Introduction to Process Improvement and theCapability .ppt

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1、Introduction to Process Improvement and the Capability Maturity Model (CMM),SM,Assess-IT, Inc.404-863-8790 http:/www.assess-,Proprietary Rights,CMM, Capability Maturity Model, and IDEAL are service marks of Carnegie Mellon University (CMU). The material in this course is adapted from material that i

2、s proprietary information of the Software Engineering Institute (SEI) at CMU. All material not expressly owned by another organization is the proprietary property of Assess-IT, Inc. with all rights reserved.,Module 1 Introduction,Getting Acquainted,Introductions Name Project Role HobbyExpectations f

3、rom this course,Logistics,Class times Breaks Lunch Smoking Rest rooms Phone messages Email messages Attendance,More Logistics,HomeworkIn-class exercisesYour thoughts and comments,There isnt any,There will be several,This class is for you. Your thoughts and comments are crucial for me to help you get

4、 the most benefit out of this class.,Who Should Take This Course,Anyone interested in learning about CMM based process improvement and the underlying concepts of the CMM itself Assessment team members Assessment participants Project managers Software engineers Personnel from supporting disciplines,C

5、ourse Agenda,DAY 1 Introduction 3 The SEI 11 Software Process 18 Maturity CMM Overview 53 Structure of the CMM 66,DAY 2 Repeatable Level 97 Defined Level 142 Managed Level 186 Optimizing Level 197 Interpreting the CMM 207 Conclusion 212,What You Should Already Know,Basic software development and pro

6、ject management principles and concepts Gantt, SOW, Schedule, Estimate Conversational familiarity with software process concepts Process vs Procedure Continuous Improvement Roles and Responsibilities Measurement Based Improvement,Course Objectives,By the end of this course you should be able to: Und

7、erstand basic process improvement and CMM terminology and principles Discuss the structure and content of the CMM Use the CMM in process improvement efforts within your organizations Interpret the CMM within the context of your organizations business needs Identify recurrent themes within the CMM,Mo

8、dule 2 The SEI,The Software Engineering Institute (SEI),Established in 1984 Federally Funded Research and Development Center (FFRDC) Awarded to and located at Carnegie Mellon University (CMU) in Pittsburgh, PA Sponsored by the Department of Defense (DoD),SEIs Mission,To provide leadership in advanci

9、ng the state of the practice of software engineering to improve the quality of systems that depend on software,SEIs Process Focus,Capability Maturity Models CMM based appraisals Process definition Measurement and analysis,SEI and Vendor Provided Training,Process Improvement Managing Consulting Measu

10、ring Defining Appraising CMM Based Appraisal for Internal Process Improvement (CBA IPI) Software Capability Evaluation (SCE) Interim Profile (IP),Getting Started,Before you follow the yellow brick road to process improvement, it is important to know several things:,Origin Where you are now Destinati

11、on Where are you heading (reference model) Route A plan for getting there Where to Scarecrow, Tin Man, Cowardly Lionget Help aka - Consultants,follow the yellow brick road,follow the yellow brick road,Knowledge of the Current Process,To effectively change the way you do business, you must first unde

12、rstand how it is currently done.Chinese? Proverb If you dont know where youre going, any road will do.Humphrey Proverb If you dont know where you are, a map wont help you.,Module 3 Software Process Maturity,Module 3 Objectives,Understand the principles of process improvement Identify the characteris

13、tics of immature and mature processes Describe process relative to the CMM,Question,What Is Process?,Process,Process is the ordered steps followed by people, using methods and tools, to convert inputs into outputs.,Putting Process In Perspective,Procedures and methods defining the relationshipof tas

14、ks,Technology (tools and equipment),People with skills, training, and motivation,A,B,C,D,Software Process Management Premise,The quality of a software product is largely determined by the quality of the process used to develop and maintain it.The implication is that the focus needs to be on both the

15、 process and products.,Why Focus on the Process?,Focusing on product alone misses: Scalability issues Knowledge of how to do it betterFocusing on process predicts: Produces repeatable outcomes Allows you to develop project trends Provides consistent product characteristics,Process Capability vs Perf

16、ormance,Capability Describes the range of expected/probable/possible results Predicts how well you might performPerformance Demonstrates the actual results achieved Shows how well you did perform,Software Process Maturity,Extent to which a process is: Repeatable / Repeated Defined / Documented Manag

