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CMMICMMI----ACQ V1.2 ACQ V1.2 · PDF file 2009-08-01 · CMMI V1.1->CMMI-AM V1.1->CMMI-DEV V1.2->CMMI-ACQ V1.2 AM 籌獲管理 SSAD 招標與供 應商協議發展 ACQ-additional PAs

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    CMMICMMICMMICMMI----ACQ V1.2 ACQ V1.2 ACQ V1.2 ACQ V1.2 Introduction Introduction Introduction Introduction

    曾淑峰 國立政治大學資訊管理系副教授 經濟部工業局「提升資訊軟體品質(CMMI) 計畫」共同主持人 2006/10/13

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    CMMI-ACQ Introduction

    � About Acquisition

    � The Scope of CMMI for Acquisition

    � Evolution of CMMI for Acquisition

    � About Capability Maturity Models

    � Process Area Components

    � Tying It All Together

    � Using CMMI Models

    � The Difference in SGs and SPs between

    CMMI-DEV V1.2 and CMMI-ACQ V1.2 (Preliminary)

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    Current Organizations

    � increasingly becoming acquirers of technology solutions by obtaining development and maintenance services from suppliers, and developing less and less technology solutions in-house.

    � improve an organization’s operational efficiencies by leveraging a supplier’s capabilities to deliver quality solutions rapidly, at lower cost, with the most appropriate technology.

    � Too often acquirers disengage from the project once the supplier is hired to develop the technology solution.

    � Too late acquirers discover that the project is not on schedule, deadlines will not be met, technology selected is not viable, and the project has failed.


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    Acquisition Is Challenging

    � Acquires must take overall accountability for solution


    � Onus sit with suppliers and acquires

    � Mismanagement

    � Inability to articulate customer needs

    � Poor requirements definition

    � Insufficient technology selection procedures

    � Uncontrolled requirements changes



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    Acquisition Challenges-1 � Establish robust systems engineering practices within the

    program office.

    � Stabilize requirements well enough to adequately work with developers/suppliers.

    � Estimate the time and effort required for the program to deliver a usable capability or system.

    � Enforce schedule milestones and on-time delivery of acquisition products and services.

    � Assess the technical risk involved in acquiring particular products from particular suppliers.

    � Implement process control measures.

    � Track short- and long-term costs in relation to a budget.

    � Continuously identify and mitigate risks in a team environment with all relevant stakeholders.

    [Source: Brian P. Gallagher and Sandy Shrum. Applying CMMI to Systems Acquisition, 2005.]

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    Acquisition Challenges-2

    [Source: Stephen Blanchette, Jr. and Kristi L. Keeler. Self Assessment and the CMMI-AM – A Guide for

    Government Program Managers, 2005]

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    Role of the PM

    � The PMO (Program management Office)


    � Program management Role

    � Oversight Role

    � Process Integration Role

    [Source: Tutorial Introduction to the CMMI Acquisition Module (CMMI-AM), 2005.]

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    The PMO Role

    � Direct responsibility

    � Manage process within the PMO

    � Identify, define and document process needs

    � Communicate and train PMO staff

    � Support, track, measure the PMO process

    Role of the PM

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    Program Management Role

    � Manage Process to the project

    � Interface 1 (PMO v.s contractor) � Project process requirements

    � Project metrics

    � Project communication needs

    � Project risk mgt needs

    � Interface 2 (contract execution) � Real-time monitoring of deliverables (Product)

    � Keep communication channels clear & open

    � Develop trust with contractor

    Role of the PM

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    Oversight Role

    � At source selection

    � Obtain process definition and commitments

    � Plan process integration

    � After contract award

    � Process are used

    � Evident process artifact

    � Process integration is effective and monitored

    � Periodic appraisal

    � Subcontractor oversight

    � Prime responsibility lies with prime contractor

    � To ensure requirement flowdown

    � To ensure integration of prime and subcontractor

    Role of the PM

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    Process Integration Role

    � To ensure PMO and contractor processes

    are compatible

    � Any process in RFP

    � Good communication regarding process


    � Integration needs

    Role of the PM

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    CMMI for Acquisition

    � General Motors partnered with the SEI to create the initial draft CMMI for Acquisition described in this document.

