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The Concept of Software Organization Capability Maturity Model (SW-CMM / CMMI-Dev)

Magister Teknologi Informasi

Fakultas Ilmu Komputer

Universitas Indonesia

Semester Genap 2012/2013

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Take a look to a Softball Gamea lesson learned 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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Take a look to a Softball Game

What happens when the team loses a starplayer?

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. "The next time there is an infield hit with 2 outs, let's do this instead."

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Take a look to a Softball Game

A professional baseball 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

Software Development Team & CMM

Has similiarity to Softball game

Craftmanship ver Engineering

In the same way, of course a high-quality SW

organizations are different from low-quality orgs.

CMM tries to capture and describe these

differences.

CMM strives to create software development

organizations that are "mature", or more mature

than before applying CMM.

Describes five levels of SW process maturity.

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Capability Maturity Model (CMM)

Underlying the CMM:

The belief that the use of new software

techniques will not in itself result in increased

productivity and profitability, because the cause

of our problems is how we manage the software

process.

CMM assists an organizations in providing

the infrastructure for a disciplined and

mature software process.

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The Five Levels of Software Process

Maturity (SW-CMM)

4. Managed

Continuously

Improving

ProcessFocus on process

improvement

5.Optimizing

Unpredictable and

poorly controlled

Project

Management

2. Repeatable

1. Initial

Disciplined

Process Can repeat previously

mastered tasks

Integrated

Engineering

Process

3. DefinedStandard,

Consistent

Process Process characterized,

fairly well understood

Product and

Process Quality

Predictable

ProcessProcess

measured and

controlled

Managing

Change

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CMM levels related to Productivity, Quality & Risk

Initial (1)

Repeatable (2)

Defined (3)

Managed (4)

Optimizing (5)

Basic Mgt Control:

Disciplined

Process

Process Definition:

Standard, consistent

process

Process Measurement:

Predictable Process

Process Control:

Continuosly improving

process

Productivity

& Quality

RiskAd hoc process

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Management Visibility Process Capability

OutIn1

2

3

4

5

Probability

Time/$/...

Target

N

N+a

N-x

N-y

N-z

Levels

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How to use CMM Hire an officially certified CMM Assessor to conduct

a formal evaluation. To win government software contracts.

To find high-quality software subcontractors. (SA-CMM)

For pure development shops, to impress clients with your quality. (India)

Send your own people to official CMM training, then conduct internal assessments. For a large organization where software process

improvements have a big payoff.

Use CMM as a set of suggestions and apply as you see fit. Every other software development organization, of all

sizes.

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Multiple Process Models

SoftwareCMM

SystemsSecurity

Engr CMM

SystemsEngrCMM

PeopleCMM

IPDCMM

SoftwareAcqCMM

EIA 731Success of the Software CMM®

(SW-CMM) caused development of other CMMs, but they

• Have different structures, formats, terms, ways of measuring maturity

• Cause confusion, especially when more than one are used

• Are difficult to integrate into a combined improvement program

• Are difficult to use in supplier selection

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The CMMI Product Line Approach

Industry

SEI

Government

• Team of Teams

• Modeling and Discipline Experts

• Collaborative Process

SWSE

IPPD

Assess

Training

...

Acquisition

CMMI

Product Suite

CMMI-

SE/SW

CMMI-

SE/SW/

IPPD

...CMMI-

SE/SW/

IPPD/A

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SW-CMM

Also see www.software.org/quagmire

MIL-Q -9858

Trillium Baldrige

IEEE Stds. 730,828829, 830,1012,1016

1028,1058,1063ISO 15504*(SPICE)

People CMM

IPD-CMM*

DODIPPD

SECAMAF IPD Guide

SDCCR

SCE

NATO AQAP1,4,9

BS5750

MIL-STD-498

DOD-STD-2167A

DOD-STD -7935A

MIL-STD-499B*

ISO/IEC12207

IEEE1220

ISO 10011

SDCE

SE-CMMSECM(EIA/IS 731)

EIA/IS632

ISO 9000Series

EIA/IEEEJ-STD-016

IEEE/EIA12207

EIA 632*

MIL-STD-1679

IEEE 1074

TickITSSE-CMM

ISO 15288*

EQA

* Not yet released

CMMI

PSP

SA-CMM

Q9000

DOD-STD-2168

quag14d: 5 June 1998

FAA-iCMM

DO-178B

SW-CMM

Courtesy Sarah Sheard, SPC

The Frameworks

The CMMI Product Team's initial mission was to combine three source models:

The Capability Maturity Model for Software (SW-CMM) v2.0 draft C [SEI 1997b]

The Systems Engineering Capability Model (SECM) [EIA 1998]5

The Integrated Product Development Capability Maturity Model (IPD-CMM) v0.98 [SEI 1997a]

What is CMMI? CMMI is:

a model that provides a set of best practices that address productivity, performance, costs, and stakeholder satisfaction

a model which provides a structured view of process improvement across an organization

CMMI can help:

set process improvement goals and priorities

provide guidance for quality processes

provide a yardstick for appraising current practices

CMMI is NOT:

a set of "bolt-on processes" that last only as long as the wheel is squeaking. CMMI provides a consistent, enduring framework that accommodates new initiatives.

