Luca Ferrandi introduce le constellazioni CMMi e la strutturta del modello

1. CMMI Constellation
and Polarion Integration
SM SCAMPI is a service mark of Carnegie Mellon University

2. Agenda
} About Business Strategy
} CMMI Constellation
◦ CMMI-DEV
◦ CMMI-SVC
◦ CMMI-ACQ
} SCAMPI Method
} CMMI Profile
} CMMI & Polarion

3. SEI Partner
} Business Strategy Srl is SEI Partner (Software
Engineering Institute - Carnegie Mellon University)
since 2003 (since Y2000 CBA IPI for SW CMM)
◦ www.sei.cmu.edu
◦ www.sei.cmu.edu/partners/businesstrategy
} Authorized to deliver
◦ Intro to CMMI (Capability Maturity Model for Integration) &
◦ SCAMPI(1), for:
– System Integration (CMMI-DEV)
– Service Management (CMMI-SVC)
– Acquisition Management (CMMI-ACQ)
1 – Standard CMMI Appraisal for Process Improvement 3

4. Business Strategy - Executive Summary
} Company Location
◦ Legal Premise Lesmo (Milan), ITALY
◦ Operations in Milan, Rome and Beijing
} Partnerships
◦ Business Strategy is licensed by the Software Engineering Institute
to deliver SEI-branded services
} Consulting services:
◦ Improvement (Cost/Benefits Analysis, Action Planning &
Monitoring, Balanced Scorecard, Six Sigma)
◦ Educational (Intro to CMMI, Tutorials for Executives, High Maturity
Practices in cooperation with Polytechnic of Milan)
◦ Coaching (Process Definition and Automation, Integrated Process
Teaming & Coaching)
◦ Appraisal (SCAMPI Class A,B,C. High Maturity ML4/ML5)
} Products
◦ Appraisal Tool Suite
– PST© - SCAMPI-based Assessment Tool.
} 4

5. 60
Europe, Latin
America
SCAMPI Class A
Since 2003 100 China
300
Europe, China,
SCAMPI Class B/C Latin America
Since 2003
5

6. Our Capabilities: Training
Over 500 attendees to Business Strategy Intro
to CMMI training classes
Country:
Italy, Belgium, France, Greece, Germany,
Latvia, Mexico, Brazil, Slovak, Spain, UK
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7. CMMI Constellations
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8. CMMI (Capability Maturity Model Integration)
• is a process improvement approach that provides the
essential elements of effective processes, to improve
organization performance.
• includes identifying organization’s process strengths and
weaknesses and making process changes to turn
weaknesses into strengths.
• applies to teams, work groups, projects, divisions, and
entire organizations.
• collections of best practices that help organizations to
dramatically improve effectiveness, efficiency, and quality.
.
www.businesstrategy.com
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9. CMMI Constellations
CMMI-SVC provides
guidance for those
CMMI-Dev
providing services
provides guidance
within organizations
for measuring, CMMI-SVC and to external
monitoring and
customers
managing
development CMMI
processes for Service
16 Core
Process Areas,
CMMI-ACQ
common to all
CMMI-ACQ provides
CMMI-DEV guidance to
enable
CMMI for informed and
CMMI for
Acquisition decisive
Development
acquisition
leadership
Business Strategy - SEI Partner 9

11. CMMI Model Representations
There are two types of representations in CMMI
models:
• staged
• continuous
A representation in CMMI is analogous to a view into a
data set provided by a database.
Both representations provide ways of implementing
process improvement to achieve business goals.
Both representations provide essentially the same
content and use the same model components but are
organized in different ways.

12. CMMI Model Structure
Continuous Representation Staged Representation
Maturity
Levels
Process Areas Process Areas
Capability
Specific Generic Levels Specific Generic
Goals Goals Goals Goals
Specific Generic Specific Generic
Practices Practices Practices Practices

13. What Does the Level Measure?
This point represents a
higher level of capability Staged
3 CL 3
Capability Level
than ML5
2 CL 2 ML4
this point in a specific
process area ML3
1 CL 1
ML2
ML 1
0 CL 0
Process Area n . . . for a specified set of
process areas across an
organization

14. Maturity Level
Focus on continuous process
improvement ML 5 Optimizing
Process measured and Quantitatively
controlled ML 4 Managed
Process characterized for the
organization and is proactive ML 3 Defined
Process characterized for projects
and is often reactive ML 2 Managed
Process unpredictable, poorly
controlled, and reactive ML 1 Initial

15. www.businesstrategy.com
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16. Staged Representation
Level Focus Process Areas Quality
Productivity
Quality
5 Optimizing Continuous Causal Analysis and Resolution
Process Productivity
Organizational Performance Management
Improvement
4 Quantitatively Quantitative Organizational Process Performance
Managed Management Quantitative Project Management
3 Defined Process Decision Analysis and Resolution
Standardization Integrated Project Management
Organizational Process Definition
Organizational Process Focus
Organizational Training
Product Integration
Requirements Development
Risk Management
Technical Solution
Validation
Verification
2 Managed Basic Project Configuration Management
Management Measurement and Analysis
Project Monitoring and Control
Project Planning
Process and Product Quality Assurance
Requirements Management
Supplier Agreement Management Risk
1 Initial Rework

