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l Introduction
l Process Improvement Approach
l Changes from Legacy Standards
l Concepts of ISO-CMMI Synergy
l Using ISO-CMMI Synergy for Process
Improvement
l Widely used
– ISO 9000 is an international standard
– CMMI is a de facto standard
l Oftenspecified in acquisition
l Newly revised
– Sunset dates for predecessors are set
Gap
analysis
CMM
CMMI
Synergy
ISO 9001:2000
ISO
9001:1994 Gap Systematic
Process
analysis
Improvement
l ISO 9001:1994
– No experience
– Experience
l CMM v1.1
– No experience
– Level 2 experience
– Level 3 experience
l Introduction
l Process Improvement Approach
l Changes from Legacy Standards
l Concepts of ISO-CMMI Synergy
l Using ISO-CMMI Synergy for Process
Improvement
Problem
Solving Frameworks
Processes
Process
Business goals, Improvemen Process
objectives Improvement
t Plan
Approach
Resources
l identification of goals
l analysis of the present situation
l development of an approach
l construction of a plan
l execution of the plan
l measurement of results
Problem Frameworks
Solving
ISO 9001:2000
IDEAL
CMMI
Process
Business goals, Improvemen Process
objectives Improvement
t Plan
Approach
Resources
lI - Initiating
– Identify goals, establish sponsorship, build
infrastructure
lD - Diagnosing
– Determine gaps between current and desired states
lE - Establishing
– Prioritize actions, develop plan
lA - Acting
– Implement plan, transition from pilot to broad use
lL - Learning
– Measure performance, capture lessons
+ = Initiating
CMMI
Diagnosing
Implementation
Step Step CMMI
1 2 Maturity Level Establishing
l Introduction
l Process Improvement Approach
l Changes from Legacy Standards
l Concepts of ISO-CMMI Synergy
l Using ISO-CMMI Synergy for Process
Improvement
on willbe
n will beeasiest
easiestfor
fororganizations
organizationswhere
whereprocess
processimprovement
improvementis
isaaway
wayof
oflif
li
aresecondary
are secondary
l Representations
– Staged
– Continuous
l Process Areas
– Additional PAs in the CMMI
l Generic Goals
– Associated with Maturity or Capability Level
– Generic Practices / Common Features
l Specific Goals
– Associated with Process Area (PA)
– Specific Practices
© 2003 BearingPoint, Inc. & DigitalNet Government Solutions 19
Major Differences Between CMM and
CMMI
gher maturity levels, differences between CMM and CMMI are les
l ISO 9000:2000
– Fundamentals and vocabulary
l ISO 9001:2000
– Requirements
l ISO 9004:2000
– Guidelines for performance improvements
l ISO 9000-3:2000
– Guidelines for the Application of ISO 9001:2000
to Computer Software
–
measures
measures
measures
corrective corrective corrective
actions actions actions
Requirement
Design Production
Analysis
product
Verify/
Validate Validate
Review
requirements
Review
Purchasing
Process view:
Verify
interactions among sections
l Introduction
l Process Improvement Approach
l Changes from Legacy Standards
l Concepts of ISO-CMMI Synergy
l Using ISO-CMMI Synergy for Process
Improvement
How
How can
can we
we determine
determinethe
thesynergy
synergybetween
between the
theframeworks?
frameworks
l Similarities
/ Differences
l Terminology Translation
l Mapping between ISO 9001 and CMMI
l Process approach
l Full life cycle requirements
l Requirements for
– Management commitment
– Resources
– Planning
– Reviews
–
l Language
– ISO uses “shall” statements (prescriptive); CMMI doesn’t
– Compactness of statements in ISO
• e.g., “determine and provide resources” is
implemented in CMMI with GP 2.2 and GP 2.3 in
all PAs)
l Details
– ISO is very sparse
• There are 135 “shall” statements but over 360
“derived requirements”
– CMMI provides practices, subpractices, typical work
products, & amplifications
l Guidance
– ISO has not provided detailed implementation
guidance
– CMMI has Capability Levels and Maturity Levels
l Process Improvement
– ISO 9004:2000 provides very high level guidance
for process improvement
– CMMI is devoted to process improvement
• Distinguishes Organization and Project
level process improvement activities
• Defines improvement progression through
levels
© 2003 BearingPoint, Inc. & DigitalNet Government Solutions 28
Differences
l Institutionalization
– ISO requires organizations to establish QMS but
does not explicitly require institutionalization
• building strong process infrastructure is
left to the organization
– CMMI very strongly emphasizes
institutionalization through Generic Goals and
Generic Practices
ISO 9001:2000
CMMI
ISO 9001:2000
CMMI
Strength
CMMI
ISO 9001:2000 Comments
PA Practice
Establish QMS
ISO
Mapping : 9001:1 Mapping :
SEI Report 994 ISO 9001:2000
CMU/SEI-94-TR-12 Annex B
CMM ISO
v1.1 9001:
2000
?
