CMMI Project Team

Awareness Training
On
CMMI Initiative
SEPG
YASH TECHNOLOGIES
PVT LTD
Hyderabad

Faculty : <Faculty Emp ID>

Duration: <Duration of training>
 CMMI Project Team

Objectives of Training
Familiarize with concepts of
– CMMI models
– Nomenclature used
– Contents and interpretation
– Process improvements

Familiarize with Yash’s Approach For CMMI

– Initial gap analysis
– External services from CQAL for implementation &
Assessment
– Broad roadmap
– Where we are
 CMMI Project Team

Benefits to the participants at the end of the

program
•Awareness of the CMMI model and its comparative features
with ISO

•Fair understanding of the CMMI model components,

capability maturity levels
•A knowledge of how to access the model and its components
to follow while executing specific tasks

•Effectively practice and contribute in the CMMI initiatives at Yash..

 CMMI Project Team

Participants / Pre requisites

•This is an introductory level awareness program

intended for all employees at Yash.

•No specific background other than practicing ISO

– 9001:2000 based QMS is expected.
 CMMI Project Team

Contents

•Quality standards / models and their relevance to our operations

•Capability maturity models, evolution of CMMI
•Comparative study of ISO and CMMI

•CMMI Representations
•CMMI Model Structure, Components
•Maturity levels, Disciplines, Process Areas
•One process area details – ref to PDF and its structure

•ISO- CMMI Integrated quality system

•QMS – CMMI model Mapping
•Audits and Assessments
•CMMI Initiatives at YASH
•Action plans
 CMMI Project Team

Why Quality models and Standards

Organizations choose to adopt a model or standard for any
or all of the following reasons:

Satisfy business goals and objectives

Requirements are imposed by customer(s)

For competitive reasons

As a guide (roadmap) for continuous improvement

The most notable are:

ISO 9001

Capability Maturity Model Integration (CMMI)

Six Sigma

TQM
 CMMI Project Team

Model Selection
Quality models are designed for specific purposes.

ISO 9001:2000 - Standard is a quality standard which can be adopted by

any organization - software, manufacturing, services etc. It gives a basic
framework for the process implementation in the organization.

CMMI - Capability Maturity Model Integration, is more specific to software

industry to evaluate a software contractor’s capability to deliver quality
software.

Six Sigma Quality - Motorola developed a concept called “Six Sigma

Quality” that focuses on defect rates, only 3.4 items per million are outside
of the acceptable level.

TQM - Strategic, integrated management system for achieving customer

satisfaction, which involves all managers and employees and uses
quantitative methods to continuously improve an organization's processes.
 CMMI Project Team

What is CMMI?
• CMMI is:
– a model that provides a set of best practices that address productivity,
performance, costs, and stakeholder satisfaction
– a model which provides a structured view of process improvement across
an organization
• CMMI can help:
– set process improvement goals and priorities
– provide guidance for quality processes
– provide a yardstick for appraising current practices
• CMMI is NOT:
– a set of “bolt-on processes” that last only as long as the wheel is
squeaking. CMMI provides a consistent, enduring framework that
accommodates new initiatives.
– restricted to a single discipline (i.e. Software Engineering or Systems
Engineering). CMMI focuses on the total software intensive system
problem and integrates multiple disciplines into one process-improvement
framework that eliminates inconsistencies and reduces duplication
 CMMI Project Team

CMMI History
 CMMI Project Team

CMMI History
• In 1987 a study was conducted by the Dept. of Defense (DOD).
– 17 projects
– Estimated duration of 28 months
– Actual duration exceeded estimate by an average
of 20 months
• DOD worked with the Software Engineering Institute
(SEI) to develop a model to improve the development
process. CMM was implemented in 1991.

• CMMI came about in 1997 as an integration of 3 different models.

