Capability Compass: Using the CMMI Institute models to find your way to greater capabilities

Alex Stall CMMI Institute

Paul Kimmerly Double Play Process Diagnostics, Inc

Double Play Process Diagnostics, Inc.

Presentation Overview This session will provide the new user some tips on pursuing a capability improvement journey using the CMMI models as navigation guides. This session will touch upon: • Brief exploration of each model, including the types of organizations that would use them • Guidance on how to chart a course using the models. • How the models intersect and can be used together to guide an entire organization

Organization Overview CMMI for Acquisition

CMMI for Development

CMMI for Services

People CMM

The Reality CMMI Institute Models can bring improvement to the entire organization.

CMMI-ACQ Acquiring Products or Services Human Resources

Product Development

Delivery, Operations, Maintenance, Support

Procurement / Purchasing

P-CMM Personnel Development

The combination of practices can bring value to different parts of the business.

The Challenge Organizations are not strictly development, or service, or acquisition. Human Resources

Procurement / Purchasing

Product Development

Delivery, Operations, Maintenance, Support

They are a combination of functions, intended to deliver value, and the data generated determines future success!

The Goal: Improve the Entire Organization To implement process improvement activities that are enduring organizations need: A

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the ability to manage and control the complex development, delivery, and maintenance processes and the process used to manage and develop the workforce

CMMI-DEV, ACQ & SVC People CMM

to monitor changes in technology and deploy them to make the work efficient

CMMI-DEV & SVC

a workforce that has the appropriate knowledge, skills, and process abilities (competencies) that are adaptable to rapid changes in a technological environment

People CMM

an organizational culture that supports changes in the marketplace and business conditions and that is in alignment with policies, business objectives, and strategies

People CMM

What is the CMMI? • A collection of best practices gathered from industry • A framework that shapes how your business is done • A descriptive model of what to do, not how to do it • Common sense way to improve the capability of the processes that you execute as part of doing business • A guide to documenting the informal processes in use so that they can be understood and repeatable

What the CMMI is not… • Extra work • A process definition

• A required approach • Prescriptive

Three Complimentary CMMI Models

Shared PA

Core CMMI Process Areas All 3 CMMI Models contain Process Areas to improve the capability of: • Project Management

• Support • Process Management

Core CMMI Process Areas Project Management involves • Coming to an understanding of requirements and managing the changes to them • Estimating and planning work • Monitoring actual performance against the plans and estimates • Identifying and managing risk • Evolving to quantitatively managing work

Core CMMI Process Areas Project Management • Requirements Management • Project/Work Planning • Project/Work Monitoring and Control • Integrated Project Management • Risk Management • Quantitative Project Management

Core CMMI Process Areas Support involves • Managing the integrity of work products and services • Identifying needed measurement information, collecting it and using it • Ensuring that work is performed as intended, that processes are followed and work products meet the standards established for them • Using a formal decision process for major decisions • Identifying issues and successes and determining their root causes

Core CMMI Process Areas Support • Configuration Management • Measurement and Analysis • Process and Product Quality Assurance • Decision Analysis and Resolution • Causal Analysis and Resolution

Core CMMI Process Areas Process Management involves • Establishing an infrastructure for process improvement activities • Identifying the people responsible for improvement activities • Defining organizational standard processes • Establishing and using organizational repositories for process assets and measurement data • Establishing and following an organizational training program • Evolving to a quantitative understanding of process performance to enable future improvements

Core CMMI Process Areas Process Management • Organizational Process Focus • Organizational Process Definition • Organizational Training • Organizational Process Performance • Organizational Performance Management

CMMI Disciplines CMMI for Acquisition Used in: • Government acquisition • Automotive industry

Acquisition Specific CMMI Process Areas Acquisition specific process areas focus on: • The activities performed by the acquiring organization, including verification of acquirer work products • Development of solicitation packages • Selection of suppliers • Management of supplier agreements • Development of requirements for supplier activities and work products • Interactions with the supplier • Validation of products produced by the supplier

