CMMI CAPABILITY MATURITY MODEL INTEGRATION Renāte Guslens 2008. Gada 4. decembris

CMMI CAPABILITY MATURITY MODEL INTEGRATION

Renāte Guslens

2008. Gada 4. decembris

Dienas kārtība

• Pārskats CMMI modelim Ievads CMMI CMMI pa līmeņiem Mērīšana un metrikas CMMI pasaulē Salīdzinājumi ar citiem modeļiem

• CMMI ieviešana

Pārskats CMMI modelim


• Ievads CMMI• CMMI pa līmeņiem• Mērīšana un metrikas• CMMI pasaulē• Salīdzinājumi ar citiem modeļiem

4

Kas ir CMMI?

CMMI: Capability Maturity Model IntegrationCMMI: Capability Maturity Model Integration Nav pārtulkots latviski

• Procesu prasību apraksts, kas nodrošina efektīvu izstrādes procesu

• Procesu uzlabošanas rīks programmatūras izstrādes uzņēmumiem

• Starptautiski atzīsts procesu modelis

5

6

CMMI vēsture

Problēma – ASV federālai valdībai trūkst kritēriju kā izvēlēties programmatūras piegādātājus

• 1984 – līgums par Software Engineering Institute (SEI) Software Engineering Institute (SEI) dibināšanu [Carnegie Mellon University ietvaros]

Sponsors – ASV aizsardzības departaments

• 1985 - SEI uzsāk darbu pie procesu definēšanas, kas vēlāk top par Capability Maturity ModelCapability Maturity Model

• 1991.g. – izlaista SW-CMM versija 1.0

• 1992.g. – izlaista SW-CMM versija 1.1

CMMI vēsture, turp.

• 2002. g. - 2002. g. - CMMI CMMI Version Version 1.1 Product Suite1.1 Product Suite Jauna novērtēšanas metode, SCAMPI

• Standard CMM Appraisal Method for Process Improvement

• 2005.g. 31. decembrī - SW-CMM arhivēts

• 2006.g. – izlaists CMMI Version 1.2 for DevelopmentCMMI Version 1.2 for Development Turpmāk prezentācijā - CMMI

• Papildus informācija: http://www.sei.cmu.edu/cmmi

7

http://www.sei.cmu.edu/cmmi

8

No CMM līdz CMMI-DEV



9

Kas raksturo nobriedušu organizāciju?

• Projektu pārskatāmība• Paredzami rezultāti• Produktivitāte• Augsta produktu kvalitāte• Spēja tikt galā ar sarežģītajiem projektiem• Darbinieku apmierinātība

10

11

Brieduma (maturity) līmeņi

• Modelis sadalīts 5 līmeņos 5. līmenis ir visaugstākais 1. līmenis ‘piešķirts’ visiem

• Klientiem bieži prasības pret līmeņiem• Lai sasniegtu konkrētu līmeni, jābūt izpildītām

visām prasībām ne tikai šajā līmenī, bet arī visos iepriekšējos līmeņos

• Katram līmenim definēti procesu apgabali (process areas)

12

Brieduma līmeņi, pakāpenisks (staged) modelis

13

CMMI 2.līmenis – pārvaldīts (managed)

• Prasības ir zināmas• Plāni tiek izstrādāti saskaņā ar firmas prasībām

pret plānošanu• Projektu aktivitātes notiek saskaņā ar plānu• Mērījumi un apskates tiek veikti projekta laikā• Produkts bieži tiek izstrādāts pareizi• Standarti un procesi var atšķirties no projekta uz

projektu

14

Atšķirība starp 1. un 2. līmeni

• Projektu vadībā ir disciplīnēta• Firmas procesu politika ieviesta• Projektu plāni un procesu apraksti ir

dokumentēti un atsekoti• Resursi ir piešķirti• Atbildīgie un viņu pienākumi ir zināmi visā

projekta gaitā• Procesus var pielietot līdzīgajos projektos

15

CMMI 3.līmenis – definēts (Defined)

