer Relations Software Engineering Institute Carnegie Mellon University Pittsburgh, PA 15213-3890 FAX: (412) 268-5800 customer-relations@sei.cmu.edu 2005 by Carnegie Mellon University CMMI Overview Page 58

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

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.

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.

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

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 1 001 Detailed Design 002 Design Inspection 003 Code 004 Code Inspection Problems

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

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, 265-276.