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1 CMMI Overview Dr. Chaw-Kwei Hung SEI Authorized CMMI Instructor and SCAMPI Lead Appraiser National Cheng-Kung University May

2 Agenda Business Process Basic Understanding of the CMMI CMMI-AM Overview Taiwan s System Life Cycle Phases (CMMI) Characteristics CMMI Misconceptions and Recommendations CMMI Q & A 2

3 What is a Business Process? PEOPLE Knowledge and skills Self motivation Inter-personnel skill Team player Major determinants of product cost, schedule, and quality Glue Unifies the other aspects TCCHNOLOGY PROCESS 3

4 CMMI CMMI 4

5 The Evolution of CMM and CMMI-Based Process Improvement Carnegic Mellon University USA DOD Supported Software Engineering Institute (SEI) 1987 First CMM published as a technical report 1989 Book on the software maturity framework published 1991 CMM V. 1.0 for software published 1993/1994 CMM V. 1.1 for software published, Personal Software Process (PSP developed by the SEI 1995 New specialized CMM published by the SEI, including CMM s for acquisition (SA-CMM), system engineering (SE-CMM), integrated product development (IPD-CMM) and human resource management (People-CMM) 5

6 The Evolution of CMM and CMMI-Based Process Improvement (Continue) 1996 Team Software Process (TSP developed by the SEI 1997 AS new Quality Standards continue to emerge, such as EIA/IS 731, Capability Maturity Model Integration (CMMI) Project by the USA DOD 12/2000 CMMI V Published (III Translation of Chinese Version) 12/2001 CMMI V. 1.1Pulblished 2003 The SEI has announced - SEI will discontinue any support of CMM after December 2005 May 2005 CMMI Acquisition Module (CMMI-AM) Version 1.1 6

7 For More Information About CMMI System Engineering Web Site: Go to CMMI Web site Contact SEI Customer Relations Customer Relations Software Engineering Institute Carnegie Mellon University Pittsburgh, PA FAX: (412)

8 Official Traditional Chinese Translation of CMMI Models Released, May The Bulletin May 4, 2005 Volume 11, Issue In this issue... -Official Translation of CMMI Models Released in Traditional Chinese - Official Translation of CMMI Models Released in Traditional Chinese The official Traditional Chinese translation of the CMMI models is now available on the SEI Web site. This official translation was sponsored by the Institute for Information Industry (III), a non-profit organization primarily funded by the Ministry of Economic Affairs in Taiwan. The translation was performed by the Information Engineering Institute (IEI) of the III and verified by an independent quality assurance team led by Dr. Chaw-Kwei Hung.As CMMI is adopted throughout the world, the demand for official translations of CMMI materials from English into other languages is growing. If you are interested in exploring a translation project with the SEI, please contact the SEI Partner Network at tpinfo@sei.cmu.edu. As more official translations become available, the SEI will announce their availabilityfor more information about official translations of CMMI models, see ations/translations.html 8

9 CMMI Model Representations The CMMI provides Two approaches to process improvement.: process capability approach - continuous representation organizational maturity approach - staged representation 9

10 Comparing Model Representations Continuous Staged Capability ML5 ML4 ML3 ML2 ML 1 PA PA PA Process Organization 10

11 Staged Improvement Levels Continuously improving process Optimizing (5) Predictable process Quantitatively Managed (4) (measured) Standard, consistent process Defined (3) (standard) Disciplined process Managed (2) (planned and tracked) Initial (1) (performed) Not performed (0) 11

12 Level 5 Optimizing Continuous Process Improvement CMMI Maturity Levels Focus Staged Organization of PAs Organizational Innovation and Deployment (OPD) Causal Analysis and Resolution (CAR) 4 Quantitatively Managed Quantitative Management 3 Defined Process Standardization 2 Managed Basic Project Management Organizational Process Performance (OPP) Quantitative Project Management (QPM) (QPM)(QPM) Requirements Development (RD) Technical Solution (TS) Product Integration (PI) Verification (VER) Validation (VAL) Organizational Process Focus (OPF) Organizational Process Definition (OPD) Organizational Training (OT) Integrated Project Management(IPPD) Risk Management (RSKM) Integrated Teaming (IT) Decision Analysis and Resolution (DAR) Organizational Environment for Integration (OEI) Requirements Management (REQM) Project Planning (PP) Project Monitoring and Control Supplier Agreement Management (SAM) Measurement and Analysis (M&A) Process and Product Quality Assurance (PPQ) Configuration Managemen (CM)t 1 Initial 12