    � All process areas and practices are to be interpreted using an in-depth knowledge of the CMMI model (including the initial draft CMMI-ACQ) being used, organizational constraints, the business environment, and other circumstances involved.

    � The scope or CMMI for acquisition covers acquisition of technical solutions.


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    CMMI-ACQ provides guidance

    � Supplier sourcing

    � Initiating and awarding supplier agreements

    � Managing acquisition of P&S

    through a set of standard metrics, acceptance

    criteria and supplier deliverables.


    [Major Source: Kathryn M. Dodson (EDS), Dr. Hubert F. Hofmann (General Motors), Gowri S. Ramani (Hewlett

    Packard), Deborah K. Yedlin (General Motors);Edited by Dr. Matthew J. Fisher (Software Engineering Institute),

    Keith Kost (Software Engineering Institute). Adapting CMMI for Acquisition Organizations: A Preliminary Report,

    CMU/SEI-2006-SR-005, Improving processes for better products, June 2006.]

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    CMMI-ACQ is based on…

    CMMI Model Foundation (16 PAs)

    � CMMI-AM

    � SA-CMM

    � Incorporates attempts by acquisition

    organizations to adapt the CMMI for

    Development (CMMI-DEV) constellation for

    an acquisition organization.


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    CMMI-ACQ Story

    � CMMI is a collection of best practices that helps organizations improve their process.

    � Following the success of CMMI models for development organizations, the need was identified for a CMMI model addressing the acquisition environments. � General Motors’ (GM) strategy: GM projects or programs

    � develop requirements and design constraints

    � oversee multiple suppliers that develop IT solutions

    � deploy the resulting products and services into one or more of GM’s business units.

    => parallel acquisition processes

    � GM sponsored the development of an initial draft CMMI for Acquisition (CMMI-ACQ) constellation � Based on CMMI 1.2 architecture and framework

    � Accepted by both government and industry after piloting

    � OSD (The office of the Secretary of Defense) has recognized the value


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    � CMMI-ACQ provides a comprehensive solution for

    acquirers as they work with suppliers to develop and

    maintain products and services.

    � CMMI-DEV may be treated as a reference for

    supplier executed activities for systems engineering,

    software development, and hardware design work in

    an acquisition initiative.


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    Evolution of CMMI-1 Introduction

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    Evolution of CMMI-2 CMMI-DEV


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    Three critical dimensions Introduction

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    CMMI Process Areas in Software Development Life Cycle

    [Source: Phillips, M. CMMI V1.1 Tutorial, E-SEPG,, 2002.]

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    Process Area Components PA components

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    Continuous Representation CMMI-DEV Tying it all together

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    Staged Representation CMMI-DEV Tying it all together

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    Capability Level (CL) and Maturity level (ML) CMMI-DEV Tying it all together

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    Understanding Capability Levels

    � A Capability level consists of a GG and its related GPs for a PA that can improve the organization’s processes associated with that PA.

    =>Capability level profile

    � The 6 CLs: � 0: Incomplete

    � 1: Performed= satisfy all SPs � 2: Managed CL2=CL1+GG2 � 3: Defined CL3=CL2+GG3 � 4: Quantitatively Managed CL4=CL3+GG4 � 5: Optimizing CL5=CL4+GG5

    Tying it all together

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    Understanding Maturity Levels

    � A maturity level consists of the SP and GP

    associated with each predefined set of PAs

    =>Maturity level rating

    � The 5 MLs:

    � 1:Intial

    � 2:Managed = ML 2 PAs (GG 2)

    � 3:Defined = ML 2 PAs (GG 3) + ML 3 PA (GG 3)

    � 4:Quantitatively Managed = ML 2,3,4 PA (GG 3)

    � 5:Optimizing = ML 2,3,4,5 PA (GG 3)

    Tying it all together

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    Generic Goals and Generic Practices CMMI-DEV GG a

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