CMMI Capability Maturity Model Integrated Técnicas de Calidad en el Software CMMI Capability Maturity Model Integrated Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

What is a CMM? Técnicas de Calidad en el Software Capability Maturity Model: A reference model of mature practices in a specified discipline, used to assess a group’s capability to perform that discipline CMMs differ by Discipline (software, systems, acquisition, etc.) Structure (staged versus continuous) How Maturity is Defined (process improvement path) How Capability is Defined (institutionalization) “Capability Maturity Model®” and CMM® are used by the Software Engineering Institute (SEI) to denote a particular class of maturity models Capability Maturity Model®, CMM®, CMM Integration, and CMMI are service marks and registered trademarks of Carnegie Mellon University Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Commonly Used CMMs Técnicas de Calidad en el Software Software CMM staged software development System Engineering CMM continuous system engineering System Engineering Capability Model continuous system engineering Software Acquisition CMM staged software acquisition System Security Engineering CMM continuous security engineering Personal Software Process staged individual software development FAA-iCMM continuous software engineering, systems engineering, and acquisition IPD-CMM hybrid integrated product development People CMM staged workforce SPICE Model continuous software development Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

The Problem Técnicas de Calidad en el Software Systems and software disciplines have traditionally not been well integrated The importance of software in systems has increased dramatically Example: % of requirements allocated to software: * B-2 -- 65% F-22 -- 80% The DOD has emphasized the need to make the systems/software interface more seamless Systems Software * Source: Standish Group Chaos Report Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

So Many Models, So Little Time ZZZ CMM Different structures, formats, terms, ways of measuring maturity Causes confusion, especially when using more than one model Hard to integrate them in a combined improvement program Hard to use multiple models in supplier selection Técnicas de Calidad en el Software EIA 731 Software CMM Systems Engr CMM People CMM IPD CMM Software Acq CMM FAA iCMM Systems Security Engr CMM Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

CMMI to the Rescue! Técnicas de Calidad en el Software Integrates systems and software disciplines into one process improvement framework. Provides a framework for introducing new disciplines as needs arise. Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Bridging the Divide Técnicas de Calidad en el Software Systems engineering and software engineering processes are integrated. Integrates systems and software disciplines into one process improvement framework. Provides a framework for introducing new disciplines as needs arise. Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

But We Don’t Do That... Técnicas de Calidad en el Software Some organizations see themselves as performing just one discipline Software Systems Acquisition But… Software always must be part of some kind of system Systems that don’t have software are rare Acquisition can involve both Communication and cooperation with other disciplines, even if they are external to our organization is vital Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

The CMMI Project DoD sponsored collaboration between industry, Government, SEI Over 100 people involved Técnicas de Calidad en el Software U.S. Army, Navy, Air Force Federal Aviation Administration National Security Agency Software Engineering Institute ADP, Inc. AT&T Labs BAE Boeing Computer Sciences Corporation EER Systems Ericsson Canada Ernst and Young General Dynamics Harris Corporation Honeywell KPMG Lockheed Martin Motorola Northrop Grumman Pacific Bell Q-Labs Raytheon Reuters Rockwell Collins SAIC Software Productivity Consortium Sverdrup Corporation TeraQuest Thomson CSF TRW So, based on the problem and an understanding of the fundamental similarities of CMMs and CMM-based improvement methods, the CMMI project was born! <We could add organizational slides here for backup> Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