 CMMI Project Team

So Many CMM Models Lead to Confusion

Software People CMM v1.0 was developed in August
CMM CMM 1991 by SEI for Software industry

Systems •Different structures, formats, terms, ways of

IPD measuring maturity
CMM Engr
CMM
•Causes confusion, especially when using more
than one model
Software Systems
Acq Security
CMM Engr •Hard to integrate them in a combined improvement
CMM program

FAA •Hard to use multiple models in supplier selection

iCMM
 CMMI Project Team

CMMI Models
Source Models

• Capability Maturity Model

for Software (SW-CMM)
• System Engineering
Capability Model (SECM) CMMI Model
• Integrated Product
Development Capability
Maturity Model (IPD-
CMM)

CMMI V 1.1: An integrated model of the above - released in 2002

CMMI V 1.2 is scheduled in Aug 2006

 CMMI Project Team

Disciplines
CMMI model encompasses
• Systems engineering (SE)
– Covers the development of total systems, which may or may not include
software
– Focus on transforming customer needs, expectations, and constraints into
product solutions and supporting those product solutions throughout the
product life cycle
• Software (SW)
– Covers the development of software systems
– Focus on applying systematic, disciplined, and quantifiable approaches to the
development, operation and maintenance of software
• Integrated Product/Process Development (IPPD)
– Covers the Teaming aspects in a project
– Addresses organizational support requirements for establishing and
maintaining successful teams
• Supplier Sourcing (Acquisition)
– Proactive management of suppliers
 CMMI Project Team

Comparative Study of ISO and CMMI

General Differences between ISO and CMMI:
ISO 9001 - 2000 CMMI

Standard Model

Broad Direction Detailed

One set of Requirements to be satisfied. Progressive steps

No Guidelines for implementation Institutionalization and guidance

Designed specifically for software

Not specific to software organizations.
organizations.
 CMMI Project Team

TEST
CMMI – Is it a standard or a model?

Model - A model is a simplified representation, which contains all the essential

elements.

List the four disciplines of CMMI Model.. What is YASH’s option?

SE, SW, IPPD, SS: Yash opted for SE/SW

One disadvantage with CMM model

So many models causing confusion

Specify 2 differences between ISO and CMMI

Standard,Model; Not specific to software organizations, specific for

SW organizations
 CMMI Project Team

Representations
Two representations

–Staged: Focus is on a Maturity Level by mastering sets of

Process Areas that are grouped into 5 Maturity Levels

–Continuous: Focus is on selected portions of Process Areas

to achieve a Process Capability Level
 CMMI Project Team

CMMI–Overview: Staged Representation

Maturity is measured at the organization level satisfying the

requirements of a set of process areas.

An organization assessed for a certain maturity level satisfies the

requirements of all the levels below, including the assessment
level.

Focus on process improvement Optimizing

5 (2)
Process measured and controlled Quantitatively Managed
(2)
4
Process characterized for the organization and is proactive Defined
3 (14)
Process characterized for projects and is often reactive Managed
(7)
2

Process unpredictable, poorly controlled and reactive Performed

1
 CMMI Project Team

CMMI – Overview: Continuous Representation

•Capability measured at the individual process level

•An organization can be assessed for specific process areas at specific

capability levels
5

Capability
5 Optimizing
4
4 Quantitatively Managed 3
3 Defined 2
1
2 Managed
0

1 Performed
REQM PP PMC etc
0 Incomplete
Process Area
Capability Levels
An Example

•Yash has opted for Staged model of CMMI SE/SW.

 CMMI Project Team

CMMI Model Components(Structure)

 CMMI Project Team

Model Components
• Process Areas: A process area is a cluster of related
practices
• Specific Goals: Address the unique characteristics that
describe what must be implemented to satisfy the
process area.
• Specific Practices: An activity that is considered
important in achieving the associated specific goal.
• Common Features: Four common features organized as
the generic goals and practices of each process
Commitment to Perform (CO)
Ability to Perform (AB)
Directing Implementation (DI)
Verifying Implementation (VE)
 CMMI Project Team

Model Components(Cont’d)

• Typical Work Products: Output from a specific or generic

practice.
• Sub practices: Detailed descriptions that provide guidance for
interpreting specific or generic practices.
• Generic Goals: Are called “generic” because the same goal
statement appears in multiple process areas.
• Generic practices: Are categorized by generic goals and
common features and are expected components in CMMI models.
 CMMI Project Team

Maturity Levels
 CMMI Project Team

Level 1 : “Initial” - Success depends on heroes

Good performance is possible - but
•Requirements often misunderstood, uncontrolled
•Schedules and budgets frequently missed
•Progress not measured
•Product content not tracked or controlled
“Ju
•Engineering activities nonstandard, inconsistent Tig st se
er n
•Teams not coordinated, not trained “Sc
he Te d in
run dules am the
ev e ”
•Defects proliferate ryth
ing”

