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    System Process: CMMI, ISO

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    The document discusses an upcoming class that will focus on system process models like CMMI and ISO. It provides an overview of the Capability Maturity Model Integration (CMMI), which is a framework for improving an organization's software development process. It describes the five maturity levels of CMMI from Initial to Optimizing. It also summarizes the motivation and key aspects of each maturity level. Additionally, it briefly introduces the ISO 9001 standard and provides exercises for students to assess the use of spreadsheets in a business and to provide process suggestions for a case study involving a steelmaker.

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    System Process: CMMI, ISO

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    bdiit
    69 views23 pages
    The document discusses an upcoming class that will focus on system process models like CMMI and ISO. It provides an overview of the Capability Maturity Model Integration (CMMI), which is a framework for improving an organization's software development process. It describes the five maturity levels of CMMI from Initial to Optimizing. It also summarizes the motivation and key aspects of each maturity level. Additionally, it briefly introduces the ISO 9001 standard and provides exercises for students to assess the use of spreadsheets in a business and to provide process suggestions for a case study involving a steelmaker.

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    MIT1_264JF13_lect_5

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    The document discusses an upcoming class that will focus on system process models like CMMI and ISO. It provides an overview of the Capability Maturity Model Integration (CMMI), which is a framework for improving an organization's software development process. It describes the five maturity levels of CMMI from Initial to Optimizing. It also summarizes the motivation and key aspects of each maturity level. Additionally, it briefly introduces the ISO 9001 standard and provides exercises for students to assess the use of spreadsheets in a business and to provide process suggestions for a case study involving a steelmaker.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
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    69 views23 pages

    System Process: CMMI, ISO

    Uploaded by

    bdiit
    The document discusses an upcoming class that will focus on system process models like CMMI and ISO. It provides an overview of the Capability Maturity Model Integration (CMMI), which is a framework for improving an organization's software development process. It describes the five maturity levels of CMMI from Initial to Optimizing. It also summarizes the motivation and key aspects of each maturity level. Additionally, it briefly introduces the ISO 9001 standard and provides exercises for students to assess the use of spreadsheets in a business and to provide process suggestions for a case study involving a steelmaker.

    Copyright:

    © All Rights Reserved
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    Download as pdf or txt
    of 23

    1.

    264 Lecture 5
    System Process: CMMI, ISO

    Next class: Read UML chapters 1 (skim), 2 (skim), 4, 8, 9


    Make sure you have Visual Paradigm installed. We start using it Monday in class.
    Homework 1 solutions posted Monday
    1

    Discussion: Case studies


    Chemical inventory case study

    List the errors made


    Outline resource estimation steps that should have been
    used
    Outline process steps that should have been followed

    RFID case study

    What lifecycle model would you use?


    How would you give a time estimate?
    List major project risks and how to mitigate them

    Capability Maturity Model Integration


    Developed at Software Engineering Institute (SEI),
    Carnegie-Mellon University (www.sei.cmu.edu)
    Method for process assessment and improvement
    Five level model of maturity and capability

    1: Initial/Performed
    2: Managed
    3: Defined
    4: Quantitatively Managed
    5: Optimizing

    Predictability, effectiveness and control of software


    processes improve as organization moves up these levels
    One old reading on CMM/CMMI is on course Web site
    Current material is at http://www.sei.cmu.edu/cmmi/
    3

    CMMI Motivation
    CMMI covers three interlocking areas:
    Development
    Services
    Acquisition

    CMMI Development:
    20 years of unfulfilled promises about productivity and
    quality gains from new software technology
    Databases, object oriented programming, Internet,

    Organizations realized fundamental problem is the


    inability to manage the software process
    CMMI provides guidance on how to evolve toward a
    culture of software engineering and rational
    management
    4

    CMMI Maturity Level 1: Initial


    Ad hoc, occasionally chaotic
    Few processes defined
    Success depends on individual effort and
    heroics
    This is what youre taught to do in school

    CMMI Maturity Level 2: Managed


    Basic project management processes established to track
    cost, schedule, functionality
    Discipline in place to repeat earlier successes on projects
    with similar applications
    Key processes focus on basic project management
    controls

    Requirements management: initial spec, change control


    Software project planning: resource estimation based on past
    performance
    Software project tracking and oversight
    Software subcontract management
    Software quality assurance: code reviews, test plans, tracking
    Software configuration management

    At level 2, you can measure whats going on, and that helps
    understand future projects
    A project or group can assess at level 2

