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 Use CMMI Level 2 (basic management) Use Six Sigma for analyzing data www.processgroup.com v1
CMMI for Services: Introducing the CMMI for Services Constellation Craig R. Hollenbach CMMI for Services Project Manager Northrop Grumman Corporation Brandon Buteau CMMI for Services Chief Architect Northrop Grumman Corporation Nov 15, 26 CMMI Technology Conference, Denver CO
CMMI-SVC Process Areas Process Management Organizational Innovation and Deployment (OID) Organizational Process Definition (OPD) Organizational Process Focus (OPF) Organizational Process Performance (OPP) Organizational Service Management (OSM)* Organizational Training (OT) Service Support Causal Analysis and Resolution (CAR) Configuration Management (CM) Decision Analysis and Resolution (DAR) Measurement and Analysis (MA) Problem Management (PRM) Process and Product Quality Assurance (PPQA) Service Establishment and Delivery Incident and Request Management (IRM) Service Delivery (SD) Service System Development (SSD)* Service Transition (ST) Project Management Capacity and Availability Management (CAM) Integrated Project Management (IPM) Project Monitoring and Control (PMC) Project Planning (PP) Requirements Management (REQM) Risk Management (RSKM) Quantitative Project Management (QPM) Service Continuity Management (SCON)* Supplier Agreement Management (SAM) * Service Addition (optional) Nov 15, 26 CMMI Technology Conference, Denver CO 17
Exercise 5: Process Asset Library (PAL) Match Game Participant Handout Exercise 5 Exercise Title Task Time Objective Purpose Instructions Work Aids References Process Asset Library (PAL) Match Game For each PAL element in the A list, choose one or more purpose statements from the B list that you believe reflect its purpose(s). Note that some PAL elements may share purpose statements and several are likely to have more than one purpose. 15 minutes for team work 15 minutes for the debrief (3 minutes per group assumes 5 groups in total) Given a list of possible PAL elements, match them to their likely purpose or purposes from a second list. Justify your choices. Stimulate thinking about the purpose of different elements of the PAL at different points in the lifecycle of a process. 1. Form into groups as determined by the instructor. 2. Study the lists provided. 3. As a group, determine what statements in the B list best reflect the purpose of the PAL element in the A list. 4. Select a spokesperson to present and discuss your group s results. Pre-printed view foils or handouts with A and B lists Marking pens CMMI model Course slides and notes CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. 26 by Carnegie Mellon University. Introduction to CMMI v1.2 Course Exercise 5: Process Asset Library (PAL) Match Game (8256) Page 1 of 2
Exercise 5: Process Asset Library (PAL) Match Game List A: Possible PAL Elements List B: Possible PAL Element Purposes Organizational Process Improvement Plan A To provide organization s expectations for processes, tools, techniques, and methods to be used in the development environment Example Project Plan B To communicate the organization s guiding principles Organizational Policies C To guide selection of issues that need to be subjected to formal evaluations Organizational Lifecycle Descriptions D To illustrate various attributes that should be considered in the evaluation of product component design Decision Analysis Guidelines E To communicate organizational process improvement needs to stakeholders Operational Definitions of Measures F To identify strategies, approaches, and actions to address identified process improvements Templates for Validation Procedures and G To provide precise and unambiguous descriptions of the attributes of the entities that might be useful to measure in a process Product Development Standards H To illustrate the appropriate level of estimation, role definitions, and other critical attributes related to planning a project Examples of Elicitation Requirements Techniques I To provide support for effectively communicating the project s product commitments to all relevant stakeholders Template for Requirements Specifications J To guide determining the major phases of a project or product on which to scope the planning effort Example of Design Evaluation K To provide examples of techniques for collecting stakeholder needs, expectations, constraints, and interfaces Standard Process Descriptions for Technical Reviews L To support ensuring that the product or product component will fulfill its intended use in its intended environment M Provide a baseline for tailoring a key organizational process N None of the above 26 by Carnegie Mellon University. Introduction to CMMI v1.2 Course Exercise 5: Process Asset Library (PAL) Match Game (8256) Page 2 of 2
Risk Strategy: When to assess risk (e.g., weekly, gate reviews): Who to involve (stakeholders): Who to report risks to: Risk Items (Potential Future Problems Derived from Brainstorming) C Impact to Project if n Risk Item sdoes Occur e (1-1) Likelihood of Risk Item Occurring (1-1) Priority (Likelihood x Impact) Mitigation Actions to Reduce Likelihood Mitigation Actions to Reduce Impact if Risk Does Occur <Example risk 1> <Example risk 2> <Example risk 3> <Example risk 4> <Example risk 5>
Procedure Appendix A: DAR Worksheet Decision Analysis and Resolution Procedure Decision Analysis and Resolution Procedure (Shared with permission of TPG client) Solution Identification As a guideline, there shall be no less than 2 and should be no more than five prospective solutions identified for consideration. Evaluation As a guideline, there shall be no less than 2 and should be no more than 5 evaluation criteria. Each evaluation criteria should have a unique coefficient. The larger the coefficient, the more important that criteria is for the program. Typical evaluation criteria used to evaluate potential solutions include, but are not limited to: Cost, Schedule, Risk, Performance, Reliability, Reusability, Efficiency, Maintainability, Scalability, Portability Table 1 Sample Evaluation Cost 5 Performance 4 Schedule 1 Coefficient Evaluation Method Typical methods used to evaluate potential solutions include, but are not limited to: open discussion, use of simulations, use of trade studies, statistical analysis, use of prototypes, analysis of solutions to similar problems Computation Method Once the solutions are ranked for each evaluation criteria, the total score for each solution is computed. The total score shall be the weighted summation of the evaluation criteria. A higher score represents a better solution choice. The method used to compute the total score shall be: Total Score = sum(rank * coefficient) for each evaluation criteria. Table 2 provides an example of evaluating four potential solutions using the coefficients from Table 1.
Appendix A: DAR Worksheet Decision Analysis and Resolution Procedure Procedure Solution Evaluation Method Table 2 Sample Evaluation Table Cost Performance Schedule Total Score Solution 1 Simulation 4 2 1 29 Solution 2 Discussion 2 3 3 25 Solution 3 Prototype 3 1 4 23 Solution 4 Discussion 1 4 2 23 In this example, Solution 1 was rated as the best Cost solution, Solution 4 was rated as the best Performance solution and Solution 3 was rated as the best Schedule solution. Using the rankings from Table 1 the Total Score for Solution 1 is (4*5) + (2*4) + (1*1) = 29. The Total Score for Solutions 2, 3 and 4 are computed in the same manner. Appendix A: DAR Worksheet Decision Name: EVALUATION CRITERIA: Coefficient SOLUTION EVALUATION: Solution Evaluation Method 1 2 3 4 5 Total Score