restricted to a single discipline (I.e. Software Engineering or Systems Engineering). CMMI focuses on the total software intensive system problem and integrates multiple disciplines into one process-improvement framework that eliminates inconsistencies and reduces duplication

Value of CMMI

Better incorporates engineering principles that are critical to software intensive systems – and "systems of systems"

Integrated Appraisal Method (Ver. 1.1) will provide a single, consistent method for both internal assessments and external evaluations

Reduces cost of a SW and SE appraisal

The Concept of Software Organization Capability Maturity Model SW-CMM

The fundamental concept of CMM

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The Five Levels of Software Process

Maturity (SW-CMM)

4. Managed

Continuously

Improving

ProcessFocus on process

improvement

5.Optimizing

Unpredictable and

poorly controlled

Project

Management

2. Repeatable

1. Initial

Disciplined

Process Can repeat previously

mastered tasks

Integrated

Engineering

Process

3. DefinedStandard,

Consistent

Process Process characterized,

fairly well understood

Product and

Process Quality

Predictable

ProcessProcess

measured and

controlled

Managing

Change

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Key Process Area – KPA

Untuk setiap tingkat maturity (kematangan)

organisasi, SEI telah menyiapkan

sekumpulan Key Process Area (KPA)

sebagai acuan untuk naik ke tingkat

berikutnya.

SEI juga telah membuat kuesioner-kuesioner

untuk melakukan assessment pada tingkat

mana suatu organisasi berada.

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Process

CategoriesManagement Organizational Engineering

Levels/

1 Initial

2 Repeatable

3 Defined

4 Managed

5 Optimizing

Ad Hoc Processes

Integrated Software Management

Intergroup Coordination

Requirements Management

Software Project Planning

Software Project Tracking and Oversight

Software Subcontract Management

Software Quality Assurance

Software Configuration Management

Organization Process Focus

Organization Process Definition

Training Program

Software Product Engineering

Peer Reviews

Software Quality Management

Quantitative Software Management

Technology Change Management

Process Change Management

Defect Prevention

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Maturity

LevelKey Process Areas (KPA)

No. of Goals

per KPA

No. of Key

Practices per KPA

5

4

3

2

Process change managementTechnology change managementDefect prevention

Software quality management

Quantitative process management

Peer reviews

Intergroup coordinationSoftware product engineeringIntegrated software management

Training programOrganization process definition

Organization process focus

Software configuration managementSoftware quality assuranceSoftware subcontract managementSoftware project tracking and oversightSoftware project planningRequirements management

TOTALS TOTALS

Subtotal

Subtotal

Subtotal

Subtotal

Subtotal

Subtotal

Subtotal

Subtotal

333 9

3

36

2

3223

23 17

444

332 20

52

19

1918

13

18

9

17201916

1116

21172224

2512

56

31

108

121

316

KPA - The Challenge SW-CMM Size Characteristics

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Maturity Levels

Key

Process

Areas

Goals

Common

Features

Key

Practices

23 4 5

The CMM Structure

RM PP PT SM CMQA

Commitment

to Perform

Ability to

Perform

Activities

Performed

Measurement

and Analysis

Verifying

Implementation

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Common Features: Factors in Implementation and

Institutionalization

Activities Performed: ImplementationAre effective activities performed to satisfy the goals?

Commitment to Perform: InstitutionalizationAre the activities supported by the organization through documented policies, processes, or procedures?

Ability to Perform: InstitutionalizationAre the activities supported by adequate training and resources?

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Common Features: Factors in Implementation and

Institutionalization...

Measurement and Analysis: InstitutionalizationAre measurements used to determine the status of activities, and can those measurements be used to analyze the process for improvement?

Verifying Implementation: InstitutionalizationAre there processes or mechanisms for verifying that the activities are being performed?

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Project Performance Expectations (1)

Expected Trend

Successive Projects

Performance

•Cost

•Schedule

•QualityLevel 1

Level 2

Level 3

Level 4

Level 5

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Project Performance Expectations (2)

Rifkin melakukan model prediksi untuk program 200.000 baris dengan menggunakan data dari 1300 proyek.

CMM

Level

Duration

(Calendar

Months)

Effort

(Person

Months)

Faults

Detected

during

Development

Faults

Delivered to

Client and

Installed

Total Cost of

Development

Level 1 29.8 593.5 1,348 61 $5,440,000

Level 2 18.5 143.0 328 12 $1,311,000

Level 3 15.2 79.5 182 7 $728,000

Level 4 12.5 42.8 97 5 $392,000

Level 5 9.0 16.0 37 1 $146,000

(S.Rifkin, Usenet-posting on comp.software-eng, March 1, 1993)

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CMM: Initial Level (1)

Characterized as:

Ad hoc process, no sound software engineering practices:

without formal procedure, cost estimates, project plan

& schedules

Enough of this design stuff!!

We're behind schedule!!

Let's start coding

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CMM: Initial Level (2)

Characterized as: Tools, if they exist, are not planned and well

integrated.