CMMI Models Source Models CMMI-SE/SW Staged Representation Continuous Técnicas de Calidad en el Software Source Models Capability Maturity Model for Software V2, draft C (SW-CMM V2C) EIA Interim Standard 731, System Engineering Capability Model (SECM) Integrated Product Development Capability Maturity Model, draft V0.98 (IPD-CMM) Combined System Engineering / Software Engineering model Can be applied to: Just the software engineering projects in an organization Just the system engineering projects in an organization Both IPPD can be used in either/both Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Comparing Model Representations Staged ML 1 ML2 ML3 ML4 ML5 . . .for an established set of process areas across an organization Continuous Técnicas de Calidad en el Software PA Process Area Capability 0 1 2 3 4 5 Lucas CP00062 PCS 2 Added this slide as a way of further illustrating the idea of comparing representations. . . .for a single process area or a set of process areas Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Relating Process Area Capability and Organizational Maturity Técnicas de Calidad en el Software Process area capability and organizational maturity are similar concepts. The difference between them is that process area capability deals with a set of processes relating to a single process area or specific practice, while organizational maturity pertains to a set of process areas across an organization. Lucas CP00061 PCS 5 Re-worded this slide to illustrate the relationship between the terms process area capability and organizational maturity. The other one was so vaguely and poorly worded as to be completely free of meaningful content. Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Relating Process Area Capability and Organizational Maturity Técnicas de Calidad en el Software Although the comparison of ratings and levels is an advanced topic we don’t address in this tutorial, in general terms, if a set of organizational processes have been appraised at a particular maturity level, the appraised processes may demonstrate a comparable level of process area capability. Lucas CP00061 PCS 5 Re-worded this slide to illustrate the relationship between the terms process area capability and organizational maturity. The other one was so vaguely and poorly worded as to be completely free of meaningful content. Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Why Do We Have Two Representations? Técnicas de Calidad en el Software Source Model Heritage Software CMM--Staged SECM--Continuous IPD CMM--Hybrid Proponents for each type of representation were part of CMMI product development team. Selecting a single representation approach became “too hard”. A compromise was made to initially support two representations of the model with equivalent content. Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Advantages of the Staged Representation Técnicas de Calidad en el Software Provides a roadmap for implementing: groups of process areas sequencing of implementation Familiar structure for those transitioning from the SW-CMM Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Advantages of the Continuous Representation Técnicas de Calidad en el Software Provides maximum flexibility for focusing on specific process areas according to business goals and objectives. Familiar structure for those transitioning from the systems engineering community. Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

CMMI Product Suite Training Model Models Introduction to CMMI Intermediate Concepts Instructor Training Lead Appraiser Appraisal methods Appraisal Requirements for CMMI (ARC) SCAMPI Method Description Document (MDD) Técnicas de Calidad en el Software Models Disciplines Systems Engineering SE Software Engineering SW Integrated Product and Process Development (IPPD) Supplier Sourcing (SS) Representations Staged Continuous Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

CMMI in a Nutshell Técnicas de Calidad en el Software A CMMI model provides a structured view of process improvement across an organization CMMI can help set process improvement goals and priorities provide guidance for quality processes provide a yardstick for appraising current practices Lucas Changed title from “CMMI Models” Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Topics The structure of the CMMI documents Técnicas de Calidad en el Software The structure of the CMMI documents The structure of the CMMI Continuous representation The structure of the CMMI Staged representation Summary Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Organization of Continuous Model -1 Técnicas de Calidad en el Software Six chapters provide an overview The Introduction Structure of the Model Model Terminology Capability Level and Generic Model components Understanding the Model Using the Model Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Organization of Continuous Model -2 Process areas Process management Project Management Engineering Support Appendixes References Acronyms Glossary Required and expected Model Elements CMMI Project Participants Equivalent Staging Técnicas de Calidad en el Software Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Organization of Staged Model -1 Técnicas de Calidad en el Software Six chapters provide an overview The Introduction Structure of the Model Model Terminology Maturity Levels, Common Features, and Generic Practices Understanding the Model Using the Model Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Organization of Staged Model -2 Process areas Maturity Level: 2 Managed Maturity Level: 3 Defined Maturity Level: 4 Quantitatively Managed Maturity Level: 5 Optimizing Appendixes References Acronyms Glossary Required and expected Model Elements CMMI Project Participants Técnicas de Calidad en el Software Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Model Components Process Areas Specific Goals Specific Practices Generic Goals Generic Practices Typical Work Products Sub-practices Notes Discipline Amplifications Generic Practice Elaborations References Técnicas de Calidad en el Software Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

CMMI Structure One Model, Two Representations Maturity Level 5 OID, CAR Maturity Level 4 OPP, QPM Maturity Level 3 REQD, TS, PI, VER, VAL, OPF, OPD, OT, IPM, RSKM, DAR Overview Introduction Structure of the Model Model Terminology Maturity Levels, Common Features, and Generic Practices Understanding the Model Using the Model Maturity Level 2 REQM, PP, PMC, SAM, MA, PPQA, CM Appendixes Engineering REQM, REQD, TS, PI, VER, VAL Project Management PP, PMC, SAM IPM, RSKM, QPM Process Management OPF, OPD, OT, OPP, OID PAs - Goals - Practices Support CM, PPQA, MA, CAR, DAR CMMI-SE/SW Staged Capability Levels and Generic Model Components Continuous Técnicas de Calidad en el Software Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Topics Structure of the CMMI documents The structure of the CMMI continuous representation The structure of the CMMI staged representation Summary Técnicas de Calidad en el Software Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Process Area Capability Profile Técnicas de Calidad en el Software A process area capability profile may be represented by a set of points in two dimensions. the process dimension “What” you do the capability dimension “How well” you do it Capability (How well) Process Area (What you do) Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

