SEI's Capability Maturity Model Integrated (CMMI) Relative to ICM's CMII (Rev B)

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1 W H I T E P A P E R SEI's Capability Maturity Model Integrated (CMMI) Relative to ICM's CMII (Rev B) SUMMARY CMMI is built on a set of integrated processes and includes CM as a supporting process. The CM component, however, is derived from traditional CM which is not designed to accommodate change. CMMI is compromised accordingly. CM must accommodate change and keep requirements clear, concise and valid which enables other core processes to be reliable and efficient. The CM component in CMMI needs to be replaced with CMII. II CM Institute of Management The Home of CMII

2 CAPABILITY MATURITY MODEL INTEGRATED (CMMI) The Software Engineering Institute upgraded their software capability maturity model (software CMM) with CMMI in CMMI retains the five levels of maturity. Software is excluded from the new title and also from the topics within each of the five levels. The scope of CMMI is expanded to encompass a broader process-orientation. The principles are applicable in all environments, not just software. Software CMM (1993) Process-Oriented CMMI (2001) (5) Optimizing Defect Prevention Technology Change Management Process Change Management (5) Optimizing (Continuous Process Improvement) Organizational Innovation and Deployment Causal Analysis and Resolution (4) Managed Quantitative Process Management Software Quality Management (4) Quantitatively Managed (Quantitative Mgmt) Organizational Process Performance Quantitative Project Management (3) Defined Organization Process Focus Organization Process Definition Training Program Integrated Software Management Software Product Engineering Intergroup Coordination Peer Reviews (3) Defined (Process Standardization) Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Risk Management Integrated Teaming Decision Analysis and Resolution Organizational Environment for Integration (2) Repeatable Requirements Management Software Project Planning Software Project Tracking and Oversight Software Subcontract Management Software Quality Assurance Software Management (2) Managed (Basic Project Management) Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Management (1) Initial (1) Initial CMMI Overview - Tutorial - V1.0 Module 2 page 13 by Carnegie Mellon University 2001 (Right half only) 2 of 8

3 A ten-module, Carnegie Mellon tutorial for CMMI contains provisions for configuration management in Part 2 of Module 4. Module 1 CMMI Module 2 CMMI Overview Module 3 Representation Module 4 Process Areas Part 1 SE/SW/IPPD Process Areas Part 2 Support Process Areas Management Process and Product Quality Assurance Measurements and Analysis Etc. Part 3 Engineering Process Areas Part 4 Process Management Process Areas Part 5 Integrated Product and Process Development Module 5 Acquisition Module 6 CMMI vs. CMM Module 7 CMMI vs. EIA/IS 731 (Systems Engineering Capability Model) Module 8 Assessments Module 9 Training Suite Module 10 Challenges for the Future management is recognized as one of three basic support process areas which support the other (major) process areas. Basic Support Process Areas Measurements and Analysis All Process Areas Processes and Work Products QA Items, Change Requests CM Baselines, Audit Reports CMMI Overview - Tutorial - V1.0 Module 4 Part 2 page 6 by Carnegie Mellon University of 8

4 An expanded graphic of the CM process is provided as shown below. The best practice features of a closed-loop process are clearly missing. The four traditional CM functions identification, change control, status accounting and audit are the framework for the CM process. It is noted that this approach evolved in the defense environment where customers paid for development and took ownership of the design. The change process, in that case, was very formal, rigid and restrictive. Ability to accommodate change was not a goal. The viability of the CMMI model is compromised to the degree that the ability to accommodate change is missing. For a change process to be efficient, information to be changed must be properly identified, structured, linked and owned. This emphasis is also missing. Management Context Establish Baselines Identify Items Establish a CM System Management System Change Request Database Change Requests Establish Integrity Establish CM Records Perform Audits Status Audit Reports Action Items Create or Release Baselines Track and Control Changes Track Changes Control Changes CMMI Overview - Tutorial - V1.0 Module 4 Part 2 page 7 by Carnegie Mellon University of 8

5 CM, AS REINVENTED, UNDER CMII management is a multifaceted process with many elements. Those elements are often fragmented and may exist under various names. Each element is important in its own way. With CMII, they are brought together under one umbrella and integrated into one cohesive unit. Overall effectiveness, before and after integration, is measured by the ability to accommodate change and keep released information clear, concise and valid. As information integrity improves, the need for corrective action declines. As corrective action declines, real improvements become increasingly robust. To "reinvent CM" is to provide a better business process infrastructure and thereby enable other core business processes to be more reliable and efficient. The reinvented CM process provides an essential infrastructure that is missing in CMMI (and its European equivalent, SPICE). CMII Project Management, Product Development, Life-Cycle Support, Etc. (planning and business decisions) Management (business process infrastructure) Requirements Management Change Management Release Management Data Management Records Management Document Control Library Management Quality Assurance (validation) Building the right product? (verification) Building the product right? 5 of 8

6 PROJECT MANAGEMENT: TWO CYCLES, NOT ONE The project management cycle (plan, do, study and act) is ideal for demonstrating the proper role of CM and how key elements should be integrated. First, it must be recognized that project management is two cycles, not one. A requirements cycle coexists with a physical item cycle. The physical item cycle is driven by the requirements cycle. Quality assurance activities (validation and verification) have their proper place in each cycle. Requirements must lead and physical items must conform. A fast and efficient change process is a prerequisite. PLAN DO Validate & Release Schedule and Baseline Work Authorizations Perform Work Requirements Physical Items Upgrade Documents & Data ECNs CRB Change Review Board ECRs Verify Conformance ACT STUDY Project Management, Product Development, Life-Cycle Support, Etc. (planning and business decisions) Management (business process infrastructure) Requirements Management Change Management Release Management Data Management Records Management Document Control Library Management Quality Assurance (validation) Building the right product? (verification) Building the product right? 6 of 8

7 KEYS TO CM AND INFORMATION MANAGEMENT Again, a change process cannot be fast and efficient change if the information being changed is not properly identified, structured, linked and owned. Baselines are the ideal place to maintain and display the structure for each model and the linkages from each item at each level to its supporting documents. Physical item hierarchies provide the ideal framework for dividing huge amounts of design and process information into manageable increments. Once baselines and their content are properly established, it is then possible to design the change process in a manner that optimizes speed and integrity. The appropriate change process is closed-loop (to enhance integrity) and includes a fast-track feature (to enhance speed). Speed and integrity are further optimized by ensuring that each information set is co-owned by its assigned creator and one or more designated users. The potential benefits of CMMI will remain compromised until its CM component is upgraded accordingly. CMII Baseline (always clear, concise and valid) Items and Documents Forms and Records Metadata Designed to be fast and efficient Closed- Loop Change Process 7 of 8

8 CM II Institute of Management (480) Institute of Management, Inc. All trademarks, trade names, service marks and logos referenced herein belong to their respective companies. Printed in the U.S.A.

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