# Presentation: 006445

## The CMMI® What, Why, and When

**The CMMI****®**** ****What, Why, and When**

**by Cynthia Wise**

- CMMI® is registered in the U.S. Patent and Trademark Office.
- by Carnegie Mellon University

## What is the CMMI®

**is a collection of ****best practices**
**for the ****development**** and ****maintenance**
**of ****products**** and ****services**
**used to ****guide**** and ****measure process**** ****improvement**** **
**which will lead to ****business benefits**

- Capability Maturity Model Integration (CMMI®)

*Not just software*

## CMM Situation

**Proliferation of  CMMs and CMM-like models for software, people, software acquisition, Systems Engineering and Integrated Product Development**
**The models share similar process improvement concepts, but differ in**
**model representations,**
**terminology,**
**appraisal methods**

## CMM Integration (CMMI) Project

**The CMMI Project was established to provide a product suite from which users can tailor integrated Capability Maturity Models**
**Collaborative effort**
**Industry**
**Government**
**Software Engineering Institute**
**Initial areas of focus (disciplines)**
**Software engineering (SW)**
**Systems engineering (SE)**
**Integrated product and process development (IPPD)**
**Newest addition - Supplier Sourcing (SS)**

## CMMI Source Models

**Capability Maturity Model for Software v2, draft C (SW-CMM V2C)**
**Electronic Industries Alliance/Interim Standard 731, System Engineering Capability Model (SECM)**
**Integrated Product Development Capability Maturity Model, draft V0.98 IPD-CMM v0.98**

***Includes improvements***
***made to SW-CMM v1.1***

## Discipline?

**The bodies of knowledge available when selecting a CMMI model**
**The vision is that other bodies of knowledge will be integrated into the CMMI framework**
**Discipline specific amplifications describe how specific practices can be interpreted for a particular discipline**

- ?

## CMMISE/SW/IPPD/SS

- Representations

- Disciplines

- Software
- Eng.

- Systems
- Eng.

- Concur-
- rent Eng.

- Acquisition

- Staged

- Continuous

- SW-CMM
-  v1.1
- v2.0c

- EIA 731
- (SE-CMM
- +SECM)

- IPD-CMM
- v0.9

- SA-CMMv1.02

## CMMI-SE/SWThe core

- Representations

- Disciplines

- Software
- Eng.

- Systems
- Eng.

- Concur-
- rent Eng.

- Acquisition

- Staged

- Continuous

- SW-CMM
-  v1.1
- v2.0c

- EIA 731
- (SE-CMM
- +SECM)

- IPD-CMM
- v0.9

- SA-CMMv1.02

## CMMI Model Representations

**The CMMI allows you to select from 2 model representations to best guide your organization’s process improvement efforts**
**	**
**Both representations consist of the same process areas**
**Each process area is described by goals, practices, typical work products, and other informative material**

## CMMI Staged Representation

**Process Areas are organized into maturity levels**
**Maturity levels provide the recommended improvement path and order for approaching process areas**
**Practices for each process area are grouped into**
**Generic practices - address the institutionalization common features**
**Specific practices - address the unique aspects that must be implemented to satisfy the process area**
**Emphasis is organizational maturity**

## Slide 11

## CMMI MaturityLevels

**Unpredictable,**
**ad hoc**

**Processes are planned**
**and controlled at**
** ****project level**

**Processes well **
**characterized and**
**understood**

**Process is measured**
**and controlled **

**Focus on**
**continuous process**
**improvement**

**Optimizing**
**(5)**

**Quantitatively Managed**
** ****(4)**

**Defined**
**(3)**

**Managed**
**(2)**

**Initial **
**(1)**

## CMMI Continuous Representation

**Process Areas are the summary component in the continuous representation**
**Capability levels (0 through 5) provide the recommended order for approaching process improvement **_**within**_** each process area**
**Each capability level contains specific and generic practices related to the process area**
**The organization decides the order in which the process areas are addressed**
**Emphasis is process capability**

