1.
264 Lecture 5
System Process: CMMI, ISO
Next class: Read UML chapters 1 (skim), 2 (skim), 4, 8, 9
Make sure you have Visual Paradigm installed. We start using it Monday in class.
Homework 1 solutions posted Monday
1
Discussion: Case studies
Chemical inventory case study
List the errors made
Outline resource estimation steps that should have been
used
Outline process steps that should have been followed
RFID case study
What lifecycle model would you use?
How would you give a time estimate?
List major project risks and how to mitigate them
Capability Maturity Model Integration
Developed at Software Engineering Institute (SEI),
Carnegie-Mellon University (www.sei.cmu.edu)
Method for process assessment and improvement
Five level model of maturity and capability
1: Initial/Performed
2: Managed
3: Defined
4: Quantitatively Managed
5: Optimizing
Predictability, effectiveness and control of software
processes improve as organization moves up these levels
One old reading on CMM/CMMI is on course Web site
Current material is at http://www.sei.cmu.edu/cmmi/
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CMMI Motivation
CMMI covers three interlocking areas:
Development
Services
Acquisition
CMMI Development:
20 years of unfulfilled promises about productivity and
quality gains from new software technology
Databases, object oriented programming, Internet,
Organizations realized fundamental problem is the
inability to manage the software process
CMMI provides guidance on how to evolve toward a
culture of software engineering and rational
management
4
CMMI Maturity Level 1: Initial
Ad hoc, occasionally chaotic
Few processes defined
Success depends on individual effort and
heroics
This is what youre taught to do in school
CMMI Maturity Level 2: Managed
Basic project management processes established to track
cost, schedule, functionality
Discipline in place to repeat earlier successes on projects
with similar applications
Key processes focus on basic project management
controls
Requirements management: initial spec, change control
Software project planning: resource estimation based on past
performance
Software project tracking and oversight
Software subcontract management
Software quality assurance: code reviews, test plans, tracking
Software configuration management
At level 2, you can measure whats going on, and that helps
understand future projects
A project or group can assess at level 2
CMMI Maturity Level 3: Defined
Software process for management and development is
documented, standardized and integrated into an overall
process for the organization
All projects use approved, tailored version of standard
process
Key process areas focus on institutionalizing effective process
Organization process: spiral model, tracking, control
Training program: managers, analysts, developers
Integrated software management: lines of code, defects, time,
Software product engineering: alternative designs, scopes
Intergroup coordination: Web, database, analyst, coder, customer
Peer reviews: initiate at requirements, design, QA. Continue code
reviews
At level 3, you begin to have some control; you can actually
predict times/costs for new projects and make some choices
on how to approach them (fastest, most efficient, nominal)
The entire organization must assess at level 3; you cant do it for an
individual project or group
CMMI Level 4: Quantitatively Managed
Detailed measures of software process and product quality
are collected, in addition to product measures
Process and products are quantitatively understood and
controlled
Key processes focus on quantitative understanding of
process
Quantitative process management: measure and manage time
at all stages: requirements, design, code, QA
Software quality management: reviews at all stages, tests and
traceability at all stages
At level 4 you have real control: you can measure and
manage all aspects of the project
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CMMI Level 5: Optimizing
Continuous process improvement through quantitative
feedback
Piloting innovative technology and ideas
Key process areas focus on continual process
improvement
Defect prevention (extreme programming, refactoring,
reviews)
Technology change management (new tools, training, pilots,
tests, knowledge sharing)
Process change management
At level 5, you not only have control but are efficient
PROCESS CAPABILITY AS INDICATED BY MATURITY LEVEL
Target N
1
Schedule and cost targets are typically
overrun by Level 1 organizations
Time/$/....
2
Target N+a
Plans based on past performance are
more realistic in Level 2 organizations
Probability
Time/$/....
3
Target N-x
With well-defined processes,
performance improves in
Level 3 organizations
Time/$/....
4
Target N-y
Based on quantitative understanding
of process and product, performance
continues to improve in Level 4
organizations
Time/$/....
5
Target N-z
Performance continuously
improves in Level 5 organizations
Image by MIT OpenCourseWare.
10
Process Maturity Profile by All
Reporting Organizations
3600
3400
3200
Number of Organizations
3000
2800
2600
2400
2200
2000
1800
1600
1400
1200
1000
800
600
400
200
0
Not Given
Initial
Managed
Defined
Quantitatively
Managed
Optimizing
Based on March 2011 appraisal of 5346 organizations
Image by MIT OpenCourseWare, adapted from Carnegie Mellon University, Software Engineering Institute.
