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Capability Maturity Model Integrity (CMMI)


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A short version of CMMI introduction presentation for APB Group clients.

Published in: Business, Technology

Capability Maturity Model Integrity (CMMI)

  1. 1. Capability Maturity Model Integration (CMMI) for process improvement
  2. 2. Contents <ul><li>Background </li></ul><ul><ul><li>The importance of process in organization </li></ul></ul><ul><ul><li>Symptomps of process failure </li></ul></ul><ul><ul><li>Common misconceptions </li></ul></ul><ul><ul><li>Process model </li></ul></ul><ul><li>What is CMMI? </li></ul><ul><ul><li>History of CMMI </li></ul></ul><ul><ul><li>Constellations </li></ul></ul><ul><ul><li>Process areas </li></ul></ul><ul><ul><li>Components </li></ul></ul><ul><ul><li>Representations </li></ul></ul><ul><ul><li>Capability levels (continuous rep.) </li></ul></ul><ul><ul><li>Maturity levels (staged rep.) </li></ul></ul><ul><li>What is CMMI? (cont.) </li></ul><ul><ul><li>Process management </li></ul></ul><ul><ul><li>Project management </li></ul></ul><ul><ul><li>Engineering </li></ul></ul><ul><ul><li>Support </li></ul></ul><ul><li>Why CMMI? </li></ul><ul><ul><li>CMMI performance improvements </li></ul></ul><ul><ul><li>Samples of performance improvements </li></ul></ul><ul><li>How to adopt CMMI? </li></ul>
  3. 3. The importance of process in organization While process is often described as a node of the process-people-technology triad, it can also be considered the “glue” that ties the triad together. Everyone realizes the importance of having a motivated, quality work force but even our finest people cannot perform at their best when the process is not understood or operating at its best. Process, people, and technology are the major determinants of product cost, schedule, and quality. A process model is needed to structure the processes within an organization.
  4. 4. What is CMMI? <ul><li>CMMI is a process improvement approach that provides organizations with the essential elements of effective processes </li></ul><ul><li>CMMI can be used in process improvements as a </li></ul><ul><ul><li>collection of best practices </li></ul></ul><ul><ul><li>framework for organizing and prioritizing activities </li></ul></ul><ul><ul><li>support for the coordination of multi-disciplined activities that might be required to successfully build a product </li></ul></ul><ul><ul><li>means to emphasize the alignment of the process improvement objectives with organizational business objectives </li></ul></ul><ul><li>CMMI best practices are published in documents called models , which each address a different area of interest </li></ul><ul><li>CMMI framework is the structure that organizes the components used in generating models, training materials, and appraisal methods. Components in the CMMI Framework are organized into groupings, called constellations , which facilitate construction of approved models </li></ul>
  5. 5. Constellations <ul><li>16 shared core process areas </li></ul><ul><li>Causal Analysis and Resolution (CAR) </li></ul><ul><li>Configuration Management (CM) </li></ul><ul><li>Decision Analysis and Resolution (DAR) </li></ul><ul><li>Integrated Project Management (IPM) </li></ul><ul><li>Measurement and Analysis (MA) </li></ul><ul><li>Organizational Innovation and Deployment (OID) </li></ul><ul><li>Organizational Process Definition (OPD) </li></ul><ul><li>Organizational Process Focus (OPF) </li></ul><ul><li>Organizational Process Performance (OPP) </li></ul><ul><li>Organizational Training (OT) </li></ul><ul><li>Project Monitoring and Control (PMC) </li></ul><ul><li>Project Planning (PP) </li></ul><ul><li>Process and Product Quality Assurance (PPQA) </li></ul><ul><li>Risk Management (RSKM) </li></ul><ul><li>Quantitative Project Management (QPM) </li></ul><ul><li>Supplier Agreement Management (SAM) </li></ul>
  6. 6. Process areas 3 5 2 3 4 3 2 2 3 3 4 2 3 3 3 3 3 2 2 2 3 5 2 3 4 5
  7. 7. Components Process areas Purpose statements Introductory notes Related process areas Specific goals Specific practices Typical work products Subpractices Subpractices Generic practices Generic goals Generic practice elaboration Required Expected Informative Notes Examples Amplifications References
  8. 8. Capability levels (continuous rep.) Not performed or partially performed. One or more of the specific goals of the process area are not satisfied, and no generic goals exist for this level since there is no reason to institutionalize a partially performed process. Satisfies the specific goals of the process area. It supports and enables the work needed to produce work products. Performed process that has the basic infrastructure in place to support the process. It is planned and executed in accordance with policy; employs skilled people who have adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description. The process discipline reflected by capability level 2 helps to ensure that existing practices are retained during times of stress. Managed process that is tailored from the organization’s set of standard processes according to the organization’s tailoring guidelines, and contributes work products, measures, and other process improvement information to the organizational process assets. Defined process that is controlled using statistical and other quantitative techniques. Quantitative objectives for quality and process performance are established and used as criteria in managing the process. Quality and process performance is understood in statistical terms and is managed throughout the life of the process. Quantitatively managed process that is improved based on an understanding of the common causes of variation inherent in the process. The focus of an optimizing process is on continually improving the range of process performance through both incremental and innovative improvements
  9. 9. Maturity levels (staged rep.) <ul><li>Configuration Management (CM) </li></ul><ul><li>Measurement and Analysis (MA) </li></ul><ul><li>Project Monitoring and Control (PMC) </li></ul><ul><li>Project Planning (PP) </li></ul><ul><li>Process and Product Quality Assurance (PPQA) </li></ul><ul><li>Requirements Management (REQM) </li></ul><ul><li>Supplier Agreement Management (SAM) </li></ul><ul><li>Quantitative Project Management (QPM) </li></ul><ul><li>Organizational Process Performance (OPP) </li></ul><ul><li>Causal Analysis and Resolution (CAR) </li></ul><ul><li>Organizational Innovation and Deployment (OID) </li></ul><ul><li>Decision Analysis and Resolution (DAR) </li></ul><ul><li>Integrated Project Management +IPPD (IPM) </li></ul><ul><li>Organizational Process Definition +IPPD (OPD) </li></ul><ul><li>Organizational Process Focus (OPF) </li></ul><ul><li>Organizational Training (OT) </li></ul><ul><li>Product Integration (PI) </li></ul><ul><li>Requirements Development (RD) </li></ul><ul><li>Risk Management (RSKM) </li></ul><ul><li>Technical Solution (TS) </li></ul><ul><li>Validation (VAL) </li></ul><ul><li>Verification (VER) </li></ul>Process mgmt. Project mgmt. Engineering Support