CMMI For SPI - With Animation - Feb 25-08-Print

CMMI For Software Process
Improvement
© Amr Kamel
Department of Computer Science
Faculty of Computers and Information
Cairo University
1
Objective
To familiarize you with CMMI

Discuss the process areas
Describe the model content
Not intended as a comprehensive introduction
Ground rules
Participate and ask questions

One person talks at a time
Keep discussions and questions to the point
2
Topics
Process Improvement Concepts and CMMI

Overview of CMMI Model Components
Model representations and Institutionalization
Process Areas Categories and Relationships
Overview of CMMISM Model Process Areas
¾ Project Management Process Areas
¾ Support Process Areas
¾ Engineering Process Areas
¾ Process Management Process Areas
Road Map for CMMI implementation
3
Process Improvement Concepts and
CMMI
Module 1
4
Quality Leverage Points
Everyone realizes the importance of having a

motivated, quality work force but...
...even our finest people can’t perform at their

best when the process is not understood or
operating “at its best.” Technology
Process is a major determinants

of product cost, schedule,
and quality
Process People
5
What’ is a process?
IEEE: a sequence of steps performed for a given

purpose.
CMMI: a set of activities that can be recognized as

implementation of practices in a CMMI model. These
activities can be mapped to one or more practices in
CMMI process areas to allow a model to be useful for
process improvement and process appraisal.
6
Why do we need to manage processes?
The quality of a software system or product is highly

influenced by the quality of the process used to
develop and maintain it.
This premise:
¾ Implies focus on process as well as product.
¾ Is worldwide recognized by the ISO/IEC 15504
Technical Report for software Process Assessment.
7
Process Maturity
An immature process:
¾ Ad hoc, highly dependent on current practitioners,
not rigorously followed or enforced, low visibility.
A mature process:
¾ Consistent with the way work actually gets done,
defined, documented, used, supported by
management and others, well controlled and
continuously improving.
8
Benefits of a mature process
Enables you to focus on the system.

People are more effective within the organization.
By defining, measuring, and controlling the process,
improvements are more successful and sustained.
Increases of appropriate technology, techniques, and
tools are being introduced successfully.
9
Categories of Process Improvement
Benefits
Process improvement benefits fall into one of the
following categories:
Improved schedule and budget predictability
Improved life cycle
Increased productivity
Improved quality (as measured by defects)
Increased customer satisfaction
Improved employee morale
Increased return on investment
Decreased cost of quality
10
A Process Model
A model is a structured collection of elements

that describes characteristics of effective
processes.
¾ Processes included are those proven by experience
to be effective.
A model is used:
¾ To set process improvement objectives and
priorities.
¾ To ensure stable, capable, and mature processes.
¾ As a guide for improvement of projects and
processes.
¾ As an appraisal methodology to diagnose the state
of improvement efforts.
11
CMMI Process Improvement
CMMI can be used in process improvement as a:

Framework for organizing and prioritizing
process improvement activities.
Collection of best practices.
Guide to align the process improvement
objectives with organizational business
objectives.
12
CMMI Framework
CMMI framework is the structure that organizes

the components of the models, training
materials, and appraisal methods.
CMMI Product Suite is the collection of models,
training materials, and appraisals methods.
Constellation is the subset of the CMMI Product
Suite relevant to improvement in a particular
area of interest, Currently, there are three
constellations:
¾ Development.
¾ Acquisition.
¾ Services.
13
CMMI versus standards
Standards (such as IEEE 12207)

¾ Tell you what to do with respect to the processes for
engineering system
Capability Maturity Models (CMMs)

¾ Give specific guidelines on how to do things better,
implementation (how to do it) is left to the organization.
Training gives you the knowledge and methods to do it
Local organizations collect their best practices and publish them
for use, projects must decide hot to tailor these practices to their
specific issues and needs.
¾ Provide a capability model and assessment method to
determine how robustly the processes in the standards are
defined and implemented
Programs and organizations can use both standards and

models in complementary fashion
14
CMMI product suite
Emphasis on product design as well as process

improvement
Coverage of the entire design and product or
service life cycle
Promotion of collaboration between systems
engineering and software engineering
Early emphasis on measurement and analysis
15
CMMI 1.2 Architecture
Model Portion of the CMMI Framework
Model Foundation
Shared CMMI Material
Development Acquisition Services

Specific Material Specific Material Specific Material
16
Development Constellation Models
CMMI for Development:

Model Foundation.
Development Components.
CMMI for Development + IPPD:

Model Foundation.
Development Components.
Integrated Product and Process Development Model
Addition.
17
Development Constellation Models
1. The CMMI Model Foundation: Provides

consistent set of core components that are common
in every constellation or model (16 PAs).
2. Development Components: Engineering Pas and
software acquisition management PA (6 PAs).
3. IPPD: Added goals and practices within some PAs.
18
CMMI© Model Representations
Organization Maturity Process Capability

(staged representation) (continuous representation)
¾ Pertains to a set of PAs ¾ Pertains to an individual PA
5
ML5
Capability
4
ML4
3
1 2
ML3
ML2 0
ML 1 PA PA PA
Organization Process 19
Staged Representation
Provides a pre-defined roadmap for organizational

improvement based on proven grouping and ordering of
processes and associated organizational relationships.
Why Use Staged?
¾ Indicates maturity of an organization’s standard
process
to answer, “What is a good order for approaching
improvement across the organization?”
¾ Proven roadmap for organizational improvement
¾ Specifies an ordering for process area
improvement; however, in practice,
the order is tailored to suit business
needs.
20
Continuous Representation
Provides flexibility for organizations to choose

which processes to emphasis for improvement,
as well as how much to improve each process
Why Use Continuous?
¾ Indicates improvement within a single process area
to answer, “What is a good order for
approaching improvement of this process
area?”
¾ Treats process areas more or less
independently
however, in practice, there
are dependencies that must
be recognized and dealt with.
21
Comparing Representations
Continuous Staged
Representation Representation
Level Capability Level Maturity Level
0 Incomplete N/A
1 Performed Initial
2 Managed Managed
3 Defined Defined
4 Quantitatively Managed Quantitatively Managed
5 Optimizing Optimizing
22
Comparative Advantage
Grants explicit freedom to select Enables organizations to have a
the order of improvement that best predefined and proven
meets the organization’s business improvement path Enables
objectives and mitigates the
organization’s areas of risk
increased visibility of the capability Focuses on a set of processes that

achieved in each individual provide an organization with a
process area specific capability that is
characterized by each maturity
level
Allows improvements of different Summarizes process improvement

processes to be performed at results in a simple form — a single
different rates maturity level number
Reflects a newer approach that Builds on a relatively long history
does not yet have the data to of use that includes case studies
demonstrate its ties to return on and data that demonstrate return
investment on investment
23
The bottom line
Both representations provide ways of

implementing process improvement to achieve
business goals.
Both representations provide the same essential
content but organized in different ways.
When making the decision to choose a
representation, consider the following factors.
¾ Business
¾ Culture
¾ Historical
¾ Legacy
24
Overview of CMMI Model Components
Module 2
25
The CMMI Document
Preface
Part One – About CMMI for Development
1. Introduction
2. Process Area Components
3. Tying it All Together
4. Relationships Among Process Areas
5. Using CMMI models.
Part Two – Generic Goals and practices, and the
Process Areas.
Part Three – The Appendices and Glossary
1. References
2. Acronyms
3. CMMI for Development Project Participants
4. Glossary
26
Generic Goals and Generic Practices
Generic goals and generic practices contribute

to process institutionalization.
The generic goals and generic practices are the

model components that provide for commitment
and consistency throughout an organization's
processes and activities.
27
Process Area
Cluster of related practices in an area that, when

performed collectively, satisfy a set of goals
considered important for making significant
improvement.
Process areas are common to both continuous
and staged representations, organized by
¾ maturity level in the staged representation
¾ category (i.e., process management, project
management, support, and engineering) in the
continuous representation
There are 22 process areas.
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Process Areas
Causal Analysis and Resolution Process and Product Quality

