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Capability Maturity Model Integration
◦ Is a Trademark owned by the Software Engineering Institute (SEI) of Carnegie Mellon University
◦ Process Improvement Approach – Improves Performance by improving processes
◦ Provides organizations with the needed for effective process improvements
◦ Framework for appraising the process maturity of the organization
According to SEI in 2008, CMMI helps "integrate traditionally separate organizational functions, set process improvement goals and priorities, provide guidance for quality processes, and provide a point of reference for appraising current processes.”
Projects are managed and under control
Estimating new project tasks is based on actual results from previous projects
Realistic commitments are negotiated and managed
Plans are documented, progress is tracked, and status is reported appropriately
Processes are defined at the project level
Project decisions are based on data
Productivity gains
Early defect detection
Reduction in time between request and implementation
Reduction in post-implementation defects
Repeatable processes
A life cycle is a description of the approach that a project takes to develop and deliver software. It includes the sequencing of tasks organized by phases
InitiateInitiate
AnalyzeAnalyze
DesignDesign
CodeCode
TestTest
DeliverDeliver
MaintainMaintain
Steps commonto all life cycles
A work product is any document or deliverable that is used during the entire life cycle as well as any portion of the software that is delivered to the customer
The SDLC has templates and procedures for generating required work products
SW Project Design
SW
SW Project
Design Documents
Focus on Project Management
RequirementsManagement
(RM)
Project Tracking & Oversight
(PTO)
ProjectPlanning
(PP)
ConfigurationManagement
(CM)
ProcessQuality Assurance
(PQA)
Agree to an initialset of softwarerequirements
Manage further changes to SWrequirements
To establish a common understanding of requirements between the customer and the project and manage any changes to these over the life of the project.
Condition or capability that must be met by a system application to satisfy a business request
Speed
Function
User Interface
Cost
All requirements should be testable
A document that:
Has been formally reviewed, agreed upon, and committed to by means of signoff
Serves as the basis for further development
Can be changed only through formal change control procedures
Builder Model 101Cost: $170,000Bedrooms: 3Living RoomKitchenDining RoomExpected Completion: April 30
Add Family Room
Add Fireplace &Install Built-in Bookshelves
Builder Model 101Cost: $220,000Bedrooms: 3Living Room with Fireplace & BookshelvesKitchenDining RoomFamily RoomPorchExpected Completion June 30
Change Request- Add Fireplace to Living Room- Build Bookshelves in Living Room
- Add Family Room- Add Porch
Add Porch
To develop plans and schedules based onthe activities, efforts, risks, and resources associated with satisfying project requirements
Identify activities and
work products
Estimate andobtain resourcecommitments
Identify risks, issues, and measures
to track
Create the planand the schedule
A document that describes the work required to complete a project that consists of:
High-level project objectives and scope
Identification of customers
Imposed standards (management or technical)
Constraints (cost, schedule, and resources)
External commitments and dependencies
Top-level system requirements
A collection of plans describing the technical and nontechnical activities for a project. It governs the management of activities performed by the Software Engineering Process Group (SEPG) for a project.
Table of ContentsTable of Contents
1. Project objectives, scope, and assumptions
2. Standards, methods, and procedures to be followed and the identified decision makers
3. Work products to be created
4. Estimates of size, effort, and cost, and assumptions
7. Risk identification and assessment
6. A defined life cycle forthe project including review points
5. References to schedule with resources and milestones
8. Commitments and dependencies
9. References to SCM andSQA plans for the project
10. Verification and validation
• Use requirements as the high-level basis for beginning the project plan
• Collect historical data for use in new estimates
• Break activities down into manageable chunks(for example, < 60 hours of effort or 2 weeks duration)
• Decompose manageable chunks into smaller process steps
Use a standard methodology Identify and document estimating assumptions Develop estimates in effort-hours, not elapsed time Use in budgeting and staffing projects appropriately
Effort
How much work will it require?
CostHow much will it cost?
SizeHow big is it?
QualityWhat level of quality is required?
ResourcesHow many people are needed?What type of skills?What tools do we need?
ProductivityHow much time is available per week?
ScheduleWhen will deliverables be available?
Ver
ifie
s P
roce
ss
Manages Project
Co
ntro
ls Pro
du
cts
Requirements Management
Project Planning
Project Tracking & Oversight
To have adequate visibility into actual progress, in order to keep the project on track
Trackaccomplishments
and results
Adjust plans tostay on track
Agree tochanges in
commitments
Track effort, size, risks,costs, and schedule
• Size, effort, cost, and durationLarger/smaller, more/less complex, early/late?
• ResourcesChange in availability, over/under allocations?
• Schedule/activitiesComplete/not complete, additional activities? Impact on dependent activities?
• RisksResolved, changed, additional risks ?Risk impact or probability changed?
• Adjust plan as deviations from the plan occur Scope, Resources, Schedule
• Review adjustments and obtain buy-in and commitment
• Update plans based on requirement changes
• Manage and mitigate risk
• Internal project status reviews•Detail status of activities, schedule, effort, costs, and risks•Detail actuals to compare with estimates
• Periodic senior management reviews•Status of accomplishments, issues, and risks
• Milestone reviews•Formal reviews for customers, management. and affected groups at predetermined milestones•Progress, accomplishments, issues, risks
• Ad hoc reviews occur as needed
Ver
ifie
s P
roce
ss
Manages Project
Co
ntro
ls Pro
du
cts
Requirements Management
Project Planning
Project Tracking & Oversight
Configuration
Management
To manage the integrity of the project’s work products
Identify items to put under configuration
management
Plan for CM activities
Controlchanges to
configured items
Communicatestatus of
configuration items
Audit configurationbaselines
Any item that is designated for control and surveillance in order to track, trace, and record any changes
Examples
Software code / Library elements BaselinesRequirements Design documentsProduct documents User documents Test cases Test plansPQA plans Estimates
SW Project Design
SW Project
Design Docum
ent
s
User Manual
• Baselines are established at predetermined points in the life cycle of the work product.
• Configuration of a work product evolves during development and is applied by developers as they perform their work.
• Create baselines at predetermined points
Example ProjectLife Cycle Production baseline at
final release
InitiateInitiate Baseline Examples
Developmental baselineat end of System Test
Functional baseline at end of AnalysisAnalyzeAnalyze
DesignDesign
CodeCode
TestTest
DeliverDeliver
MaintainMaintain
System baseline at end of DesignDevelopmental baseline at end of Unit Test
Ver
ifie
s P
roce
ss
Manages Project
Co
ntro
ls Pro
du
cts
Requirements Management
Project Planning
Project Tracking & Oversight
Configuration Management
Process Quality Assurance
To provide management with insight into the software process
Verifycompliance
Escalatenon-compliance
issuesReport results
Plan for PQAactivities
• A planned and systematic pattern of all actions necessary to provide adequate confidence that work products comply with software standards, procedures, and contractual requirements.
• A set of activities designed to evaluate the process by which work products are developed and/or maintained.
ReviewsUses tools and techniques to review activities
Peer ReviewsInspections
Compare actual activities against processes
AuditsUses tools and techniques to audit work products
Testing
Compare actual work products against agreed upon standards and procedures
• Use of processes and procedures is ensured by management and encouraged by peers
• Benefits of following the process are understood and recognized
• Appropriate training and resources are provided
• Planned activities are willingly committed to
• Open communications and sharing
• Team approach versus individual heroics