Quality Concepts within CMM

and PMI
G.C.Reddy
www.gcreddy.net
 Agenda
• An overview of CMM
• An introduction to PMBOK
• Malcolm Baldrige and ISO 9000
• How do they fit together?
 What is CMM?
• Capability Maturity Model
• Developed by the software community in 1986 with leadership
from the SEI.
• Has become a de facto standard for assessing and improving
processes related to software development
• Has evolved into a process maturity framework
• Provides guidance for measuring software process maturity
• Helps establish process improvement programs
 What makes up the CMM?
• The CMM is organized into five maturity levels:
– Initial
– Repeatable
– Defined
– Manageable
– Optimizing
• Except for Level 1, each maturity level decomposes into several key
process areas that indicate the areas an organization should focus on
to improve its software process.
 Continuously
Improving 5 - Optimizing
process

Predictable 4 - Managed
process

Standard,
3- Defined
Consistent
process

Disciplined 2 - Repeatable
process

1 - Initial
 Level 2 - Repeatable
• Key practice areas
– Requirements management
– Software project planning
– Software project tracking & oversight
– Software subcontract management
– Software quality assurance
– Software configuration management
 Level 3 - Defined
• Key practice areas
– Organization process focus
– Organization process definition
– Training program
– Integrated software management
– Software product engineering
– Intergroup coordination
– Peer reviews
 Level 4 - Manageable
• Key practice areas
• Quantitative Process Management
• Software Quality Management
 Level 5 - Optimizing
Key practice areas
Defect prevention
Technology change management
Process change management
 Interesting CMM Facts
• The number of companies using CMM to assess their software
management practices more than doubles every five years
(since 1987).
• Software Quality Assurance is the biggest obstacle for
organizations trying to move from level 1 to level 2.
• Organization Process Definition is one of the biggest obstacles
for organization trying to move from level 2 to level 3.
• On average, it takes an organization:
– 25 months to move from level 1 to 2
– 22 months to move from level 2 to 3
– 36.5 months to move from level 3 to 4
 More interesting facts…
• Only 1.2% of companies engaged in CMM have IT departments
with over 2000 employees. Of these large companies, 40% are
at CMM levels 3, 4 or 5.
• About 80% of companies engaged in CMM have IT
departments with less than over 300 employees. Oh these
smaller companies, 21% are at CMM levels 3, 4, or 5.
• About a third of companies engaged in CMM are located
overseas (primarily India), and are 3 times more likely to reach
CMM level 4 or 5 than US organizations.
• Only about 23% of organizations surveyed eventually move
from level 2 to level 3 or higher.
 What is PMBOK
• Project Management Book of Knowledge
• A virtual collection of processes and knowledge areas generally
accepted as best practices within Project Management
• A internationally recognized standard (IEEE Std1490-1998)
• Provides the fundamentals of project management, irrespective of the
type of project (software, construction, environmental, aerospace, etc.)
• Recognizes 5 basic process groups and 9 knowledge areas typical of
almost all projects
• Basic concepts applicable to all projects and programs (and
operations)
Project Management Process Groups

Initiating Planning
Processes Processes

Controlling
Processes Executing
Processes

Closing
Processes
 PM Process Groups
• Processes overlap and interact throughout a
project or phase
• Processes described in terms of:
– Inputs (docs,plans, designs, etc)
– Tools & Techniques (mechanisms applied to
inputs)
– Outputs (docs, products, etc.)
 PM Knowledge Areas

Project Project Project

Integration Scope Time
Management Management Management

Project Project Project

Cost Quality Human Resources
Management Management Management

Project Project Project

Communications Risk Procurement
Management Management Management
 PM Knowledge Areas
• Each knowledge area contains some or all of the
PM processes
• For example, Project Procurement Management
includes:
– Procurement planning processes
– Procurement administration (controlling) processes
– Procurement close-out processes
 Project Quality Management
• “all activities of the overall management
function that determines the quality policy,
objectives and responsibilities…”
• “implements them by means such as quality
planning, quality control, quality assurance,
and quality improvement, within the quality
system”
 Sections of ISO 9000
• Management responsibility • Inspection & Test Status
• Quality System • Control of Nonconforming Product
• Contract Review • Corrective & Preventive Action
• Design Control • Handling, Storage, Packaging,
• Doc/Data control Delivery
• Purchasing • Control of quality records
• Control of customer supplied product • Internal Quality Audits
• Product ID & traceability • Training
• Process Control • Servicing
• Inspection & testing
• Statistical Techniques
• Control of inspections
 ISO vs CMM
• CMM and the ISO 9000 series of standards share common concerns
with quality and process management.
• CMM emphasizes continuous improvement
• ISO deals with minimum criteria of quality systems
• An ISO 9001-compliant organization would not necessarily satisfy all of
the CMM level 2 key process areas (it would satisfy most of the level 2
goals and many level 3 goals.
• Some key practices in CMM that are not addressed in ISO 9000, it is
possible for a level 1 organization to receive 9001 registration; similarly,
there are areas addressed by ISO 9001 that are not addressed in the
CMM.
• A level 3 organization would have little difficulty in obtaining ISO 9001
certification
 ISO and Baldrige
• ISO is viewed as a subset of Baldrige
• Most areas covered in ISO are addressed in
“Category 6.0: Process Management”
• ISO is prescriptive about systems & docs;
Baldrige is less specific
 Compare & Contrast
• CMM - an effective framework for:
– modeling, defining, and assessing the maturity of the software processes used
within projects, programs and operations (business unit or enterprise)
– identifying the key practices that are required to increase the maturity of these
processes.
• Baldrige - an effective framework for:
– implementing & assessing the maturity of all processes used within operations
(business unit or enterprise).
• ISO 9000 – an effective framework for:
– Assessing the minimum requirements and processes for a quality management
system
• PMBOK – an effective framework for:
– modeling, defining and measuring the performance of processes used for
projects, programs and operations.
 Comparison
Feature CMM PMBOK Baldrige ISO 9000
Assesses process maturity yes no yes no
emphasizes continuous improvement yes yes yes no
provides self-assessments yes yes yes yes
applicable to projects software only yes no no
applicable to programs software only yes yes yes
applicable to organizations (operations) software only yes yes yes
requires a quality management system yes yes yes yes
 Summary
• CMM and PMBOK compliment each other
• CMM and Baldrige are similar in
objectives, but Baldrige is more
encompassing.
• CMM and ISO differ in their emphasis on
quality improvement.
 Future Developments
• OPM3 – Organizational Project Management Maturity Model – a
project underway by PMI
• ISO 15504
– deals with software process assessment, may effect the future
development of CMM
– Generates 9 process attributes, grouped into 6 capability levels