(CAR) Assurance (PPQA)
Configuration Management (CM) Product Integration (PI)
Decision Analysis and Project Monitoring and Control
Resolution (DAR) (PMC)
Integrated Project Management Project Planning (PP)
(IPM) + IPPD Quantitative Project Management
Measurement and Analysis (MA) (PMC)
Organizational Innovation and Requirements Development (RD)
Deployment (OID) Requirements Management
Organizational Process (REQM)
Definition (OPD) + IPPD Risk Management (RM)
Organizational Process Focus Supplier Agreement Management
(OPF) (SAM)
Organizational Process Technical Solution (TS)
Performance (OPP) Validation (VAL)
Organizational Training (OT) Verification (VER)
29
Process Area Components
Required
¾ Specific Goals and Generic Goals are the required
components in CMMI models.
Expected
¾ Specific Practices and Generic Practices are the
expected components in CMMI models.
Informative
¾ Sub-practices, Typical work products,
Amplifications, Generic practice elaborations, Goal
and practice list, Goal and practice notes,
References.
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Process Area Contents
Process Area
Purpose Related
Statement Introductory
Notes Process Areas
Specific Generic
Goals Goals
Specific Practices Generic Practices
GP
Typical Subpractices Elaborations
WP
31
Additions
Additions can be a note, a reference, an

example, a specific practice, a specific goal, or a
process area.
In the CMMI for Development model, there is
one group of additions that all apply to IPPD.
32
Model Representations and
Institutionalization
Module 3
33
Organization of Process Area
In the continuous representation, process areas

are organized by process area category:
¾ Process Management.
¾ Project Management.
¾ Engineering.
¾ Support.
In the staged representation, process areas are

organized by maturity level.
34
CMMI Process Categories
Process management Engineering
Organizational Process Focus Requirements Management
Organizational Process Definition Requirements Development
+ IPPD Technical Solution
Organizational Training Product Integration
Organizational Process
Verification
Performance
Organizational Innovation and Validation
Deployment
Project management
Support Project Planning
Configuration Management Project Monitoring and Control
Process and Product Quality Supplier Agreement Management
Assurance Integrated Project Management +
Measurement and Analysis IPPD
Decision Analysis and Resolution Risk Management
Causal Analysis and Resolution Quantitative Project Management
35
CMMI Process Areas by Maturity Level
Organizational Innovation and Deployment
Causal Analysis and Resolution
Organizational Process Performance Quantitative Project Management
Requirements Development Technical Solution

Product Integration Verification
Validation Organizational Process Focus
Organizational Process Definition + IPPD Organizational Training
Integrated Project Management + IPPD Risk Management
Decision Analysis and Resolution
Requirements Management Project Planning

Project Monitoring and Control Measurement and Analysis
Supplier Agreement Management Configuration Management
Process and Product Quality Assurance
36
Maturity Levels
Level 5: (optimizing)
Continuous Process
Improvement
Level 4: (Quantitatively Managed)

Quantitative Management
Level 3: (Defined) Process Standardization
Level 2: (Managed) Basic Project Management
Level 1 (Initial)
37
Understanding Levels
Levels are used in CMMI to describe an

evolutionary path for an organization that wants
to improve the processes it uses to develop and
maintain its products.
¾ In continuous; we use the term capability level or
process area capability
¾ In staged; we use the term maturity level or
organizational maturity
To reach a particular level, an organization must

satisfy all goals of the process area or set of
process areas that are targeted for improvement.
38
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 a greater chance

of success with the discipline provided by lower
levels.
The effect of higher maturity innovations are

more easily measurable.
39
Process Institutionalization
Institutionalization means that the process is

ingrained in the way the work is performed:
"That's the way we do things around here.”
The organization builds an infrastructure that
contains effective, usable, and consistently
applied processes.
The organizational culture conveys the process.
Management nurtures the culture.
Culture is conveyed through role models and
recognition.
Institutionalized processes endure after the
people who originally defined them have gone.
40
Implications of Institutionalized Process
Policy.
Standard.
Procedures.
Training.
Oversight.
Reviews.
Audits.
41
Generic Goals and Institutionalization
The degree of institutionalization is embodied in the

generic goals and expressed in the names of the
processes associated with each goal as indicated in the
table below:
Generic Goal & Title Progression of Processes

GG1: Achieve Specific Goals Performed Process
GG2: Institutionalize a Managed Process Managed Process
GG3: Institutionalize a Defined Process Defined Process
GG4: Institutionalize a Quantitatively Quantitatively
Managed Process
GG5: Institutionalize an Optimizing Process Optimizing Process
42
GG1: Performed Process
GG 1: Achieve Specific Goals
The process supports and enables achievement of the

specific goals of the process area.
A performed process accomplishes the work necessary
to produce work products.
All specific goals of the process area are satisfied.
Essential activities are performed and the work is
accomplished.
The definition, planning, monitoring, and controlling of
the process may be incomplete.
The process may be unstable and inconsistently
implemented.
43
GG1 Generic Practices
GP 1.1 : Perform Specific Practices
Perform the specific practices of the process

area to develop work products and provide
services to achieve the specific goals of the
process area.
44
GG 2: Managed Process
GG 2: Institutionalize a Managed Process.
The process is institutionalized as a managed process.

A managed process is a performed process that is
planned and executed in accordance with policy;
employs skilled people having adequate resources to
produce controlled outputs; involves relevant
stakeholders; is monitored, controlled, and reviewed; and
is evaluated for adherence to its process description.
Management of the process is concerned with
institutionalization and the achievement of specific
objectives established for the process, such as cost,
schedule, and quality objectives.
45
GG 2 Generic Practices (1)
GP 2.1: Establish an Organizational Policy

¾ Establish and maintain an organizational policy for
planning and performing the process.
GP 2.2: Plan the Process

¾ Establish and maintain the plan for performing the
process.
GP 2.3: Provide Resources

¾ Provide adequate resources for performing the
process, developing the work products, and
providing the services of the process.
46
GP 2.4: Assign Responsibility

¾ Assign responsibility and authority for performing the
process, developing the work products, and
providing the services of the process.
GP 2.5: Train People

¾ Train the people performing or supporting the
process as needed.
GP 2.6: Manage Configurations

¾ Place designated work products of the process
under appropriate levels of control.
47
GP 2.7: Identify and Involve Relevant

Stakeholders
¾ Identify and involve the relevant stakeholders of the
process as planned.
GP 2.8: Monitor and Control the Process

¾ Monitor and control the process against the plan for
performing the process and take appropriate
corrective action.
GP 2.9: Objectively Evaluate Adherence

¾ Objectively evaluate adherence of the <x> process
against its process description, standards, and
procedures, and address noncompliance.
48
GP 2.9: Objectively Evaluate Adherence

¾ Objectively evaluate adherence of the process
against its process description, standards, and
procedures, and address noncompliance.
GP 2.10: Review Status with Higher Level

Management
¾ Review the activities, status, and results of the
process with higher level management and resolve
issues.
49
GG 3: Defined Process
GG 3: Institutionalize a Defined Process
The process is institutionalized as a defined process.

