Presentations - Day 3 & 4-Capability Maturity Model Integration (CMMI)

 

CAPABILITY MATURITY MODEL INTEGRA INTE GRATION TION

A workshop presentation for the NITDA STRATEGIC CAPACITY BUILDING FOR

( CMMI ® )

CEOs AND HEADS OF MDAs 28 November 2020

 

AGENDA

Common Project/Process Challenges

o

CMMI Insight

o

CMMI – Body of Knowledge

o

CCMI – History

o

Why CMMI?

o

Models of CMMI

o

o

Staged CMMI Continuous CMMI

o

Appraisals

o

Conclusion

o

o

References

 

COMMON PROJECT/PRODUCT/PROCESS CHALLENGES

 

IMMATURE VS MATURE ORGANISATIONS   An immature organization would have the following characteristics −

  A mature organization would have the following characteristics −

Process improvised during project

Inter-gro Inter-group up

Approved processes being ignored Reactive, not proactive Unrealistic

budget and schedule

communication and

coordination Work

accomplished according to

 plan Practices consistent with processes

Quality sacrificed for schedule

Processes updated as

 No

Well-defined

objective measure measure of quality

necessary

roles/responsibilities

Management formally commits

 

WHAT IS CMM? …1/2 CMM

stands for Capability Maturity Model.

Focuses

on elements of essential practices and processes from various bodies of knowledge.

Describes

common sense, efficient, efficient, proven ways of doing business (which you should already

 be doing) − not a radical radical new approach. CMM is a method to evaluate and measure the maturity of the software development process of an organization. CMM CMM

measures the maturity of the software development process on a scale of 1 to 5.

v1.0 was developed by the Software Engineering Institute (SEI) at Carnegie Mellon University in Pittsburgh, USA.

 

WHAT IS CMM? …2/2   CMM was originally developed for Software Development and Maintenance but later it was developed for −

•Systems Engineering •Supplier Sourcing •Integrated Product and Process Development •People CMM •Software Acquisition

CMM Examples •People CMM − Develop, motivate and retain  project talent. •Software CMM − Enhance a software focused development and maintenance capability. capability.

 

WHAT IS CMMI?   What is CMMI?   CMM Integration project was formed to sort out the problem of using multiple CMMs. CMMI  product team's mission was to combine three Source Models into a single improvement framework for the organizations pursuing enterprise-wide process improvement. These three Source Models are − Capability

Maturity Model for Software (SW-CMM) - v2.0 Draft C.

Electronic Industries Alliance Alliance Interim Standard

(EIA/IS) - 731 Systems Engineering.

Integrated Product Development Capability Maturity Model (IPD-CMM) v0.98.

CMM Integration •Builds an initial set of integrated models. •Improves best practices from source models based on lessons

learned. •Establishes a framework to enable integration of future models.

 

CMMI DEFINITIONS

The Capability Maturity Model Integration (CMMI®) is a

process and behavioral model that helps organizations streamline process improvement and encourage productive, efficient behaviors that decrease risks in software, product and service development.

It

is a capability improvement model that can be adapted to solve any performance issue at any level of the organization in any industry

The

Model provides guidelines and recommendations for helping your organization diagnose problems and improve performance.

 

CMMI BODY OF KNOWLEDGE 4 Major bodies of knowledge are important for selecting a CMMI Model:

Systems Software

Engineering – SE CMM Engineering – SW CMM

Integrated Product and Process

Development – IPD CMM Supplier

Sourcing/ Organizational Workforce Capability Development (People CMM) Developed.

 

HISTORY OF CMMI (…1/2) In

the 1980s, a Standish Group study found that over 30% of all large software projects failed to be delivered, and of those delivered, 80% failed to be delivered on time and within budgetary provisions.

To

address this problem and also lower overall cost of buying software, the Department of Defense

funded the Software Engineering Institute (SEI) at Carnegie Mellon University to find ways to help defense contractors build software more economically. This became the Capability Maturity Model (CMM) which eventually expanded into the CMMI of today as a very business tool and competitive differentiator.

