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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
Maturity Levels
Contain
Process
Capability Indicate
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
Cb
Describe
Activities or
“The Capability Maturity Model: Guidelines for Improving Infrastructure
the Software Process”, SEI, (1995), Addison-Wesley
Cb
CMMI Model Components
Process Area
Generic
Specific Practices
Practices Informative
Required
Typical Expected
Work Products Sub-practices Generic
Cb
Practice Elaborations
Evaluation &
Division
Goal Diagnosis
Setting BA/BU
Initiation
Local Team
Local Evaluation &
Goal Diagnosis
Setting (2)
(1) Performance
Planning
Improvement
Engine (3)
Implementation
(8) Commitment
Handshake
Cb
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
Cb
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
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
C bnla
www.utpl.edu.ec www.espol.edu.ec 4 y 5 de octubre del 2007