A defined process is a managed process that is tailored
from the organization's set of standard processes
according to the organization's tailoring guidelines.
A defined process has a maintained process description.
A defined process contributes work products, measures,
and other process improvement information to the
organizational process assets.
The organization's set of standard processes are
established and improved over time.
50
GG 3 Generic Practices
GP 3.1: Establish a Defined Process

¾ Establish and maintain the description of a defined
process.
GP 3.2: Collect Improvement Information

¾ Collect work products, measures, measurement
results, and improvement information derived from
planning and performing the process to support the
future use and improvement of the organization's
processes and process assets.
51
GG 4: Quantitatively Managed Process
GG 4: Institutionalize a Quantitatively Managed Process
The process is institutionalized as a quantitatively

managed process.
A quantitatively managed process is a defined process
that is controlled using statistical and other quantitative
techniques.
Quantitative objectives for product quality, service
quality, and process performance are established and
used as criteria in managing the process.
People performing the process are directly involved in
quantitatively managing the process.
Process performance is predictable.
52
GP 4.1: Establish Quantitative Objectives for the

Process
¾ Establish and maintain quantitative objectives for the
process that address quality and process
performance based on customer needs and
business objectives.
GP 4.2: Stabilize Subprocess Performance

¾ Stabilize the performance of one or more
subprocesses to determine the ability of the process
to achieve the established quantitative quality and
process-performance objectives.
53
GG 5: Optimizing Process
GG 5: Institutionalize an Optimizing Process
The process is institutionalized as an optimizing process.

An optimizing process is a quantitatively managed
process that is improved based on an understanding of
the common causes of variation inherent in the process.
The focus is on continually improving the range of
process performance through both incremental and
innovative technological improvements.
Quantitative process improvement objectives are
established.
Process improvement is inherently part of everybody's
role, resulting in cycles of continual improvement.
54
GP 5.1: Ensure Continuous Process

Improvement
¾ Ensure continuous improvement of the process in
fulfilling the relevant business objectives of the
organization.
GP 5.2: Correct Root Causes of Problems

¾ Identify and correct the root causes of defects and
other problems in the process.
55
REQM
Capability Levels 1 & 2
Specific practices Generic practices (CL 1)
SP1.1:Obtain an Understanding of Requirements GP1.1 : Perform Specific Practices
SP1.2:Obtain Commitment to Requirements
SP1.3 :Manage Requirements Changes
SP1.4: Maintain Bidirectional Traceability of Requirements
SP1.5:Identify inconsistencies Between Project Work and
Requirements
Specific practices Generic practices (CL2)

SP1.1:Obtain an Understanding of Requirements GP1.1 :Perform Specific Practices
SP1.2:Obtain Commitment to Requirements GP2.1 :Establish an Organizational Policy
SP1.3 :Manage Requirements Changes GP2.2 :Plan the Process
SP1.4: Maintain Bidirectional Traceability of Requirements GP2.3 :Provide Resources
SP1.5:Identify inconsistencies Between Project Work and GP2.4 :Assign Responsibility
Requirements GP2.5 :Train People
GP2.6 :Manage Configurations
GP2.7 :Identify and Involve Relevant Stakeholders GP28 GP2.8
:Monitor and Control the Process
GP2.9 :Objectively Evaluate Adherence
GP2.10 :Review Status with Higher level Management
56
REQM - Capability Level 3

SP1.1 :Obtain an Understanding of Requirements GP1.1 :Perform Specific Practices
SP1.2 : Obtain Commitment to Requirements GP2.1 :Establish an Organizational Policy
SP1.3 : Manage Requirements Changes GP2.2 :Plan the Process
SP1.4 : Maintain Bidirectional Traceability of Requirements GP2.3 :Provide Resources
SP1.5 : Identify Inconsistencies Between Project Work and GP2.4 :Assign Responsibility
Requirements. GP2.5 :Train People
GP2.6 :Manage Configurations
GP2.7 :Identify and Involve Relevant Stakeholders GP28
Monitor and Control the Process
GP2.9: Objectively Evaluate Adherence
GP2.10: Review Status with Higher level Management
GP3.1 : Establish a defined process
GP3.2: Collect improvement information
57
REQM - Capability Levels 4 & 5
All the specific practices All the CL 1 & CL2 &CL3 generic practices plus:
GP4.1: Establish Quantitative Objectives for the
Process
GP4.2: Stabilize Subprocess Performance

All the specific practices All the CL 1 & CL2 & CL3 & CL4 generic practices plus:
GP5.1: Ensure Continuous Process Improvement
GP5..2: Correct Root Causes of Problems
58
Achieving Maturity Level 2
To achieve a maturity level

All PAs at that level and all levels below it must
be satisfied ( all specific and generic goals are
satisfied).
An organization moves to maturity level 2 by:

Implementing specific and generic practices
(GP2.1 – GP2.10) for all the seven PAs at
maturity level 2.
59

Achieving maturity level 2.
Applying GP3.1 and GP3.2 to all seven PAs at
maturity level 2.
Implementing all the specific practices for all
eleven PAs at maturity level 3.
Applying GP3.1 and GP3.2 to all eleven PAs at
maturity level 3.
60

Applying GP3.1 and GP3.2 to the two PAs at
maturity level 4.
Implementing all the specific practices for the
two PAs at maturity level 4.
Applying statistical management to selected
critical subprocesses in the PAs already
implemented.
61

Applying GP3.1 and GP3.2 to the two PAs at
maturity level 5.
Implementing all the specific practices for the
two PAs at maturity level 5.
Optimizing the selected quantitatively managed
subprocesses in the PAs already implemented.
62
Defining Processes - 1
A process in the CMMI: a set of activities that can be

recognized as implementation of practices in a
CMMI model.
A mature process is documented.
Two general ways to document processes:
¾ Formal process description.
¾ User-oriented process description.
63
Defining Processes - 2
Formal process description:

¾ Audience are specialists in process definition.
¾ Detailed and formalized description.
¾ Used for developing, tailoring, and improving the process.
User-oriented process description:
¾ Audience are everyday process users.
¾ Clear and simple description.
¾ Used for performing the process.
64
Process Notation Schemes - 1
Process notations should represent:

¾ What activities are performed in the process?
¾ Who does them?
¾ Why are they done?
¾ When are they done?
¾ How are they done?
¾ What inputs must you have?
¾ What outputs do you produce?
¾ How do you measure performance?
65
Different notations may have the following:

¾ Sequencing of activities.
¾ Timing of activities.
¾ Data flow among activities.
¾ Hierarchical detail.
¾ Entry and exit criteria.
¾ Narrative information.
66
Process notation scheme attributes:

¾ Flexibility.
¾ Simplicity.
¾ Ease of training and understanding.
¾ Availability of tool support.
Some common process notation schemes:
¾ Data flow diagrams.
¾ Flowcharts
¾ Check lists.
¾ Decision trees or tables.
¾ Narrative.
67
SM
Overview of CMMI
Model Process Areas
68
Continuous Organization of PAs
Category Process Area
Project Project Planning

Management Project Monitoring and Control
Supplier Agreement Management
Integrated Project Management(IPPD)
Risk Management
Quantitative Project Management
Support Configuration Management

Measurement and Analysis
Engineering Requirements Management

Requirements Development
Technical Solution
Product Integration
Verification
Validation
Process Organizational Process Focus
Management Organizational Process Definition
Organizational Training
Organizational Process Performance
Organizational Innovation and Deployment
69
Engineering Process Areas
Module 4
70
There are six Engineering Process Areas.