• Organizācijai ir standartu procesu apraksts• Projekta procesi pielāgo organizācijas standartus

savām vajadzībām• Procesi ir aprakstīti diezgan detalizēti

Atšķirība starp 2. un 3. līmeni

• 2.līmenī projektu procesi ir atšķirīgi, bet 3.līmenī visi projekti pamatā izmanto organizācijas procesu aprakstus

• 3.līmenī ir prasības pret visu organizāciju, nevis tikai projektiem

• 3.līmeņa procesu apraksti ir detalizētāki nekā 2.līmeņa procesu apraksti

17

CMMI 4.līmenis – Quantitatively Managed

• Procesu rezultāti ir prognozējami balstoties uz vēsturiskajiem datiem

• Izmērāmi mērķi tiek uzstādīti katram projektam Klientu mērķi Organizācijas mērķi

• Procesi tiek mērīti pielietojot statistikas metodes

18

CMMI 5.līmenis – Optimizing

• Uzsvars uz procesu uzlabojumiem un inovatīviem tehnoloģiskajiem uzlabojumiem

• Defektu cēloņu analīze

19

CMMI – divi skati

• CMMI modelim divi grupējumi (representation) Pakāpenisks (Staged) Tematisks (Continuous)

• Saturs vienāds

20

Brieduma līmeņi, pakāpenisks (staged) modelis

Project PlanningProject Monitoring and ControlConfiguration ManagementProduct & Process Quality AssuranceSupplier Agreement ManagementMeasurement and AnalysisRequirements Management

Organizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project ManagementRisk Management Decision Analysis and ResolutionRequirements DevelopmentTechnical Solution Product IntegrationVerification Validation

Quantitative Project ManagementOrganizational Process Performance

Causal Analysis and ResolutionOrganization Innovation & Deployment

Level 2Managed

Level 3Defined

Level 4Quantitatively Managed

Level 5Optimizing

21

CMMI – tematiskais (continuous)

Process Mgmt(5 PA)

Support(4 PA)

Engineering(6 PA)

Project Mgmt(6 PA)

Organizational Process FocusOrganizational Process DefinitionOrganizational TrainingOrganizational Process PerformanceOrganizational Innovation and Deployment

Project PlanningProject Monitoring and Control

Integrated Project Management

Risk Management

Quantitative Project Management

Requirements ManagementRequirements Development

Technical Solution

Product Integration

Verification

Validation

Measurements and Analysis

Configuration Management

Decision Analysis and Resolution

Causal Analysis and Resolution

Supplier Agreement Management

22

Priekšrocības dažādībai

• Pakāpenisks (Staged) Līdzīgs vēsturiskam CMM Ieviešana pa līmeņiem

• Tematisks (Continuous) Iespēja uzlabot tos procesus, kas vistiešāk sakrīt

ar biznesa mērķiem

23

Structure of the CMMI Staged Representation

Commitment to Perform: creates policies and secures sponsorship for process improvement effortsAbility to Perform: ensures that the project and/or organization has the resources it needs to pursue process improvementDirecting Implementation: collects, measures, and analyzes data related to processesVerification: verifies that the projects and/or organization’s activities conform to requirements, processes, and procedures


Maturity Level

Process Area Process Area Process Area

Generic Goals Specific Goals

Commitment to Perform

Ability to Perform

Directing Implementation

Verification

Common Features

Generic Practices

Specific Practices

24

Staged Representation, Process Areas



Maturity Level




Ability to Perform


Verification

Common Features

Generic Practices

Specific Practices

25

Procesu apgabali pa līmeņiem

Project PlanningProject Monitoring and ControlConfiguration ManagementProduct & Process Quality AssuranceSupplier Agreement ManagementMeasurement and AnalysisRequirements Management

Organizational Process FocusOrganizational Process DefinitionOrganizational TrainingIntegrated Project ManagementRisk Management Decision Analysis and ResolutionRequirements DevelopmentTechnical Solution Product IntegrationVerification Validation

