An Introduction

Objective
- Understand the difference between CMM & CMMI - Understand the Structure of CMMI.

Integration of
Integrate Source Models
SW CMM v2.0c EIA/IS 731 SECM IPPD CMM draft v0.98
puneetd:
EIA Interim Standard 731, system engineering capability model puneetd:

Consistent with ISO 15504

Integrated Product & Process Development Capability Maturity Model

Different Standards under CMMI

Different body of Knowledge
Software (SW) System Engineering (SE) Integrated Product and Process Development (IPPD) Supplier Sourcing (SS)

Standards are combinations of different body of knowledge

Different Standards under CMMI

Software (SW) Covers the development of software systems. System Engineering (SE) Development of total systems, which may or may not include software. Focus is on transforming customer needs, expectations and constraints into product solutions and support them. Integrated Product and Process Development (IPPD) Contains Process Management Project Management Support Engineering Processes Supplier Sourcing (SS) Use suppliers to perform functions or modifications to product.

Changes from SW CMM v1.1

Inclusion of Systems Engg. Two Representations New Process Areas (22/cmmi versus 18/cmm) New Generic Goals New Practices

Representation
Staged
5 Maturity Levels From SW CMM

Continuous
6 Capability Levels From EIA/IS 731 ISO 15504

Representation Difference
Staged Representation
We have the (Maturity Level)MLs as they are found in CMM. Process Areas are assigned to the UPPER fours of the five maturity levels (Managed, Defined, Quantitatively Managed, Optimizing) Provides a pre- defined roadmap for organizational improvement.

Representation Difference
Continuous Representation
Maturity Levels are replaced by Capability Levels (CLs) as a measure assigned individually to each PA. Provides maximum flexibility for organizations to choose which processes to emphasize for improvement.

Staged

Continuous

Comparison
Continuous Representation
Level 0 1 2 3 4 5 Capability Levels Incomplete Performed Managed Defined Quantitatively Managed Optimizing

Staged Representation
Maturity Levels N/A Initial Managed Defined Quantitatively Managed Optimizing

Process Area
Process Area (PA) is a cluster of related practices. Practices are actions to be performed in order to achieve the goals of a process area.

They are the major building blocks in establishing the process maturity of an organization.
Each process area resides at a specific maturity level.

New Process Areas

Level 2 (7 versus 6)
Measurement & Analysis

Level 3 (11 versus 7)

Risk Management Requirements Development Technical Solution Product Integration Verification Validation Decision Analysis and Resolution Organizational Environment for Integration

Process Area Comparison Level 2

SW CMM
Requirement Management S/w Project Planning S/w Project Tracking and Monitoring S/w Subcontractor Management S/w Quality Assurance S/w Configuration Management

CMM I
Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Process and Product Quality Assurance Configuration Management Measurement and Analysis

Process Area Comparison Level 3

SW CMM

CMM I
Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Risk Management Requirements Development Technical Solution Product Integration Verification Validation Decision Analysis and Resolution

Organizational Process Focus Organizational Process Definition Training Inter-group Coordination Integrated Software Management S/w Product Engineering

Peer Reviews

Process Area Comparison Level 4&5

SW CMM

CMM I

Quantitative Process Management S/w Quality Management

Organization Process Performance Quantitative Project Management Causal Analysis & Resolution Organizational Innovation and Deployment

Defect Prevention Technology Change Management Process Change Management

Process Areas
5 5
4 4 3 3 2 2
Validation Verification Product Integration Technical Solution Requirements Development Organizational Innovation & Deployment

Causal Analysis & Resolution

5
4 3 2

Quantitative Project Management

Organizational Process Performance

Organizational Training Risk Management Organizational Process Definition Decision Analysis & Resolution Integrated Product Management Organizational Process Focus

Requirements Management

Supplier Agreement Management Project Monitoring and Control Project Planning

Configuration Management Process & Product QA Measurement & Analysis

Engineering

Project Management

Process Management

Support

Structure of CMMI
Goal A High level statement of the outcome to be achieved by effective implementation of group of practices.
Specific Goals - 47 Generic Goals - 22

The concept of goals in CMMI is the same as in SW-CMM. All Institutionalization related practices satisfy Generic Goals.

Structure of CMMI
Practices - A Description of expected actions to be performed in order to achieve the goals of a process areas. Specific Practices These differ across process areas and equivalent to Activities in CMM. Generic Practices These are common across all process areas and equivalent to CO, AB, VE etc.

General Practices support the Generic Goal of each PA.

Structure of CMMI
Common Features They are a means of categorizing generic practices.
The categories are : Commitment to Perform Creating management policies and securing sponsorship. Ability to Perform Establishment and maintenance of plans, resources, assigning responsibility and authority and training. Directing Implementation Measurement, Control and performance practices. Verifying Implementation Ensure implementation and Compliance.

Summary
- Different Standards under CMMI - Changes from CMM to CMMI

- 2 Representations
- Comparison between Representations - Process Areas

- Structure

THANX