CMMI
Pittsburgh, PA 15213-3890
Capability Maturity Model Integration (CMMI) Overview
S M
CMM Integration, SCAMPI, SCAMPI Lead Appraiser, and SEI are service marks of Carnegie Mellon University. CMMI, Capability Maturity Model, and CMM are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.
Sponsored by the U.S. Department of Defense 2003 by Carnegie Mellon University
This material is approved for public release.
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CMMI
Objectives
Provide an overview of CMMI by describing the following: Background and motivation Models Representations The bottom line Benefits and improvements
2003 by Carnegie Mellon University
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CMMI
Software Engineering Institute (SEISM )
Federally funded research and development center (FFRDC) established 1984 Awarded to Carnegie Mellon University Sponsored by the Office of the Under Secretary of Defense for Acquisition and Technology [OUSD (A&T)] Administered by Electronic Systems Center (ESC)
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CMMI
The State of the Practice
Is this the state of affairs in your organization? 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) If it is, are managers and practitioners unhappy with the status quo? Sufficiently unhappy to change things? Willing and able to attack the known problems?
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CMMI
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).
2003 by Carnegie Mellon University
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CMMI
Multiple Process Models
Software CMM EIA 731
Systems Engr CMM IPD CMM
People CMM Software Acq CMM
Systems Security Engr CMM
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Success of the Software CMM caused development of other CMMs, but they Have different structures, formats, terms, ways of measuring maturity Cause confusion, especially when more than one are used Are difficult to integrate into a combined improvement program Are difficult to use in supplier selection
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CMMI
The Next Step Is CMM IntegrationSM
The CMM Integration 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 involved) Industry Government Software Engineering Institute (SEI)
2003 by Carnegie Mellon University
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CMMI
Enterprise-Wide Improvement
CMMI enables organizations that want to pursue process improvement in multiple functional areas to do so with less additional investment for each additional function. CMMI supports process integration and product improvement. CMMI integrates multiple disciplines into one processimprovement framework. CMMI provides a framework for introducing new disciplines as needs arise.
2003 by Carnegie Mellon University
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CMMI
Bodies of Knowledge Captured in CMMI Models
An organization selects the bodies of knowledge most relevant to achieving its business objectives. Bodies of knowledge* available in CMMI models include software engineering systems engineering integrated product and process development (IPPD) supplier sourcing (SS)
*Each body of knowledge related to product or process development in CMMI is considered a discipline.
2003 by Carnegie Mellon University
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CMMI
CMMI Models
SW CMMI-
CMMI-SW ous Continu tion nta Represe
Source Models Capability Maturity Model for Software V2, draft C (SW-CMM V2C) EIA 731, System Engineering Capability Model (SECM) Integrated Product Development Capability Maturity Model, draft V0.98 (IPD-CMM)
Staged tion enta Repres
Software Engineering model Meets the needs of software development and maintenance organizations Meets the needs of information technology organizations Benefits from best practices contributed from all three source models
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CMMI
Understanding CMMI Representations
There are two types of representations in the CMMI models: staged continuous A representation allows an organization to pursue different improvement objectives. The organization and presentation of the data are different in each representation. However, the content is the same.
2003 by Carnegie Mellon University
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CMMI
Staged Representation
Provides a proven sequence of improvements, each serving as a foundation for the next Permits comparisons across and among organizations by the use of maturity levels Provides an easy migration from the SW-CMM to CMMI Provides a single rating that summarizes appraisal results and allows comparisons among organizations
Indicates maturity of an organizations standard process -- to answer, What is a good order for approaching improvement across the organization?
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CMMI
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.
2003 by Carnegie Mellon University
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CMMI
The Maturity Levels
5 Optimizing
Focus on continuous process improvement
Process measured and controlled
Quantitatively Managed Defined
Process characterized for the organization and is proactive Process characterized for projects and is often reactive Process unpredictable, poorly controlled, and reactive
Managed Initial
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CMMI
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.
2003 by Carnegie Mellon University
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CMMI
Continuous Representation
Allows you to select the order of improvement that best meets your organizations business objectives and mitigates your organizations 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 Indicates improvement within a single process area -- to answer, What is a good order for approaching improvement of this process area?
