CapabilityMaturityModelIntegration.ppt

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1、CapabilityMaturityModelIntegrationCSMCH-22022/7/19NCKU- CMMIClose BookDescribe CMMI Bodies of Knowledge?Describe Staged Representation? Continuous Representation? Comparison?Identify and Describe “Capability Levels” and “ Maturity Levels” ?Describe “Stakeholder” and “Relevant Stakeholder” ? Relation

2、ship?Identify Process Areas at Maturity Level 2?Provide examples of objective criteria for the acceptance of requirements?Provide the steps for managing requirement change?Describe horizontal traceability? Vertical traceability? Whats benefits for the traceability?Describe a way to identify inconsis

3、tencies between work Products and requirements?Describe “Requirements Volatility”?CSMCH-32022/7/19NCKU- CMMIClose BookWhat is “baselines”? Example?Describe the steps for estimate the scope of the project?Use your project to describe Work Breakdown Structure (WBS), Work Packages and Tasks? Explain th

4、e project life cycle? Example?From your projects point of view, describe the major items should include your “Project Execution Plan” ?Identify “plans” that affect the project?How can you achieve your Project Execution Plan commitment?What is the purpose of Project Monitor and Control?Describe progr

5、ess reviews and milestone reviews ? Whats difference?How can you manage corrective actions to closure?CSMCH-42022/7/19NCKU- CMMIClose BookWhat is the purpose of “ Measurement and Analysis PA” ?For your project, whats measure data you are going to collect?What is the purpose of Supplier Agreement Man

6、agement Process Area?For your project, how can you satisfy supplier agreements?Describe how can you establish baselines for your project?Describe the steps for track and control baseline change (Ex. Requirements)?What is “data management”? What is “Configuration management” ? Whats different?Describ

7、e “Objectively Evaluate”?Whats different between Quality assurance and Verification ? What is the purpose of Process and Product Quality Assurance Process Area” ?What are the Process Areas can provide information for project monitor and control?CSMCH-52022/7/19NCKU- CMMIAt level 2, the focus is on p

8、rojects.At level 3, two additional generic practices are implemented by level 2 process area GP3.1 Establish a Defined processGP3.2 Collect Improvement InformationAt level 3, the emphasis shifts to the organization.Best practices are gathered across the organization.Processes are tailored as appropr

9、iate.The organization supports the projects by establishing: Process Asset Library (PAL) -Common processes -Common processes does not necessarily mean one process. (Menu of Processes) Organization Measurement Repository (OMR) -Common measurements TrainingCSMCH-62022/7/19NCKU- CMMIWhat Is a Best Prac

10、tice? Can be a management or technical practice Consistently demonstrates it significantly improves the bottom line (i.e., one or more of the following)lproductivityldevelopment and/or maintenance costslschedulelqualityluser satisfactionlpredictability of cost and schedule (ML 4) Demonstrates high r

11、eturn-on-investment (ROI)CSMCH-72022/7/19NCKU- CMMIBest Practices Exploring Requirements McConnell: Requirements ScrubbinglCarefully examine a product specification for unnecessary or overly complex requirements, which are then removed. McConnell: Throwaway PrototypinglDevelop code to explore factor

12、s critical to the systems success, then throw that code away. McConnell: User Interface PrototypinglDevelop the user interface quickly to explore the user interface design and the systems requirements.CSMCH-82022/7/19NCKU- CMMIBest Practices - Traceability Software Program Managers Network #8: End-T

13、o End Requirements TracinglEstablish two-way tracing form user requirements to lowest-level software modules.lTrace form requirements to test cases.CSMCH-92022/7/19NCKU- CMMIBest Practices - Planning McConnell: Timebox DevelopmentlMake the schedule absolutely fixed and reduce project scope to fir th

14、e time limits. Software Program Managers Network #2: Empirical cost and Schedule EstimationlUse a cost model based on cost data from similar projects.lInput good estimates of size and productivityCSMCH-102022/7/19NCKU- CMMIBest Practices - Tracking Software Program Managers Network #4: Earned Value

15、Trackingldetailed activity net with no more than 20% level of effort (LOE)lEach non-LOE task has product-based exit criteria. McConnell: Miniature MilestoneslUse a fine-grain approach to project tracking and control that provides exceptional visibility into a projects status.lDefine a set of targets

16、 that you have to meet on a near-daily basis.lUse a binary approach: targets are dine or not done.CSMCH-112022/7/19NCKU- CMMIBest Practices Risk Management McConnell: Top-10 Risks ListlMonitor the ten most serious risks to a project, their status, and the plan for addressing each risk on a weekly ba

17、sis. Software Program Managers Network #1: Formal Risk ManagementlRisks will be identified for the full life cyclelBuyer and developer cultures must support risk identification.CSMCH-122022/7/19NCKU- CMMIBest Practices Subcontracting, Acquisition, and Outsourcing McConnell: Outsourcing Pay an outsid

