CMMICMMI----ACQ V1.2 ACQ V1.2 2009-08-01آ  CMMI V1.1->CMMI-AM V1.1->CMMI-DEV V1.2->CMMI-ACQ V1.2 AM

1

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

2

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)

3

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.

Introduction

4

Acquisition Is Challenging

� Acquires must take overall accountability for solution

delivery

� Onus sit with suppliers and acquires

� Mismanagement

� Inability to articulate customer needs

� Poor requirements definition

� Insufficient technology selection procedures

� Uncontrolled requirements changes

=>Communication

Introduction

5

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.]

6

Acquisition Challenges-2

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

Government Program Managers, 2005]

7

Role of the PM

� The PMO (Program management Office)

Role

� Program management Role

� Oversight Role

� Process Integration Role

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

8

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

9

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

10

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

11

Process Integration Role

� To ensure PMO and contractor processes

are compatible

� Any process in RFP

� Good communication regarding process

incompatible

� Integration needs

Role of the PM

12

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.

Introduction

13

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.

Preface

[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.]

14

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.

Preface

15

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

Preface

16

CMMI-ACQ vs. CMMI-DEV

� 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.

Preface

17

Evolution of CMMI-1 Introduction

18

Evolution of CMMI-2 CMMI-DEV

Introduction

19

Three critical dimensions Introduction

20

CMMI Process Areas in Software Development Life Cycle

[Source: Phillips, M. CMMI V1.1 Tutorial, E-SEPG, http://www.sei.cmu.edu/cmmi/presentations/euro-sepg-tutorial/, 2002.]

21

Process Area Components PA components

22

Continuous Representation CMMI-DEV Tying it all together

23

Staged Representation CMMI-DEV Tying it all together

24

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

25

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

26

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

27

Generic Goals and Generic Practices CMMI-DEV GG a