Requirements Management (L2)
Requirements Development (L3)
Technical Solution (L3)
Product Integration (L3)
Verification (L3)
Validation (L3)
71
Requirements
REQM
Product & product

component requirements
Alternative
solutions Product
components Product
RD TS PI Customer
Require-
ments
Product components, work products,

verification and validation reports
VER VAL
Customer needs
72
Requirements Management
Purpose: Manage the requirements of the project’s product and

product components and identify inconsistencies between those
requirements and the project’s plans and work products.
SG 1 Manage Requirements
SP 1.1 Obtain an Understanding of Requirements
SP 1.2 Obtain Commitment to Requirements
SP 1.3 Manage Requirements Changes
SP 1.4 Maintain Bidirectional Traceability of Requirements
SP 1.5 Identify Inconsistencies between Project Work and
Requirements
73
Requirements Management
Context
Manage Requirements
Identify
Obtain an Inconsistencies
Understanding between Project
of Requirements
Work and
Requirements Requirements
Obtain Maintain
Commitment Manage Bi-directional
to Requirements Traceability of
Requirements Changes Requirements
Traceability
Matrix
74
Purpose: Produce and analyze customer, product, and product component

requirements.
SG 1 Develop Customer Requirements

SP 1.1 Elicit Needs
SP 1.2 Develop the Customer Requirements
75
SG 2 Develop Product Requirements

SP 2.1 Establish Product and Product-Component
Requirements
SP 2.2 Allocate Product-Component Requirements
SP 2.3 Identify Interface Requirements
76
SG 3 Analyze and Validate Requirements

SP 3.1 Establish Operational Concepts and Scenarios
SP 3.2 Establish a Definition of Required Functionality
SP 3.3 Analyze Requirements
SP 3.4 Analyze Requirements to Achieve Balance
SP 3.5 Validate Requirements
77
Requirements Development Context-1
Stakeholders
Needs
Develop Develop Analyze and

Customer Product Validate
Requirements Requirements Requirements
Validated Customer Validated Product, Product Component,

Requirements and Interface Requirements
78
Stakeholders
Needs
Develop Customer Requirements
Develop
Elicit Needs Customer
Requirements
Customer
Requirements
79
Stakeholders
Needs


80
Develop Product Requirements

Establish
Product &
Product- TS
Component
Requirements
Allocate
Product Identify
Component Interface Selected
Requirements Requirements Solutions
Customer Product, Product Component and

Requirements Interface Requirements
81
Stakeholders
Needs


82
Develop Product Requirements
Establish Establish a Analyze

Operational Definition of Analyze Requirements
Concepts Required Requirements to Achieve
& Scenarios Functionality Balance
Validate
Requirements
Customer, Product, Product Component, and Validated

Interface Requirements Requirements
83
Technical Solution
Purpose: Design, develop, and implement solutions

to requirements. Solutions, designs and implementations encompass
products, product components, and product related life-cycle
processes either singly or in combinations as appropriate.
SG 1 Select Product Component Solutions

SP 1.1 Develop Alternative Solutions and Selection Criteria
SP 1.2 Select Product-Component Solutions
84
Technical Solution
SG 2 Develop the Design

SP 2.1 Design the Product or Product Component
SP 2.2 Establish a Technical Data Package
SP 2.3 Design Interfaces Using Criteria
SP 2.4 Perform Make, Buy, or Reuse Analyses
SG 3 Implement the Product Design
SP 3.1 Implement the Design
SP 3.2 Develop Product Support Documentation
85
Technical Solution Context -1
RD
Select Product- Develop the Implement the

Component
Solutions Design Product Design
Alternative Designs Design Detail & Delivered

& Evaluation Criteria Documentation Product
86
RD SAM DAR
Select Product Component Solutions
Develop Select
Alternative
Product
Solutions and
Selection Component
Criteria Solutions
Alternative Solutions
Selection Criteria Selection Decisions
New Technology Evaluations Compliance with Requirements
87
RD

Component

88
PI Selection Criteria
Make/Buy Analysis
Develop the Design

Design the
Product or Perform
Product Establish a Design Make, Buy,
Component Technical Interfaces or Reuse
Data Using Analyses
Package Criteria
I/F Design Documentation

Product Architecture I/F Specification
Product Component Tech Data
Package I/F Control Documents
Designs
89
RD

Component

90
Implement the Product Design
Implement Develop
The Product
Design Support
Docs
Parts Fabricated Training Manuals

Software Coded Users Manual
Data Documented Operator’s Manual
Processes Documented Maintenance Manual
Facilities Constructed On-line Help
91
Product Integration
Purpose: Assemble the product from the product components,

ensure the product, as integrated, functions properly and
deliver the product.
SG 1 Prepare for Product Integration

SP 1.1 Determine Integration Sequence
SP 1.2 Establish the Product Integration Environment
SP 1.3 Establish Product Integration Procedures and Criteria
92
Product Integration
SG 2 Ensure Interface Compatibility

SP 2.1 Review Interface Descriptions for Completeness
SP 2.2 Manage Interfaces
SG 3 Assemble Product Components and Deliver the Product

SP 3.1 Confirm Readiness of Product Components for Integration
SP 3.2 Assemble Product Components
SP 3.2 Assemble Product Components
SP 3.3 Evaluate Assembled Product Components
SP 3.4 Package and Deliver the Product or Product Component
93
Product Integration Context - 1
DAR
Prepare for Ensure Interface

Product Integration Compatibility
Assemblies
TS
Assemble Product
Components &
Deliver the Product
94
Prepare for Product Integration
Establish Establish
Determine Product
Integration the Product
Integration Integration
Sequence
Environment Procedures &
Criteria
DAR
Integration Resources
TS Integration Procedures
Interface Data
95
DAR

Assemblies
TS
Assemble Product
Components &
Deliver the Product
96
Ensure Interface Compatibility
Review
Interface Manage
Descriptions for Interfaces
Completeness
TS Integration Procedures
Interface Data
SAM
97
DAR

Assemblies
TS
Assemble Product
Components &
Deliver the Product
98
Assemble Product Components and Deliver Product

Package
Assemble & Deliver
Product the Product
Components or Product
Component
Confirm
Readiness of Evaluate
Components Assembled
for Product
Integration Components
TS Integration Procedures VER VAL
Interface Data
99
Verification versus Validation
Verification
¾ Did you build the product right?
¾ That is, did you meet the requirements
specification?
Validation
¾ Did you build the right product?
¾ That is, did you meet the operational need?
100
Verification
Purpose: Ensure that selected work products meet their specified

requirements
SG 1 Prepare for Verification

SP 1.1 Select Work Products for Verification
SP 1.2 Establish the Verification Environment
SP 1.3 Establish Verification Procedures and Criteria
101
Verification
SG 2 Perform Peer Reviews

SP 2.1 Prepare for Peer Reviews
SP 2.2 Conduct Peer Reviews
SP 2.3 Analyze Peer Review Data
SG 3 Verify Selected Work Products

SP 3.1 Perform Verification
SP 3.2 Analyze Verification Result
102
Verification Context - 1
Prepare for Verification Perform Peer Reviews
Corrective
Actions
Verify Selected Work

Products
103
Prepare for Verification
Select Work Establish the Establish

Products for Verification Verification
Verification Environment & Criteria
Verification Environment
Verification Procedures and Criteria
List of Work Products Selected for
Verification
104
Corrective
Actions

Products
105
Perform Peer Reviews
Prepare Requirement for Data Collection

For Peer Entry and Exit Criteria
Reviews Peer Review Plan
Review Results
Review Issues
Review Data
Action Items
Analyze
Conduct Peer Review
Peer Data
Reviews
106
Corrective
Actions

Products
107
Verify Selected Work Products
Perform
Verification
Verification Results
Deficiencies
Verification Data
Corrective Actions
Analyze
Verification
Results
108
Validation
Purpose: Demonstrate that a product or product component fulfills

its intended use when placed in its intended environment.
SG 1 Prepare for Validation

SP 1.1 Select Products for Validation
SP 1.2 Establish the Validation Environment
SP 1.3 Establish Validation Procedures and Criteria
109
Validation
SG 2 Validate Product or Product Components

SP 2.1 Perform Validation
SP 2.2 Analyze Validation Results
110
Validation Context -1
RD
Prepare for Validation
Validate Product or
Product Component
Conformance
Deficiencies
111

Select
Products For
Validation Establish the
Validation
Environment
Establish
Validation
Procedures
& Criteria
Validation Environment
Validation Procedures & Criteria
List of Products and Product
Components Selected for Validation
112
RD
Validate Product or
Product Component
Conformance
Deficiencies
113
Validate Product or Product Components
Analyze
Perform Validation
Validation Results
Validation Reports Validation Deficiency Reports

