1	The CMM Integration Project Dr. Jack R. Ferguson Dr. Rick Hefner CMMI Project Manager Assessment Team Co-Lead
2	Objectives Present the background and current status of the CMM Integration Project Discuss structure and sample content of the new maturity models Discuss timeline for public release of the models and pilot assessments Discuss transition from the current maturity models and assessment methods
3	Agenda Introduction Dr. Jack Ferguson (SEI) Background Design Approach Comparison to SW-CMM v1.1 Dr. Rick Hefner (TRW) Comparison to EIA IS 731 (SECM) Assessment Methodology Comment Process Dr. Jack Ferguson (SEI) Transition Process Discussion
4	Background Dr. Jack Ferguson Objectives Review project objectives Review key requirements and source material Discuss CMMI project team Compare and contrast current maturity models CMM for Software, SECM, IPD-CMM Staged, continuous
5	What are Capability Maturity Models? Organized collections of best practices Based on work by Crosby, Deming, Juran, Humphrey... Systematic ordered approach to process improvement. Means of measuring organizational maturity. Have proven to bring significant return on investment in productivity and quality.
6	How are CMMs used? Process Improvement Process Definition Competency Assessment Risk Management Communication
7	The Current Situation - every silver lining has a dark cloud Explosion of CMMs and CMM-like models Multiple models within an organization
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9	Why is This a Problem? Similar process improvement concepts, but... Different model representations (e.g. staged, continuous, questionnaire, hybrid) Different terminology Different content Different conclusions Different appraisal methods
10	The Common Basis for Model-Based Process Improvement Improvement in any discipline is a function of performing: Implementing practices that reflect the fundamentals of a particular topic (e.g. configuration management) Institutionalizing practices that lead to sustainment and improvement of an implementation
11	All CMMI source models contain: Implementing practices grouped by affinity Institutionalizing practices that vary from model to model, however all models specify levels that describe increasing capability to perform
12	Improvement Levels
13	The CMMI Project DoD sponsored Collaborative endeavor Industry Government Academia Over 100 people involved
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15	The CMMI Development Team U.S. Air Force U.S. Navy Federal Aviation Administration National Security Agency Software Engineering Institute (SEI) ADP, Inc. Boeing Computer Sciences Corp. Ericsson Canada General Dynamics Honeywell Litton Lockheed Martin Northrop Grumman Pacific Bell Raytheon Rockwell Collins Thomson CSF TRW
16	"Integrate the models," Integrate the models, eliminate inconsistencies, reduce duplication Reduce the cost of implementing model-based process improvement Increase clarity and understanding Common terminology Consistent style Uniform construction rules Common components Assure consistency with ISO 15504 Be sensitive to impact on legacy efforts
17	Benefits Efficient, effective assessment and improvement across multiple process disciplines in an organization Reduced training and assessment costs A common, integrated vision of improvement for all elements of an organization A means of representing new discipline-specific information in a standard, proven process improvement context
18	The Challenge Extract the common or best features from the source models Provide users the ability to produce single- or multiple-discipline models, both continuous and staged, tailored to their organizational needs. Provide users the ability to assess and train based on these models.
19	CMMI Source Models Capability Maturity Model for Software V2, draft C (SW-CMM V2C) EIA Interim Standard 731, System Engineering Capability Model (SECM) Integrated Product Development Capability Maturity Model, draft V0.98 (IPD-CMM)
20	Staged Representations Key Process Areas are grouped in the stages (levels) from 2 to 5 A Key Process Area contains specific practices (activities) to achieve the purpose of the process area. For a Key Process Area at a given stage, institutionalization practices are integral to the process area.
21	Staged Model
22	Continuous Representations A process area contains specific practices to achieve the purpose of the process area. Generic practices are grouped in Capability Levels Generic practices are added to the specific practices of each process area to attain a capability level for the process area. The order in which Process Areas are addressed can follow a recommended staging.
