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  1. 2. Birds Overview to CMM What you should know
  2. 3. <ul><ul><ul><li>Success is defined as projects delivered on time, within budget, and with specified functionality which was achieved in only 28% of projects </li></ul></ul></ul><ul><ul><ul><li>another 49% were completed but delivered late, over budget or with fewer features and functions than originally specified </li></ul></ul></ul><ul><ul><ul><li>the remaining 23% of projects completely failed or were cancelled. </li></ul></ul></ul><ul><ul><ul><li>Source Research Report Standish Group in 2001 </li></ul></ul></ul>
  3. 4. Why do projects Fail <ul><li>Many developers don't actually know much about the nature of the business(es) that will be using their software. </li></ul><ul><li>This often means spelling out the obvious using some kind of Business Process diagramming and using that to clarify requirements. </li></ul><ul><li>Many young developers lack the understanding of words “Quality”, “Process” and don’t work in structured way. </li></ul>
  4. 5. Why do projects Fail .. <ul><li>Project Planning if done is just to satisfy the clients in Small IT Organizations and Partially done in Mid-sized organizations. </li></ul><ul><li>Software Developers think it is boring to do business modeling or design and jump to do only Coding. </li></ul><ul><li>Most of the projects are led by Senior programmers and not by Trained Project Managers. </li></ul>
  5. 6. What’s Next for me. <ul><li>Deming’s continuous improvement cycle </li></ul><ul><ul><li>Plan </li></ul></ul><ul><ul><li>Do </li></ul></ul><ul><ul><li>Check </li></ul></ul><ul><ul><li>Act </li></ul></ul>
  6. 7. What to Plan? <ul><li>Plan a process </li></ul><ul><li>Freeze Standards </li></ul><ul><li>Set Examples on why projects fail </li></ul><ul><li>Plan a Certification </li></ul>
  7. 8. What to Do? <ul><li>Give motivating lectures </li></ul><ul><li>Create Templates </li></ul><ul><li>Train your project teams on Project Management and Project Planning. </li></ul>
  8. 9. What to Check? <ul><li>if people understood the procedures and processes </li></ul><ul><li>if processes and procedures are being used by team in the projects </li></ul><ul><li>Improvement in projects </li></ul>
  9. 10. Act <ul><li>revise your plans if required. </li></ul><ul><li>Else plan more examples, training </li></ul><ul><li>If every thing is as expected then time for Project Management “Beyond first steps for software projects”. </li></ul>
  10. 11. First Steps <ul><li>Understand what Process is and Map to where you are on process Road Map </li></ul>
  11. 12. What is CMM? <ul><li>CMM stands for Capability Maturity Model. </li></ul><ul><li>CMM describes the principles and practices underlying software process maturity. </li></ul>
  12. 13. CMM Levels <ul><li>Level 1 : Initial </li></ul><ul><li>Level 2 : Repeatable </li></ul><ul><li>Level 3 : Defined </li></ul><ul><li>Level 4 : Managed </li></ul><ul><li>Level 5 : Optimizing </li></ul>
  13. 14. Key Process Areas <ul><li>Starting from a base of ad hoc, chaotic processes, </li></ul><ul><li>each level focuses on a series of Key Process </li></ul><ul><li>Areas (KPAs) which, when improved, enable an </li></ul>
  14. 15. Key Process Areas <ul><li>organisation to advance to the next level of maturity. </li></ul><ul><li>Each KPA is composed of a series of critical practices </li></ul><ul><li>that must be in place to satisfy process goals. </li></ul>
  15. 16. Key Process Areas <ul><li>These practices describe the activities and </li></ul><ul><li>infrastructure needed to ensure the effective </li></ul><ul><li>implementation and assimilation of the KPA. </li></ul>
  16. 17. Level 1 : Initial <ul><li>The software process is characterized as ad hoc, and occasionally even chaotic. </li></ul><ul><li>Few processes are defined, and success depends on individual effort. </li></ul>
  17. 18. KPA : Level 1 <ul><li>No KPAs </li></ul>
  18. 19. Level 2 : Repeatable <ul><li>Basic Project management processes are established to track </li></ul><ul><ul><li>costs, </li></ul></ul><ul><ul><li>schedule and </li></ul></ul><ul><ul><li>functionality. </li></ul></ul><ul><li>The necessary process discipline is in place to repeat earlier successes on projects with similar applications. </li></ul>
  19. 20. KPA : Level 2 <ul><li>Requirements Management </li></ul><ul><li>Project Planning </li></ul><ul><li>Project Tracking & Oversight </li></ul><ul><li>Sub Contract Management </li></ul><ul><li>Quality Assurance </li></ul><ul><li>Configuration Management </li></ul>
  20. 21. Level 3 : Defined <ul><li>The software process for both management and engineering activities is </li></ul><ul><ul><li>documented, </li></ul></ul><ul><ul><li>standardized and </li></ul></ul><ul><ul><li>integrated </li></ul></ul><ul><li>into an organization-wide software process. </li></ul>
  21. 22. Level 3 : Defined <ul><li>All projects use a documented and approved version of the organization’s process for developing and maintaining software. </li></ul><ul><li>This level includes all characteristics defined for level 2. </li></ul>
  22. 23. KPA : Level 3 <ul><li>Organisation Process Focus </li></ul><ul><li>Organisation Process Definition </li></ul><ul><li>Training Program </li></ul><ul><li>Integrated Software Management </li></ul><ul><li>Software Product Engineering </li></ul><ul><li>Inter group Coordination </li></ul><ul><li>Peer Reviews </li></ul>
  23. 24. Level 4 : Managed <ul><li>Detailed measures of the software process and product quality are collected. </li></ul><ul><li>Both the software process and products are quantitatively understood and controlled using detailed measures. </li></ul><ul><li>This level includes all characteristics defined for level 3. </li></ul>
  24. 25. KPA : Level 4 <ul><li>Quantitative Process Management </li></ul><ul><li>Quality Management </li></ul>
  25. 26. Level 5 : Optimizing <ul><li>Continuous process improvement is enabled by quantitative feedback from the process and from testing innovative ideas and technologies. </li></ul><ul><li>This level includes all characteristics defined for level 4. </li></ul>
  26. 27. KPA : Level 5 <ul><li>Defect Prevention </li></ul><ul><li>Technology Change Management </li></ul><ul><li>Process Change Management </li></ul>
  27. 28. Does CMM really work? <ul><li>The following table show an example of CMM Project Statistics based upon a sample of 1000 projects delivering 2000 KLOC Development Project </li></ul>Source : Master Systems Inc.
  28. 29. What are you thinking know? <ul><li>Project Planning </li></ul><ul><li>Reduced Project Time </li></ul><ul><li>Minimise Errors </li></ul><ul><li>Increased Profits </li></ul><ul><li>Deliver Quality Software to your clients </li></ul>
  29. 30. Solution A Process Driven Approach Contact