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Lecture Software process improvement: Lesson 14 provide students with knowledge about: introduction to CMMI staged representation; CMMI model components in the staged representation; maturity level; structure of CMMI staged representation; process areas;... Please refer to the detailed content of the lecture!
Introduction to CMMI Staged Representation Lecture # 14 Staged Representation • The staged representation is the approach used in the Software CMM. It is an approach that uses predefined sets of process areas to define an improvement path for an organization. This improvement path is described by a model component called a maturity level • A maturity level is a welldefined evolutionary plateau toward achieving improved organizational processes Following slide to be inserted CMMI Model Components in the Staged Representation CMMI Model Components in the Staged Representation Staged Representation • The staged representation offers a systematic, structured way to approach process improvement one step at a time. Achieving each stage ensures that an adequate improvement has been laid as a foundation for the next stage Staged Representation • Process areas are organized by maturity levels that take much of the guess work out of process improvement. The staged representation prescribes the order for implementing each process area according to maturity levels, which define the improvement path for an organization from the initial level to the optimizing level Maturity Levels • Achieving each maturity level ensures that an adequate improvement foundation has been laid for the next maturity level and allows for lasting, incremental improvement • Maturity level signifies the level of performance that can be expected from an organization Maturity Levels • A maturity level is a welldefined evolutionary plateau on the path to becoming a mature organization • There are five maturity levels • Each level is a layer in the foundation for continuous process improvement Maturity Levels • • • • • Performed Managed Defined Quantitatively Managed Optimizing Following slides to be inserted The Maturity Levels 10 Maturity Levels • In the staged representation, the maturity levels serve as process boundaries— meaning that the efforts documented in that maturity level relate only to that maturity level 31 Maturity Levels • For example, Requirements Management is a Level 2 process area. The next process area in Level 2 is Project Planning. Then there is Project Monitoring and Control, Supplier Agreement Management, Measurement and Analysis, Process and Product Quality Assurance, and Configuration Management. So, to be considered a Maturity Level 2 organization, the projects undergoing process improvement need to satisfy the goals for all of the process areas for Maturity Level 2 32 Maturity Levels • An organization seeking to be Maturity Level 3 would need to structure their process improvement program to satisfy the goals for both Level 2 and Level 3 • The point to note is that the process areas listed in Level 2 are not listed in Level 3, and vice versa • The same holds true for Maturity Level 4 33 and Maturity Level 5 Maturity Levels • You must satisfy all of the goals in the previous levels plus the goals for the current level in order to attain the maturity level rating • Each maturity level consists of process areas. Each process area contains goals that must be satisfied. Each goal has certain practices or actions associated with it 34 Process Areas • Each maturity level consists of several process area • A process area is a group of practices or activities performed collectively in order to achieve a specific objective 35 Goals • Each PA has several goals that need to be satisfied in order to satisfy the objectives of the PA. There are two types of goals: – Specific goals (SG): goals that relate only to the specific PA under study – Generic goals (GG): goals that are common to multiple process areas throughout the model. These goals help determine whether the PA has been institutionalized 36 Practices • Practices are activities that must be performed to satisfy the goals for each PA. Each practice relates to only one goal. There are two types of practices: – Specific practices (SP): practices that relate to specific goals – Generic practices (GP): practices associated with the generic goals for institutionalization 37 Example: Specific Goal and Specific Practice • Specific Goal (from Requirements Management PA) – Requirements are maintained and accurately reflected in project plans, activities and products • Specific Practice (from Requirements Management PA) – Maintain the traceability of requirements to their source requirements. 38 Example: Generic Goal and Generic Practice • Generic Goal (from Maturity Level 2) – Institutionalize a Managed Process • Generic Practice (from Maturity Level 2) – Establish an Organizational Policy 39 Common Features Common features are a means of categorizing Generic practices – Commitment to perform: establishment of management policies – Ability to perform: establishment and maintenance of plans, resources, assigned responsibility and authority, and training – Directing implementation: measurement, control, and performance practices 40 – Verification: ensure implementation and compliance Another way to look at Common Features 1 • Common feature categories are very similar across process areas. • They are referred to as Institutionalization Common Features because they: – ensure the process areas are effective, repeatable and lasting – provide needed infrastructure support 41 Common Feature Examples 1 from Requirements Management Process Area •Commitment to perform: – Establish and maintain an organizational policy for planning and performing the requirements management process •Ability to perform: – Train the people performing or supporting the requirements management process as needed 42 Common Feature Examples 2 from Requirements Management Process Area • Directing implementation: – Place designated work products of the requirements management process under appropriate levels of configuration management • Verification: – Review the activities, status, and results of the requirements management process with higher level management and resolve issues 43 Summary • Staged – Structured for implementation based on proven grouping and ordering of processes – The CMMI model should be applied using intelligence, common sense, and professional judgment 44 References • http://www.sei.cmu.edu/general/index.html • Interpreting the CMMI: A Process Improvement Approach, Second Edition, by Margaret K. Kulpa and Kent A. Johnson, Auerbach Publication, 2008 (electronic file), (Chapter 14) 45 ... Optimizing 5 Focus on? ?process improvement Quantitatively Managed 4 Process? ?measured and controlled Process? ?characterized for the organization and is proactive Process? ?characterized for ... Higher maturity level processes may be performed by organizations at lower maturity levels, with risk of not being consistently applied in a crisis 14 Process? ?Areas ? ?Process? ?Areas (PAs) are clusters of related... implementation of processes at the next level. – Higher level processes are easily sacrificed without the discipline provided by lower levels – The effect of innovation is obscured in a noisy process