CMMI

Arnon Rotem-Gal-Oz

The kings Ship Wasa - 1628

No Specification No Architecture description Changes done on the fly, often under market/customer pressure Testing ignored Didnt know how to tell the clients No The system last longer than was ever imagined Maintenance costs far exceed ordinary development

PEOPLE

TECHNOLOGY

PROCESS

Underlying Premise of Process Improvement

The quality of a product is largely determined by the quality of the process that is used to develop and maintain it.
Based on TQM principles as taught by Shewhart, Juran, Deming and Humphrey.

The Software Development Paradox

High-Quality but Slow to Market Not a Leader Quality Fast to Market but Low Quality Low Customer Satisfaction

Speed

[1]Booch

What is CMMI?
Consultant Money Making Initiative

What is CMMI?

Model Practices

Process Improvement

Model

Say what you do

Do what you say Prove It

CMMI Maturity Levels

[4]Buchholtz & Cordes

CMMI Process Areas

CMMI Options: * with Integrated Product & Process Development (IPPD) ** with Supplier Sourcing (SS)
Level 5 Optimizing 4 Quantitati- : Quantitative Project vely Managed Management
IPM: Integrated Project QPM
Management

Project Management

Engineering

Support

Process Management

CAR: Causal Analysis

and Resolution

OID: Organizational
Innovation &Deployment OPP: Organizational
Process Performance

RD: Requirements
Development

DAR: Decision Analysis OPF: Organizational

and Resolution Process Focus

RSKM: Risk Management

3 Defined

IT*: Integrated Teaming ISM**: Integrated Supplier

Management

TS: Technical
Solution

OEI*: Organizational
Environment for Integration

OPD: Organizational
Process Definition

PI: Product
Integration

OT: Organizational
Training

PP: Project Planning PMC: Project

2 Managed Monitoring and Control

VER: Verification REQM: Requirements MA: Measurement and VAL: Validation

Management Analysis

PPQA: Process &

Product Quality Assurance

SAM: Supplier
Agreement Management 1 Initial

CM: Configuration
Management

[6]Rudge

CMMI Replaces
Software CMM System Engineering CMM Software Acquisition CMM System Security Engineering CMM FAA-iCMM software development system engineering software acquisition security engineering software engineering, systems engineering, and acquisition integrated product development

IPD-CMM

People CMM
SPICE Model

workforce
software development

[4]Buchholtz & Cordes

History of the CMMI

1987 1991 1993 1995 1997 2000 2002

First CMM Published

SW-CMM v1.1 Published

CMMI-SE/SW Version 1.0 Published

Model Refined and Published as SW-CMM v1.0

CMMI Initiative Launched

CMMI-SE/SW/IPPD/A Version 1.1 Published

Software Acquisition (SA-CMM), Systems Engineering (SE-CMM), Integrated Product Development (IPD-CMM), Organizational Workforce Capability Development (People CMM) Developed

[4]Buchholtz & Cordes

Critique of CMMI
The projects most worth doing are the ones that will move you DOWN one full level on your process scale (Peopleware) [3]

[3]Demarco & Lister

CMMI vs. Agile

PEOPLE

Process

TECHNOLOGY

The Agile Software Manifesto

Individuals and interactions
over processes and tools

Working software
over comprehensive documentation

Customer collaboration
over contract negotiation

Responding to change
over following a plan

[7]Agile

CMMI Practices vis--vis Agility

LEVEL 1

Identify scope of work Perform the work

LEVEL 2

Organizational policy for plan, perform Requirements, objectives and plans Adequate resources Train the people Assign responsibility and authority CM for designated work products Identify and involve stakeholders Monitor and control to plan and take action if needed Objectively monitor adherence to process and QA products/services Review with upper management and resolve issues

KEY {GREEN : Supportive, White: Neutral, RED: Rough Edges}

[5]Jain

CMMI Practices vis--vis Agility

LEVEL 3

Maintain as a defined process Measure the process performance to support environment

LEVEL 4

Establish and maintain quantitative objectives for the process Stabilize the performance of one or more sub-processes to determine its ability to achieve

LEVEL 5

Ensure continuous improvement to support business goals Identify and correct root causes of defects

KEY {GREEN : Supportive, White: Neutral, RED: Rough Edges}

[5]Jain

Agile vs. Plan Driven

[2]Bohem, Turner

Why Bother with both?

Introduce Agility to a CMMI organization

Best of Breed

References
1. 2.

3. 4. 5. 6.

7.

Software Architecture - A Rational Perspective G. Booch (ppt) People Factors in Software Management: Lessons From Comparing Agile and Plan-Driven Methods B. Bohem, R. Turner Crosstalk, Dec 2003 Peopleware 2nd edition, T. Demarco, T. Lister Dorset House 1999, ISBN 0-932633-43-9 Introduction to CMMI, E. Buchholtz, A. Cordes, RTP SPIN Meeting, 2003 (ppt) CSE Annual Review and Excutive Workshop 2002, Apurva Jain (ppt) CMMI : St George or the Dragon?, T. Rudge, Thales (ppt) www.agilemanifesto.org