“Processes limit my creativity”

“Processes don’t help my delivery schedule”

 CMMI Project Team

Level 2: “Managed” – Establishing Basic PM Control

CLARIFY REQUIREMENTS 7 Process Areas
•Baseline the product requirements Requirements Management
(REQM)
DOCUMENT PLANS
Project Planning
•Estimate project parameters,
(PP)
•Develop plans and processes
TRACK PROGRESS Project Monitoring and Control (PMC)
•Measure actual progress to enable
timely corrective action
Measurement & Analysis(M&A)
•Measure for mgmt. info needs
•Verify adherence of processes Process & Product Quality Assurance
and products to requirements (PPQA)
CONTROL PRODUCTS Configuration Management (CM)
•Identify and control products,
changes, problem reports
•Select qualified suppliers / Supplier Agreement Management (SAM)
vendors; manage their activities
 CMMI Project Team

Level 3: “Defined” – Standardizing the Org’s Processes

ENGINEER THE PRODUCT
•Clarify customer requirements
•Solve design requirements; develop
implementation processes
•Assemble product components,
deliver
•Ensure products meet requirements
•Ensure products fulfill intended use
•Analyze decisions systematically
MANAGE THE PROCESSES
•Identify and control potential
problems
PROVIDE ORG. INFRASTRUCTURE
•Establish org. responsibility for PI
•Define the org. best practices
•Develop skills and knowledge
11 Process Areas
•Requirements Definition(RD)
•Technical Solution (TS)
•Product Integration(PI)
•Verification(Ver)
•Validation (Val)
•Decision Analysis & Resolution (DAR)
•Integrated Project Mgmt (IPM)
•Risk Management(RSKM)
•Org. Process Focus(OPF)
•Org. Process Definition (OPD)
•Org. Training (OT)
 CMMI Project Team

Level 4: “Quantitatively Managed” - Quantitative analysis

of processes and products for monitoring and control
MANAGE PROJECTS
QUANTITATIVELY
•Statistically manage the 2 process Areas
project’s processes and sub-
processes Quantitative Project Management
(QPM)
MANAGE THE
ORGANIZATION
QUANTITATIVELY
•Understand process Organizational Process Performance
performance; Quantitatively (OPP)
manage the organization’s
projects
 CMMI Project Team

Level 5: “Optimizing” – Institutionalizing process

improvement
OPTIMIZE PERFORMANCE 2 Process Areas
•Identify and eliminate Causal Analysis and Resolution
the cause of defects early (CAR)

ADOPT IMPROVEMENTS Organizational Innovation &

•Identify and deploy new tools Deployment (OID)
and process improvements to
meet needs and business
objectives
 CMMI Project Team

Sample Level 1 Organization

Few Processes in Place

The
TheOrganization
Organization
Top Management
Dept. A Dept. B Dept. C
Middle
Management Div. AA Div. BB

Project
Project 1 Project 2 Project 3 4
Projects

Processes
 CMMI Project Team

Sample Level 2 Organization

many processes in place; but they are project-specific

The
TheOrganization
Organization
Top Management
Dept. A Dept. B Dept. C
Middle Management Div. AA Div. BB

Projects Project
Project 1 Project 2 Project 3 4

Processes
 CMMI Project Team

Sample Higher- Level Organization

Processes based on organization’s Process Asset Library (PAL)

Process Asset Library The

TheOrganization
Organization
Approved life cycles
Standard processes YASH
Tailoring guidelines
Process database
Related documents Dept. A Dept. B Dept. C

Div. AA Div. BB

Project 1 Project 2 Project 3 Project 4

Projects

Processes
 CMMI Project Team

Mapping of PA’s – 5 Levels

 CMMI Project Team

Process Areas
Maturity Level - 2 Process Areas
•Requirements Management
•Project Planning
•Project Monitoring and Control
•Supplier Agreement Management
•Measurement and Analysis

