Professional Documents
Culture Documents
CMMI
CMMI
CMMI
Arnon Rotem-Gal-Oz
No Specification No Architecture description Changes done on the fly, often under market/customer pressure Testing ignored Didnt know how to tell the clients No The system last longer than was ever imagined Maintenance costs far exceed ordinary development
PEOPLE
TECHNOLOGY
PROCESS
Speed
[1]Booch
What is CMMI?
Consultant Money Making Initiative
What is CMMI?
Model Practices
Process Improvement
Model
Project Management
Engineering
Support
Process Management
OID: Organizational
Innovation &Deployment OPP: Organizational
Process Performance
RD: Requirements
Development
3 Defined
TS: Technical
Solution
OEI*: Organizational
Environment for Integration
OPD: Organizational
Process Definition
PI: Product
Integration
OT: Organizational
Training
SAM: Supplier
Agreement Management 1 Initial
CM: Configuration
Management
[6]Rudge
CMMI Replaces
Software CMM System Engineering CMM Software Acquisition CMM System Security Engineering CMM FAA-iCMM software development system engineering software acquisition security engineering software engineering, systems engineering, and acquisition integrated product development
IPD-CMM
People CMM
SPICE Model
workforce
software development
Software Acquisition (SA-CMM), Systems Engineering (SE-CMM), Integrated Product Development (IPD-CMM), Organizational Workforce Capability Development (People CMM) Developed
Critique of CMMI
The projects most worth doing are the ones that will move you DOWN one full level on your process scale (Peopleware) [3]
PEOPLE
Process
TECHNOLOGY
Working software
over comprehensive documentation
Customer collaboration
over contract negotiation
Responding to change
over following a plan
[7]Agile
LEVEL 1
LEVEL 2
Organizational policy for plan, perform Requirements, objectives and plans Adequate resources Train the people Assign responsibility and authority CM for designated work products Identify and involve stakeholders Monitor and control to plan and take action if needed Objectively monitor adherence to process and QA products/services Review with upper management and resolve issues
[5]Jain
LEVEL 3
LEVEL 4
Establish and maintain quantitative objectives for the process Stabilize the performance of one or more sub-processes to determine its ability to achieve
LEVEL 5
Ensure continuous improvement to support business goals Identify and correct root causes of defects
[2]Bohem, Turner
Best of Breed
References
1. 2.
3. 4. 5. 6.
7.
Software Architecture - A Rational Perspective G. Booch (ppt) People Factors in Software Management: Lessons From Comparing Agile and Plan-Driven Methods B. Bohem, R. Turner Crosstalk, Dec 2003 Peopleware 2nd edition, T. Demarco, T. Lister Dorset House 1999, ISBN 0-932633-43-9 Introduction to CMMI, E. Buchholtz, A. Cordes, RTP SPIN Meeting, 2003 (ppt) CSE Annual Review and Excutive Workshop 2002, Apurva Jain (ppt) CMMI : St George or the Dragon?, T. Rudge, Thales (ppt) www.agilemanifesto.org