Acquisition Specific CMMI Process Areas • • • • • •

Solicitation and Supplier Agreement Management Agreement Management Acquisition Requirements Development Acquisition Technical Management Acquisition Validation Acquisition Verification

CMMI Disciplines CMMI for Development Used in: • Software development • Systems engineering • Hardware development • Manufacturing

Development Specific CMMI Process Areas Development specific process areas focus on: • Development of product and product component requirements • Design of a technical solution • Integration of work products • Verification and validation of work products throughout the life cycle One process area shared with Services focuses on • Selecting and managing suppliers

Development Specific CMMI Process Areas • • • • •

Requirements Development Technical Solution Product Integration Verification Validation

Shared with Services • Supplier Agreement Management

CMMI Disciplines CMMI for Services Used in: • Telecom Services • Maintenance Efforts • Call Centers • Staffing Providers • Training Organizations • IT Support Services

Service Specific CMMI Process Areas Service specific process areas focus on: • Delivery of services • Resolution and prevention of service incidents • Planning for and management of service capacity • Development of service systems and transition of them to use • Development of standard services to meet strategic needs One process area shared with Development focuses on • Selecting and managing suppliers

Services Specific CMMI Process Areas • • • • • • •

Service Delivery Capacity and Availability Management Incident Resolution and Prevention Service Continuity Service System Development Service System Transition Strategic Service Management

Shared with Development • Supplier Agreement Management

Don’t Forget the Workforce! People CMM Used in: • Staffing organizations • Most organizations can benefit from P-CMM Practices for workforce development/managem ent

People CMM and CMMI

Workforce capability enhances

CMMI-DEV, ACQ & SVC

Process capability

Q u a l i t y

Team capability

People CMM

improves & predicts

Performance

Organizational Culture

People CMM provides practices to improve the capability and performance of the workforce and workgroups/teams CMMI (DEV, ACQ, SVC) improves the capability of processes

Process Aids Capability

"A rule of thumb is that a lousy process will consume ten times as many hours as the work itself requires. A good process will eliminate the wasted time, and technology will speed up the remaining real work.” Bill Gates, Business @ the Speed of Thought

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CMMI Supports Process Capability Organizational performance relies on people, process and technology. CMMI supports and increases the capability of the process.

The Value of Mature Capabilities - Defects - Cost - Time - Risk

Capabilities + Quality + Time to Market + Customer Satisfaction + Performance

Which Way to Go? “ It is the set of the sails, not the direction of the wind that determines which way we will go.” - Jim Rohn

The CMMI Institute Models help an organization determine the set of their process sails.

Accurate Maps Maturity Level Category

Maturity Level 2

Process Management

Maturity Level 3

OPF; OPD; OT

OPP

QPM

Project/Work Management

REQM; PP/WP; PMC/WMC; SAM

IPM/IWM; RSKM CAM; SCON; SSD

Support

CM; PPQA; MA

DAR RD; TS; PI, VER; VAL

Engineering

Maturity Level 4

Acquisition Engineering

ARD

ATM; AVER; AVAL

Service Establishment and Delivery

SD

IRP; SST; STSM

Maturity Level 5

OPM

CAR

A Consistent Scale PA

Specific Goals (SG)

Generic Goals (GG)

Specific Practices

LEGEND

Generic Practices

Required

Expected

Example Work Products

Generic Practice Elaborations

Subpractices

Subpractices

Informative

Purpose Statement

Introductory Notes

Related Process Areas

Why Start CMMI-Based Process Improvement? “They’re just changing channels, waiting for the sails to fill. They’ll be changing channels, always will.” –Jimmy Buffett Changing Channels

If you don’t improve capabilities, you might as well be standing still.

How the Models Help the World Work Better

Common language

Gradated path step-by-step improvements

Shared understanding of progress Increased Capability Unambiguous practice statements for clear understanding

Functional work products to aid implementation

Why Start CMMI-Based Process Improvement? “I find the great thing in this world is not so much where we stand, as in what direction we are moving” Oliver Wendell Holmes, Sr.

Improving capabilities, accelerates organizational performance.