13 CMMI - SE/SW/IPPD/SS CMMI Process Management Project Management Engineering Support Organizational Process Focus Organizational Process Definition Organizational Training Organizational Process Performance Organizational Innovation and Deployment Project Planning Project Monitoring and Control Supplier Agreement Mgmt. Integrated Project Mgmt. Integrated Supplier Management Risk Management Quantitative Project Mgmt. IntegratedTeaming Requirements Management Requirements Development Technical Solution Product Integration Verification Validation Configuration Mgmt. Process and Product Quality Assurance Measurement & Analysis Decision Analysis and Resolution Causal Analysis and Resolution Organizational Environment for Integration 13

14 CMMI-Acquisition Module (AM) What is Acquisition The acquisition life cycle may continue throughout the product s life cycle through disposal 14

15 CMMI-AM Focus on Acquisition The acquisition life cycle may continue throughout the product s life cycle through disposal CMMI Acquisition Module Acquirer Acquisition Planning RFP Prep. Solicitation Source Selection Program Leadership Insight / Oversight System Acceptance Transition Developer Plan Design Develop Integrate & Test Deliver CMMI-SE/SW/IPPD/SS 15

16 Acquirer ( ) (Request for Proposals, RFP) *,, ( ) Supplier (Verification) Progress Reviews Milestone Reviews (Validation) Acceptance Tests 16

17 CMMI-AM Structure Project Planning Project Monitor and Control Integrated Project Management Risk Management Solicitation and Contract Monitoring Requirements Management Requirements Development Verification Validation Measurement and Analysis Decision Analysis and Resolution Transition to Operations and Support 17

18 Structure of the CMMI Staged Representation Maturity Levels Process Area 1 Process Area 2 Process Area n Specific Goals Common Generic Goals Features Commitment to Perform Ability to Perform Directing Implementation Verifying Implementation Specific Practices Generic Practices 18

19 Structure of CMMI-AM For CMMI-SW/SE 12 Process Areas 28 Goals 246 Practices plus 47 self-assessment questions 19

20 CMMI Appraisal Method Classes Summary Characteristic ARC requirements applicable SCAMPI A All SCAMPI B Most SCAMPI C Some Amount of objective evidence gathered High Medium Low CMMI Ratings generated Yes NO No Resource needed High Medium Low CMMI-AM Assessment No Yes Yes Team size Large Medium Small 20

21 21

22 Planning Requirements Design Quality Assurance Build System Integration Change Control Release Control Version Control Maintenance TAIWAN USA 22

23 Taiwan Information Industry Characteristics IDC (Information Society Index) 20 23

24 Number of CMMI Appraisal CMMI Overview by Country September 2005 Taiwan 18 China 62 Japan 100 India 104 USA 365 United Kingdom 29 Korea - 30 March 2006 Taiwan 26 China 117 Japan 131 India 140 USA 500 United Kingdom 35 Korea

25 Basic Understanding of the CMMI CMMI OverviewTaiwan CMMI Carnegie Mellon University Software Engineering Institute: SPIN- Sournthren Taiwan: (CMMI ) SPIN-Taiwan: (CMMI ) TeraQuest (Light-Weight CMMI)

26 Basic Understanding of the CMMI CMMI CMMI LEVEL LEVEL-3 70 LEVEL e CMMI Level-3 26

27 TVAST CMMI ML2&3 : 92.10~ ( CMMI ML2 ) : : CMMI SE/SW V1.1 Maturity Level 2&3 Staged Representation SCAMPI V1.1 : 27

28 TOSST CMMI ML2&3 : 93.12~ ( 95.1 CMMI ML2 ) : : CMMI SE/SW V1.1 Maturity Level 2&3 Staged Representation SCAMPI V1.1 : 28