•Process and Product Quality Assurance

•Configuration Management

Maturity Level - 3 Process Areas
•Requirements Development
•Technical Solution
•Product Integration
•Verification
•Validation
•Organizational Process Focus
•Organizational Process
Definition
CMMI Project Team
•Organizational Training
•Integrated Project Management
•Risk Management
•Integrated Teaming
•Org. Environment for Integration
•Integrated Supplier Management
•Decision Analysis and Resolution
 CMMI Project Team

Maturity Level - 4 Process Areas

•Organizational Process Performance

•Quantitative Project Management

Maturity Level - 5 Process Areas

•Organizational Innovation and Deployment

•Causal Analysis and Resolution

 CMMI Project Team

Four Categories of CMMI Process Areas

• Process Management
• Project Management
• Engineering
• Support
 CMMI Project Team

Process Areas Organized by Category

 CMMI Project Team

Example: Structure of the CMMI - Project Planning PA

Purpose: Establish and maintain plans that define project activities

Goals Practices
SG1 Estimates of project 1.1 Estimate the scope of the project
planning parameters 1.2 Establish estimates of work product
and task attributes
are established and
1.3 Define project life cycle
maintained 1.4 Determine estimates of effort and cost
2.1 Establish the budget and schedule
SG2 A project plan is 2.2 Identify project risks
established and 2.3 Plan for data management
maintained 2.4 Plan for project resources
2.5 Plan for needed knowledge and skills
2.6 Plan stakeholder involvement
2.7 Establish the Project Plan
3.1 Review plans that affect the project
SG3 Commitments to the
3.2 Reconcile work and resource levels
plan are established
3.3 Obtain plan commitment
GG2 The process is
institutionalized as a (see 10 generic practices)
managed process
 CMMI Project Team

Generic Goals
A generic goal describes what institutionalization
must be achieved to satisfy a process area.
Each process area at maturity level 2 contains the
following generic goal:
GG 2 Institutionalize a Managed Process
Each process area at maturity level 3 or higher
contains the following generic goal:

GG 3 Institutionalize a Defined Process

 CMMI Project Team

4 Common Features
Common features are model components that are not
rated in any way. They are only groupings that
provide a way to present the generic practices.

1. Commitment to Perform (CO): Creating policies and securing

sponsorship.
2. Ability to Perform (AB): Acquiring resources
3. Directing Implementation (DI): Managing the performance of
the process, integrity of its work products, and involving
relevant stakeholders.
4. Verifying Implementation (VE): Review by higher level
management and objective evaluation of conformance to
process descriptions, procedures, and standards.
 CMMI Project Team

Generic Practices Listed by Common Feature

Generic Goal 2 (GG2)
• GP2.1 Establish an organizational Policy(CO1)
• GP2.2 Plan the process(AB1)
• GP2.3 Provide Resources(AB2)
• GP2.4 Assign Responsibility(AB3)
• GP2.5 Train the people(AB4)
• GP2.6 Manage Configurations(DI1)
• GP2.7 Identify and Involve Relevant Stake holders(DI2)
• GP2.8 Monitor and Control the process(DI3)
• GP2.9 Objectively Evaluate Adherence(VE1)
• GP2.10 Review Status with Higher level Management(VE2)

Generic Goal 3(GG3)

•GP3.1 Establish a Defined Process(AB5)

•GP3.2 Collect Improvement Information(DI4)

GP’s vs. PA’s and explanation
Generic Goal/Generic
Practices
GP 2.1 (CO 1) Establish an
Organizational Policy
GP 2.2 (AB 2) Plan the Process
GP 2.3 (AB 2) Provide Resources
CMMI Project Team
Process Elaboration
Area
RM This policy establishes organizational expectations for
managing requirements and identifying inconsistencies
between the requirements and the project plans and work
products.
PP This policy establishes organizational expectations for
estimating the planning parameters, making internal and
external commitments, and developing the plan for
managing the project
PP The plan called for in this generic practice would address the
comprehensive planning for all of the specific practices in
this process area, from estimating the scope of the project
all the way to obtaining commitment for the project plan. In
other words, this generic practice calls for one to “plan the
plan.”
OPP This plan for performing the organizational process
performance process may be included in or referenced by
the organization's process-improvement plan
PMC Examples of Resources:Cost tracking systems, Effort
reporting systems, Action-item-tracking systems, Project
management and scheduling programs