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CMMI
Capability Levels
A capability level is a well-defined evolutionary plateau describing the organizations capability relative to a process area. There are six capability levels. For capability levels 1-5, there is an associated generic goal. 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.
2003 by Carnegie Mellon University
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CMMI
The Capability Levels
5 Optimizing 4 Quantitatively Managed 3 Defined 2 Managed 1 Performed 0 Incomplete
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CMMI
Representing Capability Levels for a Single Process Area
The process area capability of an implemented process can be represented by a bar.
Capability Level
3 2 1 0
Process Area n
This point represents a higher level of maturity than this point in a specific process area
Process
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CMMI
Relating Process Area Capability and Organizational Maturity
Organizational maturity is the focus of the staged representation, whereas process area capability is the focus of the continuous representation.
Organizational maturity and process area capability are similar concepts. The difference between them is that organizational maturity pertains to a set of process areas across an organization, while process area capability deals with a set of processes relating to a single process area or specific practice.
2003 by Carnegie Mellon University
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CMMI
Why Two Representations?
The representation of each source model was different Software CMMStaged SECMContinuous IPD CMMHybrid Combining different representations required deciding on a representation for CMMI models. Ultimately, the project decided to incorporate the benefits of both staged and continuous representations.
2003 by Carnegie Mellon University
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CMMI
Comparison of Representations
Staged
Process improvement is measured using maturity levels. Maturity level is the degree of process improvement across a predefined set of process areas. Organizational maturity pertains to the maturity of a set of processes across an organization
Continuous Process improvement is measured using capability levels. Capability level is the achievement of process improvement within an individual process area. Process area capability pertains to the maturity of a particular process across an organization.
2003 by Carnegie Mellon University
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CMMI
Advantages of Each Representation
Staged Provides a roadmap for implementing groups of process areas sequencing of implementation Familiar structure for those transitioning from the Software CMM Continuous Provides maximum flexibility for focusing on specific process areas according to business goals and objectives Familiar structure for those transitioning from EIA 731
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CMMI
CMMI in a Nutshell
A CMMI model provides a structured view of process improvement across an organization CMMI can help set process improvement goals and priorities provide guidance for quality processes provide a yardstick for appraising current practices
2003 by Carnegie Mellon University
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CMMI
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
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CMMI
Categories of Process Improvement Benefits
Process improvement benefits fall into one of eight general categories: 1. Improved schedule and budget predictability 2. Improved cycle time 3. Increased productivity 4. Improved quality (as measured by defects) 5. Increased customer satisfaction 6. Improved employee morale 7. Increased return on investment 8. Decreased cost of quality Benefits realized by organizations using the Software CMM are expected with CMMI.
2003 by Carnegie Mellon University
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CMMI
Improved Schedule and Budget Predictability
Over/Under Percentage
140%
Results: Boeing Effort Estimation
0%
-140%
Variance between + 20% to - 145% Variance between - 20% to + 20% (Mostly Level 1 & 2) (Level 3) (Based on 120 projects in Boeing Information Systems)
. . . . . . . .. . ..... ...... ..... .. .. .. ................ . . . . .. . . . . ... . . ... ....... .. .... . . . . . ... .. . ... .. . . . .. .. .. .. . .. . .. .. . . . . ... . ....... . . . . . . . .... . .. . .. . . .. . . . ..... ... . . . .. . . . . . .. .. .... . . .. ... Without Historical Data With Historical Data
.
Reference: John D. Vu. Software Process Improvement Journey: From Level 1 to Level 5. 7th SEPG Conference, San Jose, March 1997.
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CMMI
Improved Cycle Time
Project Cycle Times
Avg Working Days 750 500 250 0
19 91 19 92 19 93 19 94 19 95 19 96
Req Def Implement
Year
Source: Software Engineering Div., Hill AFB, Published in Crosstalk, May 1999
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CMMI
Increased Productivity
Man-hours per LOC
Normalized Man-hours 1.2 1 0.8 0.6 0.4 0.2 0 A B C Release D E
Source: Software Engineering Div., Hill AFB, Published in Crosstalk, May 1999
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CMMI
Increased Productivity and Quality
2003 by Carnegie Mellon University
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CMMI
Improvements from Adopting Software CMM
Percentage Improvement
40 35 30 25 20 15 10 5 0 39% 35%
Savings vs. cost of software process improvement (median) 5:1 Productivity (increase) Time to market (reduction) Post-release defect reports (reduction)
19%
Annual Medians
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CMMI
Benefits of Continuing Process Improvement
SEI Software CMM Level 5: For the Right Reasons* Defects are now nearly all found and fixed before testing begins. Defects escaping into the field have been reduced from 11% to practically 0%. Programs consistently reach customer satisfaction and performance targets. Peer reviews increase total project costs by 4%, but reduced rework during testing by 31%. R.O.I. is 7.75:1.
