VISH - CMMI Assignment Pittsburg.

1. SM
CMMI
Pittsburgh, PA 15213-3890
Pre-Class Assignment
Submitted by N Visweswara
Satyam Computer Services Ltd.,
Intermediate Concepts of CMMI
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2. SM
CMMI
Pittsburgh, PA 15213-3890
Measurement and Analysis
Intermediate Concepts of CMMI
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3. SM
CMMI
Pittsburgh, PA 15213-3890
Importance of Measurement and Analysis
b) Monitor and Measure progress towards Strategic Process
Improvement Goals
c) Improve communication of development status and product
quality by providing a standard set of metrics for use on
projects
d) Allow PMs and Project Review Authorities (PRA) better
visibility into project and process performance
e) To provide organizational measurement data base thus
facilitating acquisition and bidding proposals
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4. SM
CMMI
Pittsburgh, PA 15213-3890
Benefits of M and A
c) Quantitative Management of Projects through Project
Performance Metrics
d) Determination of Project Process Capability
e) PRA Metrics helps in providing objective, quantitative,
information for senior management
f) Organizational metrics helps in measuring organizational
process capability
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5. SM
CMMI
Pittsburgh, PA 15213-3890
M and A depends on
c) Project Planning Process area
d) Project Monitoring & Control Process area
e) Config Management Process area
f) Requirements Development Process area
g) Requirements Management Process area
h) Organizational Process Definition Process area
i) Quantitative Project Management Process area
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6. SM
CMMI
Pittsburgh, PA 15213-3890
PAs that depend on M & A
c) Project Monitoring & Control Process area
d) Config Management Process area
e) Requirements Management Process area
f) Quantitative Project Management Process area
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7. SM
CMMI
Pittsburgh, PA 15213-3890
Ordering of SPs in M & A
• SG 1 Align Measurement and Analysis Activities [PA154.IG101]
• SP 1.1 Establish Measurement Objectives
• SP 1.2 Specify Measures
• SP 1.3 Specify Data Collection and Storage Procedures
• SP 1.4 Specify Analysis Procedures
• SG 2 Provide Measurement Results [PA154.IG102]
• SP 2.1 Collect Measurement Data
• SP 2.2 Analyze Measurement Data
• SP 2.3 Store Data and Results
• SP 2.4 Communicate Results
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8. SM
CMMI
Pittsburgh, PA 15213-3890
Generic Practices and M & A
• GG 2 Institutionalize a Managed Process [CL103.GL101]
• GP 2.1 (CO 1) Establish an Organizational Policy
• GP 2.2 (AB 1) Plan the Process
• GP 2.3 (AB 2) Provide Resources
• GP 2.4 (AB 3) Assign Responsibility
• GP 2.5 (AB 4) Train People
• GP 2.6 (DI 1) Manage Configurations
• GP 2.7 (DI 2) Identify and Involve Relevant Stakeholders
• GP 2.8 (DI 3) Monitor and Control the Process
• GP 2.9 (VE 1) Objectively Evaluate Adherence
• GP 2.10 (VE 2) Review Status with Higher Level Management
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9. SM
CMMI
Pittsburgh, PA 15213-3890
“Critical” SPs in M & A
SG 1 Align Measurement and Analysis Activities [PA154.IG101]
• SP 1.1 Establish Measurement Objectives
• Sub practice1 Document information needs and objectives
• Sub practice 2 Prioritize information needs and objectives
• Sub practice 3 Document, review, and update measurement
objectives
• Sub practice 4 Provide feedback for refining and clarifying
information needs and objectives as necessary
• Sub practice 5 Maintain trace ability of the measurement
objectives to the identified information needs and objectives
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10. SM
CMMI
Pittsburgh, PA 15213-3890
“Critical” SPs in M & A
SG 1 Align Measurement and Analysis Activities [PA154.IG101]
• SP 1.1 Establish Measurement Objectives
• Sub practice1 Document information needs and objectives
Refer next slide
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11. SM
CMMI
Pittsburgh, PA 15213-3890
Project
Organizational Goals Performance Goals
*
Project Performance
Organizational Process • Project Management
Performance
• Project Process Capability
• Support Cost Estimation for
Proposals and Program • Emphasis on Predictive
Rebaselining Capability
• Support Determination of
Organizational Process Capability
Senior Management Evaluation
• Top Level Project Performance
• Organizational Health
• Emphasis on Early Warning
* Organizational Goals flowed down
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to project and proposal
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performance evaluation
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12. SM
CMMI
Pittsburgh, PA 15213-3890
“Critical” SPs in M & A
SG 1 Align Measurement and Analysis Activities [PA154.IG101]
