CMMI - 6ª Aula

6º Encontro

Convite

Atividade 4

Benefícios e aplicação do CMMI� Em grupos, discutir a aplicação dos modelos CMMI

SVC e ACQ para as empresas Pharmalife e DevOne(Estudo de Caso 1)

� Documentar as conclusões

DevOne� Definir um processo para operação da aplicação

desenvolvida � CMMI-SVC

DevOne

Processos ad hoc�Initial

Configuration Management (CM)Measurement and Analysis (MA)Work Monitoring and Control (WMC)Work Planning (WP)Process and Product Quality Assurance (PPQA)Requirements Management (REQM)Service Delivery (SD)Supplier Agreement Management (SAM)

�Managed

Capacity and Availability Management (CAM)Decision Analysis and Resolution (DAR)Incident Resolution and Prevention (IRP)Integrated Work Management (IWM)Organizational Process Definition (OPD)Organizational Process Focus (OPF)Organizational Training (OT)Risk Management (RSKM)Service Continuity (SCON)Service System Development (SSD)Service System Transition (SST)Strategic Service Management (STSM)

�Defined

�Organizational Process Performance (OPP)Quantitative Work Management (QWM)Quantitatively Managed

�Causal Analysis and Resolution (CAR)Organizational Innovation and Deployment (OID)Optimizing

DevOne

Processos ad hoc�Initial

Configuration Management (CM)Measurement and Analysis (MA)Work Monitoring and Control (WMC)Work Planning (WP)Process and Product Quality Assurance (PPQA)Requirements Management (REQM)Service Delivery (SD)Supplier Agreement Management (SAM)

�Managed

Capacity and Availability Management (CAM)Decision Analysis and Resolution (DAR)Incident Resolution and Prevention (IRP)Integrated Work Management (IWM)Organizational Process Definition (OPD)Organizational Process Focus (OPF)Organizational Training (OT)Risk Management (RSKM)Service Continuity (SCON)Service System Development (SSD)Service System Transition (SST)Strategic Service Management (STSM)

�Defined

�Organizational Process Performance (OPP)Quantitative Work Management (QWM)Quantitatively Managed

�Causal Analysis and Resolution (CAR)Organizational Innovation and Deployment (OID)Optimizing

DevOne

Processos ad hoc�Initial

Configuration Management (CM)Measurement and Analysis (MA)Work Monitoring and Control (WMC)Work Planning (WP)Process and Product Quality Assurance (PPQA)Requirements Management (REQM)Service Delivery (SD)Supplier Agreement Management (SAM)

�Managed

Capacity and Availability Management (CAM)Decision Analysis and Resolution (DAR)Incident Resolution and Prevention (IRP)Integrated Work Management (IWM)Organizational Process Definition (OPD)Organizational Process Focus (OPF)Organizational Training (OT)Risk Management (RSKM)Service Continuity (SCON)Service System Development (SSD)Service System Transition (SST)Strategic Service Management (STSM)

�Defined

�Organizational Process Performance (OPP)Quantitative Work Management (QWM)Quantitatively Managed

�Causal Analysis and Resolution (CAR)Organizational Innovation and Deployment (OID)Optimizing

Pharmalife� Aumentar o nível de maturidade nas aquisições futuras � CMMI-ACQ

Pharmalife

Processos ad hoc�Initial

Acquisition Requirements Development (ARD)Agreement Management (AM)Configuration Management (CM)Measurement and Analysis (MA)Project Monitoring and Control (PMC)Project Planning (PP)Process and Product Quality Assurance (PPQA)Requirements Management (REQM)Solicitation and Supplier Agreement Development (SSAD)

�Managed

Acquisition Technical Management (ATM)Acquisition Validation (AVAL)Acquisition Verification (AVER)Decision Analysis and Resolution (DAR)Integrated Project Management (IPM)Organizational Process Definition (OPD)Organizational Process Focus (OPF)Organizational Training (OT)Risk Management (RSKM)

�Defined

�Organizational Process Performance (OPP)Quantitative Project Management (QPM)Quantitatively Managed

�Causal Analysis and Resolution (CAR)Organizational Innovation and Deployment (OID)Optimizing

Pharmalife

Processos ad hoc�Initial

Acquisition Requirements Development (ARD)Agreement Management (AM)Configuration Management (CM)Measurement and Analysis (MA)Project Monitoring and Control (PMC)Project Planning (PP)Process and Product Quality Assurance (PPQA)Requirements Management (REQM)Solicitation and Supplier Agreement Development (SSAD)

�Managed

Acquisition Technical Management (ATM)Acquisition Validation (AVAL)Acquisition Verification (AVER)Decision Analysis and Resolution (DAR)Integrated Project Management (IPM)Organizational Process Definition (OPD)Organizational Process Focus (OPF)Organizational Training (OT)Risk Management (RSKM)

�Defined

�Organizational Process Performance (OPP)Quantitative Project Management (QPM)Quantitatively Managed

�Causal Analysis and Resolution (CAR)Organizational Innovation and Deployment (OID)Optimizing

Atividade 5

Parte 1 : Definição de Processos� Realizem a leitura do Estudo de Caso

� Em grupos, sugiram um processo que atenda as necessidades da Autômatos

� Utilizem o conhecimento adquirido até o momento, mas não foquem no CMMI.

� Foquem no problema do cliente. Como seria o processo ideal?

� Percebam que o processo deve apoiar a Autômatos na aquisição de software e operação

Parte 2 : Análise de Aderência� Baseados no processo desenhado, verifiquem a

aderência aos modelos CMMI-SVC e ACQ.

� Observem as áreas de processo específicas de cada modelo e verifiquem a aderência do processo de vocês aos SGs e SPs

Como estamos?

Processo aderente ao CMMI� Objetivo

� Definir um processo “aderente” a algum dos modelos CMMI

� Evidenciar a aderência com, pelo menos, 3 áreas de processo do modelo escolhido

� Grupos de até 5 pessoas

� Data da apresentação: 7 de junho

� Acompanhamento semanal

www.alessandroalmeida.com

alessandro.almeida@uol.com.br

@alessandro1982