Validation Results Validation Issues
Cross Reference Matrix Procedure Change Request
As run procedures log
Operational Demonstrations
114
Exercise 2
Task
From processes in the Engineering Process Area, identify the generic and
specific practices that may be re-executed as a result of a change in the
product requirements.
Duration
30 minutes preparation, 15 minutes presentation.
Expected Outcomes
Participants have to identify a list of generic and specific practices involved in
deploying the Required change and present them to class.
115
Support Process Areas
Module 5
116
Support Process Areas
There are five Support Process Areas:

Configuration Management (L2)
Process and Product Quality Assurance (L2)
Measurement and Analysis (L2)
Causal Analysis and Resolution (L5)
Decision Analysis and Resolution (L3)
117
Understanding Support Processes
Support process areas cover the practices that

support product development, maintenance,
and acquisition.
They provide essential processes used by all the
CMMI process areas, and are typically used in
the context of performing other processes.
118
Basic Support Process Areas
Non Compliance
Measurements,
analyses
MA All Process Areas PPQA

Processes
Information
Work Products
needs
Standards
Configuration Procedures
items; Baselines;
change requests audit reports
CM
119
Configuration Management
Purpose: Establish and maintain the integrity of work

products using configuration identification,
configuration control, configuration status
accounting, and configuration audits.
SG 1 Establish Baselines
SP 1.1 Identify Configuration Items
SP 1.2 Establish a Configuration Management
System
SP 1.3 Create or Release Baselines
120
SG 2 Track and Control Changes
SP 2.1 Track Change Requests
SP 2.2 Control Configuration Items
SG 3 Establish Integrity
SP 3.1 Establish Configuration Management
Records
SP 3.2 Perform Configuration Audits
121
Configuration Management Context - 1
Change
Request
Create or Release
Baselines
Track Change Requests
Configuration
Management Establish Integrity
System
Audit Results
122
Configuration Management Context
-2
Establish Baselines
Identify Establish
Create or
Configuration a Configuration
Release
Items Management
Baselines
System
Configuration Change Request

Management
System Database
123
-3
Change
Request
Establish Baselines
Track and Control

Changes
Configuration
System
Audit Results
124
-4
Track and Control Changes
Track Control
Change Change
Request Configuration
Requests Items
Change Request
Database
125
Configuration Management Context - 5
Change
Request
Establish Baselines
Track and Control

Changes
Configuration
System
Audit Results
126
-6
Establish Integrity
Audit Results
Establish
Configuration Perform
Management Configuration
Records Audits
Action Items
Configuration
Management
System
127
Purpose: Provide staff and management with objective insight into

processes and associated work products.
SG 1 Objectively Evaluate Processes and Work Products

SP 1.1 Objectively Evaluate Processes
SP 1.2 Objectively Evaluate Work Products and Services
128
SG 2 Provide Objective Insight

SP 2.1 Communicate and Ensure Resolution of Noncompliance Issues
SP 2.2 Establish Records
129
Process and Product Quality
Assurance - Context
Objectively Evaluate Processes and Work Products
Objectively
Objectively Evaluate
Evaluate Work
Work Processes Products
Products & Services
Reports and Records
Provide Objective Insight
Communicate
and Ensure Establish
Resolution of Records
Non-compliance
Issues
130
Purpose: Develop and sustain a measurement capability

that is used to support management information needs.
SG 1 Align Measurement and Analysis Activities
SP 1.1 Establish Measurement Objectives
SP 1.2 Specify Measures
SP 1.3 Specify Data Collection and Storage Procedures
SP 1.4 Specify Analysis Procedures
131
SG 2 Provide Measurement Results

SP 2.1 Collect Measurement Data
SP 2.2 Analyze Measurement Data
SP 2.3 Store Data and Results
SP 2.4 Communicate Results
132
Measurement & Analysis - Context
Align Measurement Analysis Activities
Specify
Data Specify
Establish
Specify Collection Analysis
Measurement and Storage
Measures Procedures
Objectives Procedures
Measurement Objectives Measurement

Repository Procedures,
Tools
Measurement Measurement Indicators
Personnel
Provide Measurement Results
Store Analyze Collect

Communicate Data & Measurement Measurement
Results Results Data Data
133
Purpose: Identify causes of defects and other problems

and take action to prevent them from occurring
in the future.
SG1 : Determine Causes of Defects

SP 1.1 Select Defect Data for Analysis
SP 1.2 Analyze Causes
134
SG 2 Address Causes of Defects

SP 2.1 Implement the Action Proposals
SP 2.2 Evaluate the Effect of Changes
SP 2.3 Record Data
135
Causal Analysis and
Resolution - Context
Determine Address Causes

Causes of Defects of Defects
Implement Evaluate
Action Effect of
Analyze Proposals Changes
Causes Action
Proposal
Action Plans
Select Record
Data for Defect & Performance
Problem Data Measures
Analysis
Data
CAR Records
136
Purpose: Analyze possible decisions using a formal

evaluation process that evaluates identified alternatives
against established criteria.
SG 1 Evaluate Alternatives
SP 1.1 Establish Guidelines for Decision Analysis
SP 1.2 Establish Evaluation Criteria
SP 1.3 Identify Alternative Solutions
SP 1.4 Select Evaluation Methods
SP 1.5 Evaluate Alternatives
SP 1.6 Select Solutions
137
Applicability:
The project should document guidelines for when
a structured decision analysis process is to be used.
DAR should be applied where significant
technical, cost, or schedule risks evolve.
138
Decision Analysis and
Resolution -Context
Evaluate Alternatives
Establish Select
Establish Identify
Guidelines Evaluation
Evaluation Alternative Methods
for Decision
Criteria Solutions
Other Analysis
PAs
Guidelines Criteria Proposed Methods

Alternatives
Select Evaluate
Solutions Alternatives
139
Project Management Process Areas
Module 6
140
Project Management Process Areas
There are six Project Management Process Areas.
¾ Project Planning (L2)

¾ Project Monitoring and Control (L2)
¾ Supplier Agreement Management (L2)
¾ Integrated Project Management (L3)
¾ Risk Management (L3)
¾ Quantitative Project Management (L4)
141
Basic Project Management PAs
Status, issues, results

of process and
PMC product evaluations;
Corrective measures and analyses
action
Corrective action
What
Replan To Monitor
Status, What To Build

issues, PP What To Do
results
of progress Engineering
Commitm
and milestone ents and Support
reviews process areas
Plans
Measurement needs
SAM
Supplier
agreement
Product component requirements
Technical issues
Completed product components
Supplier Acceptance reviews and tests
142
Project Planning
Purpose: Establish and maintain plans that define

project activities.
SG 1 Establish Estimates
SP 1.1 Estimate the Scope of the Project
SP 1.2 Establish Estimates of Work Product and Task
Attributes
SP 1.3 Define Project Life Cycle
SP 1.4 Determine Estimates of Effort and Cost
143
Project Planning
SG 2 Develop a Project Plan

SP 2.1 Establish the Budget and Schedule
SP 2.2 Identify Project Risks
SP 2.3 Plan for Data Management
SP 2.4 Plan for Project Resources
SP 2.5 Plan for Needed Knowledge and Skills
SP 2.6 Plan Stakeholder Involvement
SP 2.7 Establish the Project Plan
SG 2 Obtain Commitment to the Plan
SP 3.1 Review Plans that Affect the Project
SP 3.2 Reconcile Work and Resource Levels
SP 3.2 Obtain Plan Commitment
144
Project Planning Context - 1
Planning Develop a Project

Establish Estimates Data Plan
Obtain Commitment Project Plans

to the Plan
PMC
145
Establish Estimates
Establish
Estimate Estimates of
the Scope Work Product
of and Task
the Project Attributes Planning
Data
Determine
Estimates
of Effort
and Cost
Define
Project
Life Cycle
146


to the Plan
PMC
147
Project Planning - Context
Planning
Data
Develop a Project Plan
Establish Plan
Identify for Data Plan for
the Budget Project Project
and Management
Risks Resources
Schedule
Plan Establish Plan for

