CMMI #38-5-2-06 CMMI Overview -...

1 HUNG 5-2-06

CMMI Overview

CMMI Overview及應用於資通訊廠商的影響」

Dr. Chaw-Kwei Hung 洪肇奎

SEI Authorized CMMI Instructor and

SCAMPI Lead Appraiser

National Cheng-Kung University

[email protected]

May 2 2006

2 HUNG 5-2-06

CMMI Overview Agenda

• Business Process• Basic Understanding of the CMMI• CMMI-AM Overview• Taiwan’s System Life Cycle Phases (CMMI)

Characteristics• CMMI Misconceptions and Recommendations

– CMMI評鑑實務與常見缺失改善之經驗分享」

• Q & A

3 HUNG 5-2-06

CMMI OverviewWhat is a Business Process?PEOPLE

PROCESS

TCCHNOLOGYGlue Unifies the other aspects

Major determinants of product cost, schedule, and quality

Knowledge and skillsSelf motivationInter-personnel skillTeam player

4 HUNG 5-2-06

CMMI Overview企業為何需要導入CMMI

•全球化的競爭

•軟體將是一切產業的基礎建設

•CMMI是確保軟體品質及效率的有效方法

5 HUNG 5-2-06

CMMI OverviewThe Evolution of CMM and CMMI-Based Process Improvement

• Carnegic Mellon University – USA DOD Supported Software Engineering Institute (SEI)

• 1987– First CMM published as a technical report

• 1989– Book on the software maturity framework published

• 1991– CMM V. 1.0 for software published

• 1993/1994– CMM V. 1.1 for software published, Personal Software Process (PSP

developed by the SEI• 1995

– New specialized CMM published by the SEI , including CMM’s for acquisition (SA-CMM), system engineering (SE-CMM), integrated product development (IPD-CMM) and human resource management (People-CMM)

6 HUNG 5-2-06

CMMI OverviewThe Evolution of CMM and CMMI-Based Process Improvement (Continue)

• 1996– Team Software Process (TSP developed by the SEI

• 1997– AS new Quality Standards continue to emerge, such as EIA/IS 731,

Capability Maturity Model Integration (CMMI) Project by the USA DOD

• 12/2000– CMMI V. 1.02 Published (III Translation of Chinese Version)

• 12/2001– CMMI V. 1.1Pulblished

• 2003– The SEI has announced - SEI will discontinue any support of CMM

after December 2005• May 2005

– CMMI Acquisition Module (CMMI-AM) Version 1.1

7 HUNG 5-2-06

CMMI Overview For More Information About CMMI

•System Engineering Web Site: http://sepo.spawar.navy.mil/

•Go to CMMI Web site

• http://www.sei.cmu.edu/cmmi

•Contact SEI Customer Relations

•Customer RelationsSoftware Engineering InstituteCarnegie Mellon UniversityPittsburgh, PA 15213-3890FAX: (412) 268-5800

•[email protected]

8 HUNG 5-2-06

CMMI OverviewOfficial Traditional Chinese Translation ofCMMI Models Released , May 4 2005

• The BulletinMay 4, 2005Volume 11, Issue 17.........................................................................

In this issue...

-Official Translation of CMMI Models Released in Traditional Chinese-

• Official Translation of CMMI Models Released in Traditional Chinese

The official Traditional Chinese translation of the CMMI models is now available on the SEI Web site. This official translation was sponsored by the Institute for Information Industry (III), a non-profit organization primarily funded by the Ministry of Economic Affairs in Taiwan. The translation was performed by the Information Engineering Institute (IEI) of the III and verified by an independent quality assurance team led by Dr. Chaw-Kwei Hung.As CMMI is adopted throughout the world, the demand for official translations of CMMI materials from English into other languages is growing. If you are interested in exploring a translation project with the SEI, please contact the SEI Partner Network at [email protected]. As more official translations become available, the SEI will announce their availabilityFor more information about official translations of CMMI models, see http://www.sei.cmu.edu/cmmi/translations/translations.html

9 HUNG 5-2-06

CMMI Overview

CMMI Model Representations•The CMMI provides Two approaches to process improvement.:

–process capability approach -continuous representation

–organizational maturity approach - staged representation

10 HUNG 5-2-06

CMMI OverviewComparing Model Representations

PA PA

Continuous Staged

ML 1

ML2

ML3

ML4

ML5

Cap

abili

ty0

1

2

3

4

5

OrganizationProcess

PA

11 HUNG 5-2-06

CMMI Overview

Initial (1)

Managed (2)

Defined (3)

QuantitativelyManaged (4)

Optimizing (5)

Disciplined process

Standard,consistent process

Predictableprocess

Continuouslyimprovingprocess

Not performed (0)

(performed)

(planned and tracked)

(standard)

(measured)

Staged Improvement Levels

12 HUNG 5-2-06

CMMI Overview

Organizational Innovation and Deployment (OPD)Causal Analysis and Resolution (CAR)

5 Optimizing ContinuousProcess Improvement

4 Quantitatively Managed

QuantitativeManagement

Organizational Process Performance (OPP)Quantitative Project Management (QPM)(QPM)(QPM)