Quantitative Project ManagementOrganizational Process Performance

Causal Analysis and ResolutionOrganization Innovation & Deployment

Level 2Managed

Level 3Defined

Level 4Quantitatively Managed

Level 5Optimizing

L2: Requirements Management

REQMREQM

PP

PMC

SAM

MA

PPQA

CM

• Requirements Management (R(REQMEQM)) includes:

• developing and understanding of the requirements

• obtaining commitments to the requirements• managing changes to the requirements• managing bidirectional traceability• identifying inconsistencies

26

• Project Planning (P (PPP) ) includes:

• identifying project scope• estimating the attributes of the work products and

tasks, effort, and cost• defining the project life cycle• establishing budget and schedule• identifying project risks• planning for data management, resources, and needed

knowledge and skills• planning the involvement of identified stakeholders• establishing the project plan• reviewing plans and reconciling work levels• obtaining commitments to the plan

L2: Project Planning

REQM

PPPP

PMC

SAM

MA

PPQA

CM

27

• Project Monitoring and Control (P(PMCMC)) includes:

• monitoring the project planning parameters• monitoring the commitments and project risks• monitoring data management and stakeholder

involvement• conducting progress and milestone reviews• analyzing issues• taking and managing corrective action

L2: Project Monitoring and Control

REQM

PP

PMCPMC

SAM

MA

PPQA

CM

28

• Supplier Agreement Management (S(SAMAM)) includes:

• determining the type of acquisition for products or product components to be acquired

• selecting suppliers• reviewing candidate COTS products• establishing, maintaining and executing

agreements• accepting and transitioning products

L2: Supplier Agreement Management

REQM

PP

PMC

SAMSAM

MA

PPQA

CM

29

30

• Measurement and Analysis (M(MAA)) includes:

• establishing and maintaining measurement objectives

• specifying measures and procedures for data collection, storage and analysis

• collecting and analyzing measurement data• storing data and results• reporting results to stakeholders

L2: Measurement and Analysis

REQM

PP

PMC

SAM

MAMA

PPQA

CM

• Process and Product Quality Assurance (P(PPQAPQA)) includes:

• objectively evaluating processes and products• communicating quality issues• ensuring resolution of non-compliance issues• establishing records

L2: Process and Product Quality Assurance

REQM

PP

PMC

SAM

MA

PPQAPPQA

CM

31

• Configuration Management (C(CMM)) includes:

• identifying configuration items• establishing a configuration management system• creating or releasing baselines• tracking change requests and controlling changes• establishing records• performing configuration audits

L2: Configuration Management

REQM

PP

PMC

SAM

MA

PPQA

CMCM

32

• Requirements Development (RD)(RD) includes:

• collecting and eliciting needs• developing customer requirements• establishing and allocating product and product –

component requirements• identifying interface requirements• establishing operational concepts, scenarios, and a

definition of required functionality• ensuring requirements are necessary and sufficient• balancing needs and constraints• validating requirements

L3: Requirements Development

RDRD

TS

PI

VER

VAL

OPF

OPD

OT

IPM

RSKM

DAR

33

• Technical Solution (TS)(TS) includes:

• developing alternatives• evolving operational concepts and scenarios• selecting solutions and developing a design• establishing a technical data package• designing interfaces• performing make, buy or reuse analyses• implementing the design and developing support

documentation

L3: Technical Solution

RD

TSTS

PI

VER

VAL

OPF

OPD

OT

IPM

RSKM

DAR

34

• Product Integration (PI)(PI) includes:

• determining the sequence of product integration• establishing an integration environment• establishing procedures and criteria• reviewing interface descriptions for coverage and

completeness• managing internal and external interfaces• confirming readiness for assembling components• assembling, evaluating, packaging and delivering

the product or product component

L3: Product Integration

RD

TS

PIPI

VER

VAL

OPF

OPD

OT

IPM

RSKM

DAR

35

• Verification (VER)(VER) includes:

