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OHT 2.1
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Software Quality assurance (SQA) SWE 333
Dr Khalid Alnafjan
Capability Maturity Level (CMMi)
OHT 2.2
Galin, SQA from theory to implementation © Pearson Education Limited 2004
What is a CMMi?
• A Capability Maturity Model (CMMi) is a reference model of mature practices in a specified discipline, used to improve PROCESS at work
• The results of adopting CMMi is a much better product or process quality.
• Before we focus on CMMi we need to understand the meaning of a PROCESS
so What is a PROCESS ?
OHT 2.3
Galin, SQA from theory to implementation © Pearson Education Limited 2004
What is a process• A process is a series of actions or steps taken in order to
achieve a particular end in the form of a product or service• We may not realize it, but processes are everywhere and
in every aspect of our leisure and work. A few examples of processes might include:
• Preparing breakfast• Placing an order• Developing a budget• Writing a computer program• Obtaining application requirements• And so on
OHT 2.4
Galin, SQA from theory to implementation © Pearson Education Limited 2004
• The quality of a system is highly influenced by the quality of the process used to acquire, develop, and maintain it.
• even our finest people can’t perform at their best when the process is not understood or operating at its best.”
• Everyone realizes the importance of having a motivated, quality work force and the latest technology, but even the finest people can’t perform at their best when the process is not understood or operating at its best
• This premise implies a focus on processes as well as on products.
Process Improvement
OHT 2.5
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Commitments consistently missed Late delivery Last minute crunches Increasing costs
No management visibility into progressYou’re always being surprised.Quality problems
Too much reworkFunctions do not work correctly.Customer complaints after delivery
Poor moralePeople frustratedIs anyone in charge?
Symptoms of Process Failure
OHT 2.6
Galin, SQA from theory to implementation © Pearson Education Limited 2004
CMMI for Process Improvement
The aim of CMMi is to improve processes so they can be performed in the best manner with least cost
Use CMMI in process improvement activities as a • collection of best practices• framework for organizing and prioritizing activities• support for the coordination of multi-disciplined activities that might
be required to successfully build a product• means to emphasize the alignment of the process improvement
objectives with organizational business objectives
OHT 2.7
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Processes are ad hoc and improvised by practitioners and their management
Process describes are not rigorously followed or enforced Performance is highly dependent on current practitioners
Understanding of the current status of a project is limited
Immature processes result in fighting fires:• There is no time to improve – instead,
practitioners are constantly reacting• Firefighters get burned• Embers might rekindle later
Ad Hoc Processes (Not using CMMi)
OHT 2.8
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Process descriptions are consistent with the way work actually is done
They are defined, documented and continuously improved
Processes are supported visibly by management and others
They are well controlled – process fidelity is evaluated and enforced
There is constructive use of product and process enforced
There is constructive use of product and process measurement
Technology is introduced in a disciplined manner
Improved Processes (Using CMMi)
OHT 2.9
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Process Improvement and Football - an example
• Let us take football as an example to show how process improvement can increase the quality of football game.
• We will compare how play is performed between a little league team and a professional football team
OHT 2.10
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Process Improvement and Football - an example
What happens when a ball is hit to a Little League team?Everyone runs around at random. They might do the right thing, or they might not. The next time the ball is hit in the same place, they may
do something different.
What happens when a ball is hit to a professional team?Everyone moves in a coordinated fashion, based on
practicing that play many times.Sometimes they fail to make the right play, but they
almost always try to do the right thing.
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OHT 2.11
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Process Improvement and Football - an example
• A professional football team is more "mature" than a Little League team (not referring to age).
• A professional team has self-perpetuating quality. They– Make good plays– Develop new players like themselves– Find ways to make better plays
11
OHT 2.12
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Process Improvement and Football - an example
• What happens when the team loses a star player?– Little League team gets much worse. – Professional team often has someone waiting to
fill in.
• Self-improvement after a bad play…– Little League players don’t know what went
wrong, or they blame each other.– Professional teams discuss their play and look
for ways to improve. 12
OHT 2.13
Galin, SQA from theory to implementation © Pearson Education Limited 2004
… So what is CMMI?
• In the same way, high-quality software organizations are different from low-quality organizations.
• CMMI tries to capture and describe these differences.