Stakeholder the Project Needed
Involvement Plan Knowledge
and Skills
Project Plans
148


to the Plan
PMC
149
Project Planning - Context
Obtain Commitment to the Plan
Review
Plans that
Affect the
Project
Reconcile
Work and
Project Plans Resource
Levels
Obtain
Plan
Commitment Relevant
Stakeholders
150
Project Monitoring and Control
Purpose: Provide understanding of the project’s progress so that

appropriate corrective actions can be taken when the project’s
performance deviates significantly from the plan.
SG 1 Monitor Project Against Plan

SP 1.1 Monitor Project Planning Parameters
SP 1.2 Monitor Commitments
SP 1.3 Monitor Project Risks
SP 1.4 Monitor Data Management
SP 1.5 Monitor Stakeholder Involvement
SP 1.6 Conduct Progress Reviews
SP 1.7 Conduct Milestone Reviews
151
SG 2 Manage Corrective Action to Closure

SP 2.1 Analyze Issues
SP 2.2 Take Corrective Action
SP 2.3 Manage Corrective Action
152
- Context
Monitor Project Against Plans Manage

Corrective Actions
Monitor Monitor to Closure
PP Project Stakeholder
Risks Involvement Analyze
Issues
Monitor Conduct
Project Milestone
Planning Project Plans Reviews
Parameters Take
Corrective
Actions
Monitor Monitor Conduct

Commitments Data progress Manage
Management Reviews Corrective
Actions
153
Purpose: Manage the acquisition of products from suppliers.
SG1: Establish Supplier Agreements

SP 1.1 Determine Acquisition Type
SP 1.2 Select Suppliers
SP 1.3 Establish Supplier Agreements
154
SG 2 Satisfy Supplier Agreements

SP 2.1 Execute the Supplier Agreement
SP 2.2 Monitor Selected Supplier Processes
SP 2.3 Evaluate Selected Supplier Work Products
SP 2.4 Accept the Acquired Product
SP 2.5 Transition Products
155
Context
Establish Supplier Agreements
TS
Determine Establish
Acquisition Select Supplier
Type Suppliers Agreements
PP
Supplier Requirements Supplier Agreement Product
Monitor Execute
Execute the Selected Selected Accept the
supplier Supplier Acquired Transition
Supplier Work Products
agreement Processes Product
Products
Satisfy Supplier Agreements
156
Advanced
Project Management PAs
Process Performance Risk exposure due to
Objectives, Baselines, Models unstable processes
Statistical Mgmt Data QPM

subprocesses for
quantitative mgmt.
Identified risks
Organization’s Std.
Processes RSKM
IPM+
IPPD Coordination & collaboration; Shared
vision & IT structure
Process e s and
Management D ru l s Risk
P i ne L
IP idel e Taxonomies
process areas
gu Lea ssons & Parameters,
Pe rned Status,
r
Da form , Mitigation,
ta an
ce and
Corrective Action
Project’s
Defined
Integrated Teams Process
Engineering & Support for performing Basic Project
process areas engineering and Management
support processes process areas
157
Integrated Project Management
Purpose: Establish and manage the project and the involvement of the
relevant stakeholders according to an integrated and defined process that
is tailored from the organization’s set of standard processes.
SG 1 Use the Project’s Defined Process

SP 1.1 Establish the Project’s Defined Process
SP 1.2 Use Organizational Process Assets for Planning Project Activities
SP 1.3 Establish the Project’s Work Environment
SP 1.4 Integrate Plans
SP 1.5 Manage the Project Using the Integrated Plans
SP 1.6 Contribute to the Organizational Process Assets
158
SG 2 Coordinate and Collaborate with Relevant

Stakeholders
SP 2.1 Manage Stakeholder Involvement
SP 2.2 Manage Dependencies
SP 2.3 Resolve Coordination Issues
159
IPPD Addition
SG 3 Apply IPPD Principles
SP 3.1 Establish the Project’s Shared Vision
SP 3.2 Establish the Integrated Team Structure
SP 3.3 Allocate Requirements to Integrated Teams
SP 3.4 Establish Integrated Teams
SP 3.5 Ensure Collaboration among Interfacing Teams
160
Integrated Project Management Context - 1
Project Stakeholders
Requirements
Defined Process Coordinate and

Use the Project’s
Based on Project collaborate with
Defined Process Plan relevant stakeholders
RD
Project’s Contributions to
Shared Organization’s
Vision Process Assets
Apply IPPD
Principles Team
Structure OPD +
IPPD
161
Use the Project’s Defined Process

Establish
Processes & Product Measurers the Project’s
Documentation Establish
the Project’s Defined
OPF Lessons Learned Process
Work
Environment
Contribute
to the Integrated Project’s
Organizational Project Defined
Process Assets Plans Process
Use Org
Manage
OPD Proc Assets
the Project
Integrate for Planning
Using the
Plans Project
Integrated
Activities
Plans
162
Requirements

Use the Project’s
RD
Apply IPPD
Principles Team
Structure OPD +
IPPD
163
Coordinate and Collaborate with Relevant

Integrated Stakeholders
Project
Plans
Manage Stakeholder
Stakeholder Coordination
Involvement Issues
Collaborative
Activities &
Issues
Manage Resolve
Documented Dependencies
Critical Coordination
Dependencies Issues
164
Requirements

Use the Project’s
RD
Apply IPPD
Principles Team
Structure OPD +
IPPD
165
Apply IPPD Principles

Responsibility &
Establish Requirements
the Project’s
Project’s Allocate
Standard Vision Requirements Allocation
OPD Shared
+ IPPD Vision to Integrated
Communication Teams Team
Strategy Charters
Integrated Team
Establish
Structure
Integrated
Establish Teams
the Identified
Ensure Team
Integrated Collaboration
Team Members
Among Team Work
Structure Interaction Product Ownership
Teams Agreement
166
Risk Management
Purpose: Identify potential problems before they occur, so that risk

handling activities may be planned and invoked as needed across
the life of the product or project to mitigate adverse impacts on
achieving objectives.
SG 1 Prepare for Risk Management

SP 1.1 Determine Risk Sources and Categories
SP 1.2 Define Risk Parameters
SP 1.3 Establish a Risk Management Strategy
167
Risk Management
SG 2 Identify and Analyze Risks

SP 2.1 Identify Risks
SP 2.2 Evaluate, Categorize, and Prioritize Risks
SG 3 Mitigate Risks
SP 3.1 Develop Risk Mitigation Plans.
SP 3.2 Implement Risk Mitigation Plans
168
Risk Management - Context
Prepare for Risk Management Identify and

Analyze Risks
Determine Establish
Risk Define
a Risk
Sources Risk
Management Identify
and Parameters
Strategy Risks
Categories
Risk Repository
PP Evaluate,
Mitigate Risks
Categorize, and
Prioritize
Implement Develop Risks
Risk Risk
Mitigation Mitigation
Plans Plans
169
Purpose: Quantitatively manage the project’s defined process to achieve

the project’s established quality and process-performance objectives.
SG 1 Quantitatively Manage the Project

SP 1.1 Establish the Project’s Objectives
SP 1.2 Compose the Defined Process
SP 1.3 Select the Sub-processes that Will Be Statistically Managed
SP 1.4 Manage Project Performance
170
SG 2 Statistically Manage Sub-process Performance

SP 2.1 Select Measures and Analytic Techniques
SP 2.2 Apply Statistical Methods to Understand Variation
SP 2.3 Monitor Performance of the Selected Sub-processes.
SP 2.4 Record Statistical Management Data
171
Quantitative Project Management - Context
Quantitatively Manage the Project
Establish Quality and Process Compose