The Process Dimension The values on this axis describe what processes (described within Process Areas) you perform. Técnicas de Calidad en el Software Capability Process Area 1 Process Area 2 Process Area 3 Process Area n Process Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Process Areas Process Areas (PAs) are a cluster of related practices. Técnicas de Calidad en el Software Process Areas (PAs) are a cluster of related practices. They are the major building blocks in establishing process capability. Example PA: “Requirements Management” Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Continuous Organization of Process Areas Category Process Area Project Planning Project Monitoring and Control Supplier Agreement Management Integrated Project Management(IPPD) Integrated Supplier Management (SS) Integrated Teaming (IPPD) Risk Management Quantitative Project Management Project Management Técnicas de Calidad en el Software Configuration Management Process and Product Quality Assurance Measurement and Analysis Causal Analysis and Resolution Decision Analysis and Resolution Organizational Environment for Integration (IPPD) Support Requirements Management Requirements Development Technical Solution Product Integration Verification Validation Engineering Organizational Process Focus Organizational Process Definition Organizational Training Organizational Process Performance Organizational Innovation and Deployment Process Management Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Life Cycle Relationships Mission Area Planning Budgeting Priority Requirements Definition Directives, Constraints, Decision Analysis and Resolution Requirements Development Mission Shortfalls Contracting Activity Planning Supplier Agreement Management Project Planning Concurrent Front-End Activities Técnicas de Calidad en el Software Product Control Integrated Project Management Requirements Management Technical Solution Integrated Teaming Configuration Management Integrated Supplier Management Risk Management Quality Assurance Product Integration Project Monitoring and Control Causal Analysis and Resolution Technical Execution Program Management Assessment & Certification Products Deficiencies Product Measurement Validation Verification and Analysis Outcome & Feedback System Product Deliveries Organizational Process Management Process Process Innovation and Environment for Integration Process Quantitative Focus Definition Training Deployment Performance Mgmt Process Maturation Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

The Capability Dimension -1 Técnicas de Calidad en el Software The values on this axis describe how well you perform a process (called Capability Levels). Capability Process not performed Process Area 1 Process Area 2 Process Area 3 Process Area n Juan Antonio Vega Fernández Process  Derechos Reservados, 1999-2003

The Capability Dimension -2 Técnicas de Calidad en el Software The values on this axis describe how well you perform a process (called Capability Levels). Process performed well and continuously improved Capability Process not performed Process Area 1 Process Area 2 Process Area 3 Process Area n Juan Antonio Vega Fernández Process  Derechos Reservados, 1999-2003

Capability Levels Técnicas de Calidad en el Software A capability level is a well-defined evolutionary plateau describing the capability of a process area. There are six capability levels. Each level is a layer in the foundation for continuous process improvement. Thus, capability levels are cumulative, i.e., a higher capability level includes the attributes of the lower levels. Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

The Capability Levels 5 Optimizing 4 Quantitatively Managed 3 Defined 1 Performed 0 Incomplete Técnicas de Calidad en el Software Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Capability Levels are Cumulative Técnicas de Calidad en el Software Because capability levels build upon one another, there can be no gaps. Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Representing Process Capability Técnicas de Calidad en el Software The capability of a implemented process can be represented by a bar. This point represents a higher level of capability than this point in a specific process area 3 2 1 Capability Process Area n Process Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

An Example Process Area Capability Profile Técnicas de Calidad en el Software P r o c e s s A r e a REQM PP PMC etc 5 4 3 2 1 C a p a b i l i t y Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Realizing These Concepts in the CMMI Continuous Model Técnicas de Calidad en el Software Goals and Practices are the model elements used to realize the values on both the capability and process dimensions. Goal A high level statement of the outcome to be achieved by effective implementation of a group of practices. Practice A description of an action that is necessary to enact a key element of a process area. Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