23	Continuous Model
24	Source Model Terminology
25	Assessment Methods CBA IPI Method Rating of goals Single digit rating Full goal satisfaction More strict data validation requirement SECM Assessment Method Rating of practices Granularity options Partial credit options Less strict data validation requirement
26	The CMMI Challenge Integrate three source models that have many differences Provide consistency with ISO 15504 Maintain support from user communities Develop framework to allow growth to other disciplines
27	Design Approach Objectives Review design goals Discuss framework of CMMI models Describe CMMI terminology and components Outline CMMI products Discuss CMMI Schedule and current issues
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29	The CMMI Product Line
30	CMMI Product Suite
31	Framework Components Construction rules Conceptual architecture
32	The CMMI Framework
33	CMMI Terminology CMMI Models contain institutionalization (Generic) and implementation (Specific) parts: Front matter Process Areas that contain: Generic and Specific Goals Generic and Specific Practices (in Common Features in staged representation) Subpractices Notes Discipline-specific amplifications Glossary and tailoring guidelines
34	CMMI V0.2 Process Areas - 1 Maturity Level 2 Process Management Core Engineering Shared (SE & SW) Project Planning Requirements Management Project Monitoring and Control Configuration Management Process & Product Quality Assurance Supplier Agreement Management Data Management Measurement & Analysis
35	CMMI V0.2 Process Areas - 2 Maturity Level 3 Process Management Core Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Risk Management Decision Analysis & Resolution Engineering Shared (SE & SW) Customer & Product Requirements Technical Solution Product Integration Product Verification Validation
36	CMMI V0.2 Process Areas - 3 Maturity Levels 4 & 5 Process Management Core Quantitative Management of Quality and Process Organizational Process Performance Causal Analysis and Resolution Organizational Process Technology Innovation Process Innovation Deployment
37	CMMI Products CMMI Models Assessment Material Training Material Model Developer Material
38	CMMI Models Staged and Continuous (with equivalent staging) versions of: Software Engineering Systems Engineering Systems Engineering + Software Systems Engineering + Software with IPPD Tailoring Guidance
39	Assessment Material Assessment requirements Assessment methodology Assessment data collection methods and tools (e.g., questionnaires, interviews) Assessment Team qualifications
40	Training Material Model Training Assessment Training Team Training Lead Assessor Training
41	Model Developer Material Glossary Framework and model content criteria Framework Training
42	CMMI Schedule August 31, 1999 Release CMMI-SE/SW V0.2 for public review. Nov 30, 1999 Release CMMI-SE/SW/IPPD for public review Nov 1999-May 2000 Pilot assessments Jun-Aug 2000 Publish models V1.0
43	Issues Concerning Initial CMMI Drafts Size of model Complexity of model “Normative” model Goals and Themes Order of process areas ISO Consistency Equivalence between staged and continuous representations “Advanced” practices Process area boundaries Generic practices
44	CMMI-SE/SW compared to SW-CMM v1.1 Dr. Rick Hefner Objectives Philosophy Model Component Comparison Process Area Comparison Common Features Comparison
45	Philosophy - 1 SEI had completed updates to the SW-CMM when the CMMI project was started SW-CMM v2 Draft C was used as the source model for CMMI Adapted for compatibility with SE Most of the community is currently using SW-CMM v1.1 Detailed traceability matrices are being developed
46	Philosophy - 2 CMMI- SE/SW staged representation is similar to SW-CMM v1.1 Maturity Levels composed of Process Areas Goals are required; implemented & institutionalized Key practices are expected; alternative practices are acceptable if effective at meeting the goals All else is informative CMMI- SE/SW continuous representation reflects the same info in a SPICE-like structure
47	Model Component Comparison
48	SW-CMM v1.1 CMMI
49	Software Product Engineering SW-CMM v1.1 Activities 1 Appropriate software engineering methods and tools are integrated into the project's defined software process. 2 The software requirements are developed, maintained, documented, and verified by systematically analyzing the allocated requirements according to the project's defined software process. 3 The software design is developed, maintained, documented, and verified, according to the project's defined software process, to accommodate the software requirements and to form the framework for coding. 4 The software code is developed, maintained, documented, and verified, according to the project's defined software process, to implement the software requirements and software design. 5 Software testing is performed according to the project's defined software process.
50	Software Product Engineering SW-CMM v1.1 Activities (continued) 6 Integration testing of the software is planned and performed according to the project's defined software process. 7 System and acceptance testing of the software are planned and performed to demonstrate that the software satisfies its requirements. 8 The documentation that will be used to operate and maintain the software is developed and maintained according to the project's defined software process. 9 Data on defects identified in peer reviews and testing are collected and analyzed according to the project's defined software process. 10 Consistency is maintained across software work products, including the software plans, process descriptions, allocated requirements, software requirements, software design, code, test plans, and test procedures.