Change control is nonexistent.

Usually time and cost overruns

No sound engineering process: ditandai dengan

lack of a managed, defined, planned, and

disciplined process for developing software.

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CMM - Initial Level (3)

Tidak ada perencanaan, estimasi budget dan waktu pengembangan

Mudah dikenali, karena pada umumnya tidak memenuhi komitmen (kwalitas, cost dan deadline).

Krisis sering tejadi akibat tidak ada jadwal dan prioritas serta membuat segala sesuatu sebagai kejutan. Disebut sebagai kejutan karena tidak ada planning, jadi pencapaian maupun krisis tidak bisa diprediksi.

Analogi: pergi ke luar kota dengan mobil (speed vs progress). Tanpa tujuan yang jelas serta kapan harus sampai.

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Activity Resultsto produce

Level 1:

Just do it.

Activity Resultsto produce

Level 2:

Think before

you act,

and think after

you act, just to

make sure you

did it right.

Planning

Evaluation

input to

to improve

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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

Estimating curve

Process diagram

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Standards Activity Resultsto produce

Level 3

Planning

Evaluation

input to

to improve

input to

input to

Use your lessons learned.

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Level 4 – Managed

Key areas. Level 3, plus…

Quantitative process management (data

gathering)

Quality management (data-driven quality

improvement)

Estimating curve

Process diagram

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Standards Activity Resultsto produce

Level 4

Planning

Evaluation

input to

to improve

input to

input to to forecast

Predict the results you need and expect and then

create opportunities to get those results

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Level 5 – Optimizing

Key areas. Level 4, plus…

Defect prevention

Technology change management (bring in new

methods)

Process change management (improve

processes)

Estimating curve

Process diagram

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Standards Activity Resultsto produce

Level 5

Planning

Evaluation

input to

to improve

input to

input to to forecast

to improve

Create lessons learned,

and use lessons learned to create more lessons learned,

and use more lessons learned

to create even more lessons learned,

and use even more lessons learned to create...

etc.

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Interesting CMM Facts

The number of companies using CMM to assess their

software management practices more than doubles every

five years (since 1987).

Software Quality Assurance is the biggest obstacle for

organizations trying to move from level 1 to level 2.

Organization Process Definition is one of the biggest

obstacles for organization trying to move from level 2 to level

3.

On average, it takes an organization:

25 months to move from level 1 to 2

22 months to move from level 2 to 3

36.5 months to move from level 3 to 4

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More interesting facts…

Only 1.2% of companies engaged in CMM have IT

departments with over 2000 employees. Of these large

companies, 40% are at CMM levels 3, 4 or 5.

About 80% of companies engaged in CMM have IT

departments with less than over 300 employees. Oh these

smaller companies, 21% are at CMM levels 3, 4, or 5.

About a third of companies engaged in CMM are located

overseas (primarily India), and are 3 times more likely to

reach CMM level 4 or 5 than US organizations.

Only about 23% of organizations surveyed eventually move

from level 2 to level 3 or higher.

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Quantifiable Benefits

Cost of development

goes down

Better level of control

on project changes

Project metrics at

enterprise level controls

impact of change

Process consistency

across all agencies

allows benchmarking

and best practices to

be shared at the

enterprise level

Reduced time to

market has a positive

impact on business and

IT

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Quantifiable Benefits (cont.)

Better resource

allocation

Mitigates single point of

failure

Increases percentage

of projects on-time and

on-budget

Better project forecasts

based on historical

project data

Systems Development

Lifecycle (SDLC) will lend

itself to Level 3

compliance (Defined)

A better product

41M. Diaz and J. Sligo, "How Software Process Improvement Helped Motorola," IEEE Software,September/October 1997, p. 76.

0

100

200

300

400

500

600

700

800

900

1000

1 2 3 4 5

Software CMM Level

In-P

roc

es

s D

efe

cts

/MA

EL

OC

*MAELOC = million assembly-equivalent lines of code

Defect rate

halved per

maturity level

• A defect is a bug or error that escapesthe phase in which it was introduced

• SLOC = software lines of code

Consider 500K SLOC

Level 2 450 defects, rework equals 16 hrs/defect

estimated at $100/hr

$1,600 x 450 = $720K rework

Level 3 $360K rework

Level 4 $180K rework

Level 5 $90K rework

Quality vs. CMM

Level

42

Level 1 & 2(Without historical data)

Level 3(With historical data)

-145%

0%

20%

Software Estimates

0

5

10

15

Level 1 Level 2 Level 3

Post Release Defects

0

25

50

75

100

Level 1 Level 2 Level 3

Staffing Requirements

-12%-26%

-38%

-62%

Productivity

Based on data from 120 projects in Boeing Information Systems, when an organization maturity increasedfrom SW-CMM Level 1 to 3 Source: SEPG 2000 Keynote Briefing by Scott Griffen

• Accuracy of project estimates improved 87%

• Software quality improved 130%• Cycle time reduced 36%• Productivity improved 62%• Employee satisfaction

increased 22%

Improvements in

Cost, Quality, and

Productivity