    CMMI Maturity Level 3: Defined


    Software process for management and development is
    documented, standardized and integrated into an overall
    process for the organization
    All projects use approved, tailored version of standard
    process
    Key process areas focus on institutionalizing effective process

    Organization process: spiral model, tracking, control


    Training program: managers, analysts, developers
    Integrated software management: lines of code, defects, time,
    Software product engineering: alternative designs, scopes
    Intergroup coordination: Web, database, analyst, coder, customer
    Peer reviews: initiate at requirements, design, QA. Continue code
    reviews

    At level 3, you begin to have some control; you can actually


    predict times/costs for new projects and make some choices
    on how to approach them (fastest, most efficient, nominal)
    The entire organization must assess at level 3; you cant do it for an
    individual project or group

    CMMI Level 4: Quantitatively Managed


    Detailed measures of software process and product quality
    are collected, in addition to product measures
    Process and products are quantitatively understood and
    controlled
    Key processes focus on quantitative understanding of
    process
    Quantitative process management: measure and manage time
    at all stages: requirements, design, code, QA
    Software quality management: reviews at all stages, tests and
    traceability at all stages

    At level 4 you have real control: you can measure and


    manage all aspects of the project
    8

    CMMI Level 5: Optimizing


    Continuous process improvement through quantitative
    feedback
    Piloting innovative technology and ideas
    Key process areas focus on continual process
    improvement
    Defect prevention (extreme programming, refactoring,
    reviews)
    Technology change management (new tools, training, pilots,
    tests, knowledge sharing)
    Process change management

    At level 5, you not only have control but are efficient

    PROCESS CAPABILITY AS INDICATED BY MATURITY LEVEL

    Target N

    1
    Schedule and cost targets are typically
    overrun by Level 1 organizations

    Time/$/....

    2
    Target N+a

    Plans based on past performance are


    more realistic in Level 2 organizations

    Probability

    Time/$/....

    3
    Target N-x

    With well-defined processes,


    performance improves in
    Level 3 organizations

    Time/$/....

    4
    Target N-y

    Based on quantitative understanding


    of process and product, performance
    continues to improve in Level 4
    organizations

    Time/$/....

    5
    Target N-z

    Performance continuously
    improves in Level 5 organizations

    Image by MIT OpenCourseWare.

    10

    Process Maturity Profile by All


    Reporting Organizations
    3600
    3400
    3200

    Number of Organizations

    3000
    2800
    2600
    2400
    2200
    2000
    1800
    1600
    1400
    1200
    1000
    800
    600
    400
    200
    0

    Not Given

    Initial

    Managed

    Defined

    Quantitatively
    Managed

    Optimizing

    Based on March 2011 appraisal of 5346 organizations


    Image by MIT OpenCourseWare, adapted from Carnegie Mellon University, Software Engineering Institute.

    11

    Maturity Profile by Organization Size


    Based on the total number of employees within the area of the organization that was appraised

    100%

    Managed

    Quantitatively Managed

    Initial

    Defined

    Optimizing

    38.8%

    51.8%

    51.6%

    55.4%

    47.8%

    25 or fewer

    26-50

    51-75

    76-100

    27.4%

    23.9%

    201-300

    301-500

    1001-2000

    1.2%

    0.8%

    7.1%

    12.1%

    501-1000

    24%
    5.6%

    5.2%

    0.8%

    8.0%

    14.3%

    16.0%
    4.8%

    5.3%
    10.4%
    5.4%
    0.3%

    9.4%
    9.0%

    101-200

    1.6%

    3.6%

    3.3%
    5.9%
    7.9%
    0.9%

    6.4%

    2.4%
    3.1%

    4.9%
    0.7%

    1.4%

    1.1%

    4.6%
    0.5%

    0%

    0.4%
    0.7%

    10%

    5.0%
    0.8%

    20%

    17.0%

    20.7%

    20.9%

    21.6%

    30%

    25.8%

    27.3%

    40%

    1.2%

    50%

    47.3%

    60%

    52.9%

    57.1%

    62.8%

    70%

    63.1%

    65.1%

    80%

    45.5%

    % of organizations by size

    90%

    Not Given

    2001 +

    Based on 5301 organizations reporting size data as of March 2011

    Image by MIT OpenCourseWare, adapted from Carnegie Mellon University, Software Engineering Institute.