GP’s vs.PA’s and explanation cont’d
Generic Goal/Generic
Practices
GP 2.3 (AB 2) Provide Resources
GP 2.5 (AB 5) Train People
GP 2.6 (DI 1) Manage Configurations MA
CMMI Project Team
Process Elaboration
Area
MA Measurement personnel may be employed full time or part
time. A measurement group may or may not exist to support
measurement activities across multiple projects.
TS Examples of training:
Application domain of the product and product components,
Design methods, Interface design, Unit testing techniques,
Standards (e.g., product, safety, human factors,
environmental
PI Examples of training:
Application domain, Product integration procedures and
criteria, Organization's facilities for integration and
assembly, Assembly methods, Packaging standards
Examples of work products:
Specifications of base and derived measures, Base and
derived measurement data sets, Data analysis tools
CM Examples of work products:
Access lists, Change status reports, Change request
database, CCB meeting minutes, Archived baseline
 CMMI Project Team

Common Terminology with Special Meaning

• Customer: Responsible for accepting the product or for authorizing
payment.
• Stakeholder: Stakeholders may include project members, suppliers,
customers, end users, and others.
• Work Product: Any artifact produced by a process.
• Tailoring Guidelines: Tailoring guidelines cover (1) selecting a standard
process, (2) selecting an approved life-cycle model, and (3) tailoring the
selected standard process and life-cycle model to fit project needs.
• Verification: Verification confirms that work products properly reflect the
requirements specified for them.
• Validation: Confirms that the product, as provided, will fulfill its intended
use.
 CMMI Project Team

CMMI Model Components

Process Areas (25 )
• Specific Goals ( 45 )
• Specific Practices (165 )
• Generic Goals ( 125 )
• Generic Practices ( 425 )
 Typical Work Products ( 396 )
 Sub-practices (718 )
 Notes
 Discipline Amplifications
 Generic Practice Elaborations
 References
Total 25 Process Areas – 21 for SE/SW, 3 for IPPD, 1 for SS
 CMMI Project Team

CMMI - More Details

SEI PDF file:
Adobe Acrobat
Document
 CMMI Project Team

Navigate through CMMI PDF file for a process area

Compare existing QMS activities with CMMI PA’s,Specific
goals, sp. Practices and work products
 CMMI Project Team

ISO – CMMI Integrated Quality System

Below specified site will be used for ISO/CMMI implementation

http://intranet.yashind.com/QMS-Docs/QMS-Portal/Home.htm
 CMMI Project Team

CMMI- QMS(ISO) Mapping

Level Practice Area QMS Procedure
Level 2 Requirements Management PRP-004 Requirements Management Procedure
PRP-010 Change Management Procedure

Project Planning PRP-001Software Estimation Procedure

PRP-015 Project Initiation Procedure PRP-
017 Data Collection and Storage Procedure PRP-
020 Project Planning Procedure PRP-022
Risk Management Procedure

Project Monitoring and PRP-013 Project Monitoring and Control Procedure

Control
Supplier Agreement FCM-001 Maintain Approved Supplier’s List
Management Procedure
FCM-002 Purchase Products and Services
Procedure
FCM-003 Receive the Purchase Materials

Measurement and Analysis PRP-012 Project Quality Management Procedure

PRP-013 Project Monitoring and Control Procedure
 CMMI Project Team

CMMI- QMS(ISO) Mapping(Cont’d)

Level Practice Area QMS Procedure

Level 2 Process and Product CQS-006 Internal Quality Audit Procedure
Quality Assurance

Configuration PRP-011 Software Configuration Management

Management procedure
PRP-010 Change Management Procedure
 CMMI Project Team

CMMI- QMS(ISO) Mapping(Cont’d)

Level Practice Area QMS Procedure
Level 3 Requirements PRP-004 Requirements Management Procedure
Development PRP-005 High Level Design procedure
PRP-023

Technical Solution PRP-005 High Level Design procedure PRP-

006 Low Level Design procedure PRP-007
Coding Procedure

Product Integration PRP-021 Product Integration Procedure

Verification PRP-008 Reviews Procedure

PRP-012 Quality management Procedure

Validation PRP-009 Testing procedure

PRP-012 Quality management Procedure
 CMMI Project Team

CMMI- QMS(ISO) Mapping(Cont’d)