## Slide 14

## Slide 15

## Capability Level Achievement Profile

## Comparing SW-CMM 1.1 to CMMI SE/SW/IPPD/SSMaturity Level 2

**Requirements Management****	****	****	****Requirements Management**
**Software Project Planning****	****	****	****Project Planning****	**
**Software Project Tracking & Oversight****	****Project Monitoring and Control**
**Software Subcontract Management****	****	****Supplier Agreement Management**
**Software Quality Assurance ****	****	****	****Process and Product Quality Assurance**
**Software Configuration Management****	****Configuration Management**
**	****	****	****	****	****	****	****Measurement and Analysis**

**SW-CMM Key Process Areas      CMMI Process Areas**

## Comparing SW-CMM 1.1 to CMMI SE/SW/IPPD/SSMaturity Level 3

**SW-CMM Key Process Areas       ****	****CMMI Process Areas**

**Organization Process Focus****	****	****	****	****Organizational Process Focus**

**Organization Process Definition****	****Organizational Process Definition**

**Training Program****	****Organizational Training**

**Risk Management**

**Technical** **Solution**

**Product Integration**

**Verification**

**Validation**

**Decision Analysis and Resolution**

**Organizational Environment for Integration**

**Integrated Teaming**

**Integrated Supplier Management**

**(IPPD)**

**Integrated Project Management**

**Requirements Development**

## Comparing SW-CMM 1.1 to CMMI SE/SW/IPPD/SSMaturity Level 4

**SW-CMM Key Process Areas      CMMI Process Areas**

**Quantitative Project Management**

**Organizational Process Performance**

## Comparing SW-CMM 1.1 to CMMI SE/SW/IPPD/SSMaturity Level 5

**SW-CMM Key Process Areas      CMMI Process Areas**

**Defect Prevention**

**Causal Analysis and Resolution**

**Organizational Innovation and**
**Deployment**

## CMMICommon Features

**Commitment to Perform**
**Organizational Policy**
**Ability to Perform**
**Establish a Defined Process (3+)**
**Plan the process**
**Provide resources**
**Assign Responsibility**
**Train People**

**Directing Implementation**
**Manage Configurations**
**Identify and Involve Relevant Stakeholders**
**Monitor and Control the Process**
**Collect Improvement Information (3+)**
**Verifying Implementation**
**Objectively Evaluate Adherence**
**Review Status with Management**

- Practices related to these common features are defined as Generic practices in both model representations

## Why Switch to CMMI?

***The main benefit of CMMI is the cross-discipline approach to improving processes for developing, acquiring, and maintaining products & services***
**CMMI encompasses the entire product flow - not just software development**
**Think about the “systems” aspect **
**Understanding customer needs and expectations**
**Requirements engineering**
**Packaging and delivery**
**Help/upgrade processes **

- Focus isn’t on just one discipline

## Why Switch to CMMI?

***One of the most frequently identified barriers to producing quality software is managing the interfaces with other groups ***
***(e.g., customer, systems engineering, systems integration, operations, infrastructure, subject matter experts, etc.)***
**CMMI will help to break down those walls to develop an integrated, seamless product flow**
**Provides a common framework for all organizational groups to work together to improve the ability to deliver and maintain quality products**

## Why Switch to CMMI?

**CMMI provides more guidance on the development of product solutions**
**Appears to encourage more modern, iterative development approaches **
**Some view SW-CMM as “waterfall development”**
**Provides more flexibility in implementing integrated product teams**

## When to consider switching to CMMI

**The software improvement program has been successful and the organization wants to expand to address the entire product flow**
**New projects starting up could take advantage of the guidance of the CMMI**
**Expanded usage of suppliers**
**Integrated product teams will be used**
**Need for more structured product development**
**Particularly in understanding customer needs and potential solutions**
**SEI will make improvements to the CMMI and the SCAMPI assessment methodology**
**There are no more updates being made to SW-CMM and CBA IPI assessment methodology**

## Summary

**We explored the answers to these questions**
**What is the CMMI?**
**What does it address that the SW-CMM doesn’t?**
**Why should we consider following the CMMI?**
**When should an organization consider making the switch.**
**We hope you are able to use these insights in your organization.**
**Good luck and thanks for attending.**

**Cynthia Wise**
**Process Transition International, Inc.**
**     ****tel. 724-935-3507****	**
**web: www.processtransition.com**
**e-mail: cwise@processtransition.com**