• selecting work products for verification• establishing the verification environment• establishing criteria and procedures• preparing for and conducting peer reviews• analyzing peer review data• performing verification• analyzing verification results and identifying

corrective actions

L3: Verification

RD

TS

PI

VERVER

VAL

OPF

OPD

OT

IPM

RSKM

DAR

36

• Validation (VAL)(VAL) includes:

• selecting products for validation• establishing the validation environment• establishing validation procedures and criteria• performing validation activities• analyzing results and identifying issues

L3: Validation

RD

TS

PI

VER

VALVAL

OPF

OPD

OT

IPM

RSKM

DAR

37

• Organizational Process Focus (OPF)(OPF) includes:

• establishing process needs and objectives• appraising processes and identifying improvements• establishing and implementing action plans• deploying process assets• incorporating experiences and improvement

information into organizational process assets

L3: Organizational Process Focus

RD

TS

PI

VER

VAL

OPFOPF

OPD

OT

IPM

RSKM

DAR

38

• Organizational Process Definition (OPD)(OPD) includes:

• establishing the organization’s set of standard processes

• establishing approved lifecycle model descriptions• establishing tailoring criteria and guidelines• establishing the measurement repository• establishing the process asset library

L3: Organizational Process Definition

RD

TS

PI

VER

VAL

OPF

OPDOPD

OT

IPM

RSKM

DAR

39

• Organizational Training (OT)(OT) includes:

• establishing strategic training needs of the organization

• determining which needs are the responsibility of the organization, project or group

• establishing a tactical training plan• establishing a training capability• delivering the training, establishing training records

and assessing training effectiveness

L3: Organizational Training

RD

TS

PI

VER

VAL

OPF

OPD

OTOT

IPM

RSKM

DAR

40

• Integrated Project Management (IPM)(IPM) includes:

• establishing the project’s defined process• using the organizational process assets• integrating plans• managing the project using integrated plans• contributing experiences to the organizational

process assets• managing stakeholder involvement and

dependencies• resolving coordination issues

L3: Integrated Project Management

RD

TS

PI

VER

VAL

OPF

OPD

OT

IPMIPM

RSKM

DAR

41

• Risk Management (RSKM)(RSKM) includes:

• determining risk sources and categories and defining risk parameters

• establishing a risk management strategy• identifying and analyzing risks• evaluating, categorizing and prioritizing risks• developing mitigation plans for the most

important risks• monitoring risks and implementing mitigation

plans as appropriate

L3: Risk Management

RD

TS

PI

VER

VAL

OPF

OPD

OT

IPM

RSKMRSKM

DAR

42

• Decision Analysis and Resolution (DAR)(DAR) includes:

• establishing guidelines to determine which decisions will be subject to a formal evaluation process

• establishing evaluation criteria• identifying alternative solutions• selecting evaluation methods• evaluating alternatives• selecting solutions

L3: Decision Analysis and Resolution

RD

TS

PI

VER

VAL

OPF

OPD

OT

IPM

RSKM

DARDAR

43

• Quantitative Project Management (QPM)(QPM) includes:

establishing the project’s objectives composing the defined process selecting sub-processes to be statistically managed managing project’s performance against the objectives selecting and applying analytical techniques to

understand the variation monitoring sub-process performance recording statistical data in the organization’s

measurement repository

L4: Quantitative Project Management

QPMQPM

OPP

44

• Organizational Process Performance ((OPPOPP)) includes:

selecting processes to include in performance analysis establishing measures to use in process performance

analysis establishing quantitative objectives for quality and

process performance establishing process performance baselines and models

L4: Organizational Process Performance

QPM

OPPOPP

45

• Organizational Innovation and Deployment ((OIDOID)) includes:

collecting and analyzing innovative technology improvement proposals

piloting and selecting improvements for deployment planning and managing the deployment of

improvements measuring the effects of deployed processes and

technology improvements

L5: Organizational Innovation & Deployment

OIDOID

CAR

46

• Causal Analysis and Resolution (CAR)(CAR) includes:

selecting defect data for analysis analyzing causes if defects implementing action proposals evaluating effects of changes recording data