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Maturity Profile by Organization Size
Based on the total number of employees within the area of the organization that was appraised
100%
Managed
Quantitatively Managed
Initial
Defined
Optimizing
38.8%
51.8%
51.6%
55.4%
47.8%
25 or fewer
26-50
51-75
76-100
27.4%
23.9%
201-300
301-500
1001-2000
1.2%
0.8%
7.1%
12.1%
501-1000
24%
5.6%
5.2%
0.8%
8.0%
14.3%
16.0%
4.8%
5.3%
10.4%
5.4%
0.3%
9.4%
9.0%
101-200
1.6%
3.6%
3.3%
5.9%
7.9%
0.9%
6.4%
2.4%
3.1%
4.9%
0.7%
1.4%
1.1%
4.6%
0.5%
0%
0.4%
0.7%
10%
5.0%
0.8%
20%
17.0%
20.7%
20.9%
21.6%
30%
25.8%
27.3%
40%
1.2%
50%
47.3%
60%
52.9%
57.1%
62.8%
70%
63.1%
65.1%
80%
45.5%
% of organizations by size
90%
Not Given
2001 +
Based on 5301 organizations reporting size data as of March 2011
Image by MIT OpenCourseWare, adapted from Carnegie Mellon University, Software Engineering Institute.
12
40
28.5
28
30
75th Percentile
Median
20
Number of months to move to
next maturity level
Time to Move Up
25th Percentile
20
10
Time period of
initial appraisal
Level
Orgs
2006 to March 2011
1-2
2-3
3-4
3-5
227
50
46
Image by MIT OpenCourseWare, adapted from Carnegie Mellon University, Software Engineering Institute.
13
Exercise
Briefly assess the pros and cons of using
spreadsheets (Excel) as the major analysis
method in running a business or managing a
project
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Solution
Pros:
Spreadsheets are very quick to develop
Most staff know how to write and use them
Cons:
Incorporate decision making that is not known to central
organization
Hard to pass on spreadsheet to successor or other user
Spreadsheets rarely documented or tested well
Spreadsheets are rarely completely correct
No business rules, like a database
Heavy use of spreadsheets indicates a low
process maturity organization
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ISO 9001:2008
International Standards Organization (ISO)
National standards bodies from 100+ countries
ISO 9001:2008
First major modification of ISO standard in 20 years occurred
in 2000, and was updated in 2008
No longer primarily a manufacturing standard, with military
origins, implemented as books of procedures
New standard addresses all products and services in all
industry segments
The new standard requires 8 principles be implemented:
Customer focus
Leadership
Involvement of people
Process approach
System approach to management
Continual improvement
Factual approach to decision-making
Mutually beneficial supplier relationships
(The old standard didnt really require anything)
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ISO 9001:2008 cont
ISO 9001 certification important to do business in
Europe, and becoming so in Pacific Rim and
eventually Americas
General approach
Create a quality steering team in management
Create project plan for ISO 9001 certification
Perform gap analysis (good process vs current process)
Write needed system development, quality procedures
Often takes 6-12 months
Train employees in new procedures
Use new materials, retain records
3 certification options: self, clients or independent body
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Exercise
Steelmaker: current software
Steelmaking process control software: custom
Substantial raw material and outbound logistics: custom
Enterprise resource planning software: custom and SAP
Customer relationship mgt software: software-as-service
Demand forecasting: best-of-breed from small vendor
Proposed project:
Integrate demand forecasting and logistics
Current organization large, not integrated (silos)
Steelmaking process is ISO 9000, nothing else is ISO/CMMI
What process suggestions do you make?
Which basis: CMMI or ISO?
At what CMMI level is the organization likely to be now?
List a set of initial steps to take
How long will it take to see substantive process change?
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Solution (one of many)
What process suggestions do you make?
Which basis: CMMI or ISO?
Could justify either
ISO 9001: involves major parts of enterprise, not heavy on
system development.
CMMI: choose to focus on systems aspect
At what CMMI level is the organization likely to be now?
Level 2, since there is ISO 9001 certification
Perhaps level 1, since most parts are not certified
List a set of initial steps to take
ISO 8 principles, or CMMI level 2 steps, to ensure process
Then do requirements, design, etc. in a spiral
How long will it take to see substantive process change?
ISO often 6-12 months
CMMI time to move up from level 1 to level 2 is 5-10 months
and to level 3 is 20-24 months
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Intelligent Transportation Systems (ITS)
project management process
Public domain (US Federal Highway Administration and Caltrans).
Source: ITS Systems Engineering Guidebook for Intelligent Transportation Systems, version 3.0
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ITS project management: Vee
Public domain (US Federal Highway Administration and Caltrans).
Source: ITS Systems Engineering Guidebook for Intelligent Transportation Systems, version 3.0
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Comparison of CMMI and ISO
CMMI focus:
Software engineering practices
Program/project management practices
Increasing maturity levels
Appraisals when going to next maturity level
ISO 9001:2008 focus:
Customer satisfaction
Process discipline across entire organization
Continual improvement
Principled management
ITS: http://www.fhwa.dot.gov/cadiv/segb
Transportation-specific, includes construction process
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Fall
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