The

first CMMI model (V1.02) was designed for use by development organizations in their pursuit of enterprise-wide process improvement and was released in 2000. Two years later (in 2002) Version 1.1 was released and four years after that (2006), V Version ersion 1.2 was rreleased. eleased.

In

2010 version 1.3 was released, and Version 2.0 was launched in 2018 with some notable changes

that make the model more accessible and effective for businesses in any industry.  

HISTORY OF CMMI (…2/2) 1987

First CMM Published

1991

1993

SW-CMM v1.1  Published

Model Refined and Published as SW-CMM v1.0

1995

1997

2000

CMMI-SE/SW Version 1.0 Published

CMMI Initiative Launched

2002

2010

CMMI Version 1.3  Launched

CMMI-SE/SW/IPPD/A

Software Acquisition (SA-CMM), Systems Engineering (SE-CMM),  Integrated Product Development (IPD-CMM), Organizational Workforce Capability Development (People CMM) Developed

2018

Version 1.1 Published

CMMI Version 2.0  Launched

 

BENEFITS OF CMMI

“The purpose of CMM Integration is to provide guidance for improving organizations’ processes and ability to manage the development, acquisition, and maintenance of products or services.”

 

EXA EXAMPL MPLES ES:: COS COST T SA SAVIN VINGS GS AT AT DB SYSTEMS

Cost per function reduced by 52%

Source: Performance Results of CMMI-Based Process Improvement  I mprovement , Aug 2006, Technical Report

CMU/SEI-2006-TR-004

 

EXAMPLES: SCHEDULE IMPROV IMP ROVEM EMENT ENT AT AT NCR  N CR  Average days schedule variance reduced from approximately 130 days to less than 20 days one year after reaching CMMI maturity level 2

Source: Performance Results of CMMI-Based Process Improvement  I mprovement , Aug 2006, Technical Report CMU/SEI-2006-TR-004

 

EXAMPLES: PRODUCTIVITY IMPROV IMP ROVEM EMENT ENT AT AT IBM I BM Over 20 percent improvement improveme nt in account  productivity  productivit y as the organization moved from SW-CMM maturity level 3 toward CMMI maturity level 5.

Source: Performance Results of CMMI-Based Process Improvement  I mprovement , Aug 2006, Technical Report CMU/SEI-2006-TR-004

 

EXAMPLES: QUALITY IMPROV IMP ROVEM EMENT ENT AT AT IBM I BM 40 percent reduction in overall  production and and over 80 percent reduction in Severity 1 problems, as the organization moved from SWCMM maturity level 3 toward CMMI maturity level 5

Source: Performance Results of CMMI-Based Process Improvement  I mprovement , Aug 2006, Technical Report CMU/SEI-2006-TR-004

 

EXAMPLES: INCREASED CUSTOMER SATISFACTION IN LOCKHEED MARTIN MANAGEME MANA GEMENT NT AND DA DAT TA SYSTEMS SYSTE MS  Customer satisfaction most frequently defined by the results of customer surveys.  Award

fees are sometimes used as surrogate measures.

 An example from Lockheed Martin Management and Data Systems  Increased

award fees by 55 percent

Source: Performance Results of CMMI-Based Process Improvement  I mprovement , Aug 2006, Technical Report CMU/SEI-2006-TR-004

 

EXAMPLES: INCREASED ROI IN RAETHON CORPORA CORPORATION TION   ROI defined by cost avoidance measures and improvements including: 

Rework avoided due to fewer defects  Improved productivity  Increased revenue due to shorter cycle times

  Example from Raytheon Corporation, anonymous site 

6:1 ROI in a CMMI maturity level 3 organization

Source: Performance Results of CMMI-Based Process Improvement  I mprovement , Aug 2006, Technical Report CMU/SEI-2006-TR-004

