Lecture Software process improvement: Lesson 18B provide students with knowledge about: CMMI staged – maturity level 5; the maturity levels; process areas at level 5; organizational innovation and deployment; causal analysis and resolution;... Please refer to the detailed content of the lecture!
CMMI Staged – Maturity Level 5 Lecture # 18B 1 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 2 Following slide to be inserted The Maturity Levels 3 The Maturity Levels Optimizing 5 Focus on process improvement Quantitatively Managed 4 Process measured and controlled Process characterized for the organization and is proactive Process characterized for projects and is often reactive 1 Process unpredictable, poorly Defined Managed Performed controlled and reactive 4 Level 5 • At Level 5, an organization has achieved all of the goals of Levels 2, 3, and 4 • The major difference between Level 4 and the next level, Level 5, is that Level 4 analyzes the data collected, determines special causes of variation from the norm, and supports quantitative management and control 5 Level 5 • Level 5 addresses common causes of variation. So, for Level 4, an organization needs data that are stable and consistent. The major preoccupation of assessors when reviewing Level 4 is, “Did this organization mix apples and oranges? Are the data really accurate? Did this organization collect the right data and did they collect the data right?” 6 Level 5 • Level 5 concentrates on improving the overall quality of the organization’s processes by – – – – identifying common causes of variation determining root causes of the conditions identified piloting process improvements incorporating the improvements and corrective actions into the Organization’s Set of Standard Processes (OSSP) or, as appropriate, just the project’s defined process 7 • Although innovative, radical approaches to introduce change into an organization are often undertaken, most organizations have found that an incremental approach works better and has longerlasting results 8 Following slides to be inserted Process Areas at Level 5 9 Process Areas at Level 5 • Organizational Innovation and Deployment • Causal Analysis and Resolution 10 10 SG1 Determine Causes of Defects – Specific Practices • SP 1.1 Select Defect Data for Analysis • SP 1.2 Analyze Causes 25 25 SG2 Address Causes of Defects – Specific Practices • SP 2.1 Implement the Action Proposals • SP 2.2 Evaluate the Effect of Changes • SP 2.3 Record Data 26 26 Process Area • This process area looks at defects and determines their root cause. The simplest definition of a root cause is simply the one, most basic reason why the defect occurred (or the source of the defect) and if that cause is removed, the defect vanishes • This PA identifies the root cause(s) and addresses the cause using a structured approach 27 27 Steps in this PA • Look at the defects and problems in the organization • Select data to analyze • Analyze causes • Prepare proposals to address the problems • Implement the proposals • Evaluate the effects of the changes 28 28 • Users of the CMMI for process improvement also review the CMM for Software for more advice or suggestions on other activities to include in order to satisfactorily complete this PA • Kickoffs, sharing among projects, roles in the organization, rolling up project data/causes/problems into organizational level data, and integrating changes into the processes are described somewhat in the CMM model, and may benefit you in understanding this PA 29 29 Things People Forget 1 • You are analyzing defects of the process. The defects of the process may result in product defects, which are probably more noticeable in your organization 30 30 Things People Forget 2 • The CMMI now makes very clear that the processes under review here should be quantitatively managed processes—that is, those processes that were studied, produced, and implemented in the organization using the concepts of Maturity Level 4. So, the processes, subprocesses, models, and benchmarks that the organization developed and used as part of their statistical control effort are the primary ones that are scrutinized here. So, your outputs from Level 4 31 31 form your inputs to Level 5 Causal Analysis and Resolution • Causal Analysis and Resolution includes identifying defects and where in the process they were introduced; determining the causes of defects and their resolution; and defining methods and procedures to avoid introducing defects into the processes in the future 32 32 Summary of Level 5 33 33 Level 5 • The focus at Level 5 is on improving processes, but now the OSSP is the controlling document that provides the primary focus. By using the OSSP (which by now must surely reflect true organizational functioning), process improvement can be engineered into the organization in a much more reasonable and efficient manner 34 34 Level 5 • Level 5 tries to find common causes and fix them, which will result in overall improvements. Measurements are used to select improvements and reliably estimate the costs and benefits of attempting the improvements. Measurements are used to prove the actual costs and benefits of the improvements. These same measurements can be used to justify future improvement 35 35 efforts • There are two types of improvement strategies—innovative and incremental. Incremental builds on the foundation of earlier improvements. Innovative tends to introduce more radical and drastic methods of improvement 36 36 • Both can work in an organization, depending on the culture of the organization and the strength of its leaders, both politically and charismatically. However, most organizations have reported that incremental approaches to process improvement tend to have more long lasting effects and lead to easier institutionalization 37 37 • At Level 5, the focus is on constantly reviewing and improving the processes, but these improvements must be introduced in a disciplined manner in order to manage and maintain process stability 38 38 References • Interpreting the CMMI: A Process Improvement Approach, Second Edition, by Margaret K. Kulpa and Kent A. Johnson, Auerbach Publication, 2008 (electronic file), (Chapter 8) 39 39 ... processes 2 Following slide to be inserted The Maturity Levels 3 The Maturity Levels Optimizing 5 Focus on? ?process improvement Quantitatively Managed 4 Process? ?measured and controlled Process? ?characterized for ... quantitatively managed processes—that is, those processes that were studied, produced, and implemented in the organization using the concepts of Maturity Level 4. So, the processes, subprocesses, models, and benchmarks that the ... goals at Level 5 from Level 3. What makes this maturity level different is the two process? ?areas • GG2 Institutionalize a Managed? ?Process • GG3 Institutionalize a Defined? ?Process 11 11 Level 5 • To satisfy the goals for Level 5, the goals