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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.
Introduction
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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
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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)
Role
� 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
incompatible
� 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.
Introduction
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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.
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.]
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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.
Preface
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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
Preface
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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
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Evolution of CMMI-1 Introduction
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Evolution of CMMI-2 CMMI-DEV
Introduction
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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, http://www.sei.cmu.edu/cmmi/presentations/euro-sepg-tutorial/, 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