 

MODELS OF CMMI The

Software Engineering Institute (SEI) identified 25 total processes and put them into the CMMI. These  processes can be applied in two representations depending on which approach suits the development/process  best: Staged: Here, organizations may choose to apply  pre-determined processes in a specific sequence to achieve “maturity” in managing development. • Most like other currently accepted models. • Maturity scale has 5 Levels. • Focuses on all process areas contained within a level • Used for Maturity Level ratings for contract awards • Start with any Process Area within a level.

o

Continuous: Here, organizations may choose the

 processes most important to their abusiness and” apply the necessary rigor to achieve “ capability for managing development. • Was designed to focus on specific, individual process areas • Capability scale has 6 Levels • Process areas are arranged into functional categories • Start with any Process Area.

Each organization may choose the model that best fits its needs

 

STAGED CMMI- PROCESS AREA BY MATURITY LEVEL  

 

The staged representation is the approach used in the Software CMM. It is an approach that uses predefined sets of process areas to define an improvement  path for an organization. organization.

This improvement path is described by a model component called a Maturity Level.



A maturity level is a well-defined evolutionary plateau towards achieving improved organizational processes. Provides a proven sequence of improvem improvements, ents, each serving as a foundation for the next.



Permits comparisons across and among organizations organizations by the use of maturity levels.



Provides an easy migration from the SW-CMM to CMMI.



Provides a single rating that summarizes appraisal results and allows comparisons among organizations.

 

CAPABILITY CONTINUOUS CMMI- PROCESS AREA BY CAPABILITY • Continuous representation is the approach used in the SECM and the IPD-CMM. • This approach allows an organization to select a specific process area and make improvements based on it. • The continuous representation uses Capability Levels to characterize improvement relative to an individual  process area

• Allows you to select the order of improvement that best meets your organization's business objectives and mitigates your organization's organization's areas of risk. • Enables comparisons across and among organizations organizations on a process-area-by-process-area basis. • Provides an easy migration from EIA 731 (and other models with a continuous representation) to CMMI. • Thus Continuous Representation provides flexibility to organizations to choose the processes for improvement, as well as the amount of improvement required.

 

CONTINUOUS VS STAGED REPRESENTATIONS Continuous Representation

Staged Representation

Proces Pro cesss are areas as are are orga organiz nized ed by by proce process ss area area cate categor gories ies..

Pr Proce ocess ss area areass are organ organize ized d by matu maturit rity y level levels. s.

Improvement is measured using capability levels. Capability levels measure the maturity of a particular  process across an organization organization;; it ranges from 0 through through 5. There are two types of specific practices: base and advanced. All specific practices appear in the continuous representation.

Improvement is measured using maturity levels. Maturity levels measure the maturity of a set of processes across an organization: it ranges from 1 through 5. There is only one type of specific practice.

Capability levels are used to organize the generic Common features are used to organize generic practices.  practices. All gene generic ric prac practic tices es are are includ included ed in in each each proces processs area. area.

Only Only the the lev level el 2 and and level level 3 gener generic ic pr pract actice icess are inc includ luded. ed.

Equivalent staging allows determination of a maturity There is no need for an equivalence mechanism to back the level from an organization's achievement achievement profile. continuous representation because each organization can choose what to improve and how much to improve using the staged representation.

 

THINGS TO NOTE: • There is one CMMI Model with wit h two representations, Staged and Continuous • The material in both representations is the same just organized differently • Each representation provides different ways of implementing  processes • Equivalent Staging provides a mechanism for relating Maturity Levels to Capability Levels • The CMMI model should be applied using intelligence, common sense, and professional judgment

 

BEHA BEHAVIOUR VIOURS S AT AT THE 5 LEVE LEVELS LS Maturity Level

Process Characteristics

Optimizing

Focus is on continuous quantitative improvement

Quantitatively Managed

Defined

Process is measured and controlled

Process is characterized for the organization and

Behaviors Focus on "fire prevention"; improvement anticipated and desired, and impacts assessed.

