Capability Maturity Model Integration (CMMI)

-

  • Common sense, efficient, proven ways of doing business
  • Evaluate and measure the maturity of software development process (1 to 5)
  • Maturity definition: well-defined, repeatable, measured, analysed, improved and effective
  • Matured organisation: inter-group communication and coordination, work accomplished according to plan, practices consistent with processes, processes updated as necessary, well-defined roles/responsibilities, management formally commits
  • Benefits: produce quality products or services, create value for the stockholders, enhance customer satisfaction, increase market value, gain an industry-wide recognition for excellence
  • 4 bodies of knowledge: system engineering, software engineering, integrated product and process development, supplier sourcing
  • CMMI Structure: maturity level (1 to 5) or capability levels (continuous representation), process areas, goals (generic and specific), common features, practices (generic and specific)
  • Staged representation:
    provides a proven sequence of improvements, each serving as a foundation for the next
    permits comparisons across and among organisations by the use of maturity levels
    provides an easy migration from the SW-CMM to CMMI
    provides a single rating that summarises appraisal results and allows comparisons among organisation
  • Staged structure: process area > specific goals > specific practices / process area > generic goals > commitment to perform, ability to perform, directing implementation, verifying implementations > generic practices
  • Continuous structure: specific goals > specific practices / generic goals > generic practices
  • Continuous structure vs staged structure:
    Process area categories / maturity levels
    0 - 5 / 1 - 5
    Base and advanced practices / only advanced practice
    Capability level on generic practice / common features in generic practice
    All levels of generic practices / only level 2 and 3 in generic practices
    equivalent staging / can choose what and how much to improve
  • Staged Structure levels defined:
    level 1 - initial - Process is informal and ad hoc, poorly defined - lowest quality & highest risk
    level 2 - managed - basic project management - low quality & high risk
    level 3 - defined - process standardisation - medium quality & medium risk
    level 4 - quantitatively managed - performance - high quality & low risk
    level 5 - optimising - continuous process improvement, innovation - highest quality & lowest risk
  • Continuous representation:
    level 0 - incomplete - goals are not met
    level 1 - performed - baby-step, set out framework
    level 2 - managed - everything is planned out and fit the goal
    level 3 - defined - tailored to the organisation goal
    level 4 - quantitatively managed - quality and process measured in statistical terms
    level 5 - optimisation - performance and fixing
  • 4 areas: project management, support, engineering & process management
    generic goals and practices:
    1. achieve specific goals - perform specific practices
    2. institutionalised a managed process - established an organisational policy, plan the process, provide resources, assign responsibility, train people, manage configurations, identify and involve relevant stakeholders, monitor and control the process, objectively evaluate adherence, review status with higher level management
    3. institutionalised a defined process - established a defined process, collect improvement information
    4. institutionalised a quantitatively managed process - establish quantitative objectives for the process, stabilise sub process process
    5. institutionalised an optimising process - ensure continuous process improvement, correct root causes of problems
  • Common features to ensure it is effective, repeatable and lasting: commitment to perform, ability to perform, activities performed, measurement and analysis, verifying implementation
  • Specific practices by goals on Causal analysis and resolution (CAR):
    1. determine causes of defects - select defect data for analysis, analyse causes
    2. address causes of defects - implement the action proposals, evaluate the effect of changes, record data
  • Other purposes: configuration management (CM), decision analysis and resolution (DAR), integrated project management + IPPD (IPM), measurement and analysis (MA), organisational innovation and deployment (OID), organisational process definition + IPPD (OPD), organisational process focus (OPF), organisational process performance (OPP), organisational training (OT), product integration (PI), project monitoring and control (PMC), project planning (PP), process and product quality assurance (PPQA), quantitative project management (QPM), requirement development (RD), requirement management (REQM), supplier agreement management (SAM), technical solution (TS), validation (VAL), verification (VER)
  • Process improvement - PI sponsor, PI champion, engineering process group (EPG) lead, EPG members, process action teams (PATs), transition partner


Popular posts from this blog

Kokology Questions & Answers

-
[These are extracts only, to see the full details kindly purchase the original book] Kokology is the study of kokoro (Japanese: 心) which in the aforementioned language means "mind" or "spirit". ... The books were published in 1998 in Japan and became a Japanese bestselling phenomenon. The books were translated and became available in the United States in 2000. Below are some questions and answers for sharing: A Desert Journey Boring class settings, you drifted away and enter the eternal desert... 1. You are riding a camel and you are near exhaustion, what will you say to the camel? 2. Before you die of thirst, a traveler point to you a oasis, who is this person you know? 3. You finally come to your destination which is a town, what is your feeling? 4. After you dismount, another person took over, who is this guy? - 1. What happened when love is lost? 2. Who always help or comforted you? 3. What is your feeling after getting past lost love?...
Read more

Psychological Terms, Physics Laws & Effect, Mathematics & Paradoxes, Fallacies, Metaheuristics(Growing List)

-
Image
Psychology Analysis Paralysis It is the state of over-analyzing (or over-thinking) a situation so that a decision or action is never taken, in effect paralysing the outcome. A decision can be treated as over-complicated, with too many detailed options, so that a choice is never made, rather than try something and change if a major problem arises. A person might be seeking the optimal or "perfect" solution upfront, and fear making any decision which could lead to erroneous results, while on the way to a better solution. Antifragility A property of systems that increase in capability to thrive as a result of stressors, shocks, volatility, noise, mistakes, faults, attacks, or failures. Barnum effect Also called the Forer effect, or less commonly, the Barnum-Forer effect, is a common psychological phenomenon whereby individuals give high accuracy ratings to descriptions of their personality that supposedly are tailored specifically to them, that are in fact vague and general en...
Read more

The Art of Thinking Clearly (Rolf Dobelli, 2013)

-
Image
Survivorship bias means this: people systematically overestimate their chances of success. Guard against it by frequently visiting the graves of once-promising projects, investments and careers. It is a sad walk, but one that should clear your mind. Be wary when you are encouraged to strive for certain things – be it abs of steel, immaculate looks, a higher income, a long life, a particular demeanour or happiness. You might fall prey to the swimmer’s body illusion. Before you decide to take the plunge, look in the mirror – and be honest about what you see. When it comes to pattern recognition, we are oversensitive. Regain your scepticism. If you think you have discovered a pattern, first consider it pure chance. If it seems too good to be true, find a mathematician and have the data tested statistically. And if the crispy parts of your pancake start to look a lot like Jesus’ face, ask yourself: if he really wants to reveal himself, why doesn’t he do it in Times Square or on CNN? Be sce...
Read more