L5: Causal Analysis and Resolution

OID

CARCAR

47

48

Mērķi un darbības (Goals & Practices)



Maturity Level




Ability to Perform


Verification

Common Features

Generic Practices

Specific Practices

49

• Prasība procesu apgabalam• Specifiskie (specific) mērķi

Konkrēta prasība attiecīgajam procesu apgabalam• Vispārīgie (generic) mērķi

Vispārīga prasība, kas attiecās uz visiem procesu apgabaliem

• Jāsasniedz mērķi, lai procesu gabala prasības būtu izpildītas

Mērķi (goals)

50

Specific Practices vs. Generic Practices

Specific Practices• Apply to a single process area• Describe activities that

implement the process area

Example – Requirements Mgmt.SG 1 Manage Requirements• SP 1.1 Obtain an

Understanding of Requirements• SP 1.2 Obtain Commitment to

Requirements• SP 1.3 Manage Requirements

Changes• SP 1.4 Maintain Bidirectional

Traceability of Requirements• SP 1.5 Identify Inconsistencies

between Project Work and Requirements

Generic Practices• Apply to all process areas• Describe activities that

institutionalize the process areas

GG 2 Institutionalize a Managed Process

• GP 2.1 Establish an Organizational Policy

• GP 2.2 Plan the Process• GP 2.3 Provide Resources• GP 2.4 Assign Responsibility• GP 2.5 Train PeopleGG 3 Institutionalize a Defined

Process • GP 3.1 Establish a Defined

Process• GP 3.2 Collect Improvement

Information



51

What is a ‘Metric’ and why should I collect it?

• Actually, Metrics are not collected• They are calculated values• Input comes from numbers and values you are

collecting• Those numbers present actual values of your work,

like: Size of code developed Number of pages in Design Document, Test Plan Number of Defects found during Code Review

• Reason to collect: when significant amount of data has been collected, you can make some decisions about how you work and what are the consequences in your work process

52

3 Layers of Metrics

Project ManagerQuality Management

Project managerTeam leaders

Team members responsibilityDCI

Measurement

Metric

53

Metrics Overall

• Idea of Metric collection: Three Levels Data Collection Item (DCI) Measurement Metric

• Collecting data is at the project level and it is the responsibility of every team member

• Measurement is derived from DCI’s, like: Actual Start Date of Design (this is DCI) and Actual End Date of Design (this is DCI too) (Actual End Date-Actual Start Date)+1=

• =Total Actual Elapsed Time (this is Measurement)

• A metric is calculated using combinations of measurements

54

How you are affected by a ‘Metrics Program’

• Initial estimations for the Project Project Managers, Team Leaders

• During Project’s life Everyone is required to record or be able to provide data

on actual tasks/activities• At the End of the Project

Project Managers, Team Leaders

55

Initial Estimates

• When new project is started, you need to plan its activities in details and

• Set up Initial Estimates• They are needed for tracking purposes when actual

values will be available• Examples here:

Total Effort Schedule data Size of the Team Number of Requirements to be delivered Size of Code to be developed

56

During the Project

• During project’s life you need to collect DCI’s at the predefined milestones within project

• You need to compare Actual Values with ones you’ve estimated, in other words:

You need to calculate some Metrics to find out any critical deviations (probably forcing you to revise your plans)

• SQA Auditor reviews the results at milestones• Modelling task is applicable:

you enter actual performance values spreadsheet tells you predictable values for the ending

of the project assuming the prevailing trend

57

At the End of the Project

• When project is finished, you need to actualize all values and only NOW metrics can be finalized

• They are compared with goals set before• Having enough data, it will help you to plan your next

projects (similar ones)

58

Metric Goals

• Goals are defined at 3 levels: Company

• Department• Project

• Company Goals, for example make a profit deliver on time

• Department Goals are more specific subsets of Company Goals, like

reduce number of post delivery defects increase productivity

• Project Goals are numeric values describing how Department and Company Goals are met

‘Productivity’ keep actual value around 22.58 relative performance points

59

Metric Goals – cont’d

• Metric Goals must be set for those Metrics providing significant importance for particular Department and Project type

• Metrics must be chosen to demonstrate ability to track if desired (quality) objectives are met, e.g.