17、ed and Controlled Continuously Improved Measured EffectiveMaturity implies a potential for growth/improvement,Question,Is go ask Bob a process? Is brushing your teeth a process? Is baking a cake a process?,Characteristics of an Immature Process,Processes are ad hoc / improvised on the fly Difficult

18、to estimate time, schedule, functionality Dependent on the heroic efforts of specific individuals Not rigorously followed No objective basis for judging quality Reactionary Addition of new technology can be riskyMost organizations are in this state,Characteristics of a Mature Process,Processes are d

19、efined, documented, and used Deliverables are identified and produced Management - plans, monitors, and communicates Roles and responsibilities are clear Product and process are measured Quality, cost, and schedule are predictable Technology is planned and used effectively Continuous improvement is

20、a way of life,Institutionalization of Processes,“Thats the way we do it here!” There is an organizational infrastructure that supports process The organizational culture supports process Institutionalized processes endure after their creators move on,The Focus Is on Building an Organizational Cultur

21、e of Process Reliance, Not a Culture of Hero Dependence,Process: A Way to Get Things Done,(see page 82 in the CMM),Adapted from Shewart,What are the Benefits of a Mature Process?,About 85% - 90% of problems are caused by the system, not the people People more fully develop their potential Following

22、and measuring a defined process allows for improvement to be implemented and sustained Integration of new tools and technologies is less risky,Another Question,What Is An Organization?,Organizations,A unit within a larger group, within which many projects are managed as a whole,Organization,Some exa

23、mples of different organizations Government agency Military branch Corporate divisionAll projects within an organization share a common top-level manager and common policies.Assessments are performed at the organization level.,Organizations are Complex Entities,Different types Many different parts D

24、ifferent needs Different perspectives Hopefully same goals,Different Types of Organizations,Closed Random Synchronous OpenAdapted from Constantine,Closed Organization,Strengths Traditional hierarchy Stable Clear lines of authority Responds to incremental changeWeaknesses Change and innovation not va

25、lued Requires strong leadership to change Diversity not valued Individuality often thought of as disloyal,Random Organization,Strengths Creativity Independence Free expression and individual freedom Thrives on changeWeaknesses Requires strong leader (cult of personality) Doesnt value tradition and u

26、nity Weak follow-through Less able to sustain change Difficulty in meeting deadlines,Synchronous Organization,Strengths Harmony Common goals Unified visionWeaknesses Little authentic negotiation or discussion Doesnt respond well to change,Open Organization,Strengths Adaptable Flexible Changes open t

27、o negotiationWeaknesses No hierarchy No leadership Personnel need to be involved in planning changes and frequently undermine directives from above,Yet Another Question,What Is Quality?,Quality,Fitness for useIt makes the customer happyMeets requirements,Quality Concepts,Focus on fixing the process

28、not the people Improvement is continuous Improvement requires investment and nurturing Unless the level of discomfort is high enough, things will not change Incentive and rewards enable and sustain improvement,Total Quality Management (TQM),TQM is the application of the concepts statistical process

29、control and statistical quality control to systems that involve software and the people who develop it. TQM is a synthesis of the concepts of Deming, Juran, Crosby, Shewart and others.The CMM Strives to apply TQM to software intensive systems TQM is focused on customer satisfaction,Quality is not Fr

30、ee,Its Just,Cheaper,Than All of the,Alternatives,You Guessed It, More Questions,What is a Model?,Model,An abstract view of how the real world behaves,The Benefits of Model Based Improvement,Shared vision Common language Supports prioritization of challenges Supports comparisons among similar organiz

31、ations Developed and supported by the software development community CMM is an attempt to codify common sense,The Risks of Model Based Improvement,Models are abstract simplifications, not reality Models must be interpreted and tailored to make sense in the business context you exist in Experience an

32、d judgment are necessaryGeorge Box “All models are wrong, some models are useful”,Summary of Module 3,The CMM applies the techniques and concepts of TQM to software systems TQM focuses on satisfying the customerThe CMM is a model and therefore a simplification,Module 3 Exercise,Task: Produce the pro

33、duct the customer requiresOutcome: Meet your production quota while meeting the customers cost, schedule and quality expectationsDuration: 1 Hour Receive customer requirements (5 minutes) Plan, organize, purchase supplies and submit bids (30 minutes) Produce the product (20 minutes) Wrap-up (5 minut

