1、1Understanding High Maturity Level of CMMIVincent YipCMM/CMMI LA2Agenda Overview of CMMI Staged Representation Characteristics of CMMI ML1,2,and 3 CMMI Maturity Level 4nOrganizational Process PerformancenQuantitative Project Management CMMI Maturity Level 5nOrganizational Innovation and DeploymentnC
2、ausal Analysis and Resolution3CMMI Staged Representation Maturity Levels 1 234 5 Process unpredictable,poorly controlled,and reactiveProcess characterized for projects and is often reactiveProcess characterized for the organization and is proactiveProcess measuredand controlledFocus on processimprov
3、ementOptimizingQuantitativelyManagedDefinedInitialManagedOptimizingDefined4CMMI Staged Representation Process AreasOrganizational Innovation and DeploymentCausal Analysis and Resolution5 Optimizing4 Quantitatively Managed3 Defined2 ManagedContinuousProcess ImprovementQuantitativeManagementProcessSta
4、ndardizationBasicProjectManagementOrganizational Process PerformanceQuantitative Project Management Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational Training Integrated Project Management fo
5、r IPPDRisk ManagementIntegrated TeamingIntegrated Supplier ManagementDecision Analysis and ResolutionOrganizational Environment for IntegrationRequirements Management Project PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality Assura
6、nceConfiguration ManagementQualityProductivityRiskRework1 InitialProcess AreasLevelFocus5Structure of CMMI Staged RepresentationCommitmentto PerformMaturity LevelsGenericPracticesGenericGoalsProcess Area 2Common FeaturesProcess Area 1Process Area nAbilityto PerformDirectingImplementationVerifyingImp
7、lementationSpecificGoalsSpecificPractices6Structure of CMMI Staged Representation-REIREQUIREDnSpecific/Generic GoalsEXPECTEDnSpecific/Generic PracticesINFORMATIVEnSub-practices/Elaborations7Characteristics of Maturity Level 1:Initial Processes are ad hoc and chaotic Organizations usually:ndepend on
8、heroics of peoplentend to over-commitnUnable to repeat their successes Data?8Characteristics of Maturity Level 2:Managed Projects have ensured requirements are managed Projects are performed and managed according to their documented plans.Status of work products and delivery of services are visible
9、to management.Project Data9Characteristics of Maturity Level 3:DefinedProcess improvement belongs to the organization.nBest practices are gathered across the organization.nProcesses are tailored as appropriate.The organization supports the projects by establishingncommon processes,measurementsntrain
10、ing10Foundation for Moving to Maturity Level 4Maturity levels 2 and 3 build a foundation necessary for quantitative management.This foundation includesndefined processes,which achieve consistency across the organization provide a qualitative understanding of sub-processes and their relationshipsncom
11、mon measures to accumulate meaningful data across the organization11The Maturity Levels Process unpredictable,poorly controlled,and reactiveProcess characterized for projects and is often reactiveProcess characterized for the organization and is proactiveProcess measuredand controlledFocus on proces
12、simprovementOptimizingDefinedQuantitatively ManagedInitialOptimizingDefinedManaged1 24 5 312Maturity Level 4:Quantitatively ManagedAt maturity level 4,the organization and projects establish quantitative objectives for quality and process performance and use them as criteria in managing processes.13
13、Maturity Level 4 Process AreasOrganizational Process PerformanceQuantitative Project Management14Establish and maintain a quantitative understanding of the performance of the organizations set of standard processes in support of quality and process-performance objectives,and to provide the process-p
14、erformance data,baselines,and models to quantitatively manage the organizations projects.Organizational Process Performance15Organizational Process PerformanceSG 1:Establish Performance Baselines and ModelsBaselines and models that characterize the expected process performance of the organizations s
15、et of standard processes are established and maintained.16Organizational Process PerformanceEstablish Performance Baselines and ModelsOrganizational Process Performance.Establish Performance Baselines and ModelsOrganizational Process Performance.Establish Performance Baselines and ModelsSelect Proce
16、ssesProcesses and Processes ElementsEstablish Process Performance MeasuresDefinitions of selected measuresEstablish Quality and Process-Performance ObjectivesOrganizations quality and process-performance objectivesEstablish Process Performance BaselinesProcess Performance BaselinesEstablish Process
17、Performance ModelsProcess Performance Models17Organizational Process PerformanceSG 1:Establish Performance Baselines and ModelsSP 1.1 Select Processes Select process to include in the performance analysis Not feasible to apply quantitative process performance to all processes or process elements18Or