18、e organization to develop a program instead of developing it in-house.CSMCH-132022/7/19NCKU- CMMIBest Practices Product and Process Assurance High maturity organizations typically have an independent QA group and embed the QA function in the process:lprocess assurance performed by an independent QA

19、grouplproduct assurance embedded in process (e.g., a defined role in peer reviews, prerequisite for baselining) Rushby, Craig “Software Quality Assurance in a CMM Level 5 Organization,” Crosstalk: The Journal of Defense Software Engineering, May 1999CSMCH-142022/7/19NCKU- CMMIBest Practices CM -1 So

20、ftware Program Managers Network #7: Configuration ManagementlBaseline customer-accepted deliverables.lUse a developmental baseline for stability of products shared among the development team. McConnell: Change BoardlBring together representatives from concerned parties and give them ultimate authori

21、ty for accepting or rejecting proposed changes.CSMCH-152022/7/19NCKU- CMMIBest Practices CM -2 McConnell: Daily Build and Smoke TestlCompletely build the software product every day and put it through a series of tests to verify its basic operations. Software Program Managers Network #16: Frequent Co

22、mpile and Smoke TestinglPerform integration builds and test on a frequent and regular schedule (normally no less than twice a week).lEnsure all defects from integration test are documented and subject to the programs change-control process.CSMCH-162022/7/19NCKU- CMMIBest Practices Design -1 McConnel

23、l: Designing for ChangelIdentify likely changes, develop a change plan, and hide design decisions so that changes do not ripple through a program. Software Program Managers Network #9: System-Architecture-Based Software DesignlUse methods to define system architecture document software design.lPut s

24、oftware engineers on systems engineering teams.CSMCH-172022/7/19NCKU- CMMIBest Practices Design -2 Software Program Managers Network #12: Visible and Inspectable DesignlDocument all design processes/methods in the Software Development Plan.lInspect the design for its support to reliability, performa

25、nce, security, safety, and reuse requirements.CSMCH-182022/7/19NCKU- CMMIBest Practices - Interoperability Software Program Managers Network #10: Data and Database InteroperabilitylMake data interoperability with external systems a key factor in database design.lEnsure that database design decouples

26、 persistent data from application software. Software Program Managers Network #11: Formal Definition and Control of InterfaceslIdentify all external interfaces as part of systems requirements analysis.lInclude milestones related to external interfaces in the project activity network.CSMCH-192022/7/1

27、9NCKU- CMMIBest Practices - Coding McConnell: Raped-Development LanguageslUse programming languages that offer speedier implementation than traditional third generation languages such as C, C+, or Fortran.CSMCH-202022/7/19NCKU- CMMIGood Testing Practices Plan testing early in the life cycle Remove d

28、efects before testing with peer reviews. Set code coverage criteria (structural):lcode vs. path what criteria to choose? Use operational scenarios for testing (functional). Use test results in release decisions (e.g., software “certification”):lopen problem reports?lfailure/fault trends?CSMCH-212022

29、/7/19NCKU- CMMIBest Practices - Testing Software Program Managers Network #15: Managing Test As AssetslEnsure that CM releases all integration test products to integrations test.lEnsure that system test includes stress test and test against a full range of operational scenarios.CSMCH-222022/7/19NCKU

30、- CMMIBest Practices - Inspections Software Program Managers Network #14: Formal InspectionslConduct inspections of task products from program inception through unit code development.lEnsure that each inspection follows a documented rigorous process. McConnell: InspectionslConduct formal technical r

31、eviews with specific roles and trained participants.CSMCH-232022/7/19NCKU- CMMIBest Practices Quality Targets Software Program Managers Network #5: Defect Tracking Against Quality TargetslEstablish quality targets at program inception.lReport metrics on defects/inspection and defect leakage.CSMCH-24

32、2022/7/19NCKU- CMMIBest Practices - Measurement McConnell: MeasurementlMeasurement provides both short-term motivational benefits and long-term cost, quality, and schedule benefits.lMeasurement is an antidote to the common problems of poor estimates, poor scheduling, and poor progress visibility. So

33、ftware Program Managers Network #3: Metrics-Based Project ManagementlMetrics are early indicators of potential problemslThreshold values are predefined for management concern.CSMCH-252022/7/19NCKU- CMMIBest Practices - Tools McConnell: Tools GrouplForm a group responsible for gathering intelligence

34、about, evaluating, coordinating the use of, and disseminating new tools within an organization.CSMCH-262022/7/19NCKU- CMMIKey Point Different for ML 2 and ML 3GP 3.1 - E & M the description of defined processEstablish the defined process by tailoring the selected processes according to the organizat

35、ions tailoring guidelines Select from the Org. set of standard processes those processes that cover the process area and best meet the needs of project or organizational function Tailoring guidelines tailor the process Ensure that the organizations process objectives are appropriately addresses in t