29 Overview CMMI CMMI ML2&3 : 93.8~ ( 94.9 CMMI ML2 ) : : CMMI SE/SW V1.1 Maturity Level 2&3 Staged Representation SCAMPI V1.1 : Data Service Information System Motor Vehicle and Driver Information System Construction Engineering Management Information System Bill On-line Service System Government Service Network Maritime Information System Government Service Platform e-procurement Integrated System Industry/Company Service Platform 29

30 ITRI CCL-IP Network Technology Division (K-Division) ML2 : 91.6~92.8( 92.8 CMMI ML2 ) : : CMMI SE/SW V1.1 Maturity Level 2 Staged Representation SCAMPI V1.1 : 1. IP Based Call Server Technology Sublicensing 2. Customer Service System Consulting 3. 4port SOHO Gateway Technical Consulting 4. VoIP Digit Phone Transceiver Consulting 5. SDR-GPRS/W-CDMA Consulting Service 6. Broadband Wireless Communications Industry Promotion 7. Research of Telecom Platform Industry [pure technology research] 30

31 ITRI CCL- Internet SW/SE Technology Office (W/N4-Division) ML2 : 92.8~94.1( 94.1 CMMI ML2 ) : : CMMI SE/SW V1.1 Maturity Level 2 Staged Representation SCAMPI V1.1 : 1. Internet Payment including Multi-Payment Framework 2. Internet Security including Cryptography Information Security Management System 3. Mobile Internet Service including Mobile Commerce Gateway/Proxy/Server Add-on Services 4. Data Mining Technology including Web Content 5. Biomedical monitoring devices, Smart mobile/phone 6. Mobile applications, Web-based applications 7. Medical Engineering, Information and Communication Technologies 8. Information Integration with Other Hospital Legacy 31 Systems

32 CMMI TL CMMI / / 32

33 CMMI TL CMMI 2008 CMMI Level 3 e ( ) CMMI Acquisition Module CMMI ( ) CMMI 33

34 CMMI TL CMMI ( ) / CMMI Level 3 / CMMI 60% / CMMI 34

35 CMMI TL CMMI Lesson Learned CMMI e EPG 35

36 Acquirer ( ) (Request for Proposals, RFP) *,, ( ) Supplier (Verification) Progress Reviews Milestone Reviews (Validation) Acceptance Tests 36

37 1. (Request for Proposal, RFP) ( ) ( (Acquirer/Supplier Both Failure) 37

38 1. (Request for Proposal, RFP) ( ) 38

39 2. ( )

40 3. ( ) 20% % 40

41 4. (Government and Suppliers Both Failure) ( ),, 41

42 Objectives Using CMMI and CMMI-AM Using CMMI to Encourage Good Contractor Practices Using CMMI-AM to Improve Acquisition Practices 42

43 Acquirer/Supplier Mismatch 43

44 The Acquirer s Concern During source selection: How capable is a contractor team to deliver an operational capability? Ongoing: How well is my Program performing? Maturity Levels at the organizational level are necessary but not sufficient to provide answers to these questions at the program level. 44

45 45

46 Requirements: Input or Output? You RECEIVE requirements from your customer Operational needs You DELIVER requirements to your supplier Through the solicitation, SOW, SOO, and/or contract Your job is To ensure the quality of the inputs To convert the inputs to the high-quality outputs 46

47 Requirements Process Flow End User Acquirer Contractor 1 Contractor 2 Develop User Scenarios, Product Specifications Develop Requirements Inspect Requirements Refine Requirements Approve N Y Baseline Requirements Manage Requirements Manage Requirements 47

48 Roles and Information Exchange PMO Pre-award activities Functional Requirements Contractor RFP prep. Contract Award Status Information Develop, customize, integrate Subcontractors Post-award activities monitor & oversee progress quality of tangibles Interim Documents, Tangibles Directions, Corrections Deliverables software systems COTS 48