18、ganizational Process PerformanceSG 1:Establish Performance Baselines and ModelsSP 1.2 Establish Process Performance Measures Determine the organizations business objectives Select measures to support business objectives,e.g.use GQM19Organizational Process PerformanceSG 1:Establish Performance Baseli
19、nes and ModelsSP 1.3 Establish Quality and Process Performance Objectives Based on organizational business objectives May need to reference past performance20Organizational Process PerformanceSG 1:Establish Performance Baselines and ModelsSP 1.4 Establish Process Performance Baselines Try to underst
20、and where we are now Obtain from project level Aggregate to organizational level Need to apply it intelligently,e.g.tailoring21Organizational Process PerformanceSG 1:Establish Performance Baselines and ModelsSP 1.5 Establish Process Performance Models Establish based on organizations standard proces
21、ses and process baselines Used to estimate progress toward achieving objectives that cannot be measured until later in the projects life22Example:Effort Estimation DeviationEstablish Process Performance BaselinesEffort Estimation Deviation-200.0-150.0-100.0-50.00.050.0100.0150.0200.0250.013579111315
22、1719Effort Estimation Deviation Ratio23ExerciseDiscussion:What will be the differences in setting process performance objectives in Maturity Level 3 and Maturity Level 4?24Quantitatively manage the projects defined process to achieve the projects established quality and process-performance objective
23、sQuantitative Project Management25SG 1:Quantitatively Manage the ProjectThe project is quantitatively managed using quality and process-performance objectives.SG 2:Statistically Manage Subprocess PerformanceThe performance of selected subprocesses within the projects defined process is statistically
24、 managed.Quantitative Project Management26Quantitative Project ManagementQuantitatively Manage the ProjectStatistically Manage Subprocess PerformanceEstablish the projects objectivesProjects quality and process-performance objectivesCompose the Defined ProcessSelected subprocessesSelect the subproce
25、sses that will be statistically managedSubprocesses that will be statistically managedManage Project PerformanceQuantitative Project Management.Quantitatively Manage the ProjectQuantitative Project Management.Quantitatively Manage the ProjectProject ProgressReportSelect measures and analytic techniq
26、uesDefinitions of measures and analytic techniquesApply statistical methods to understand variationCollected measures and natural boundsMonitor performance of the selected subprocessesProcess capabilityRecord statistical management dataOrganizations measurement respositoryQuantitative Project Manage
27、ment.Statistically Manage Subprocess PerformanceQuantitative Project Management.Statistically Manage Subprocess Performance27Quantitative Project ManagementSG 1:Quantitatively Manage the ProjectSP 1.1 Establish the Projects Objectives Review with the organizations objectives and organizations baseli
28、nes Need to align with the organizations objectives Example:nTotal Effort Estimation Variance 20%28Quantitative Project ManagementSG 1:Quantitatively Manage the ProjectSP 1.2 Compose the Defined Process Select the subprocesses based on their performance and capability What if no such subprocess can
29、be identified?Example:nDelphi and Analog estimation methodsnEstimation by phase29Quantitative Project ManagementSG 1:Quantitatively Manage the ProjectSP 1.3 Select the Subprocesses that will be statistically managed Select based on criteria,for examplenStabilitynPerformance30Quantitative Project Man
30、agementSG 1:Quantitatively Manage the ProjectSP 1.4 Manage Project Performance Monitor the performance of the subprocesses Estimate whether the project objectives can be achieved in the futurenLook for other information to help estimate31Quantitative Project ManagementSG 2:Statistically Manage Subpr
31、ocess PerformanceSP 2.1 Select Measures and Analytic Techniques To manage the selected subprocesses Identify the common measures as well as any additional measures needed Example:nPlanned effort vs actual effort32Quantitative Project ManagementSG 2:Statistically Manage Subprocess PerformanceSP 2.2 A
32、pply Statistical Methods to Understand Variation Establish control chart from previous data 3 sigma Special causes vs common causes Example:nMonitor%effort deviated in each task nMonitor%effort deviated in each phase33Quantitative Project ManagementSG 2:Statistically Manage Subprocess PerformanceSP
33、2.3 Monitor Performance of the Selected Subprocesses Ensure the performance is kept within expected range Corrective actions on special causesUCLLCLEstimation VarianceProcessCapability34Quantitative Project ManagementSG 2:Statistically Manage Subprocess PerformanceSP 2.4 Record Statistical Managemen
34、t Data Need to keep records for future reference35ExerciseDiscussion:Discuss and understand how OPP and QPM work together to help stabilize the processes?36The Maturity Levels Process unpredictable,poorly controlled,and reactiveProcess characterized for projects and is often reactiveProcess characte