• SP 1.1 Establish Measurement Objectives
• Sub practice 3 Document, review, and update measurement objectives
• a Strategic plans
• b.Established management objectives
• c.Interviews with managers and others who have information needs
• d.External industry benchmarks
• e.Process improvement plans
• f.Formal requirements or contractual obligations
• gProject plans
• hMonitoring of project performance
• i.Recurring or other troublesome management or technical problems
• j.Experiences of other projects or organizational entities
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13. SM
CMMI
Pittsburgh, PA 15213-3890
“Critical” SPs in M & A
SG 1 Align Measurement and Analysis Activities [PA154.IG101]
• SP 1.1 Establish Measurement Objectives
• Sub practice 5 Maintain trace ability of the measurement
objectives to the identified information needs and objectives
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14. SM
CMMI
Pittsburgh, PA 15213-3890
“Critical” SPs in M & A
SG 1 Align Measurement and Analysis Activities [PA154.IG101]
• SP 1.4 Specify Analysis Procedures
• Sub practice1 Specify and prioritize the analysis that will be
conducted and the reports that will be prepared
• Sub practice 2 Select appropriate data analysis methods and
tools
• Sub practice 3 Specify administrative procedures for analyzing the
data and communicating the results
• Sub practice 4 Review and update the proposed content and
format of the specified analysis and reports
• Sub practice 5 Update measures and measurement objectives as
necessary
• Sub practice 6 Specify criteria for evaluating the utility of the
analysis results, and of the conduct of the M&A activities
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15. SM
CMMI
Pittsburgh, PA 15213-3890
“Critical” SPs in M & A
SG 1 Align Measurement and Analysis Activities [PA154.IG101]
• SP 1.4 Specify Analysis Procedures
• Sub practice 2 Select appropriate data analysis methods and
tools
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16. SM
CMMI
Pittsburgh, PA 15213-3890
“Critical” SPs in M & A
SG 1 Align Measurement and Analysis Activities [PA154.IG101]
• SP 1.4 Specify Analysis Procedures
• Sub practice 4 Review and update the proposed content and
format of the specified analysis and reports
The measurements may also be derived using the Goal Question
Metric (GQM) method. The GQM method includes:
• a. Identifying the information goal
• b. Identifying questions that determine whether the goal is being
met
• c. Identifying the specific parameters that must be measured to
answer the questions
• d.Applying the measures selected and evaluating their usefulness
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17. SM
CMMI
Pittsburgh, PA 15213-3890
“Critical” SPs in M & A
SG 1 Align Measurement and Analysis Activities [PA154.IG101]
• SP 1.4 Specify Analysis Procedures
• Sub practice 6 Specify criteria for evaluating the utility of the
analysis results, and of the conduct of the M&A activities
• a) Divisions shall establish and maintain measurement objectives
derived from identified organizational needs and objectives.
• b) Divisions shall derive organizational measurements based on
organizational measurement objectives.
• c) Projects shall establish and maintain measurement objectives
derived from organizational objectives and project needs and
objectives.
• d) Projects shall derive project measurements based on project
measurement objectives.
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18. SM
CMMI
Pittsburgh, PA 15213-3890
“Critical” SPs in M & A
• SG 2 Provide Measurement Results [PA154.IG102]
• SP 2.1 Collect Measurement Data
• SP 2.2 Analyze Measurement Data
• SP 2.3 Store Data and Results
• SP 2.4 Communicate Results
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19. SM
CMMI
Pittsburgh, PA 15213-3890
“Critical” SPs in M & A
• SG 2 Provide Measurement Results [PA154.IG102]
• SP 2.2 Analyze Measurement Data
• Sub practice 1 Conduct initial analysis, interpret the
results, and draw preliminary conclusions
• Sub practice 2 Conduct additional M&A as necessary and
prepare results for presentation
• Sub practice 3 Review the initial results with relevant
stakeholders
• Sub practice 4 Refine criteria for future analysis
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20. SM
CMMI
Pittsburgh, PA 15213-3890
“Critical” SPs in M & A
• SG 2 Provide Measurement Results [PA154.IG102]
• SP 2.2 Analyze Measurement Data
• Sub practice 1 Conduct initial analysis, interpret the
results, and draw preliminary conclusions
Refer next two slides
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21. SM
CMMI
Pittsburgh, PA 15213-3890
Metrics can be generally classified into two types:
· trend-based
· limit-based
Trend-based Metrics: – these are used when expected or planned value
changes regularly over time. Typical examples of this type of metric
are growth of code size, no. of units completed etc.
