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Herramientas de Mejora

de Procesos de Sofware
Overview of CMMI and Software Process Improvement
Escuela Politécnica del Litoral
Universidad Técnica Particular de Loja

C bnla
www.utpl.edu.ec www.espol.edu.ec 4 y 5 de octubre del 2007
Overview of CMMI and
Software Process
Improvement
Nelson Piedra
Universidad Técnica
Particular de Loja

C bnla
www.utpl.edu.ec
Computer Science School - Intelligence Artificial Fundamentals 2007 Course
Agenda

 Overview of SW CMM and CMMI


 IDEAL Framework for Continuous Process Improvement
 Transition to CMMI L2: Several Considerations
 Evolution of CMMI
 IDEAL Experiences
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SW CMM and CMMI: KPAs and PAs Mapping
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SW CMM Structure

Maturity Levels

Contain
Process
Capability Indicate

Key Process Areas

Organized by

Achieve
Goals
Common Features

Contain
Address
Commitment to Perform
Ability to Perform Implementation or
Activities Performed Institutionalization Key Practices
Measurement and Analysis
Verifying Implementation
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Describe
Activities or
“The Capability Maturity Model: Guidelines for Improving Infrastructure
the Software Process”, SEI, (1995), Addison-Wesley
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CMMI Model Components

Process Area

Purpose Introductory Related


Statement Notes Process Areas

Specific Goals Generic Goals

Generic
Specific Practices
Practices Informative

Required

Typical Expected
Work Products Sub-practices Generic
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Practice Elaborations

“CMMI: Guidelines for Process Integration and Product Improvement”,


Chrissis, M.B., Konrad, M., Shrum, S. (2003), Addison-Wesley
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CMMI Staged and Continuous Representations
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“Improving and Integrating”, Phillips, M., SEPG 2003 Conference


Maturity Levels and Capability Levels
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“Improving and Integrating”, Phillips, M., SEPG 2003 Conference


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Cluster of PAs in CMMI Continuous Representation
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“Improving and Integrating”, Phillips, M., SEPG 2003 Conference


Cluster of PAs in CMMI Staged Representation
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“Improving and Integrating”, Phillips, M., SEPG 2003 Conference


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IDEAL Framework for Continuous Process Improvement

Evaluation &
Division
Goal Diagnosis
Setting BA/BU
Initiation

Evaluation & Area


Goal Diagnosis
Setting Local
Initiation

Local Team
Local Evaluation &
Goal Diagnosis
Setting (2)
(1) Performance
Planning
Improvement
Engine (3)
Implementation
(8) Commitment
Handshake
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Execution (7) (4)


Action Planning (5)
Team Deployment
(6)
Transition to CMMI: a Process Technology

 CMMI is a process technology and needs to be treated


as such for introduction purposes
 If you have been using the SW CMM as a base model
for continuous improvement, many of the norms, beliefs,
and values are similar to CMMI
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Transition to CMMI Level 2

 As an organization moves towards Level 2 CMMI several issues


begin changing in the Mangers/Practitioners world:
 Understanding who the stakeholders are and reaching common
understanding on project scope and requirements
 Negotiating changes with relevant stakeholders is based on impact
analysis
 Managing using a measurement-focused approach and implementing
proactive project controls
 Using requirements as a fundamental basis for planning and control
 Using risk management throughout the projects
 Communicating becomes vital to maintain the process going
 Identifying relevant stakeholders as the base for communication will
expand the scope of communication activities in the organization
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“Are you Prepared for CMMI?” S. Garcia, SEPG 2003 Conference


. . . Transition to CMMI Level 2

 Senior Managers:
 Focus on product requirements as the basis for planning
 Ask early for information about risks
 Make less commitments without adequate impact assessment
 Discourage firefighting and encourage fire prevention behaviors
 Have less dissatisfied customers
 Have more visibility into ability to meet project schedules and budgets
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“Are you Prepared for CMMI?” S. Garcia, SEPG 2003 Conference


. . . Transition to CMMI Level 2

 Program Managers:
 Are more involved in understanding the system and software
requirements and their impact on the product
 Higher visibility into project progress and risks
 Less large and unmanageable tasks
 Less ability to make un-negotiated commitments
 Less ability of accepting changes in requirements without making
adequate impact analysis