3 Defined ProcessStandardization

Requirements Development (RD)Technical Solution (TS)Product Integration (PI)Verification (VER)Validation (VAL)Organizational Process Focus (OPF)Organizational Process Definition (OPD)Organizational Training (OT) Integrated Project Management(IPPD)Risk Management (RSKM)Integrated Teaming (IT)Decision Analysis and Resolution (DAR)Organizational Environment for Integration (OEI)

2 Managed BasicProjectManagement

Requirements Management (REQM) Project Planning (PP)Project Monitoring and ControlSupplier Agreement Management (SAM)Measurement and Analysis (M&A)Process and Product Quality Assurance (PPQ)Configuration Managemen (CM)t

1 Initial

Staged Organization of PAsLevel Focus

CMMI Maturity Levels

13 HUNG 5-2-06

CMMI Overview

CMMI - SE/SW/IPPD/SS

CMMI

Engineering SupportProcessManagement

ProjectManagement

•Organizational Process Focus

•Organizational Process Definition

•Organizational Training•Organizational Process

Performance•Organizational Innovation

and Deployment

•Project Planning•Project Monitoring and

Control•Supplier Agreement Mgmt.• Integrated Project Mgmt.• Integrated Supplier Management•Risk Management•Quantitative Project Mgmt.• IntegratedTeaming

•Requirements Management•Requirements Development•Technical Solution•Product Integration•Verification•Validation

• Configuration Mgmt.• Process and Product• Quality Assurance• Measurement &

Analysis• Decision Analysis andResolution

• Causal Analysis andResolution

• Organizational Environment forIntegration

14 HUNG 5-2-06

CMMI Overview CMMI-Acquisition Module (AM)What is “Acquisition”

The acquisition life cycle may continue throughout the product’s life cycle through disposal

15 HUNG 5-2-06

CMMI OverviewCMMI-AM

Focus on Acquisition

Acquisition Planning

RFPPrep.

Solicita-tion

Source Selection

System Acceptance

Program Leadership Insight / Oversight

Transition

Plan DesignIntegrate

& TestDevelop Deliver

CMMI-SE/SW/IPPD/SS

CMMI Acquisition Module

Developer

Acquirer

The acquisition life cycle may continue throughout the product’s life cycle through disposal

16 HUNG 5-2-06

CMMI Overview 委外作業與合約流程監控概觀

政府Acquirer

(甲方)

供應商(乙方)Supplier

採購計畫供應商選擇與協議追蹤與監控交付與結案

軟體招標需求書(Request for Proposals, RFP)

* 需求, 成本, 時程

準備需求規劃書

合約

供應商協議

發展驗證(Verification)Progress ReviewsMilestone Reviews

狀態回報里程碑審查問題清單矯正措施

確認(Validation)Acceptance Tests交付

客戶需求接受測試準則

17 HUNG 5-2-06

CMMI OverviewCMMI-AM Structure

•Project Planning•Project Monitor and

Control• Integrated Project

Management•Risk Management•Solicitation and

Contract Monitoring

•Requirements Management•Requirements Development• Verification• Validation

•Measurement andAnalysis

•Decision Analysis andResolution

•Transition to Operationsand Support

18 HUNG 5-2-06

CMMI Overview

SpecificPractices

Structure of the CMMI Staged Representation

GenericGoals

SpecificGoals

Process Area 2Process Area 1 Process Area n

Commitmentto Perform

GenericPractices

Common Features

Abilityto Perform

DirectingImplementation

VerifyingImplementation

Maturity Levels

19 HUNG 5-2-06

CMMI Overview Structure of CMMI-AM

For CMMI-SW/SE

12 Process

Areas

28 Goals

246 Practices

… plus 47 self-assessment questions

20 HUNG 5-2-06

CMMI OverviewCMMI Appraisal Method Classes

SmallMedium LargeTeam size

YesYesNoCMMI-AM Assessment

LowMediumHighResource needed

NoNOYesCMMI Ratings generated

LowMediumHighAmount of objective evidence gathered

SomeMost AllARC requirements applicable

SCAMPIC

SCAMPI B

SCAMPI A

Summary Characteristic

21 HUNG 5-2-06

CMMI Overview

臺灣的競爭力

22 HUNG 5-2-06

CMMI Overview 台灣流程的特性

PlanningRequirementsDesignQuality Assurance

BuildSystem IntegrationChange ControlRelease ControlVersion ControlMaintenance

TAIWAN

USA

23 HUNG 5-2-06

CMMI OverviewTaiwan Information Industry Characteristics

我國資訊國力硬體強軟體差　

• 我國資訊國力硬體強軟體差友善列印【聯合新聞網記者祁安國／報導】 IDC昨日公布今年最新的全球「資訊社會指標」 (Information Society Index)，我國在全球排名第20，但在亞太地區不如香港、新加坡、韓國，我國號稱是資訊大國，可是這次公布的排行榜，透露出台灣只靠「硬」、欠缺「軟」，資訊教育和普及率在亞洲四小龍中敬陪末座。