    12

    40
    28.5

    28

    30

    75th Percentile
    Median

    20

    Number of months to move to


    next maturity level

    Time to Move Up

    25th Percentile

    20

    10

    Time period of
    initial appraisal
    Level
    Orgs

    2006 to March 2011


    1-2

    2-3

    3-4

    3-5

    227

    50

    46

    Image by MIT OpenCourseWare, adapted from Carnegie Mellon University, Software Engineering Institute.

    13

    Exercise
    Briefly assess the pros and cons of using
    spreadsheets (Excel) as the major analysis
    method in running a business or managing a
    project

    14

    Solution
    Pros:
    Spreadsheets are very quick to develop
    Most staff know how to write and use them

    Cons:
    Incorporate decision making that is not known to central
    organization
    Hard to pass on spreadsheet to successor or other user
    Spreadsheets rarely documented or tested well
    Spreadsheets are rarely completely correct
    No business rules, like a database

    Heavy use of spreadsheets indicates a low


    process maturity organization
    15

    ISO 9001:2008
    International Standards Organization (ISO)

    National standards bodies from 100+ countries

    ISO 9001:2008

    First major modification of ISO standard in 20 years occurred


    in 2000, and was updated in 2008
    No longer primarily a manufacturing standard, with military
    origins, implemented as books of procedures
    New standard addresses all products and services in all
    industry segments

    The new standard requires 8 principles be implemented:

    Customer focus
    Leadership
    Involvement of people
    Process approach
    System approach to management
    Continual improvement
    Factual approach to decision-making
    Mutually beneficial supplier relationships
    (The old standard didnt really require anything)

    16

    ISO 9001:2008 cont


    ISO 9001 certification important to do business in
    Europe, and becoming so in Pacific Rim and
    eventually Americas
    General approach

    Create a quality steering team in management


    Create project plan for ISO 9001 certification
    Perform gap analysis (good process vs current process)
    Write needed system development, quality procedures
    Often takes 6-12 months

    Train employees in new procedures


    Use new materials, retain records
    3 certification options: self, clients or independent body

    17

    Exercise
    Steelmaker: current software

    Steelmaking process control software: custom


    Substantial raw material and outbound logistics: custom
    Enterprise resource planning software: custom and SAP
    Customer relationship mgt software: software-as-service
    Demand forecasting: best-of-breed from small vendor

    Proposed project:
    Integrate demand forecasting and logistics

    Current organization large, not integrated (silos)


    Steelmaking process is ISO 9000, nothing else is ISO/CMMI

    What process suggestions do you make?

    Which basis: CMMI or ISO?


    At what CMMI level is the organization likely to be now?
    List a set of initial steps to take
    How long will it take to see substantive process change?

    18

    Solution (one of many)


    What process suggestions do you make?
    Which basis: CMMI or ISO?
    Could justify either
    ISO 9001: involves major parts of enterprise, not heavy on
    system development.
    CMMI: choose to focus on systems aspect

    At what CMMI level is the organization likely to be now?


    Level 2, since there is ISO 9001 certification
    Perhaps level 1, since most parts are not certified

    List a set of initial steps to take


    ISO 8 principles, or CMMI level 2 steps, to ensure process
    Then do requirements, design, etc. in a spiral

    How long will it take to see substantive process change?


    ISO often 6-12 months
    CMMI time to move up from level 1 to level 2 is 5-10 months
    and to level 3 is 20-24 months

    19

    Intelligent Transportation Systems (ITS)


    project management process

    Public domain (US Federal Highway Administration and Caltrans).

    Source: ITS Systems Engineering Guidebook for Intelligent Transportation Systems, version 3.0

    20

    ITS project management: Vee

    Public domain (US Federal Highway Administration and Caltrans).

    Source: ITS Systems Engineering Guidebook for Intelligent Transportation Systems, version 3.0

    21

    Comparison of CMMI and ISO


    CMMI focus:

    Software engineering practices


    Program/project management practices
    Increasing maturity levels
    Appraisals when going to next maturity level

    ISO 9001:2008 focus:

    Customer satisfaction
    Process discipline across entire organization
    Continual improvement
    Principled management

    ITS: http://www.fhwa.dot.gov/cadiv/segb
    Transportation-specific, includes construction process
    22

    MIT OpenCourseWare
    http://ocw.mit.edu

    1.264J / ESD.264J Database, Internet, and Systems Integration Technologies


    Fall

    For information about citing these materials or our Terms of Use, visit: http://ocw.mit.edu/terms.

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