“Are you Prepared for CMMI?” S. Garcia, SEPG 2003 Conference


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. . . Transition to CMMI Level 2

 Practitioners:
 Higher degree of direct requirements-based estimation using historical
data
 More information available earlier in the project
 More focus on negotiating changes rather than “blindly” accepting
 More impact analysis on changes
 More information on how to get things done consistently
 Less overtime
 Less daily corrective action meetings late in the project
 Less firefighting

“Are you Prepared for CMMI?” S. Garcia, SEPG 2003 Conference


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Experiences are provided IDEAL Experiences
from the perspective of
being part of a Corporate
Initiation Experiences

 It is important to identify someone in the organization that is


genuinely interested in continuous process improvement (CPI)
 It is essential to have Senior Management support for establishing a
CPI program in the organization
 Performing an appraisal is just the beginning
 It is very important to discuss the business goals that will drive the
CPI program
 Initial high-level training on CMMI may be required for participants
in CPI program
 It is essential to establish a contact person or “site coordinator” to
begin planning
 A readiness analysis of the organization and relevant stakeholders
is very important
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 Initiation is not a “one-time” activity but a continuous activity of


“taking the pulse of the organization
 Document your experiences
Diagnostic Experiences (as Lead Appraiser)

 Establish good relationship with site coordinator


 Site coordinator may divide responsibilities
 Lead Appraiser must be proactive and forward thinking
 Site coordinator - Appraisal team member and change agent
 Develop a solid Appraisal Plan ahead of time
 Be prepared to have at least 12 revisions of the Appraisal Plan
 Even the most robust final plan will change – be prepared
 Communicate often with stakeholders (sponsor, site coordinator)
 Assemble the most competent Appraisal team you can
 Learn all details of CMMI Model while preparing the interview
questions
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. . . Diagnostic Experiences

 The Lead Appraiser is responsible to ensure right timing of activities


 Do not panic if things seem to be chaotic and out of control
 Maintain your sense of humor during the appraisal activity
 Be always positive and maintain the good spirit of the team
 Enjoy the whole experience
 Expect to encounter “lagoons of concentration” in team members and yourself
 Continue to talk with appraisal team to ensure smooth flow
 Reduce to the minimum reading questions during the interview session
 Expect to work long hours
 Make sure you meet with Senior Management to discuss final findings – do not
change them – ask for their support
 Discuss organization’s business goals
 Name of change Agent and critical dates for PIP should be established before
final findings presentation to personnel
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 Rehearse final findings presentation and stick to it when presenting


 Have a wrap-up session with the Appraisal Team and document experiences
Establishing Experiences

 Use organization business goals, final findings and CMMI Model to


develop a prioritized process improvement plan (PIP)
 Work closely with Change Agent and Senior Management to
develop a realistic PIP
 Make sure deadlines for approval of PIP are met
 Involve relevant stakeholders during the creation of the plan to
establish teams
 Use your Measurement and Analysis Process Area to define metrics
for key processes
 Set a date for a new appraisal in the PIP
 Continuously document your experiences
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Acting Experiences

 Establish a close relationship with Change Agent to ensure there is


a good communication
 Coach your Change Agent to act at a higher level of maturity than
the organization
 Make sure Change Agent feels as owner of PIP
 Change Agent will become the focal point for the creation of the
EPG
 Continuously monitor the organization readiness to the CPI program
 Continuously fine-tune organization dynamics to enhance readiness
for CPI program
 Bring value to your organization and Change Agent
 Continuously document events during Acting phase
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Leveraging Experiences

 Use your metric program and CPI phases phase


documentation to analyze lessons
 Set up meeting with relevant stakeholders to analyze the
efficiency of CPI approach
 Identify changes to enhance process and plan next
improvement cycle
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Universidad Técnica Particular de Loja
Escuela de Ciencias de la Computación
Nelson Piedra
http://nopiedra.wordpress.com
nopiedra@utpl.edu.ec

C bnla
www.utpl.edu.ec www.espol.edu.ec 4 y 5 de octubre del 2007

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