Level Practice Area QMS Procedure
Level 3 Organizational Process CQS-001 Organizational Process Improvements
Focus Procedure
CQS-005 QMS Implementation
Organizational Process CQS-002 QMS Establishment and Maintenance
Definition Procedure
CQS-003 Control of Documents
CQS-004 Control of Records Procedure

Organizational Training TRN-001Training Needs Assessment and Planning

Procedure
TRN-002 Organize Training procedure
TRN-003 Training Evaluation and Follow-up Procedure

Risk Management PRP-022 Risk Management Procedure

Org. Environment for PRP-021Product Integration Procedure

Integration
Organization Process CQS-008 Organization Process Performance &
Performance Measurement Procedure
 CMMI Project Team

CMMI- QMS(ISO) Mapping(Cont’d)

Level Practice Area QMS Procedure
Level 4 Quantitative Project Management PRP-020 Project Planning Procedure

Decision Analysis and Resolution CMN-002 Decision Analysis and Resolution

Procedure

Level 5 Organizational Innovation and CQS-009 Continual Improvements and

Deployment Deployment

Causal Analysis and Resolution PRP-012 Project Quality Management

Procedure
PRP-020 Project Planning Procedure
 CMMI Project Team

Audits and Assessments

• Internal Audits
– ISO – Internal quality auditors (trained by SEPG)
– CMMI – Assessment Team Members (trained by SEI
authorized consultant)
• Audit Analysis Reports/Noncompliance reports
• Corrective Actions
• Review the activities, status, and results with higher
level management
 CMMI Project Team

CMMI Initiatives at YASH

CMMI - ISO
• Can we all just get along? - Yes
• ISO and CMMI have different architectures,
different languages and different appraisal methods
• SEPG Team Identified gaps in QMS procedures/templates
• Changed QMS Procedures and templates
• Conducted gap analysis by external lead assessor
• Updated procedures and templates to be reviewed by PAT
team
 CMMI Project Team

Our Implementation Action Plans

Plan for CMMI Implementation

Microsoft Excel
Worksheet
 CMMI Project Team

Assessments for CMMI Implementation

SCAMPI Method: Standard CMMI Assessment Method for Process Improvement
The SCAMPI Method is a diagnostic tool that supports, enables, and encourages an
organization’s commitment to process improvement.
CMMI Appraisals
•SCAMPI Class C Appraisal:SCAMPI C appraisals are shorter and more flexible than SCAMPI A
and B appraisals and are conducted to address a variety of special needs, from a quick gap
analysis to determining an organization's readiness for a SCAMPI A.

•SCAMPI Class B Appraisal: A SCAMPI B is called for when an organization needs to assess its
progress towards a target CMMI Maturity Level, but at a lower cost than a SCAMPI A. SCAMPI B
appraisals provide detailed findings and indicate the likelihood that the evaluated practices would
be rated as satisfactorily implemented in a SCAMPI A appraisal.
•SCAMPI Class A Appraisal: Conducted when an organization has implemented a number of
significant process improvements and needs to formally benchmark its process relative to the CMMI.
A SCAMPI A is the only appraisal method that provides CMMI Maturity Level or Capability Level
ratings.

Comparison of Assessments for CMMI vs. ISO
CMMI
ATM training will be given to identified
members from external resources to assist
the external consultant for CMMI
assessments.
No surveillance audit right now, in future
after 3 years of achievement of CMMI
Internal periodical assessments will
be conducted by ATM members
Process improvement will occur after
fulfilling the all PA’s, SG’s, SP’s,
GG’s and GP’s
CMMI Project Team
ISO
Internal Training will be given to
identified members to do internal audits.
Every year surveillance audit will be
conducted.
Internal audits will be conducted by
internal auditors.
The organization shall continually improve
effectiveness of QMS through the use of the
quality policy, objectives, audit results,
analysis of data, corrective and preventive
action and management review (Clauses
from 4 to 8)
 CMMI Project Team

Various Browsing Tools for CMMI

http://www.teraquest.com/cmmi

http://www.wibas.de/cmmibrowser/index.php
 CMMI Project Team

Question paper