Achieve 95% Defect Removal Efficiency• Metric Goals map to Project and Company Goals

(G-Q-M)

Example• Company Goal: Increase Product Quality

Dept. Goal: Find Defects in early stages of Life Cycle• Project Goal: Increase % of Defects found in the

Design phase up to 70%

60



Bildes šajā nākamajā sadaļā ņemtas no SEI Process Maturity Profile 2008.gada septembra atskaites

61

62

CMMI pasaules valstīs, 2008

CMMI piešķirtie līmeņi

63

CMMI pa valstīm

64

Laiks starp līmeņiem

65



66

67

CMMI un ISO: kopīgais

• Ideoloģija balstīta uz procesiem

• Strukturizēta pieeja (vadlīnijas) procesu uzlabojumiem

• Jāveic datu vākšana un analīze Analīze kļūst par pamatu turpmākai lēmumu pieņemšanai

• Sertifikācijai vajadzīgs ārējs audits

• Sertifikāts derīgs 3 gadus

• Objektīvs vērtējums

68

CMMI un ISO: atšķirīgais

ISO• Izmantots vairākās

nozarēs• Uzraudzības auditi• Viens līmenis• Vispārīgas minimālās

prasības• Biežāk pieprasīts Eiropā• Ārējie auditori paši veic

auditu

CMMI• Paredzēts tieši

programmatūras ražošanai• Nav uzraudzības auditu• Pieci līmeņi• Ļoti konkrētas prasības• Biežāk pieprasīts ASV• Ārējie auditori veic auditu

kopā ar iekšējiem auditoriem

69

CMMI un ISO: kopsavilkums

• Nav pretrunā

• Atšķiras prasību detalizācija

• CMMI paredz stingrākas prasības programmatūras ražošanai

• ISO 9001:2000 sertificēta organizācija atbilst gandrīz visām CMMI 2. līmeņa prasībām un vairumam 3. līmeņa prasībām (dati no Cap Gemini, Ernst and Young)

• CMMI 3. līmeņa organizācija, veicot sīkus procesu papildinājumus, būtu gatava ISO 9001:2000 sertifikācijai

CMMI un SPICE

• Abiem 5 līmeņi• CMMI modelis pieejams bez maksas• SPICE ir par maksu (ISO 15504 standarts)• CMMI modelim sponsors• CMMI ir pieprasīts ASV• SPICE vairāk pieprasīts Eiropā• CMMI nonāca tirgū ātrāk par SPICE• SCAMPI (novērtēšanas metode) der arī SPICE

70

CMMI un Six Sigma

• Kopīgi mērķi Defektu samazināšana Kvalitātes vadība Procesu uzlabošana Procesu kontrole

• Atšķirības Six Sigma:

• Pielietojams jebkurā nozarē• Balstīts uz datu analīzi• Klientu orientēts

CMMI:• Definēta procesu infrastruktūra• Trūkst standarta metrikas

71

CMMI ieviešana

73

CMMI ,,sertifikācija”

• Angliski pareizi AssessmentAssessment, nevis certification• Novērtēšanas metode

Standard CMM Appraisal Method for Process Improvement (SCAMPI)(SCAMPI)

• Tikai SCAMPI A SCAMPI A metodes rezultāts ir CMMI līmeņa novērtējums

• SCAMPI B SCAMPI B un C C metodes ir iekšējiem novērtējumiem

• Vada oficiāls SEI vadošais auditors (Lead Assessor)• Auditoru komanda (6–10 cilv.)

