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Transcript of ITECH3501/6501 W10
Week 10 - Capability Maturity Model (CMM)
Maturity level indicates level of process capability
The software process is characterized as ad hoc, and occasionally even chaotic.
Few processes are defined, and success depends on individual effort.
At this level, frequently have difficulty making commitments that the staff can meet with an orderly process
Products developed are often over budget and schedule
Wide variations in cost, schedule, functionality and quality targets
Capability is a characteristic of the individuals, not of the organization
Basic process management processes are established to track cost, schedule, and functionality.
The necessary process discipline is in place to repeat earlier successes on projects with similar applications.
Realistic project commitments based on results observed on previous projects
Software project standards are defined and faithfully followed
Processes may differ between projects
Process is disciplined
earlier successes can be repeated
The software process for both management and engineering activities is documented, standardized, and integrated into a standard software process for the organization.
All projects use an approved, tailored version of the organization’s standard software process for developing an maintaining software.
Detailed measures of the software process and product quality are collected.
Both the software process and products are quantitatively understood and controlled.
Narrowing the variation in process performance to fall within acceptable quantitative bounds
When known limits are exceeded, corrective action can be taken
Quantifiable and predictable
predict trends in process and product quality
Continuous process improvement is enabled by quantitative feedback from the process and from piloting innovative ideas and technologies.
Goal is to prevent the occurrence of defects
Data on process effectiveness used for cost benefit analysis of new technologies and proposed process changes
Capability Maturity Model (CMM)
Developed by the Software Engineering Institute of the Carnegie Mellon University.
Framework that describes the key elements of an effective software process.
Describes an evolutionary improvement path for software organizations from an ad hoc, immature process to a mature, disciplined one.
Provides guidance on how to gain control of processes for developing and maintaining software and how to evolve toward a culture of software engineering and management excellence.
set of activities, methods, practices, and transformations that people use to develop and maintain software and the associated products (e.g., project plans, design documents, code, test cases, user manuals)
Software Process Capability
describes the range of expected results that can be achieved by following a software process
means of predicting the most likely outcomes to be expected from the next software project the organization undertakes
Software Process Performance
actual results achieved by following a software process
Software Process Maturity
extent to which a specific process is explicitly defined, managed, measured, controlled and effective
implies potential growth in capability
indicates richness of process and consistency with which it is applied in projects throughout the organization
Except for level 1, each level is decomposed into key process areas (KPA)
Each KPA identifies a cluster of related activities that, when performed collectively, achieve a set of goals considered important for enhancing software capability.
Level-2 Key Process Areas
Establish common understanding of customer requirements between the customer and the software project
Requirements is basis for planning and managing the software project
Not working backwards from a given release date!
Software Project Planning
Establish reasonable plans for performing the software engineering activities and for managing the software project
Software Project Tracking and Oversight
Establish adequate visibility into actual progress
Take effective actions when project’s performance deviates significantly from planned
Software Subcontract Management
Manage projects outsourced to subcontractors
Software Quality Assurance
Provide management with appropriate visibility into
process being used by the software projects
Software Configuration Management
Establish and maintain the integrity of work products
Level-3 Key Process Areas
Organization Process Focus
Establish organizational responsibility for software process activities that improve the organization’s overall software process capability
Organization Process Definition
Develop and maintain a usable set of software process assets
stable foundation that can be institutionalized
basis for defining meaningful data for quantitative process management
Develop skills and knowledge so that individual can perform their roles effectively and efficiently
Needs identified by project
Integrated Software Management
Integrated engineering and management activities
Engineering and management processes are tailored from the organizational standard processes
Tailoring based on business environment and project needs
Software Product Engineering
technical activities of the project are well defined (SDLC)
correct, consistent work products
Software engineering groups participate actively with other groups
early defect detection and removal
better understanding of the products
implemented with inspections, walkthroughs, etc
Level-4 Key Process Areas
Quantitative Process Management
control process performance quantitatively
actual results from following a software process
focus on identifying and correcting special causes of variation with respect to a baseline process
Software Quality Management
quantitative understanding of software quality
Level-5 Key Process Areas
Process Change Management
continuous process improvement to improve quality, increase productivity, decrease cycle time
Technology Change Management
identify and transfer beneficial new technologies
causal analysis of defects to prevent recurrence
Helps forge a shared vision of what software process improvement means for the organization
Defines set of priorities for addressing software problems
Supports measurement of process by providing framework for performing reliable and consistent appraisals
Provides framework for consistency of processes and product
Benefits of CMM