Greater sense of teamwork and interdependencies

Reliance on on defined process. People understand, support and follow the process.

is proactive

  Managed

Initial

Process is characterized for projects and is often reactive Process is unpredictable, poorly controlled, and

Over reliance on experience of good people – when they go, the process goes. “Heroics.” Focus on "fire fighting"; effectiveness low – frustration high.

reactive

 

STAGED CMMI Level 5 Optimizing  Level 4    i  t  y Quantitatively   Quantitatively   a     t  t   u     r  r    M Managed      s   s   c  e Level 3   o    P  r Defined

Process performance continually improved through incremental and innovative technological improveme improvements. nts.

Processes are controlled using statistical and other quantitative techniques.

Processes are well characterized and understood understood.. Processes, standards, procedures, tools, etc. are defined at the organizational (Organization (Organization X ) level. Proactive.

Level 2 Managed  

Processes are planned, documented, performed, monitored, and controlled at the project project  level. Often reactive. reactive.

Level 1 Initial   Initial

Processes are unpredictable, poorly controlled, reactive.

 

MA MATURITY TURITY LEVELS AND PROCESS AREAS …1/2 Within thin Wi

each of the 5 Maturity Levels, there are basic functions that need to  be performed – these these are called Process Areas (P (PAs). As).

For

Maturity Level 2 there are 7 Process Areas that must be completely satisfied.

For

Maturity Level 3 there are 11 Process Areas that must be completely satisfied.

Given

the interactions and overlap, it becomes more efficient to work the Maturity Level 2 and 3 issues concurrently.

Within

each PA there are Goals Goals to  to be achieved and within each Goal there are Practices Practices,, work products, etc. to be followed that will support each of the Goals.

 

MA MATURITY TURITY LEVELS AND PROCESS AREAS …2/2 Maturity Level FFoocus Project Managment 5 Continuous Optimizing Process Improvement 4 Quantitative Quantitative Project Mngt Quantitatively Management Managed

3 Defined

2 Managed

1 Initial

Process Integrated Project Mngt Standardizatio Risk Management n

Engineering

Process Management Support Organizational Innovat Innovation ion & Deployment Causal Ana Analysis lysis & Resolution ution

Organizational Process Performance

Requirements Development Organizational Process Focus Organizational Process Definition Technical Solution Organizational Training Product Integration Verification

Validation Requirements Mngt Basic Project Project Planning Management Project Monitoring & Control Supplier Agreement Mngt

Decision Analysis Analysi s & Resolution

Measurement & Analysis Process & Product Quality Assurance Configuration Mngt

 

MA MATURI TURITY TY LEVEL 1: INIT INITIAL IAL  Processes are usually ad hoc and chaotic

 Organiza Organization tion usually does do es not provide a stable environment  Maturity level 1 organizations often produce products prod ucts and services that work   Maturity level 1 organizations are characterized characterized by:  Tendency to over commit  Abandon processes in the

time of the crisis  Not be able to repeat their their past successes successes

 

MATURIT TURITY Y LEVEL 2: MANAGED MANAG ED …1/2 … 1/2 MA Process Areas

  Organization has achieved all the specific and generic goals Projects of thethat: organization have ensured 

Requirements are managed



Processes are planned



Performed, measured, and controlled

• REQUIREMENTS MANAGEMENT The purpose of Requirements Management (REQM) is to manage the requirements of the project’s products and product components and to identify inconsistencies inconsistencies between those requirements and the  project’ss plans and work products.  project’ products. • PROJECT PLANNING The purpose of Project Planning (PP) is to establish and maintain plans that define project activities. MONITORING AND CONTROL • PROJECT The purpose of Project Monitoring and Control (PMC) is to  provide an understanding understanding of the project’s project’s progress so that appropriate appropriate corrective actions can be taken when the project’s performance performance deviates significantly from the plan.

