CMMI - CMMI CMMI Arnon Rotem-Gal-Oz The king’s Ship Wasa...

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Unformatted text preview: CMMI CMMI Arnon Rotem-Gal-Oz The king’s Ship Wasa - 1628 The No Specification No Architecture description Changes done on the fly, Changes often under market/customer pressure market/customer Testing ignored Didn’t know how to tell the Didn’t clients No clients The system last longer than The was ever imagined was Maintenance costs far Maintenance exceed ordinary development development PEOPLE TECHNOLOGY PROCESS Underlying Premise of Process Improvement Improvement “The quality of a product is largely determined by the quality of the process that is used to develop and maintain it.” Based on TQM principles as taught by Shewhart, Juran, Deming and Humphrey. The Software Development Paradox Paradox High-Quality but Slow to Market Not a Leader Quality Fast to Market but Low Quality Low Customer Satisfaction Speed [1]Booch What is CMMI? What Consultant Money Making Initiative nitiative What is CMMI? What Model Practices Process Improvement Model Say what you do Do what you say Prove It CMMI Maturity Levels CMMI [4]Buchholtz & Cordes CMMI Process Areas CMMI CMMI Options: Level * with Integrated Product & Process Development (IPPD) ** with Supplier Sourcing (SS) Project Management Engineering Support CAR: Causal Analysis OID: Organizational and Resolution 5 Optimizing Innovation &Deployment 4 Quantitati- : Quantitative Project vely Managed Management IPM: Integrated Project QPM Management RSKM: Risk Management 3 Defined IT*: Integrated Teaming ISM**: Integrated Supplier Management OPP: Organizational Process Performance RD: Requirements DAR: Decision Analysis OPF: Organizational Development and Resolution Process Focus TS: Technical Solution OEI*: Organizational OPD: Organizational PI: Product Integration Environment for Process Definition VER: Verification Integration PP: Project Planning OT: Organizational Training VAL: Validation REQM: Requirements MA: Measurement and PMC: Project Monitoring Management 2 Managed Process Management Analysis and Control PPQA: Process & SAM: Supplier Product Quality Assurance Agreement Management CM: Configuration Management 1 Initial [6]Rudge CMMI Replaces Software CMM Software software software development development System Engineering CMM system engineering Software Acquisition CMM software acquisition System Security Engineering CMM security engineering FAA-iCMM software software engineering, systems engineering, and acquisition acquisition IPD-CMM integrated product integrated development development People CMM workforce workforce SPICE Model SPICE software software development development [4]Buchholtz & Cordes History of the CMMI History 1987 First CMM Published 1991 1993 1995 1997 2002 CMMI-SE/SW Version 1.0 Published SW-CMM v1.1 Published Model Refined and Published as SW-CMM v1.0 2000 CMMI Initiative Launched CMMI-SE/SW/IPPD/A Version 1.1 Published Software Acquisition (SA-CMM), Systems Engineering (SE-CMM), Integrated Product Development (IPD-CMM), Organizational Workforce Capability Development (People CMM) Developed [4]Buchholtz & Cordes Critique of CMMI Critique “The projects most worth doing are the The ones that will move you DOWN one full level on your process scale” (Peopleware) [3] (Peopleware) [3]Demarco & Lister CMMI vs. Agile CMMI PEOPLE Process TECHNOLOGY The Agile Software Manifesto The •Individuals and interactions over processes and tools processes •Working software comprehensive documentation comprehensive over •Customer collaboration over •Responding to change over contract negotiation contract following a plan following [7]Agile CMMI Practices vis-à-vis Agility CMMI “LEVEL 1” Identify scope of work Perform the work “LEVEL 2” Organizational policy for plan, perform Requirements, objectives and plans Adequate resources Train the people Assign responsibility and authority CM for designated work products Identify and involve stakeholders Monitor and control to plan and take action if needed Objectively monitor adherence to process and QA products/services Review with upper management and resolve issues KEY {GREEN : Supportive, White: Neutral, RED: Rough Edges} White: RED: [5]Jain CMMI Practices vis-à-vis Agility CMMI “LEVEL 3” “LEVEL 4” Maintain as a defined process Measure the process performance to support environment Establish and maintain quantitative objectives for the process Stabilize the performance of one or more sub-processes to determine its Stabilize ability to achieve ability “LEVEL 5” Ensure continuous improvement to support business goals Identify and correct root causes of defects KEY {GREEN : Supportive, White: Neutral, RED: Rough Edges} White: RED: [5]Jain Agile vs. Plan Driven Agile [2]Bohem, Turner Why Bother with both? Why Introduce Agility to a Introduce CMMI organization CMMI “Best of Breed” Best References References 1. 2. 3. 4. 5. 6. 7. Software Architecture - A Rational Perspective – G. Software Booch (ppt) Booch People Factors in Software Management: Lessons From Comparing Agile and Plan-Driven Methods – B. Bohem, R. Turner Crosstalk, Dec 2003 Peopleware 2nd edition, T. Demarco, T. Lister Dorset House 1999, ISBN 0-932633-43-9 Introduction to CMMI, E. Buchholtz, A. Cordes, RTP SPIN Meeting, 2003 (ppt) CSE Annual Review and Excutive Workshop 2002, Apurva Jain (ppt) CMMI® : St George or the Dragon?, T. Rudge, Thales (ppt) Thales www.agilemanifesto.org ...
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This note was uploaded on 06/20/2011 for the course ECON 101 taught by Professor H during the Spring '11 term at ENGECON University.

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