35、rized for the organization and is proactiveProcess measuredand controlledFocus on processimprovementOptimizingDefinedQuantitatively ManagedInitialOptimizingDefinedManaged1 24 5 337Maturity Level 5:OptimizingAt Maturity Level 5,an organization continually improves its processes based on a quantitativ
36、e understanding of the common causes of variation inherent in processes38Maturity Level 5 Process AreasOrganizational Innovation and DeploymentCausal Analysis and Resolution39Organizational Innovation and DeploymentSelect and deploy incremental and innovative improvements that measurably improve the
37、 organizations processes and technologies.The improvements support the organizations quality and process-performance objectives as derived from the organizations business objectives.40Organizational Innovation and DeploymentSG 1:Select ImprovementsProcess and technology improvements that contribute
38、to meeting quality and process-performance objectives are selected.SG 2:Deploy ImprovementsMeasurable improvements to the organizations processes and technologies are continually and systematically deployed.41Organizational Innovation and DeploymentSelect ImprovementsDeploy ImprovementsCollect and A
39、nalyze Improvement ProposalsAnalyzed process-and technology-improvement proposalsIdentify and Analyze InnovationsProposed innovative improvementsPilot ImprovementsPilot resultsSelect Improvements for DeploymentImprovement proposals selected for deploymentOrganizational Innovation and Deployment.Sele
40、ct ImprovementsOrganizational Innovation and Deployment.Select ImprovementsPlan the DeploymentDeployment PlanManage the DeploymentDeployment resultsMeasure Improvement EffectsMeasures of effectOrganizational Innovation and Deployment.Deploy ImprovementsOrganizational Innovation and Deployment.Deploy
41、 Improvements42Organizational Innovation and DeploymentSG 1:Select ImprovementsSP 1.1 Collect and Analyze Improvement Proposals Collect and analyse process-and technology-improvement proposals:nProject debriefing reportsnFeedback from usersnRoot Cause analysis resultsnOrganizations performance basel
42、ines43Organizational Innovation and DeploymentSG 1:Select ImprovementsSP 1.2 Identify and Analyze Innovations Look for processes and tools to help improve Analyze the costs and benefits Select to pilot before deploy44Organizational Innovation and DeploymentSG 1:Select ImprovementsSP 1.3 Pilot Improv
43、ements Pilot PlannImprovement targetnScope Monitor the pilot Review and document the pilot45Organizational Innovation and DeploymentSG 1:Select ImprovementsSP 1.4 Select Improvements for Deployment Select improvements based on pilot results Look for other innovations if pilot results did not satisfy
44、 improvement targets46Organizational Innovation and DeploymentSG 2:Deploy ImprovementsSP 2.1 Plan the Deployment Deployment PlannChanges in process,tools,nStrategy and scopenPerformance targets47Organizational Innovation and DeploymentSG 2:Deploy ImprovementsSP 2.2 Manage the Deployment Monitor it a
45、ccording to the plan Monitor whether the new process or technology meet the performance target48Organizational Innovation and DeploymentSG 2:Deploy ImprovementsSP 2.3 Measure Improvement Effects Measure the deployment result against the target Identify the improvements49ExerciseDiscussion:How would
46、you apply OID to improve process performance?50Causal Analysis and ResolutionIdentify causes of defects and other problems and take action to prevent them from occurring in the future.51Causal Analysis and ResolutionSG 1:Determine Causes of DefectsRoot causes of defects and other problems are system
47、atically determined.SG 2:Address Causes of DefectsRoot causes of defects and other problems are systematically addressed to prevent their future occurrence.52Causal Analysis and ResolutionDetermine Causes of DefectsAddress Causes of DefectsSelect Defect Data for AnalysisDefect and other problems Ana
48、lyse CausesRoot causes of problems and action proposalsCausal Analysis and Resolution.Determine Causes of DefectsCausal Analysis and Resolution.Determine Causes of DefectsCausal Analysis and Resolution.Address Causes of DefectsCausal Analysis and Resolution.Address Causes of DefectsImplement Action
49、ProposalsAction Items and resultsEvaluate the Effect of ChangesMeasures of perforrmance changesRecord DataCausal Analysisand Resolution Report53Causal Analysis and ResolutionSG 1:Determine Causes of DefectsSP 1.1 Select Defect Data for Analysis Identify what to be analyzed:nDefects:Peer review,Testn
50、Out of control limitsnQA issues54Causal Analysis and ResolutionSG 1:Determine Causes of DefectsSP 1.2 Analyze Causes Pareto Chart Fishbone DiagramRqmt Design CodeH/W#Type of DefectCauseEffect55Causal Analysis and ResolutionSG 2:Address Causes of DefectsSP 2.1 Implement the Action Proposals Target to