17. Continuous Representation: PAs by Categories
Category Process Areas
Organizational Process Definition
Organizational Process Focus
Process
Management Organizational Performance Management
Organizational Process Performance
Organizational Training
Integrated Project Management
Project Monitoring and Control
Project Planning
Project Quantitative Project Management
Management Requirements Management
Risk Management
Supplier Agreement Management
Product Integration
Requirements Development
Engineering Technical Solution
Validation
Verification
Causal Analysis and Resolution
Configuration Management
Support Decision Analysis and Resolution
Measurement and Analysis
Process and Product Quality Assurance

18. www.businesstrategy.com
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19. What are Services?
} A service is an intangible, non-storable products
(e.g. operations, maintenance, logistic and IT)
} Service imply on-going relationships governed by
service agreement
} Services are delivered through the operation of
service system
} Services are simultaneously produced and
consumed

20. Why is the CMMI-SVC needed?
} A variety of potential stakeholders approached the SEI asking for help
with services.
} Demand for process improvement in services is likely to grow:
services constitute more than 80% of the US and global economy.
} Services constitute more than 54% of what the DoD acquires.
In FY2006, DoD spent $146 billion on services. GAO (Government Accountabilities Office)
reports a 72% increase in DoD service contracts between 1996 and 2005.*
} Many organizations are cobbling together their own ITIL + CMMI
solutions, reinventing the wheel over and over, and that wheel is not
designed for services other than IT.
} Customers are requesting that their service providers demonstrate a
CMMI rating or capability profile, but attempts to use CMMI-DEV in a
service setting can distort the integrity of appraisal results.
} Service providers deserve a consistent benchmark as a basis for
process improvement that is appropriate to the work they do and is
based on a proven approach.
* FY 2006 data is from “DoD throws light on how it buys services [GCN 2006].” GAO data is from GAO report GAO-07-20.

21. CMMI-SVC vs DEV vs ACQ
CMMI for Services Model = 23 PAs + 1 PA Addition
Service-specific PAs CMMI-SVC 24
6 1 CMMI-SVC Additions
Shared PA (SAM)
with 1 modified
specific practice 1 16
Core PAs
CMMI Have been expanded to
include 3 new SPs
Core PAs Include service-specific
informative material
CMMI-DEV CMMI-ACQ
Business Strategy - SEI Partner 21

22. CMMI-SVC
Business Strategy - SEI Partner 22

23. CMMI-SVC Process Areas
Process Management Project Management
• Capacity and Availability Management (CAM)
} Organizational Innovation and
Deployment (OID) • Integrated Project Management (IPM)
} Organizational Process Definition (OPD) • Project Monitoring and Control (PMC)
} Organizational Process Focus (OPF) • Project Planning (PP)
} Organizational Process Performance • Requirements Management (REQM)
(OPP) • Risk Management (RSKM)
} Organizational Training (OT) • Quantitative Project Management (QPM)
Support • Service Continuity (SCON)
} Causal Analysis and Resolution (CAR) • Supplier Agreement Management (SAM)
} Configuration Management (CM) Service Establishment
}
}
Decision Analysis and Resolution (DAR)
Measurement and Analysis (MA)
and Delivery
} Process and Product Quality Assurance • Incident Resolution and Prevention (IRP)
(PPQA) • Service Delivery (SD)
• Service System Development (SSD) (*)
• Service System Transition (ST)
• Strategic Service Management (STSM)
(*) Addition

24. www.businesstrategy.com
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25. SCENARIO
www.businesstrategy.com 25

26. Specific CMMI-ACQ process areas

27. SCENARIO
Operational Commitment / Customer
Need
CMMI-ACQ
Acquirer
Acquisition RFP Source Program Leadership System
Solicitation Transition
Planning Preparation Selection Insight/Oversight Acceptance
Developement
Integrate
Plan Design Develop Deliver
Suppliers Test
CMMI-DEV / (SVC)
www.businesstrategy.com 27

28. SCAMPI MDD
Standard CMMI Appraisal Method for Process Improvement
Business Strategy - SEI Partner 28

30. SCAMPI Scenario
Appraisal Team
Appraisal
Requirements
Findings,
The Actual Recommendations
Process Practice
Lessons Learned/
Improvements
Organization/
Projects
Organizational Process
Process Suite Deployment

31. SCAMPI Phases
PUBLISHED
APPRAISAL
SEI AUDIT RESULTS (PARS)
1 MONTH
REPORTING
1 WEEK
ON SITE
1-2 WEEKS
PLAN AND
PREPARE
2-3
MONTHS
Business Strategy - SEI Partner 31

32. CMMI Profile

37. Appraisal Reported
by SEI by Country

38. CMMI and Polarion Integration
Demo