• SUPPLIER AGREEMENT MANAGEMENT The purpose of Supplier Agreement Management (SAM) is

to

manage the acquisition of products from suppliers.

 

MATURIT TURITY Y LEVEL 2: MANAGED MANAG ED …2/2 … 2/2 MA Process Areas

  Organization has achieved all the specific and generic goals Projects of thethat: organization have ensured 

Requirements are managed



Processes are planned



Performed, measured, and controlled

MEASUREMENT AND ANALYSIS The purpose of Measurement and Analysis (MA) is to develop and sustain a measurement capability that is used to support management information needs.  PROCESS AND PRODUCT QUALITY ASSURANCE ASSURANCE  The purpose of Process and Product Quality Assurance (PPQA) is to provide staff and management with objective insight into processes

and associated work products.   CONFIGURATION MANAGEMENT  The purpose of Configuration Management (CM) is to establish and maintain the integrity of work products using configuration identification,, configuration control, configuration status accounting, identification and configuration audits.

 

 

MATURIT TURITY Y LEVEL 3: DEFINED DEFIProcess NED … 1/2 MA Areas …1/2 REQUIREMENTS DEVELOPMENT  The purpose of Requirements Development (RD) is to produce and analyze customer,

 product, and product product component component requirements. requirements.   TECHNICAL SOLUTION  The purpose of Technical Solution (TS) is to design, develop, and implement solutions to requirements. Solutions, designs, and implementat implementations ions encompass products, product components, s, and product-related lifecycle lifecycle processes either singly or in combination as described standards,in procedures, component appropriate.  tools and methods PRODUCT INTEGRATION  The organizations set The purpose of Product Integration (PI) is to assemble the product from the product of standard processes, component components, s, ensure that the product, as integrated, functions properly, and deliver the product. Processes

are well characterized, and understood, are

is established improved overand time Establishing

VERIFICATION  The purpose of Verification (VER) is to ensure that selected work products meet their specified requirements.

consistency across the VALIDATION organization

The purpose of Validation (VAL) is to demonstrate that a product or product component fulfills its intended use when placed in its intended environment. DECISION ANALYSIS ANALYSIS AND RESOLUTION 

The purpose of Decision Analysis Analysis and Resolution (DAR) is to analyze possible decisions using a formal evaluation process that evaluates identified alternatives against established  

MATURIT TURITY Y LEVEL 3: DEFINED DEFI NED …2/2 … 2/2 MA Process Areas Processes

are well characterized, and understood, are

described in standards,  procedures, tools and methods The

• ORGANIZATIONAL TRAINING  The purpose of Organizational Training (OT) is to develop the skills and knowledge of people so they can perform their roles effectively and efficiently. ORGANIZATIONAL PROCESS FOCUS  The purpose of Organizational Process Focus (OPF) is to plan, implement, and

deploy process improvements based ons aprocesses thoroughand understanding of the current organizational strengths and weaknesses of the organization’s organization’ process assets. ORGANIZATIONAL PROCESS DEFINITION The purpose of Organizational Process Definition (OPD) is to establish and maintain a usable set of organizat organizational ional process assets and work environmen environmentt standards.  

organizations set of standard processes, is INTEGRATED PROJECT MANAGEMENT established and The purpose of Integrated Project Management (IPM) is to establish and manage improved over time the project and the involvemen involvementt of the relevant stakeholders according to an integrated

Establishing

and defined process that is tailored from the organization’s organization’s set of standard processes.

consistency RISK MANAGEMENT  across the organization

The purpose of Risk Manageme Management nt (RSKM) is to identify potential problems problems before they occur so that risk-handling activities activities can be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives.

