UTPL ESPOL October 2007 Course www.utpl.edu.ec www.espol.edu.ec

1. 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

3. 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

4. Agenda
Overview of SW CMM and CMMI

IDEAL Framework for Continuous Process Improvement

Transition to CMMI L2: Several Considerations

Evolution of CMMI

IDEAL Experiences

Cb

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6. SW CMM and CMMI: KPAs and PAs Mapping
Cb

7. SW CMM Structure
Maturity Levels
Contain
Process
Indicate
Capability
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
Cb
Describe
Activities or
Infrastructure
“The Capability Maturity Model: Guidelines for Improving
the Software Process”, SEI, (1995), Addison-Wesley

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9. CMMI Model Components
Process Area
Purpose Related
Introductory
Statement Process Areas
Notes
Specific Goals Generic Goals
Generic
Practices
Specific
Practices Informative
Required
Expected
Typical
Sub-practices
Work Products Generic
Cb
Practice Elaborations
“CMMI: Guidelines for Process Integration and Product Improvement”,
Chrissis, M.B., Konrad, M., Shrum, S. (2003), Addison-Wesley

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11. CMMI Staged and Continuous Representations
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“Improving and Integrating”, Phillips, M., SEPG 2003 Conference

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

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

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

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29. IDEAL Framework for Continuous Process Improvement
Division
Evaluation &
Goal Diagnosis
BA/BU
Setting
Initiation
Area
Evaluation &
Goal Diagnosis
Setting Local
Initiation
Team
Local
Local Evaluation &
Goal Diagnosis
Setting (2)
(1) Performance
Planning
Improvement
(3)
Engine
Implementation
Commitment
(8)
Handshake
Cb
Execution (7) (4)
Action Planning (5)
Team Deployment
(6)

30. 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
Cb

31. 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
Cb
“Are you Prepared for CMMI?” S. Garcia, SEPG 2003 Conference

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

33. . . . 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
Cb

34. . . . 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
Cb

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

36. 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
Cb
Initiation is not a “one-time” activity but a continuous activity of

“taking the pulse of the organization
Document your experiences


37. 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
Cb

38. . . . 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
Cb
Rehearse final findings presentation and stick to it when presenting

Have a wrap-up session with the Appraisal Team and document experiences


39. 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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Cb

40. 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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Cb

41. 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
Cb

42. 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