Atlasīta Apmācīta “Introduction to CMMI” (SEI oficiālie kursi)

• Rezultāti nosūtīti SEI http://sas.sei.cmu.edu/pars/

• Viens novērtējumsViens novērtējums, nav uzraudzības auditu• Sertifikāts derīgs 3 gadus

74

Vēl par SCAMPI

• Daudz sagatavošanas darbu• Informācijas verificēšana (nevis meklēšana)• Pierādījumu datubāze Practice Implementation Practice Implementation

Indicator Database (PIID)Indicator Database (PIID) Uzskaita procesu ieviešanas pierādījumus

• Organizācijas līmenis• Nodaļu līmenis• Projektu līmenis

Jāaizpilda pirms novērtēšanas procesa sākšanas• Intervijas un dokumentu pārbaude

Skatās, vai informācija sakrīt

75

Piemērs: PIID ieraksts

76

Formālā uzņēmuma novērtēšana

• Priekšnosacījumi: Apmācīta auditoru komanda

• Obligāta “Introduction to CMMI” kursa apmeklēšana Aizpildīta Practice Implementation Indicator datubāze

• Dokumentu pārskati• Intervijas

Projektu vadītāji Nodaļu vadītāji Dažādu grupu pārstāvi

• Informācijas apkopošana un rezultātu sagatavošana• Neoficiālo rezultātu prezentēšana pa grupām• Oficiālo rezultātu prezentēšana un līmeņu piešķiršana• Noslēguma darbi

Nosūtīt novērtēšanas rezultātus SEI Konfidenciālo informācijas dzēšana/iznīcināšana

Piemērs – 5.līmeņa novērtēšanas plāns

Week 1 Week 2

Day 1 •SCAMPI Overview, Assessment Team•PIID Readiness Review

Day 1 •Interview Middle Management•Interview Project Manager 3•Verify and document evidence

Day 2 Readiness Review, PIID completion Day 2 •Interview Project Manager 4•Interview Technical Team 2•Verify and document evidence

Day 3 •Readiness Review, PIID completion•Opening Meeting•Data collection plannning•Prepare interview scripts

Day 3 •Follow-up interviews•Prepare preliminary findings•Present preliminary findings

Day 4 •Interview Project Manager 1•Interview Project Manager 2•Verify and document evidence

Day 4 •Consolidate and prepare final findings presentation•Present final findings

Day 5 •Interview Quality Manager•Interview Quality Assurance Team•Interview Technical Team 1•Verify and document evidence

Day 5 •Assessment wrap-up

77

78

Piemērs: Novērtējuma statistika (5.līmenis)

• Intervijas: 4 projektu vadītāji 3 vadības pārstāvi 15 programmatūras izstrādāji

• Ilgums 2 nedēļas• Auditori 7• Apskatītie procesu apgabali 21• Izpildīti mērķi 76• Izpildītas prasības 426• Pierādījumi ~14000

79

Piemērs: procesu apgabala novērtējums

Specific goals

Establish estimates.

Develop a project plan.

Obtain commitment to the plan.

Fully SatisfiedNot SatisfiedNot ApplicableNot Rated

NA

X

Project Planning The purpose of Project Planning (PP) is to establish and maintain

plans that define project activities.

80

Piemērs: Maturity Rating Chart

PA Specific Goal Profile

Process Areas Goal 1 Goal 2 Goal 3

Requirements ManagementProject PlanningSupplier Agreement ManagementProject Monitoring and ControlConfiguration ManagementProduct & Process Quality AssuranceMeasurement and Analysis

NA NA

Fully SatisfiedNot SatisfiedNot ApplicableNot Rated

NA

X

Maturity Level 2 - Managed

Result – Maturity Level 1Result – Maturity Level 1

81

Gala novērtējums

82

Jautājumi

Renāte [email protected]

mailto:[email protected]

Documents

CMMI CAPABILITY MATURITY MODEL INTEGRATION Renāte Guslens 2008. Gada 4. decembris