 

MATURI TURITY TY LEVEL LEVE L 4: QUANT Q UANTIT ITA ATIVE TIVEL LY MANAGED MANA GED MA Process Areas

  Subprocesses are selected that significantly contribute to overall  process performance   As criteria in managing process the quantitative objects for quality are established   Quantitative objectives objectives are based on:  Needs 

of a customer 

ORGANIZATIONAL PROCESS PERFORMANCE The purpose of Organizational Process Performance (OPP) is to establish and maintain a quantitative understanding of the performance of the organization’s organization’s set of standard processes in support of quality and process performance objectives, and to provide provide the process performance data, baselines, and and models to quantitatively quantitatively manage the organization’s projects.

End users

 Organization  Process

implements

  For these processes, detailed measures of process performance are collected and statistically analyzed

QUANTITATIVE PROJECT MANAGEMENT  The purpose of Quantitative Project Management (QPM) is to quantitatively q uantitatively manage the project’s defined process to achieve the project’s established quality and process performance objectives.

 

MATURIT TURITY Y LEVEL 5: OPTIMI OP TIMISING SING MA Process Areas

  Focuses on continually improving process performance through: 

Incremental technolog technological ical improvements



Innovative technological improvements

  Both processes are the organization’s set of measurable improvement activities

ORGANIZATIONAL INNOVATION AND DEPLOYMENT 

The purpose of Organizational Innovation and Deployment (OID) is to select deploy incremental and innovative processes improvements thatand measurably improve the organization’s and technologies. The improvements support suppo rt the organization’s quality and process-performance objectives as derived from the organization’ss business objectives. organization’ CAUSAL ANALYSIS ANALYSIS AND RESOLUTION  

The purpose of Causal Analysis and Resolution (CAR) is to identify causes of defects and other problems and take action to  prevent them from occurring in the future.

 

CMMI CAPABILITY LEVELS A

capability level is a well-defined evolutionary plateau describing the organization's capability relative to a process area

A

capability level consists of related specific and generic practices for a process area that can improve the organization's processes associated with that process area.

Each

level is a layer in the foundation for continuous process improvement.

Thus,

capability levels are cumulative, i.e., a higher capability level includes the attributes of the lower levels. In CMMI models with a continuous representation, representation, there are six capability levels designated by the numbers 0 through 5. 0 − Incomplete 1 − Performed 2 − Managed 3 − Defined 4 − Quantitatively Managed

5 − Optimizing

 

CMMI CAPABILITY LEVELS EXPLAINED …1/3 Capability

Level 0: Incomplete

An "incomplete process" is a process that is either not performed or partially performed. One or more of the specific goals of the process area are not satisfied and no generic goals exist for this level since there is no reason to institutionalize a partially performed process. This is tantamount to Maturity Level 1 in the staged representation. Capability

Level 1: Performed

A Capability Level 1 process is a process that is expected to perform all of the Capability Level 1 specific and generic practices. Performance may not be stable and may not meet specific objectives such as quality, cost, and schedule, but useful work can be done. This is only a start, or baby-step, in process improvement. It means that you are doing something but you cannot  prove that it is really working for you.

 

CMMI CAPABILITY LEVELS EXPLAINED …2/3 Capability

Level 2: Managed

A managed process is planned, performed, monitored, and controlled for individual projects, groups, or stand-alone processes to achieve a given purpose. Managing the process achieves  both the model objectives for the process as well as other objectives, such as cost, schedule, and quality

Capability

Level 3: Defined

A capability level 3 process is characterized as a "defined process." A defined process is a managed (capability level 2) process that is tailored from the organization's set of standard  processes according to the organization's tailoring guidelines, and contributes work products, measures, and other process-improvement information to the organizational process assets.

 

CMMI CAPABILITY LEVELS EXPLAINED …3/3 Capability

Level 4: Quantitatively Managed

A capability level 4 process pr ocess is characterized as a "quantitatively managed process." A quantitatively managed process is a defined (capability level 3) process that is controlled using statistical and other quantitative techniques. Quantitative objectives for quality and process  performance are established and used as criteria in managing the process. Quality and process  performance is understood in statistical terms and is managed throughout the life of the process.