* Reference: Yamamura and Wigle, Boeing Space and
Transportation Systems, Crosstalk, Aug, 1997.
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CMMI
CMMI Improvement
The CMMI Product Suite provides a foundation for enterprise-wide improvement and adds new emphasis on products and services as well as process emphasis on both process capability and organizational maturity early emphasis on measurement and analysis The CMMI model improves upon Software CMM V1.1 and Software CMM V2.0 Draft C.
2003 by Carnegie Mellon University
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CMMI
CMMI Integration
Provides expanded model scope for integration Integrated Product Management Integrated Supplier Management Decision Analysis and Resolution Relevant Stakeholder planning and execution Inclusion of the Integrated Product and Process Development body of knowledge
2003 by Carnegie Mellon University
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CMMI
Improving on the Software CMM
CMMI Models improve on the best practices in Software CMM Version 2.0 Draft C: Incorporates 4+ additional years of learning More explicitly links management and engineering activities to business objectives Expands the scope of and visibility into the product life cycle and engineering activities to ensure the product or service meets customer expectations Incorporates additional areas of best practice (e.g., measurement, risk management, bi-directional traceability in requirements management, decision analysis and resolution, and supplier management) Captures more robust high-maturity practices Addresses additional generic practices needed for institutionalization More fully complies with relevant ISO standards
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CMMI
CMMI Transition Status
As of 12/18/02 Training
Introduction to CMMI 6,323 students Intermediate CMMI 424 students Introduction to CMMI Instructors 140 candidates SCAMPISM Lead Appraisers 1209 candidates
Authorization
Introduction to CMMI Instructors 102 SCAMPI Lead AppraisersSM 145
2003 by Carnegie Mellon University
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CMMI
SCAMPI Appraisals
SCAMPI appraisals conducted since 1999 and reported to the SEI by October 2002 40 appraisals 30 organizations 24 participating companies 6 reappraised organizations 141 projects 54.5% offshore organizations CMMI is being adopted!
2003 by Carnegie Mellon University
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CMMI
CMMI Whats Happening in 2003?
Adoption and transition activities: quarterly transition workshops
annual NDIA/SEI CMMI User Workshop Interpretive Guidance for software projects development of class B and C appraisal methods
Technical notes and special reports:
CMMI and Product Line Practices CMMI and Earned Value Management Interpreting CMMI for Operational Organizations Mapping CMMI with other standards and models Specific interests (e.g., safety, security)
Publication of SEI Series Book with Addison-Wesley
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2003 by Carnegie Mellon University
CMMI
CMMI Schedule
Available now CMMI-SW, V1.1 CMMI-SE/SW, V1.1 CMMI-SE/SW/IPPD, V1.1 CMMI-SE/SW/IPPD/SS, V1.1 SCAMPI Method Definition Document, V1.1 V1.1 model and method training December 2003 Sunset period for the Software CMM and EIA 731 completed (no more public courses, no more new lead assessors).
2003 by Carnegie Mellon University
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CMMI
CMMI Can Benefit You
CMMI provides Efficient, effective assessment and improvement across multiple process disciplines in an organization Improvements to best practices incorporated from the Software CMM A common, integrated vision of improvement for all elements of an organization A means of representing new discipline-specific information in a standard, proven process-improvement context
2003 by Carnegie Mellon University
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CMMI
For More Information About CMMI
Go to CMMI Web site: [Link] [Link] Contact SEI Customer Relations: Customer Relations Software Engineering Institute Carnegie Mellon University Pittsburgh, PA 15213-3890 FAX: (412) 268-5800 customer-relations@[Link]
2003 by Carnegie Mellon University
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