49 CMMI 49

50 Agenda Taiwan s SCAMPI Experience 14 CMMI SCAMPI Lesson Learned and Recommendations 50

51 1. Senior and Middle Management Support Required Interview with Company s Senior and Middle Managers To get their Commitments No Free $$ 51

52 2. Market Management Participated To solve Market Team and Engineer Team s Conflict Market Manager should Involve Requirement management and Requirement Development Process Areas Part of Engineering Process Group (EPG) and Act as Requirement management Process Owner 52

53 3. Don t Skip ML 2 Moving from ML 1 to ML 3 - Skip ML 2 At level 2, the focus is on projects. At level 3, two additional generic practices are implemented by level 2 process area GP3.1 Establish a Defined process GP3.2 Collect Improvement Information At level 3, the emphasis shifts to the organization. Best practices are gathered by MA( a long period) across the organization (ML 2). Processes are tailored as appropriate. Engineering (RD, TS, PI, VER, VAL), Infrastructure (OPF, OPD, OT), Project (RSKM, IPM), Support (DAR) 53

54 4. Don t Skip ML 4 Moving from ML 3 to ML 5 - Skip ML 4 ML4: Organizational Process Performance (OPP) and Quantitative Project Management (QPM) ML 4- Remove All Special Cause of Process Variation Achieve Stable Process The process Performance Baselines include: Individual process elements (ex. Rest-case inspection element, ML 2 and ML 3 ) Sequence of connected processes Processes that cover the entire life of the project (Req. Management) Process for developing individual work products 54

55 5 Any Size and Category Organization Can Apply CMMI Category More then IT Services Small Organization (~ 30 Employee) CMMI fit in the Small Organization Tailoring Collaboration of Companies See SEI Report Organization Size See Southern Taiwan D&S Digital Can Develop Measurement and Analysis Tool 55

56 6. Maturity Level Misconception CMMI Appraisals Status Misconception Branch Achieved CMMI ML 2 Only All Company Achieved CMMI ML 2?????? Consequence: Damage your Company s Reputation 56

57 7. Improve Process Areas Requirement Change Control Estimation and Cost Concepts Enhance Measurement and Analysis Process Areas 57

58 8. Keep SCAMPI Quality SCAMPI Practices Implementation Indicator (PII) ex. Affirmations It is not answers to a pre-defined questions How CMMI work was done in the Organization Unit (OU) rather than the correct answers to the CMMI questions CMMI Practices for Organization Business Objectives!!!!!! 58

59 8. Keep SCAMPI Quality SCAMPI Lead Appraiser (LA) Quality Provide Objectives Establish Taiwan s LA Association to Keep Good Quality 59

60 8. Keep SCAMPI Quality Organization Should Establish Self- Assessment Capability Provide Class B and Class C Assessment Build Good EPG Team Leader and Assessment Team Members (ATM) 60

61 9. Tool Utilization Tools vs CMMI Collect process requirements for support tools and investigate possible short-term and long-term tool solutions. Tools are neither a necessary conditions nor a sufficient conditions for OU CMMI 61

62 10. CMMI Ex. Promote Out-Sourcing Opportunity from USA to Taiwan s CMMI III, ITRI and Chunghwa Telecom.should provide the driving forces ex. Any project 60% outsourcing to industry Provide Products and Services Quality Control - CMMI Standard 62

63 11. Each Companies Has Different No Single Standard Set of Process for All Companies Each Companies Has Different Business Objective and Culture 63

64 Q & A 64

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<4D6963726F736F667420506F776572506F696E74202D20C8EDBCFEBCDCB9B9CAA6D1D0D0DEBDB2D7F92E707074> 软件架构师研修讲座胡协刚软件架构师 UML/RUP 专家 szjinco@public.szptt.net.cn 中国软件架构师网东软培训中心小故事 : 七人分粥当前软件团队的开发现状和面临的问题软件项目的特点解决之道 : 从瀑布模型到迭代模型解决项