CMMI

Arnon Rotem-Gal-Oz
The king’s Ship Wasa - 1628
 No Specification
 No Architecture description
 Changes done on the fly,
often under
market/customer pressure
 Testing ignored
 Didn’t know how to tell the
clients No
 The system last longer than
was ever imagined
 Maintenance costs far
exceed ordinary
development
 PEOPLE

TECHNOLOGY
PROCESS
Underlying Premise of Process
Improvement
“The quality of a product is
largely determined by the
quality of the process that is
used to develop and
maintain it.”

Based on TQM principles as taught by

Shewhart, Juran, Deming and Humphrey.
The Software Development
Paradox
High-Quality but Slow to Market
Not a Leader

Fast to Market but Low Quality

Quality Low Customer
Satisfaction

Speed

[1]Booch
What is CMMI?

Consultant
Money
Making
Initiative
What is CMMI?
 Model

 Practices

 Process Improvement
Model

 Say what you do

 Do what you say

 Prove It
CMMI Maturity Levels

[4]Buchholtz & Cordes

 CMMI Process Areas
CMMI Options: * with Integrated Product & Process Development (IPPD)
** with Supplier Sourcing (SS)
Level Project Management Engineering Support Process Management

5 Optimizing CAR: Causal Analysis OID: Organizational

and Resolution Innovation
4 Quantitati- : Quantitative Project &Deployment
OPP: Organizational
vely
Managed Management Process Performance
IPM
QPM: Integrated Project RD: Requirements DAR: Decision Analysis OPF: Organizational
Management Development and Resolution Process Focus
RSKM: Risk Management
TS: Technical OEI*: Organizational OPD: Organizational
3 Defined IT*: Integrated Teaming Solution Environment for Process Definition
ISM**: Integrated Supplier Integration
Management
PI: Product OT: Organizational
Integration Training
VER: Verification
PP: Project Planning REQM
VAL : Requirements MA: Measurement and
: Validation
PMC: Project Management Analysis
Monitoring and PPQA: Process &
2 Managed Control Product Quality
SAM: Supplier Assurance
Agreement CM: Configuration
Management Management
1 Initial

[6]Rudge
CMMI Replaces
Software CMM software development
System Engineering CMM system engineering
Software Acquisition CMM software acquisition
System Security Engineering CMM security engineering
FAA-iCMM software engineering,
systems engineering,
and acquisition
IPD-CMM integrated product
development
People CMM workforce
SPICE Model software development

[4]Buchholtz & Cordes

History of the CMMI
1987 1991 1993 1995 1997 2000 2002

CMMI-SE/SW
First CMM SW-CMM v1.1
Version 1.0
Published Published
Published

Model Refined CMMI-SE/SW/IPPD/A

CMMI Initiative
and Published as Version 1.1
Launched
SW-CMM v1.0 Published

Software Acquisition (SA-CMM),

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

[4]Buchholtz & Cordes

Critique of CMMI
“The projects most worth doing are the
ones that will move you DOWN one full
level on your process scale”
(Peopleware) [3]

[3]Demarco & Lister

CMMI vs. Agile

PEOPLE

Process TECHNOLOGY
The Agile Software Manifesto

•Individuals and interactions

over processes and tools
•Working software
over comprehensive documentation
•Customer collaboration
over contract negotiation
•Responding to change
over following a plan

[7]Agile
CMMI Practices vis-à-vis Agility

 “LEVEL 1”
 Identify scope of work
 Perform the work

 “LEVEL 2”
 Organizational policy for plan, perform
 Requirements, objectives and plans
 Adequate resources
 Train the people
 Assign responsibility and authority
 CM for designated work products
 Identify and involve stakeholders
 Monitor and control to plan and take action if needed
 Objectively monitor adherence to process and QA products/services
 Review with upper management and resolve issues

KEY {GREEN : Supportive, White: Neutral, RED: Rough Edges}

[5]Jain
CMMI Practices vis-à-vis Agility

 “LEVEL 3”
 Maintain as a defined process
 Measure the process performance to support environment

 “LEVEL 4”
 Establish and maintain quantitative objectives for the process
 Stabilize the performance of one or more sub-processes to determine its
ability to achieve

 “LEVEL 5”
 Ensure continuous improvement to support business goals
 Identify and correct root causes of defects

KEY {GREEN : Supportive, White: Neutral, RED: Rough Edges}

[5]Jain
Agile vs. Plan Driven

[2]Bohem, Turner
Why Bother with both?

 Introduce Agility to a
CMMI organization

 “Best of Breed”
References
1. Software Architecture - A Rational Perspective – G.
Booch (ppt)
2. People Factors in Software Management: Lessons
From Comparing Agile and Plan-Driven Methods –
B. Bohem, R. Turner Crosstalk, Dec 2003
3. Peopleware 2nd edition, T. Demarco, T. Lister Dorset
House 1999, ISBN 0-932633-43-9
4. Introduction to CMMI, E. Buchholtz, A. Cordes, RTP
SPIN Meeting, 2003 (ppt)
5. CSE Annual Review and Excutive Workshop 2002,
Apurva Jain (ppt)
6. CMMI® : St George or the Dragon?, T. Rudge,
Thales (ppt)
7. www.agilemanifesto.org