51	Common Feature Comparison
52	Conclusions Organizations using SW-CMM v1.1 should be able to smoothly transition to CMMI Measurement and Analysis & Data Mgmt at L2 Risk Management & Decision Analysis and Resolution at L3 Expansion of Software Product Engineering Configuration Management for all Process Areas
53	Comparing CMMI-SE/SW to EIA IS 731-SECM Objectives Philosophy Process Area Comparison Planned IPPD Extensions
54	Philosophy - 1 EIA 731 was created as a merger of the SE-CMM and INCOSE SECM models Used as a source model for CMMI CMMI-SE/SW merges software ideas Staged representation of SE available Continuous representation with “equivalent staging”
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56	EIA 731 Focus Areas - 1 Technical Focus Areas Define Stakeholder and System Level Requirements Define Technical Problem Define Solution Assess and Select Integrate System Verify System Validate System
57	EIA 731 Focus Areas - 2 Management Focus Areas Plan and Organize Monitor and Control Integrate Disciplines Coordinate with Suppliers Manage Risk Manage Data Manage Configurations Ensure Quality
58	EIA 731 Focus Areas - 3 Environment Focus Areas Define and Improve the Systems Engineering Process Manage Competency Manage Technology Manage Systems Engineering Support Environment
59	What’s New? Not a EIA 731 Focus Area (but in the content) Causal Analysis and Resolution Process Innovation Deployment Quantitative Process and Quality Mgmt Organizational Process Performance
60	Conclusions EIA 731 users should be able to smoothly transition to the CMMI-SE/SW model Continuous representation (+ “equivalent” staged representation) Some lower level differences Integrated Product and Process Development (IPPD) will be added Based on IPPD-CMM practices
61	Assessment Methodology Dr. Rick Hefner (TRW) Assessment Methodology Team Co-lead Objectives Assessment approach Assessment Requirements for CMMI (ARC) SCAMPI assessment method Lead Assessor program, transition plan
62	Assessment Methods CBA IPI Method Rating of goals Single digit rating Full goal satisfaction More strict data validation requirement SECM Method Rating of practices Granularity options Partial credit options Less strict data validation requirement
63	Assessment Requirements for CMMI (ARC) Similar to the current CMM Appraisal Framework (CAF) V1.0 Specifies the minimum requirements for full, comprehensive assessment methods, e.g., SCAMPI Other assessment methods may be defined for situations not requiring a comprehensive assessment initial assessment, quick-look, process improvement monitoring, etc.
64	Standard CMMI Assessment Method for Process Improvement (SCAMPI) Similar to CBA IPI method Led by authorized Lead Assessor Tailorable to organization and model scope Artifacts: SCAMPI Method description document Maturity questionnaire, work aids, templates Current activities Merger of SECM appraisal method features
65	CMMI Lead Assessor Program Similar to existing SEI Lead Assessor and Lead Evaluator programs Grandfather current Lead Assessors Under consideration Delineate by discipline, e.g., SW Lead Assessors, SE Lead Assessors? Details of transition process for current Lead Assessors and other assessment leaders Required training in CMMI models
66	Comment Process Dr. Jack Ferguson Release CMMI-SE/SW v0.2 August 31 Available at http://www.sei.cmu.edu Public comments due November 30 Release CMMI-SE/SW/IPPD November 30 Comments due February 28 Hold Focus Group discussions SEI Transition Assessors for both communities SPINs
67	Pilot Assessments Nine initial assessments (desired) Supported by 3 Product Development Team (PDT) members, Covering all CMMI models, staged and continuous representations Nine organizations (4 DoD & 5 industry) volunteered to participate 1 - CMMI SE/SW with IPPD, staged or continuous representation 4 - CMMI SE/SW, staged representation 2 - CMMI SE/SW, continuous representation 1 - CMMI SE, continuous representation 1 - CMMI SW, staged representation Product Development Team (PDT) member roles CMMI Product Suite Training Coaching and structured observation Structured feedback from assessment participants Assessors and Sponsors, and Participating organization members
68	CMMI Transition Plan Development Phase Development of CMMI products Verification and Validation of CMMI products Transition Phase Approval of a CMMI Product for public release Evidence of sufficient use Transition planning to help organizations use CMMI products Sustainment Phase Upkeep & continuous improvement of the product suite Additional evidence of adoption and use
69	Transitioning to Use of CMMI Understand how models are used: Steps to enterprise-wide process improvement Apply Lessons Learned in transitioning from single-discipline models Federal Aviation Administration’s experiences with iCMM US Air Force experiences with transitioning between models Others...
70	Steps to Enterprise-wide Organizational Maturity
71	CMMI Benefits CMMI product users can expect to: Efficiently and effectively improve and assess multiple disciplines across their organization Reduce costs (including training) associated with improving and assessing processes Deploy a common, integrated vision of process improvement that can be used as a basis for enterprise-wide process improvement efforts.
72	The promise... CMMI team is working to assure the CMMI Product Suite addresses needs of software and systems engineering communities of practice Use of an integrated model to guide enterprise process improvement promises to be one of the more sustainable & profitable initiatives that any organization might pursue