Project’s Performance Objectives the Defined
OPP
Objectives Process
Predictions of Remedial Selected
Quality and Actions Subprocesses
Process Select
Performance Manage Project’s the
Project Defined Subprocesses Definitions of
Performance Process that will be Measures;
Organization Statistically Derived
Measurement Managed Objectives
Repository
Statistically Manage Subprocess Performance
Subprocesse
Capability Monitor Apply Select
Record Performance Stable Statistical
Measure Statistical Measures
of Selected Sub- Methods to and Analytic
Management Subprocesses processes Understand
Data Techniques
Variation
172
Summary
Project Planning
Risk Management
173
Process Management Process
Areas
Module 7
174
Process Management Process
Areas
There are five Process Management Process Areas:

¾ Organizational Process Focus (L3)
¾ Organizational Process Definition (L3)
¾ Organizational Training (L3)
¾ Organizational Process Performance (L4)
¾ Organizational Innovation and Deployment
(L5)
175
Understanding Process
Management Process Areas
The process management PAs apply across the

organization as a whole and provide details that support
the Capability Level 3 Generic Goal.
For selected PAs, the organization has standard processes,

which individual projects tailor to their needs.
176
Understanding Process
Process Management PAs can capitalize on project level

stability provided by PAs that are institutionalized at CL
2.
(i.e., policy, planning, resources, responsibility, training,

performing the process, managing configurations,
monitoring and controlling, objective verification,
management review)
177
Basic Process Management PAs
Organization’s
process needs Training for Projects
and objectives and
Senior Support Groups in Std
Management Process and Assets
Organization’s OT
business Training needs
objectives
Std Process
and Other Project Management,
Assets Support, and
Std Process Engineering process
and Other areas
OPF OPD Assets
Resources and
Coordination
Process Improvement
Proposals; Participation in Improvement information
defining, assessing, and (e.g., lessons learned, data, artifacts)
deploying processes
178
Organizational Process Focus
Purpose: Plan, implement and deploy organizational process

improvements based on a thorough understanding
of the current strengths and weaknesses of the
organization’s processes and process assets.
SG 1 Determine Process-Improvement Opportunities

SP 1.1 Establish Organizational Process Needs
SP 1.2 Appraise the Organization’s Processes
SP 1.3 Identify the Organization's Process Improvements
179
Organizational Process Focus
SG 2 Plan and Implement Process Improvements

SP 2.1 Establish Process Action Plans
SP 2.2 Implement Process Action Plans
SG 3 Deploy Organization Process Assets and Incorporate

lessons learned
SP 3.1 Deploy Organizational Process Assets
SP 3.2 Deploy Standard Processes
SP 3.3 Monitor Implementation
SP 3.4 Incorporate Process-Related Experiences into the
Organizational Process Assets
180
Organizational Process Focus Context
Strengths & Improvement Plan and Implement
Weaknesses Initiatives Process Improvements
Determine Process Improvement

Opportunities Establish
Process
Selected
Identify the Action
Establish Improvement
Appraise the Organization’s Plans
Organizational
Organization’s Process
Process
Processes Improve-
Needs
ments
Implement
Relevant ٌ Process
Stakeholders Action
Process Needs Organizational Plans
And Objectives Process Assets
Deploy Incorporate
Organizational Process-Related
Process Deploy
Experiences Deploy
Assets and Monitor Organizational
Into the Standard
Incorporate Implementation Process
Organizational Processes
Lessons Assets
Process
Learned Assets
181
Organizational Process Definition
Purpose: Establish and maintain a usable set of organizational process assets
and work environment standards.
SG 1 Establish Organizational Process Assets
SP 1.1 Establish Standard Processes
SP 1.2 Establish Life-Cycle Model Descriptions
SP 1.3 Establish Tailoring Criteria and Guidelines
SP 1.4 Establish the Organization’s Measurement Repository
SP 1.5 Establish the Organization’s Process Asset Library
SP 1.6 Establish Work Environment Standards
182
Organizational Process Definition
IPPD Addition
SG 2 Enable IPPD Management
SP 2.1 Establish Empowerment Mechanisms
SP 2.2 Establish Rules and Guidelines for Integrated Teams
SP 2.3 Balance Team and Home Organization Responsibilities
183
Organizational Process Definition Context - 1
Organization’s
Establish Organizational Standard Processes
Process Assets
Lifecycle Models
Establish
Standard Establish
Processes Lifecycle Tailoring Guidelines IPM
Model
Descriptions Organization’s
Establish Measurement
Tailoring Repository
Criteria and Establish the
Guidelines Organization’s
Measurement Organization’s
Repository Process Asset
Library
Establish the OPF
Establish Work
Organization’s Work
Environment
Process Asset Environment
Standards
Library Standards
184
Organizational Process Definition Context - 2
Enable IPPD Management

Environment
Establish Rules and
Environment Guidelines
Mechanisms
IPM
+ IPPD
Establish
Rules and Rules and
Guidelines for Guidelines
Integrated For Teams
Teams
Balance Organizational
Team & home Guidelines for
Organization Balancing Team &
Responsibilities Home Responsibilities
185
Interaction Between OPD and IPM
OPD
Organization’s Set Lifecycle Model
of Standard Processes Descriptions Organization's
Measurements
Repository
Process
Architecture Work Environment
Standards
Organization's
Tailoring Process
Guidelines Organizational Assets Asset Library
Project Environment
Project A’s Project B’s Project C’s

Defined Process Defined Process Defined Process
IPM IPM IPM

Project A’s Project B’s Project C’s
Project Plan Project Plan Project Plan
186
Organizational Training
Purpose: Develop the skills and knowledge of people

so that they can perform their roles effectively
and efficiently.
SG 1 Establish an Organizational Training Capability
SP 1.1 Establish the Strategic Training Needs
SP 1.2 Determine Which Training Needs Are the Responsibility of
the Organization
SP 1.3 Establish an Organizational Training Tactical Plan
SP 1.4 Establish Training Capability
SG 2 Provide Necessary Training
SP 2.1 Deliver Training
SP 2.2 Establish Training Records
SP 2.3 Assess Training Effectiveness
187
Organizational Training - Context
Establish an Organizational
Training Capability
Determine Establish an
Establish which Training Organizational
Needs are the Training Establish
the Strategic
Responsibility Tactical Plan Training
Training
of the Org. Capability
Needs
Analysis Needs Strategy Reqmts
Materials
Training Repository
Change
Requests Records Records
Surveys Materials
Assess
Establish Deliver
Training
Effectiveness Training Training
Records
Provide Necessary Training

188
Advanced Process
Cost and benefit
Improvements data from piloted
Organization
improvements
OID Quality and process

performance
objectives, measures,
Quality and process baselines, models
performance objectives, Project Management,
measures, baselines, models Support, and Engineering
process areas
Senior OPP
Management
Progress toward
achieving business
objectives Common
measures
Ability to develop Process performance
and deploy process and capability data
and supporting assets
“Basic Set” of Process Management
Process Areas
189
Organizational Process Performance
Purpose: Establish and maintain a quantitative understanding of the

performance of the organization’s set of standard processes in support of quality
and process-performance objectives, and to provide the process performance
data, baselines, and models to quantitatively manage the organization’s
projects.
SG 1 Establish Performance Baselines and Models

SP 1.1 Select Processes
SP 1.2 Establish Process-Performance Measures
SP 1.3 Establish Quality and Process-Performance Objectives
SP 1.4 Establish Process-Performance Baselines
SP 1.5 Establish Process-Performance Models
190
Organizational Process
Performance - Context
Establish Performance Baselines and Models
Establish
Select Selected Subprocesses from Process
Processes Org. Std. Processes Performance
Objectives Business
Objectives
Organization’s Establish
Standard Process Project Process
Processes Performance Measurements
Baselines
QPM
Org set of measures
Establish
Process Organizational Process
Performance Baselines MA
Performance
Models
Organizational Process Establish Business
Performance Objectives Quality and Objectives
Process
Process Performance
Performance
Models Measures
QPM
191
Organizational Innovation and
Deployment
Purpose: Select and deploy incremental and innovative improvements that
measurably improve the organization’s processes and technologies.
The improvements support the organization’s quality and process-
performance objectives as derived from the organization’s business objectives.
SG 1 Select Improvements
SP 1.1 Collect and Analyze Improvement Proposals
SP 1.2 Identify and Analyze Innovations
SP 1.3 Pilot Improvements
SP 1.4 Select Improvements for Deployment
192
Deployment
SG 2 Deploy Improvements
SP 2.1 Plan the Deployment
SP 2.2Manage the Deployment
SP 2.3Measure Improvement Effects
193
Deployment - Context
Select Improvements
Collect Select
and Analyze Identify
Pilot Improvements
Improvement and Analyze
Improvements for
Proposals Innovations
Deployment
Measurement Improvement Proposals Improvements