Mapping: Does this map
STSC Web page ISO 9001:2000
CMMI & CMMI v1.1?
v1.1 NO:
Need to understand
both
ISO and CMMI in
detail
© 2003 BearingPoint, Inc. & DigitalNet Government Solutions 35
ISO - CMMI Relationships
ISO:
Hi-level view Management
Responsibility
ISO: CMMI: ISO:
Quality OPF, OPD, RD, Measurement,
Management PMC, OPP, QPM; Analysis &
GP 2.1, 2.2, 2.3, Improvement
ISO: 2.4, CMMI:
System Resource
2.6, 2.7, 2.10, 3.1 PMC, PPQA,
Managemen
CMMI: t
MA, CM, REQM,
OPF, OPD, ISO: RD, SAM, OPF,
PP, PPQA, CMMI: VER, VAL, OID,
PP, OT, Product
CM, SAM; Realization OPP, QPM,
GP 2.1, 2.2, OEI; CAR;
2.3, 2.6, 2.7, GP 2.3, 2.5 CMMI: GP 2.1, 2.2, 2.4,
2.8, 2.9, 3.1, REQM, RD, TS, PI, 2.6, 2.8, 2.9, 3.2
3.2 MA, QPM, VER, VAL,
OPD, PP, PMC, IPM,
CM, SAM;
GP 2.1, 2.2, 2.3, 2.4,
2.6, 2.7, 2.8, 2.9, 2.10,
3.1
l Introduction
l Process Improvement Approach
l Changes from Legacy Standards
l Concepts of ISO-CMMI Synergy
l Using ISO-CMMI Synergy for Process
Improvement
– understand synergy
• mappings are just indicators
– select process improvement approach
l Using ISO-CMMI synergy an organization can
– implement the CMMI and satisfy most ISO requirements
– achieve CMMI maturity level
• must address those PAs that are not required by ISO
– achieve ISO registration
• must address requirements not covered by CMMI
l “Granularity” of CMMI helps when developing an
approach
ISO 9001
CMM/CMMI
1994/2000
Transition
Transition
Basic Approach
(no process improvement
experience)
Continuou
Staged
s
Institutionalizatio
n Level 2
(Managed)
Support Level 3
(Defined)
Enabling
Process
Areas Level 4 & 5
Engineerin Project Process
g Manageme Manageme
nt nt
© 2003 BearingPoint, Inc. & DigitalNet Government Solutions 63
No Process Improvement Experience:
Continuous Representation
l Establish infrastructure
– Implement OPF
– Establish policies (implement GP 2.1 for all
PAs)
– Plan process (implement GP 2.2)
– Ensure resources (implement GP 2.3)
– Assign responsibility (implement GP 2.4)
– Train people (implement GP 2.5)
l Implement ML 2 PAs (needed to enable GPs)
– PP, PMC, CM, PPQA and MA
– Implement SAM (may implement just first two
goals)
© 2003 BearingPoint, Inc. & DigitalNet Government Solutions 65
Continuous Representation -
Institutionalization
l More infrastructure
– Manage configurations (implement GP 2.6)
– Monitor and control the process (implement GP
2.8)
– Evaluate adherence (implement GP 2.9)
– Identify & involve stakeholders (implement GP
2.7)
– Perform senior management review (implement
GP 2.10)
l Implement organizational PAs
– OPF (SG 2), OPD, OT
l Prepare for CL 3
– Implement Integrated Project Management
(IPM)
l Establish CL 3 infrastructure
– Institutionalize a Defined Process (implement
GP 3.1)
l Execute processes (Implement Engineering
PAs: REQM, RD, TS, PI, VER, VAL)
l Revisit all PAs to ensure that they operate at
CL 3
– Collect improvement information (implement
GP 3.2)
© 2003 BearingPoint, Inc. & DigitalNet Government Solutions 67
CMM to CMMI Transitioning
Approaches
Basic Approach
(no process improvement
experience)
Continuou
Staged
s
Institutionalizatio
n Level 2
(Managed)
Support Level 3
(Defined)
Enabling
Process
Areas Level 4 & 5
Engineerin Project Process
g Manageme Manageme
nt nt
© 2003 BearingPoint, Inc. & DigitalNet Government Solutions 68
Continuous Representation -
Engineering Process Areas
Basic Approach
(no process improvement
experience)
Continuou
Staged
s
Institutionalizatio
n Level 2
(Managed)
Support Level 3
(Defined)
Enabling
Process
Areas Level 4 & 5
Engineerin Project Process
g Manageme Manageme
nt nt
© 2003 BearingPoint, Inc. & DigitalNet Government Solutions 70
Staged Representation - No PI
Experience: Discussion
ISO 9001
CMM/CMMI
1994/2000
Transition
Transition
l Transitioning
approach must be based on PI
goals/objectives and gap analysis results
l Cases presented are just indicators
– there are as many “sub-classes” as there are
organizations
l Organizations
must preserve their process
improvement investments
– base transition on the similarities of the legacy
and revised frameworks
Boris Mutafelija
BearingPoint
McLean, VA 22102
bmutafelija@bearingpoint.net
Harvey Stromberg
DigitalNet Government Solutions
Herndon, VA 20171
harvey.stromberg@digitalnet.com