36、he defined process Document the defined processes and records of the tailoring Revise the description of the defined process as necessaryGP 3.1 and PA relationship IPM SP 1.1 E & M the projects defined process can implement GP 3.1 or all project related PA or all processes, not just-project related

37、processes, the OPD establishes the ORG process assets needed to implement GP 3.1CSMCH-272022/7/19NCKU- CMMIKey Point Different for ML 2 and ML 3Key Point Different for ML 2 and ML 3GP 3.2 Collect improvement informationCollect information and artifacts derived from planning and performing the proces

38、sStore process and product measures in the org. measureme4nt repository defined in the common set of measures for the org. set of standard processesSubmit the documentation for inclution in the org process asset libraryDocument lessons learned from the process for inclusion in the org. process asset

39、 libraryPropose improvements to the org. process assets1.GP 3.2 and related PA IPM SP 1.5.2 can implement GP 3.2, OPF SP 2.4.1 can implement GP 3.2, OPD establish the org process assets needed to implement GP 3.2CSMCH-282022/7/19NCKU- CMMICSMCH-292022/7/19NCKU- CMMIOrganizational Innovation and Depl

40、oyment (OID)Causal Analysis and Resolution (CAR)5 OptimizingContinuousProcess Improvement4 Quantitatively ManagedQuantitativeManagementOrganizational Process Performance (OPP)Quantitative Project Management (QPM)3 DefinedProcessStandardizationRequirements Development (RD)Technical Solution (TS)Produ

41、ct Integration (PI)Verification (VER)Validation (VAL)Organizational Process Focus (OPF)Organizational Process Definition+ IPPD Organizational Training (OT) Integrated Project Management + IPPDRisk Management (RSKM)Decision Analysis and Resolution (DAR)2 ManagedBasicProjectManagementRequirements Mana

42、gement (REQM) Project Planning (PP)Project Monitoring and Control (PMC)Supplier Agreement Management (SAM)Measurement and Analysis (M&A)Process and Product Quality Assurance (PPQA)Configuration Management (CM)1 InitialStaged Organization of PAsLevelFocusCMMI-DEV. V1.2 Maturity LevelsTotal 22 PAsCSMC

43、H-302022/7/19NCKU- CMMIContinuous Organization of PAsCategoryRequirements Management (REQM) (L2)Requirements Development (RD) (L3)Technical Solution (TS) (L3)Product Integration (PI) (L3)Verification (VER) (L3)Validation (VAL) (L3)Engineering(6)Configuration Management (CM) (L2)Process and Product Q

44、uality Assurance (PPQ)2Measurement and Analysis (M&A) (L2) Causal Analysis and Resolution (CAR) (L5)Decision Analysis and Resolution (DAR) (L3)Support(6)ProjectManagement(7)Project Planning (PP) (L2)Project Monitoring and Control (PMC) (L2)Supplier Agreement Management (SAM) (L2)Integrated Project M

45、anagement +IPPD (L3)Risk Management (RSKM) (L3)Quantitative Project Management (QMP) Organizational Process Focus (OPF) Organizational Process Definition (OPD+IPPDOrganizational Training (OT) Organizational Process Performance (OPP)Organizational Innovation and Deployment OIDProcessManagement(5)CSMC

46、H-312022/7/19NCKU- CMMIBasic Process Management PAs OPFOPDResources and CoordinationOT Std Process and OtherAssetsTraining for Projects and Support Groups in Std Process and AssetsOrganizationsprocess needsand objectives Std Process and OtherAssetsSenior Management Organizationsbusiness objectivesPr

47、oject Management,Support, and Engineering process areas Training needs Improvement information(e.g., lessons learned, data, artifacts)Process Improvement Proposals; Participation in defining, assessing, and deploying processesCSMCH-322022/7/19NCKU- CMMIPROCESS IMPROVEMENT:SEIs IDEAL ApproachSM Initi

48、atingDiagnosingEstablishingActingLearningProposeFutureActionsAnalyzeandValidatePilot/TestSolutionCreateSolutionDevelop ApproachSet PrioritiesDevelopRecommendationsCharacterize Current and Desired StatesCharterInfrastructureBuildSponsorshipStimulus forChangeSet ContextImplementSolution Refine Solutio

49、nPlan ActionsCSMCH-332022/7/19NCKU- CMMIOrganizational Process Focus PurposePurposeTo, plan, implement and deploy organizational process improvements based on a thorough understanding of the current strengths and weaknesses of the organizations processes and process assetsCSMCH-342022/7/19NCKU- CMMI

50、Organizational Process Focus PurposeBenefitsProvides a central focus in the org. for process-improvement activitiesProvide awareness of what works well and what needs to be improved org. in the context of the org. business objectives and needsProvides awareness of sources of process-related assets a