There Are Two Types of Goals and Practices Técnicas de Calidad en el Software Specific Goals and Specific Practices realize the process dimension therefore, they apply to a particular Process Area Generic Goals and Generic Practices realize the capability dimension therefore, they apply across all Process Areas Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Example: Specific Goal and Specific Practice Técnicas de Calidad en el Software Specific Goal (from Requirements Management PA) Requirements are managed and inconsistencies with project plans and work products are identified. Specific Practice (from Requirements Management PA) Maintain bidirectional traceability among the requirements and the project plans and work products. Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Example: Generic Goal and Generic Practice Técnicas de Calidad en el Software Generic Goal (from Capability Level 1) The process supports and enables achievement of the specific goals of the process area by transforming identifiable input work products to produce identifiable output work products. Generic Practice (from Capability Level 1) Perform the basic activities of the process area to develop work products and provide services to achieve the specific goals of the process area. Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Structure of the CMMI Continuous Representation Técnicas de Calidad en el Software Generic Goals & Generic Practices Generic Goals & Generic Practices Specific Goals & Practices Specific Goals & Practices Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Critical Distinctions Técnicas de Calidad en el Software performed vs. managed --the extent to which the process is planned; performance is managed against the plan; corrective actions are taken when needed managed vs. defined --the scope of application of the process descriptions, standards, and procedures (i.e., project vs. organization) defined vs. quantitatively managed --the predictability of process performance quantitatively managed vs. optimizing --the process is continuously improved by addressing common causes of process variation Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Improving a Process Area GP1.1 through GP5.2 CL1+CL2*+CL3* SPs CL5 Optimizing Defect prevention, proactive improvement, innovative technology insertion and deployment Técnicas de Calidad en el Software GP1.1 through GP4.2 CL1+CL2*+CL3* SPs CL4 Quantitatively Managed Measure process performance, stabilize process, control charts, deal with causes of special variations GP1.1 through GP3.2 CL1+CL2*+CL3* SPs CL3 Defined Project’s process is tailored from organization’s standard processes, understand process qualitatively, process contributes to the organizations assets GP1.1 through GP2.10 CL1 + CL2* SPs CL2 Managed Adhere to policy, follow documented plans and processes, apply adequate resources, assign responsibility and authority, train people, apply CM, monitor, control, and evaluate process, identify and involve stakeholders, review with management GP1.1 CL1 (base) SPs CL1 Performed Perform the work No GPs or SPs exist CL0 Not performed, incomplete Juan Antonio Vega Fernández * Advanced practices exist only in the Engineering PAs.  Derechos Reservados, 1999-2003

REQM - Capability Levels 1 & 2 Requirements Management Técnicas de Calidad en el Software Generic practices (CL1) GP1.1: Perform Base Practices Specific practices (CL1 - “base”) SP1.1-1: Obtain an Understanding of Requirements SP1.3-1: Manage Requirements Changes SP1.5-1: Identify Inconsistencies Between Project Work and Requirements Specific practices (CL2 - “advanced”) SP1.2-2: Obtain Commitment to Requirements SP1.4-2: Maintain Bidirectional Traceability of Requirements Generic practices (CL2) GP2.1: Establish an Organizational Policy GP2.2: Plan the Process GP2.3: Provide Resources GP2.4: Assign Responsibility GP2.5: Train People GP2.6: Manage Configurations GP2.7: Identify and Involve Relevant Stakeholders GP2.8: Monitor and Control the Process GP2.9: Objectively Evaluate Adherence GP2.10: Review Status with Higher Level Management Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

REQM - Capability Level 3 Requirements Management Técnicas de Calidad en el Software Generic practices (CL1 & CL2) GP1.1: Perform Base Practices GP2.1: Establish an Organizational Policy GP2.2: Plan the Process GP2.3: Provide Resources GP2.4: Assign Responsibility GP2.5: Train People GP2.6: Manage Configurations GP2.7: Identify and Involve Relevant Stakeholders GP2.8: Monitor and Control the Process GP2.9: Objectively Evaluate Adherence GP2.10: Review Status w/Higher Level Management Specific practices (CL1 & CL2) SP1.1-1: Obtain an Understanding of Requirements SP1.2-2: Obtain Commitment to Requirements SP1.3-1: Manage Requirements Changes SP1.4-2: Maintain Bidirectional Traceability of Requirements SP1.5-1: Identify Inconsistencies Between Project Work and Requirements Specific practices (CL3) All the CL1 & CL2 Specific Practices Generic practices (CL3) All the CL1 & CL2 Generic Practices plus(+): GP3.1: Establish a Defined Process GP3.2: Collect Improvement Information Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

