Capability Maturity Model Integratoin (CMMI) and its Assessment Process

Transcription

1 Capability Maturity Model Integratoin (CMMI) and its Assessment Process Martin Höggerl Bernhard Sehorz Seminar in Computer Science 2005/2006 Prof. W. Pree

2 Contents Introduction Overview of CMMI CMMI and ISO/IEC Assessing CMMI 1

3 Introduction The three factors in software development: 7 Process People Process struggles to be accepted Technology 2

4 Process Improvement As the process factor gains more acceptance, various process models are being developed Organizations seek to improve software quality by improving their development process CMMI is one of the process models available 3

5 A Short History of CMMI The Software Engineering Institute of Carnegie Mellon University develops CMM during the late 1980s Success causes various CMMs to be developed CMMI aims to integrate some of those Result: A model framework and an initial set of integrated models 4

6 Structural Elements in CMMI 25 Process areas (PAs): Each PA denes a set of goals and a set of practices Specic and generic goals: Generic goals (GGs) are valid for all PAs; specic goals (SGs) are specic to a certain PA Specic and generic practices (SPs/GPs): Are supposed to satisfy the respective goals 5

7 Example Process area: Requirements management Includes single SG Manage requirements and 5 SPs, including: 1. Obtain an understanding of requirements 2. Obtain commitment to requirements 6

8 CMMI Representations Continous: Grades each PA by assigning capability levels but not the process as a whole Staged: Grades the process as a whole by assigning maturity levels Comparison: Focus on the PA vs. focus on the whole organization exible vs. static order of PAs in process improvement ne grained vs. coarse grained rating 7

9 CMMI and ISO/IEC ISO/IEC and SPICE Goals of SPICE Assist standardization eort User trials to gain experience Create market awareness 8

10 Dierences (1) Process categories CMMI ISO/IEC Engineering Engineering Support Support Project Management Management Process Management Organisation Customer-Supplier 9

11 Dierences (2) Processes without equivalent in CMMI CUS.4 (Operation Process) SUP.7 (Audit Process) MAN.1 (Management Process) ORG.4 (Infrastructure Process) ORG.6 (Reuse Process) 10

12 Dierences (3) Representation CMMI: staged, continuous ISO/IEC : continuous Organizational capability Role of lead assessor 11

13 The Assessment Team Lead assessor requirements Introduction to CMMI training Assessment team experience Advanced CMMI training SCAMPI lead assessor training or upgrade training (for current lead assessors) 12

14 The Assessment Team Assessment team requirements Understanding for the organization's business Solid software engineering background Management experience Experience in measurement, quality assurance Each assessment team member should be willing and able to work on an assessment team 13

15 Examples for CMMI Assessments Example 1 : CMMI Assessment for HNIT Consulting Engineers by Students from the University of Iceland Example 2 : CMMI-based Assessments Conducted for AVL Graz Instrumentation Test Systems by Kasse Initiatives 14

16 Example 1 Company : SW-Department of HNIT Consulting Engineers About the assessment team: Guðlaugur Kr. Jörundsson Sveinbjörn Guðmundsson Martin Höggerl 15

17 Example 1 Timeframe : 2.5 weeks Process Areas Requirements Management (REQM) Measurement and Analysis (MA) Conguration Management (CM) 16

18 Example 1 Preparation Presentation of CMMI concept Preparation time for company (collect evidence) Assessment (2 hours) Presentation evidence (take notes) Discussion Results (rating, levels) 17

19 Example 2 Company : AVL Graz Instrumentation Test Systems About the assessment team: Lead Assessor was a Senior or Principal Consultant with Kasse Initiatives Assessment Team Coordinator was the same for all ve sites All AVL business sites had core assessment team members who attended the SEI Intro to CMMI 18

20 Example 2 Preperation : Questionnaires about the company about readiness to change something about structure of the organization about documented processes 19

21 Example 2 Online review of documented processes Process-owners give presentation Questions could be Clarify/Expand a point Go to referenced document/template/guideline Why was this information placed here Show example projects 20

22 Example 2 Advantages of Online review Reduces the time required to accomplish a detailed look at the documented processes The ones presenting the process are experts in where important ideas are located within the document Any issue can be required to be reviewed again with little loss of time Having experts describe their documented processes reduces the risk of long debates over the value of the documented processes 21

23 Example 2 Presenting the results Presenting the Goals of the assessment Presenting the SCOPE of the assessment Presentation of the Generic Practices for the set of process areas Presentation of the process areas in terms of Plus Points, Weaknesses and Recommendations Presentation of background of related process areas that were not assessed (possible dependencies) 22

24 Thank you for your attention! 23