Limit-based Metric: – These are used when expected or planned value
remains relatively constant over time. Typical examples of this type of
metric are effort estimation variance, schedule estimation variance,
productivity etc.
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22. SM
CMMI
Pittsburgh, PA 15213-3890
In simplest form metric is analysed in following steps
· Compute the metric using the collected data
· Compare the computed value for the metric with defined goal and
allowable range as per the metric plan
· If the computed metric value is outside the range, then a cause
analysis is performed to identify the cause for this exception /
deviation.
Once the cause(s) has been established, identify the corrective
actions that need to be taken
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23. SM
CMMI
Pittsburgh, PA 15213-3890
“Critical” SPs in M & A
• SG 2 Provide Measurement Results [PA154.IG102]
• SP 2.2 Analyze Measurement Data
• Sub practice 3 Review the initial results with relevant
stakeholders
Refer next two slides
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24. SM
CMMI
Pittsburgh, PA 15213-3890
“Critical” SPs in M & A
Taking corrective actions based on Metric Analysis
• Probable causes for exception may include one or more of the
following
• Complexity of Project - New technology
• Lack of experience and skills - Attrition
• Frequent Changes - Unclear requirements
• Resources not available - Under estimation
• Lack of process compliance
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25. SM
CMMI
Pittsburgh, PA 15213-3890
“Critical” SPs in M & A
• Corrective actions may include one or more of the following
• Replanning the project schedules, estimates, risk etc
• Improving process compliance in the project
• Giving project specific training to the project teams
• Proper change control
• Close monitoring and tracking
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26. SM
CMMI
Pittsburgh, PA 15213-3890
“Critical” SPs in M & A
• SG 2 Provide Measurement Results [PA154.IG102]
• SP 2.4 Communicate Results
• Sub practice 1 Keep relevant stakeholders apprised of
measurement results on a timely basis
• Sub practice 2 Assist relevant stakeholders in
understanding the results
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27. SM
CMMI
Pittsburgh, PA 15213-3890
“Critical” SPs in M & A
• SG 2 Provide Measurement Results [PA154.IG102]
• SP 2.4 Communicate Results
• Sub practice 2 Assist relevant stakeholders in
understanding the results
• Conduct training sessions on quality tools like Pareto Analysis, cause
and Effect diagram
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28. SM
CMMI
Pittsburgh, PA 15213-3890
Generic Practices and M & A
• GG 2 Institutionalize a Managed Process [CL103.GL101]
• GP 2.5 (AB 4) Train People
Train M&A stake holders on
• Statistical techniques
• Data collection, analysis and reporting processes
• Goal Question Metrics
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29. SM
CMMI
Pittsburgh, PA 15213-3890
Generic Practices and M & A
• GG 2 Institutionalize a Managed Process [CL103.GL101]
• GP 2.7 (DI 2) Identify and Involve Relevant Stakeholders
• This is achieved by setting up standards for flowing down of
organizational quality goals through a set of questionnaire
passed on to relevant stakeholders and compiling the same
on regular intervals.
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30. SM
CMMI
Pittsburgh, PA 15213-3890
Generic Practices and M & A
• GG 2 Institutionalize a Managed Process [CL103.GL101]
• GP 2.8 (DI 3) Monitor and Control the Process
As discussed in Slide # 15, SG1
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31. SM
CMMI
Pittsburgh, PA 15213-3890
Generic Practices and M & A
• GG 2 Institutionalize a Managed Process [CL103.GL101]
• GP 2.10 (VE 2) Review Status with Higher Level Management
• Presentations could be in the form of “Stop Light” charts,
indicating the Red/Yellow/Green status of each major area.
The determination of Red, Yellow or Green status shall be
based on pre-established threshold values.
• Areas with Red or Yellow status on the Stop Light Charts
shall have backup metrics trend data and an action plan to
improve the status.
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32. SM
CMMI
Pittsburgh, PA 15213-3890
Thank You
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