REQM - Capability Levels 4 & 5 Requirements Management Técnicas de Calidad en el Software Specific practices (CL4) All the CL1 & CL2 Specific Practices Generic practices (CL4) All the CL1 & CL2 & CL3 Generic Practices plus(+): GP4.1: Establish Quantitative Objectives for the Process GP4.2: Stabilize Subprocess Performance Specific practices (CL5) All the CL1 & CL2 Specific Practices Generic practices (CL5) All the CL1 & CL2 & CL3 & CL4 Generic Practices plus(+): GP5.1: Ensure Continuous Process Improvement GP5.2: Correct Root Causes of Problems Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Summary Técnicas de Calidad en el Software CMMI models were developed with broad participation and review. Process Areas identify “what you do.” Capability Levels identify “how well you do it.” Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Topics Structure of the CMMI documents Técnicas de Calidad en el Software Structure of the CMMI documents The structure of the CMMI Continuous representation document The Structure of the CMMI Staged representation Summary Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Maturity Levels Técnicas de Calidad en el Software A maturity level is a well-defined evolutionary plateau on the path to becoming a mature organization. There are five maturity levels. Each level is a layer in the foundation for continuous process improvement. Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

The Maturity Levels Optimizing Optimizing 1 2 3 4 5 Focus on process improvement Técnicas de Calidad en el Software Quantitatively Managed Process measured and controlled Defined Defined Process characterized for the organization and is proactive Managed Process characterized for projects and is often reactive Performed Process unpredictable, poorly controlled and reactive Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Structure of the CMMI Staged Representation Maturity Level Técnicas de Calidad en el Software Process Area Process Area Process Area Generic Goals Specific Goals Common Features Commitment to Perform Ability to Perform Directing Implementation Verification All old common features got rolled into Level 2 generic practices. Both activities and common features are present in each KPA, where the common features include Commitment to Perform, Ability to Perform, Measurement and Analysis, and Verifying Implementation. Generic Practices Specific Practices Commitment to Perform: creates policies and secures sponsorship for process improvement efforts Ability to Perform: ensures that the project and/or organization has the resources it needs to pursue process improvement Directing Implementation: collects, measures, and analyzes data related to processes Verification: verifies that the projects and/or organization’s activities conform to requirements, processes, and procedures Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Maturity Levels Cannot Be Skipped Técnicas de Calidad en el Software A level provides a necessary foundation for effective implementation of processes at the next level. Higher level processes are easily sacrificed without the discipline provided by lower levels. The effect of innovation is obscured in a noisy process. Higher maturity level processes may be performed by organizations at lower maturity levels, with risk of not being consistently applied in a crisis. Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Process Areas Técnicas de Calidad en el Software Process Areas (PAs) are clusters of related practices performed collectively to achieve a set of goals. They are the major building blocks in establishing the process capability of an organization. Each process area has been defined to reside at a given maturity level. Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Process Areas by Maturity Level Focus Process Areas Continuous process improvement Organizational Innovation and Deployment Causal Analysis and Resolution Técnicas de Calidad en el Software 5 Optimizing 4 Quantitatively Managed Quantitative management Organizational Process Performance Quantitative Project Management Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Integrated Supplier Management Risk Management Decision Analysis and Resolution Organizational Environment for Integration Integrated Teaming Process standardization 3 Defined (SS) (IPPD) 2 Managed Basic project management Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003 1 Performed