• CMMI strives to create software development organizations that are “mature”, or more mature than before applying CMMI.
13
OHT 2.14
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Capability Maturity Model® Integration (CMMI®)
Capability Maturity Modeling, CMM, and CMMI are registered in the U.S. Patent andTrademark Office by Carnegie Mellon University.
OHT 2.15
Galin, SQA from theory to implementation © Pearson Education Limited 2004
How CMMI Helps? CMMI provides guidance for improving an organization’s
processes and ability to manage the development, acquisition and maintenance of products or services.
CMMI places proven approaches into a structure that helps an organization:
- appraise its organizational maturity or process area capability
- establish priorities for improvement
- implement these improvements
OHT 2.16
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Five levels of maturity …
16
OHT 2.17
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Summary of levels
• Level 1 – Initial. Anything at all. Ad-hoc and chaotic. Will have some successes, but will also have failures and badly missed deadlines.
• Level 2 – Repeatable. SW processes are defined, documented, practiced, and people are trained in them. Groups across an organization may use different processes.
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OHT 2.18
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Summary of levels
Level 3 – Defined. SW processes are consistent and known across the whole organization.
Level 4 – Managed. SW processes and results are measured quantitatively, and processes are evaluated with this data.
Level 5 – Optimizing. Continuous process improvement. Experimenting with new methods and technologies. Change processes when find something that works better.
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OHT 2.19
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Level 1 – InitialTeam tackles projects in different ways each time
Can have strong successes, but may not repeat
Some time/cost estimates are accurate, many far off
Success comes from smart people doing the right things
Hard to recover from good people leaving
Frequent crises and "firefighting.” (Many believe this is standard for SW development. CMM says NO.)
Most SW development organizations are Level 1.
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OHT 2.20
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Level 2 – Repeatable
• Key areas– Requirements management– Software project planning– Project tracking and oversight– Subcontracts management– Quality assurance– Configuration management
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OHT 2.21
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Level 3 – Defined
• Key areas. Level 2, plus…– Organization-wide process focus– Organization-wide process definition– Training program in above– Integrated software management (above
applied per project)– Software product engineering (coding, etc.)– Inter-group coordination– Peer reviews
21
OHT 2.22
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Level 4 – Managed
• Key areas. Level 3, plus…
– Quantitative process management (data gathering)
– Quality management (data-driven quality improvement)
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OHT 2.23
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Level 5 – Optimizing
• Key areas. Level 4, plus…
– Defect prevention
– Technology change management (bring in new methods)
– Process change management (improve processes)
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OHT 2.24
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Level 5 – Optimizing
• The optimizing level (Level 5) is not the destination of process management.
• The destination is better products for a better price: economic survival
• The optimizing level is a foundation for building an ever-improving capability.
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OHT 2.25
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Example-Requirements Management
SG 1: Manage Requirements
SP1.1 : Obtain an understanding of the requirements
SP1.2 : Obtain commitment to requirements
SP1.3 :Manage Requirement Changes
SP1.4 : Maintain bi- directional trace ability of Requirements
SP1.5 : Identify inconsistencies between project work and requirements
OHT 2.26
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Time required to progress to next level
26
Capability level transition
Mean time (months)
No. of organizations
Level 1 to level 2 24 125
Level 2 to level 3 21.5 124
Level 3 to level 4 33 18
Level 4 to level 5 18 19
Source: Based on Gartner Inc. (2001)
OHT 2.27
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Project Resources distribution
27
Percentage of project resourcesCMM capability level
Original work Reworking Testing and quality assurance
1 34 41 25
2 55 18 27
3 67 11 22
4 76 7 17
OHT 2.28
Galin, SQA from theory to implementation © Pearson Education Limited 2004
Versions of CMMI (capability maturity model integration)
CMMI-SE/SWSystem Engineering CMM (SE-CMM)Software engineering CMM (SW-CMM)
CMMI-SE/SW/IPPD/SSSystem Engineering CMM (SE-CMM)Software engineering CMM (SW-CMM) Integrated Product/Process Development (IPPD-CMM)Supplier Sourcing
CMMI-SE/SW/IPPDSystem Engineering CMM (SE-CMM)Software engineering CMM (SW-CMM) Integrated Product/Process Development (IPPD-CMM)
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