Results and Analysis
Deploy Improvements
Measure Manage the Plan the

Improvements Deployment
Deployment
Effects
194
Exercise 3
Task
Provide a plausible set of items that could be included in the PAL at your
organization, Identify the reason behind including each item.
Duration
30 minutes preparation – 15 minutes presentation.
Expected Outcomes
Participants have to identify possible structure of the PAL.
195
Road Map for CMMI
implementation
Module 8
196
SEI’s IDEAL Approach SM
Learning
Analyze
Propose and
Future Validate
Actions
Implement
Solution Acting
Refine
Build Charter Solution
Stimulus for Set Context
Change Sponsorship Infrastructure
Pilot/Test
Solution
Initiating
Characterize Create
Current Solution
and Desired
States
Plan Actions
Develop Develop
Recommendations Approach
Set Priorities
Diagnosing Establishing
197
Phase 1: Conduct CMMI SCAMPI “C” Appraisal
¾ Use CMMI Questionnaire for initial data collection
¾ Prepare & approve appraisal plan
¾ Conduct appraisal (including documents review and
interviews)
¾ Generate & present appraisal results .
198
Phase 2: Initiate Process Improvement project
¾ Initiate a process improvement project with a defined
scope.
¾ Assign project manager for process improvement
project.
¾ Estimate and approve process improvement project
effort, resources and schedule .
¾ Establish Engineering process group (EPG) and Technical
Work group (TWG) and assign Roles ad Responsibilities
¾ Conduct CMMI on Job Training
199
Phase 3: Execute Process Improvements Project
¾ Create Process Assets Library (PAL)
¾ Deploy the defined processes in projects and
organizational functions
¾ Prepare Process Implementation Indicators document
(PIID)
200
Phase 4: Conduct CMMI SCAMPI “B” appraisal
¾ Create and approve “Appraisal Inputs”
¾ Create and approve “Appraisal Plan”
¾ Conduct Appraisal Team Members (ATM) Training
¾ Conduct Readiness Review
¾ Conduct appraisal (Including Documents Reviews and Interviews)
¾ Generate & present appraisal results .
¾ Review action plan based on the appraisal results and create action
plan for the closing gaps.
201
Phase 5: Conduct CMMI SCAMPI “A” appraisal
¾ Create and approve “Appraisal Inputs”
¾ Create and approve “Appraisal Plan”
¾ Conduct Readiness Review
¾ Conduct appraisal (Including Documents Reviews and
Interviews)
¾ Generate & present appraisal results and ratings.
202
Standard CMMI© Assessment Method for Process
Improvement (SCAMPI)
Based on CMM®-Based Appraisal for Internal Process

Improvement (CBA IPI), Software Capability Evaluation
(SCE) and EIA IS 731 Appraisal Method
Satisfies all of the ARC requirements for a Class A method
Must be led by authorized SCAMPI Lead Assessor
Tailorable to organization and model scope
Artifacts:
¾ SCAMPI Method Description
¾ Appraisal questionnaire, work aids, templates
203
Class Performance Attributes
(I.e. for Benchmarking or

Baseline Establishment
(I.e. for Initial,

Incremental, or Self-
Assessment)
No number rating
Number rating
No number rating
(I.e. for Quick Look,

Incremental, or Gap
Analysis
204
SCAMPI Fundamentals
Discovery or Verification Based Appraisal

Use of “mini-teams”
¾ Multiple sets of 2 – 3 appraisers make up full appraisal team (~6)
¾ Work in parallel to gather data and characterize practices at
lower levels
¾ Less formal, more spontaneous interview and discussion sessions
205
SCAMPI Fundamentals
On site appraisal activities have been between 2 – 3 weeks

Data / Evidence Characterizations
¾ Direct artifacts, indirect artifacts, direct affirmations
¾ Not intended as a paper exercise--~50% of practices must be
supported with evidence/data from interviews or discussions
206
SCAMPI Fundamentals
Practice characterizations
¾ For each project and organizational instantiation:
Appraisal team characterizes
©
each practice (~420 specific and
generic practices in CMMI SE/SW) as fully implemented,
largely implemented, partially implemented, not implemented
Strengths and weaknesses identified at the project level
This can result in well over 1300 practice characterizations
207
SCAMPI Fundamentals
Organizational unit characterizations

¾ Based on project and organizational characterizations, appraisal
team characterizes each practice (~420) as fully implemented,
largely implemented, partially implemented, not implemented
Goal Rating
¾ Based on organizational unit characterizations of each practice
supporting a goal, the appraisal team determines whether the goal is
satisfied (all practices are fully or largely implemented and no
significant weaknesses)
Process Area Rating and Maturity/Capability Level Ratings stem from Goal
Ratings
208
Assessment Principles
Start with a process reference model.

Use a formalized assessment process.
Involve senior management as assessment sponsor.
Focus assessment on sponsor’s business goals.
Observe strict confidentiality and non-attribution.
Approach assessment collaboratively.
Assessment is a prelude to follow-on process improvement activities.
209

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CMMI For Software Process

To familiarize you with CMMI

Participate and ask questions

Process Improvement Concepts and CMMI

Everyone realizes the importance of having a

...even our finest people can’t perform at their

Process is a major determinants

IEEE: a sequence of steps performed for a given

CMMI: a set of activities that can be recognized as

The quality of a software system or product is highly

Enables you to focus on the system.

A model is a structured collection of elements

CMMI can be used in process improvement as a:

CMMI framework is the structure that organizes

Standards (such as IEEE 12207)

Capability Maturity Models (CMMs)

Programs and organizations can use both standards and

Emphasis on product design as well as process

Model Portion of the CMMI Framework

Shared CMMI Material

Development Acquisition Services

CMMI for Development:

CMMI for Development + IPPD:

1. The CMMI Model Foundation: Provides

Organization Maturity Process Capability

Provides a pre-defined roadmap for organizational

Provides flexibility for organizations to choose

increased visibility of the capability Focuses on a set of processes that

Allows improvements of different Summarizes process improvement

Both representations provide ways of

Generic goals and generic practices contribute

The generic goals and generic practices are the

Cluster of related practices in an area that, when

Causal Analysis and Resolution Process and Product Quality

Specific Practices Generic Practices

Additions can be a note, a reference, an

In the continuous representation, process areas

In the staged representation, process areas are

Organizational Process Performance Quantitative Project Management

Requirements Development Technical Solution

Requirements Management Project Planning

Level 4: (Quantitatively Managed)

Level 3: (Defined) Process Standardization

Level 2: (Managed) Basic Project Management

Levels are used in CMMI to describe an

To reach a particular level, an organization must

Each maturity level provides a necessary

Higher level processes have a greater chance

The effect of higher maturity innovations are

Institutionalization means that the process is

The degree of institutionalization is embodied in the

Generic Goal & Title Progression of Processes

GG 1: Achieve Specific Goals

The process supports and enables achievement of the

GP 1.1 : Perform Specific Practices

Perform the specific practices of the process

GG 2: Institutionalize a Managed Process.

The process is institutionalized as a managed process.

GP 2.1: Establish an Organizational Policy

GP 2.2: Plan the Process

GP 2.3: Provide Resources

GP 2.4: Assign Responsibility