Example: Specific Goal and Specific Practice Técnicas de Calidad en el Software Specific Goal (from Requirements Management PA) Requirements are managed and inconsistencies with project plans and work products are identified. Specific Practice (from Requirements Management PA) Maintain bidirectional traceability among the requirements and the project plans and work products. Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Example: Generic Goal and Generic Practice Técnicas de Calidad en el Software Generic Goal (from Capability Level 1) The process supports and enables achievement of the specific goals of the process area by transforming identifiable input work products to produce identifiable output work products. Generic Practice (from Capability Level 1) Perform the basic activities of the process area to develop work products and provide services to achieve the specific goals of the process area. Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Common Features Common features are a means of categorizing Generic practices. Commitment to perform: establishment of management policies Ability to perform: establishment and maintenance of plans, resources, assigned responsibility and authority, and training Directing implementation: measurement, control, and performance practices Verification: ensure implementation and compliance Técnicas de Calidad en el Software Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Another way to look at Common Features -1 Técnicas de Calidad en el Software Common feature categories are very similar across process areas. They are referred to as Institutionalization Common Features because they: ensure the process areas are effective, repeatable and lasting provide needed infrastructure support Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Common Feature Examples -1 from Requirements Management Process Area Técnicas de Calidad en el Software Commitment to perform: Establish and maintain an organizational policy for planning and performing the requirements management process. Ability to perform: Train the people performing or supporting the requirements management process as needed. Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Common Feature Examples -2 from Requirements Management Process Area Técnicas de Calidad en el Software Directing implementation: Place designated work products of the requirements management process under appropriate levels of configuration management. Verification: Review the activities, status, and results of the requirements management process with higher level management and resolve issues. Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Summary -1 There is one CMMI Model with two representations, Staged and Continuous. The material in both representations is the same just organized differently. Each representation provides different ways of implementing processes The CMMI model should be applied using intelligence, common sense, and professional judgment. Técnicas de Calidad en el Software Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Summary -2 Continuous Staged Técnicas de Calidad en el Software Continuous Flexible in its application so the organization can choose which areas to emphasize. Provides equivalent staging to compare to staged representation. Staged Structured for implementation based on proven grouping and ordering of processes. Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

CMMI-SE/SW Compared to SW-CMM v1.1 Técnicas de Calidad en el Software CMMI-SE/SW Compared to SW-CMM v1.1 Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

SW-CMM v1.1 vs. CMMI Process Areas Defect Prevention Causal Analysis and Resolution Technology Change Mgmt Organizational Innovation & Deployment Process Change Management Quantitative Process Mgmt Organizational Process Performance Software Quality Mgmt Quantitative Project Management Organization Process Focus Organization Process Focus Organization Process Definition Organization Process Definition Training Program Organizational Training Integrated Software Mgmt Integrated Project Management Risk Management Software Product Engr Requirements Development Technical Solution Product Integration Intergroup Coordination Verification Peer Reviews Validation Decision Analysis and Resolution Requirements Management Requirements Management Software Project Planning Project Planning Software Project Tracking & Oversight Project Monitoring and Control Software Subcontract Mgmt Supplier Agreement Management Software Quality Assurance Product & Process Quality Assurance Software Configuration Mgmt Configuration Management Measurement and Analysis LEVEL 5 OPTIMIZING Técnicas de Calidad en el Software LEVEL 4 MANAGED LEVEL 3 DEFINED LEVEL 2 REPEATABLE Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003 66

CMMI Improvements Over the CMM Emphasis on measurable improvements to achieve business objectives. Process areas have been added to place more emphasis on some important practices: Risk Management Measurement and Analysis Engineering Process Areas Decision Analysis Técnicas de Calidad en el Software Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Migrating from SW-CMM to the CMMI LEVEL 5 OPTIMIZING Defect prevention Causal analysis and resolution Technology change mgmt Org. innovation & deployment Process change mgmt Quantitative process mgmt Org. process performance Software quality mgmt Quantitative project management Organization process focus Organization process focus Organization process definition Organization process definition Training program Organizational training Integrated software mgmt Integrated project management Risk Management Software product engr Technical solution Product Integration Intergroup coordination Verification Peer reviews Validation Requirements Development Decision Analysis and Resolution Requirements management Requirements management Software project planning Project planning SW project tracking & oversight Project Monitoring and Control Measurement and Analysis Software subcontract mgmt Supplier Agreement Management Software quality assurance Product & Process Quality Assurance Software configuration mgmt Configuration Management Técnicas de Calidad en el Software LEVEL 4 MANAGED LEVEL 3 DEFINED LEVEL 2 REPEATABLE Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003

Common Feature Comparison Técnicas de Calidad en el Software Handled by the Measurement and Analysis PA Juan Antonio Vega Fernández  Derechos Reservados, 1999-2003