(Software Process Improvement)CMMI*

*Everyone realizes the importance of having a motivated, quality work force but......even our finest people cant perform at their best when the process is not understood or operating at its best.PEOPLE PROCESSTECHNOLOGYQuality Leverage PointsMajor determinants of product cost, schedule, and quality

*Bahill*Why focus on process? Process provides a constructive, high-leverage focus...as opposed to a focus on people Your work force is as good as it is trained to be.Working harder is not the answer.Working smarter, through process, is the answer.as opposed to a focus on technologyTechnology applied without a suitable roadmap will not result in significant payoff.Technology provides the most benefit in the context of an appropriate process roadmap.

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SEI CMM CMMCapability Maturity Model1986 11 1987 9 1993

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CMMI

CMM 1. (SW-CMM V2.0 )2. (EIS/IS)7313. (IPD-CMM)V0.98*

History of the CMMI198719911995199720002002First CMMPublishedModel Refinedand Published asSW-CMM v1.0SW-CMM v1.1 Published1993Software Acquisition (SA-CMM),Systems Engineering (SE-CMM), Integrated Product Development (IPD-CMM),Organizational Workforce Capability Development (People CMM)Developed CMMI InitiativeLaunchedCMMI-SE/SWVersion 1.0PublishedCMMI-SE/SW/IPPD/AVersion 1.1Published[4]Buchholtz & Cordes

CMMI *

CMM(I)(IDEAL )CMMI SEI IDEAL (Initiating)(Diagnosing)(Establishing)(Acting)(Learning)*

IDEAL -(Initiating)(1) (Stimulus for Change)(2) (Set Context)(3) (Build Sponsorship)(4) (Charter Infrastructure)*

IDEAL -(Diagnosing)(1) (Characterize Current & Desired Status)(2) (Develop Recommendations)*

IDEAL -(Establishing)(1) (Set Priorities)(2) (Develop Approach)(3) (Plan Actions)*

IDEAL -(Acting)(1) (Create Solution)(2) (Pilot/Test Solution)(3) (Refine Solution)(4) (Implement Solution)*

IDEAL -(Learning)IDEAL (1) (Analyze and Validate)(2) (Propose Future Actions)*

CMM(I)SEI (Lead Assessor)*

CMM(I)*

*Bahill*CMMI(Process areas, PA)A process area (PA) is a cluster of related practices in an area that, when performed collectively, satisfy a set of goals considered important for making significant improvement in that area. Practices are actions to be performed to achieve the goals of a process area.All CMMI process areas are common to both continuous and staged representations. A process area is NOT a process description.

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CMMI(PA)*

PA()(1) (Requirements Development)(2) (Requirements Management)(3) (Technical Solution)(4) (Product Integration)(5) (Verification)(6) (Validation)*

PA(1) (Project Planning)(2) (Project Monitoring and Control)(3) (Supplier Agreement Management)(4) (Integrated Project Management , IPM +IPPD)(5) (Risk Management)(6) (Quantitative Project Management)*

PA(1) (Organizational Process Focus)(2) (Organizational Process Definition)(3) (Organizational Training)(4) (Organizational Process Performance)(5)(Organizational Innovation and Deployment)*

PA(1) (Configuration Management)(2) (Process and Product Quality Assurance)(3) (Measurement and Analysis)(4) (Organizational Environment for Integration)(5) (Decision Analysis and Resolution)(6) (Causal Analysis and Resolution)*

*Comparison of RepresentationsStaged ContinuousProcess improvement is measured using maturity levels. Maturity level is the degree of process improvement across a predefined set of process areas.Organizational maturity pertains to the maturity of a set of processes across an organizationProcess improvement is measured using capability levels. Capability level is the achievement of process improvement within an individual process area.Process area capability pertains to the maturity of a particular process across an organization.

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*Advantages of Each RepresentationStagedProvides a roadmap for implementinggroups of process areassequencing of implementationFamiliar structure for those transitioning from the Software CMM

ContinuousProvides maximum flexibility for focusing on specific process areas according to business goals and objectivesFamiliar structure for those transitioning from EIA 731

CMMI (Initial) (Managed) (Defined) (Quantitatively Managed) (Optimizing)*

5(OID)(CAR)4(QPM)(OPP)3(IPM)(RSKM)(OPF)(OPD)(OT)(RD)(TS)(PI)(VER)(VAL)(DAR)2(PP)(PMC)(SAM)(REQM)(MA)(PPQA)(CM)1

*Bahill*Categories of benefitsProcess improvement benefits fall into these general categories:improved schedule and budget predictabilityimproved cycle timeincreased productivityincreased customer satisfactionimproved employee moraleincreased return on investmentimproved quality (as measured by defects)decreased cost of quality

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*Bahill*Reference: John D. Vu. Software Process Improvement Journey:From Level 1 to Level 5. 7th SEPG Conference, San Jose, March 1997.Improved schedule and budget predictability

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*Bahill*Improved cost & cycle time

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*Bahill*Increased productivity and quality Lockheed Martin Naval Electronics & Surveillance Systems (NE&SS) - Radar Systems - Syracuse

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*Bahill*Measurable return on investmentReturn on software improvement investment was reported to be between 5:1 and 8:1.(Herbsleb 94)

Process improvement provides measurable return on investment.

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*Bahill*Improved program performancePerformance to contractCost at Completion = BudgetIncreases in productivity150% over 5 yearsIndustry Cost / Schedule Estimation Tool (COCOMO) projects 20% reduction in effort for 1 level improvementDecreases in Cost of Nonconformance40% down to 10%Increased customer satisfactionROI 5:1 and greaterRaytheon Missile Systems Software Center

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See notes on slide 5

9

KLOC kilo lines of code: SLOC source lines of code. Source code requires a complete recompile. We also have lines of patch code.