34、es),Module 4 CMM Overview,Module 4 objectives,Recognize the 5 maturity levels in the CMM Recognize the KPAs associated with each level Understand how capability predicts organizational behavior Explain why you can not skip maturity levels,What the CMM Is,The CMM is a staged model Codification of com

35、mon sense Method for applying process management and software process improvement concepts to software development and maintenance A community developed guide A model for improvement Provides a mechanism for repeatable and consistent processes,What the CMM Is Not,Does not address EVERYTHING ! Addres

36、ses Key Process Areas and Practices Does not address tools, methods, technologies Does not address concurrent engineering Does not address marketing Does not address human resources Does not address organizational behavior,A Closer Look at the Name (CMM),Capability The potential for performance Matu

37、rity The level at which one might perform Model A representation of reality,Level Predicts Organizational Behavior,43,34,17,4,1,Initial,Repeatable,Defined,Managed,Optimizing,Ad Hoc processes Not all requirements documented Dependence on heroes,Intuitive Policies exists Process dependent on individua

38、ls,Qualitative Process defined and institutionalized,Quantitative Measured Process,Improvement routinely fed back into the process,Project Planning Project Management Configuration Management Software QA,Training Technical Practices Process Focus (Stds, SEPG),Process Measurement Process Analysis Qua

39、ntitative Quality Plans,Changing Technology Problem Analysis Problem Prevention,Continuous Process Improvement,Risk High,Productivity and Quality High,Level,%,Characteristics,Key Challenges,Result,Evolution of Process Capability,(see page 28 in the CMM),View of Process at Each Maturity Level,Initial

40、,Process is ad hoc and informal,In,(see page 23 in the CMM),Structure of the Maturity Continuum,Initial Repeatable Defined Managed Optimizing,Adapted from Caputo CMM Implementation Guide,Level Skipping Isnt Not Allowed, Its Impossible,Higher level processes may be attempted, they may be less effecti

41、ve Capability is built in stages Without management, process is sacrificed Without process, measurements cant be taken Without measurement, effective process improvement is impossible,Summary of Module 4,The CMM is a 5 level staged model It focuses on management issues Visibility into the process de

42、pends on its maturity It predicts the capabilities and challenges of various organizations at differing levels of process maturity Each layer builds on the foundations laid by the previous levels,(see page 32 in the CMM),Some Level 2 Concepts,Requirements Management Gather, agree on, commit to and u

43、se the requirements Software Project Planning, Tracking and Oversight Estimate, plan, manage to the plan and take corrective action when necessary Software Subcontract Management Select, hire and manage qualified subcontractors Software Quality Assurance Ensure the work is being done according to th

44、e standards Software Configuration Management Identify and keep track of all the work products,Module 4 Exercise,Task: Break into the same teams as the last exercise. For each Level 2 KPA, identify a problem that you encountered in the exercise. Document the problems and choose someone to present th

45、em to the classOutcome: A list of the problems encountered in the last exercise, sorted by KPADuration: 45 Minutes Discuss and document problems (30 minutes) Present to class (5 minutes),Module 5 CMM Structure,Module 5 Objectives,Locate information in the CMM Identify the Common Features in the CMM

46、Explain how the CMM is structured,Structure of the CMM,Process Capability,Maturity Level,KPA,Common Feature,Key Practice,Goal,Implementation Institutionalization,Activities Infrastructure,Contain,Organized By,Contain,Indicate,Achieve,Address,Describe,(see page 31 in the CMM),Structure of the CMM (Al

47、ternate View),Maturity LevelKey Process AreaGoalsCommon FeaturesKey Practices,2,RM,SPP,SPTO,SSM,SQA,SCM,Activities,Commitment,Ability,Measurement & Analysis,Verification,Maturity Level,Well defined evolutionary plateau, a layer in the foundation for subsequent process improvement activities Predicts

48、 a range of results expected from following a process Lowest common denominator of all the KPAs grouped under a particular maturity level,The Maturity Levels,(see page 33 in the CMM),CMM Metrics,Maturity Level,Key Process Areas (KPA),No. of Goals per KPA,No. of Key Practices per KPA,5,4,3,2,Process

49、change management,Technology change management,Defect prevention,Software quality management,Quantitative process management,Peer reviews,Intergroup coordination,Software product engineering,Integrated software management,Training program,Organization process definition,Organization process focus,Software configuration management,Software quality assurance,Software subcontract management,