Capability

Level 5: Optimising

An optimizing process is a quantitatively managed process that is improved, based on an understanding of the common causes of process variation inherent to the process. It focuses on continually improving process performance through both incremental and innovative improvements. Both the defined processes and the organization's set of standard processes are the targets of improvement activities

 

ORGANIZA ORGANIZATION TION OF PROCESS PROCE SS AREAS IN CONTINUOUS CONT INUOUS REPRESENTATION

 

APPRAISALS The CMMI Appraisal is an examination of one or more processes by a trained team of professionals using an appraisal reference model as the basis for determining strengths and weaknesses of an organization Appraisals consider three categories of model components as defined in the CMMI −

•Required − specific and generic goals only only.. •Expected − specific and generic practices only only.. •Informative − includes sub-practices and typical work products. The SEI has released two guiding documents for CMMI assessments −  Appraisal

Requirements for CMMI (ARC) − It contains the requirements for three classes of appraisal a ppraisal methods Class A, Class B, and Class C. These requirements are the rules for defining each class of appraisal method.

 Standard

CMMI Appraisal Method for Process Improvement (SCAMPI) − Method Description

Document (MDD) is currently the only approved Class A appraisal method.

 

SCAMPI CLASS A APPRAISAL A SCAMPI Class A appraisal is typically conducted when an organization has implemented a number of significant process improvements and needs to formally benchmark its process relative to the CMMI. A SCAMPI A is the only appraisal method that provides CMMI Maturity Level or Capability Level ratings.

You can expect following outcomes from a SCAMPI A −

•A Maturity Level rating or Capability Level ratings. organization'ss process relative to •Findings that describe the strengths and weaknesses of your organization' the CMMI.

•Consensus regarding the organization's key process issues. •An appraisal database that the organization can continue to use, to monitor process improvement progress and to support future appraisals

 

SCAMPI CLASS C APPRAISAL APPRAISAL SCAMPI C appraisals are shorter and more flexible than SCAMPI A and B appraisals and are conducted to address a variety of special needs, from a quick gap analysis to determining an organization's readiness for a SCAMPI A SCAMPI C appraisals are often performed for reasons such as − a quick gap analysis of an organization's process relative to the CMMI.

Provide Assess

the adequacy of a new process before it is implemented. i mplemented.



Monitor the implementation of a process. Determine an organization's readiness for a SCAMPI A. A. Support

the selection of a supplier.

 

OUTCOMES OF CLASS C APPRAISAL   You can expect following outcomes from a SCAMPI C −

•Findings that describe the strengths and weaknesses of the assessed processes. Depending on the appraisal scope and strategy, findings may be mapped to the relevant CMMI components. •Characterizations that summarize the adequacy of the assessed processes vis-a-vis the CMMI.

•Recommended process improvement actions.

 

APPRAISAL CLASS CHARACTERISTICS Characteristics

Class A

Class B

Class C

Amount of objective evidence gathered

High

Medium

Low

Rating generated Resource needs

Yes High

No Medium

No Low

Team size

Large

Medium

Small

Data sources

Requires all three data Requires only two

Requires only one

(instruments, interviews, and documents)

sources

data (one mustsources be interviews)

data source

Authorized Lead Appraiser or person

Person trained and experienced

Appraisal team leader Authorized Lead requirement Appraiser 

trained and experienced

 

CONCLUSION Many organizations can and have benefited from the use of CMMI globally,, in many ways. Some of these include: globally Efficiently

and effectively improve and assess multiple disciplines across their organization Reduce costs (including training) associated with improving and assessing processes Deploy a common, integrated vision of process improvement that can be used as a basis for enterprise-wide process improvement efforts. Use of an integrated model to guide enterprise process improvement  promises to be one of the more sustainable sustainable & profitable initiatives that any organization might pursue 

Use a SCAMPI to guide i mplementation, measure your implementation,  progress, and verify your your your achievements.

 

THANK YOU!