24 HUNG 5-2-06

CMMI OverviewNumber of CMMI Appraisal by Country

• September 2005

• Taiwan – 18

• China – 62

• Japan – 100

• India – 104

• USA – 365

• United Kingdom – 29

• Korea - 30

• March 2006

• Taiwan – 26

• China – 117

• Japan – 131

• India – 140

• USA – 500

• United Kingdom – 35

• Korea - 50

25 HUNG 5-2-06

CMMI OverviewTaiwan CMMITaiwan CMMI相關網站相關網站v Carnegie Mellon University– Software Engineering Institute:

http://www.sei.cmu.edu/cmmi/ v SPIN- Sournthren Taiwan: (CMMI技術服務網)

http://www.spin-stw.org.twvSPIN-Taiwan: (CMMI技術服務網)

http://www.cmmi.org.tw/v TeraQuest

http://www.teraquest.com/v 自由軟體研發專案(Light-Weight CMMI)

http://credit.csie.ncku.edu.tw/opensource/index.htmv中華民國資訊軟體品質協會:

http://www.csqa.org.tw/v中華民國資訊軟體協會:

http://www.cisanet.org.tw/v經濟部工業局:

http://www.cmmi-taiwan.org.tw/

Basic Understanding of the CMMI

26 HUNG 5-2-06

CMMI Overview

¦行政院科技顧問組於『推動台灣策略性服務產業策略規劃會議』第二次策略規劃會議結論：

提出「推廣CMMI認證制度，提升資訊服務業者之服務品質」--

p鼓勵廠商建立制度提升服務規模與品質ü 2007年促成 LEVEL-3廠商達50家ü 2008年促成 LEVEL-3廠商達70家及LEVEL-5廠商達5家

p2008年起大型政府e化專案採購及旗艦計劃之補助，廠商需達CMMI Level-3以上方可參與

國內國內 CMMI CMMI 推動情形推動情形Basic Understanding of the CMMI

27 HUNG 5-2-06

CMMI Overview中華電信研究所TVAST技術群CMMI ML2&3導入

導入期間導入期間 :: 92.10~迄今(於93.10通過CMMI ML2評鑑) 導入內容摘要導入內容摘要:: 組織規模組織規模 :: 21專案、215人

模模式：式：CMMI SE/SW V1.1成成熟熟度：度：Maturity Level 2&3表述方式：表述方式：Staged Representation評鑑標準：評鑑標準：SCAMPI V1.1

導入單位主要研發項目導入單位主要研發項目::l 固網行動整合加值與新服務技術l 智慧型語音整合服務技術研發l 內容加值服務與管理平台技術l 目錄服務平臺與多管道訊息整合應用l 電子商務技術與商務地圖應用技術研發l IPTV與影視內容管理技術研發l 電腦視覺與影像處理應用技術研發

28 HUNG 5-2-06

CMMI Overview中華電信研究所TOSST技術群CMMI ML2&3導入



導入單位主要研發項目導入單位主要研發項目:: l 服務供裝及網路資源管理技術研發l 線路建構技術研發l 光纖網路器材及監測技術研發l 用戶迴路維運技術研發l 網路管理技術研發l 電信訂單處理整體技術研發l 批價與業者拆攤帳技術研發l 出帳與帳務整合技術研發l 客服互動管理(CIM)技術研發l PKI服務與網路安全技術之研發

29 HUNG 5-2-06

CMMI Overview中華電信數據分公司CMMI ML2&3導入



導入單位主要研發項目導入單位主要研發項目::l Data Service Information Systeml Motor Vehicle and Driver Information Systeml Construction Engineering Management

Information Systeml Bill On-line Service Systeml Government Service Networkl Maritime Information Systeml Government Service Platforml e-Procurement Integrated Systeml Industry/Company Service Platform

30 HUNG 5-2-06

CMMI OverviewITRI CCL-IP Network Technology Division

(K-Division) ML2導入導入期間導入期間 :: 91.6~92.8(於92.8通過CMMI ML2評鑑) 導入內容摘要導入內容摘要:: 組織規模組織規模 :: 10專案、150人

模模式：式：CMMI SE/SW V1.1成成熟熟度：度：Maturity Level 2表述方式：表述方式：Staged Representation評鑑標準：評鑑標準：SCAMPI V1.1

導入單位主要研發項目導入單位主要研發項目::1. IP Based Call Server Technology Sublicensing2. Customer Service System Consulting 3. 4port SOHO Gateway Technical Consulting4. VoIP Digit Phone Transceiver Consulting5. SDR-GPRS/W-CDMA Consulting Service 6. Broadband Wireless Communications Industry

Promotion7. Research of Telecom Platform Industry [pure

technology research]

31 HUNG 5-2-06

CMMI OverviewITRI CCL- Internet SW/SE Technology Office

(W/N4-Division) ML2導入導入期間導入期間 :: 92.8~94.1(於94.1通過CMMI ML2評鑑) 導入內容摘要導入內容摘要:: 組織規模組織規模 :: 15專案、170人

模模式：式：CMMI SE/SW V1.1成成熟熟度：度：Maturity Level 2表述方式：表述方式：Staged Representation評鑑標準：評鑑標準：SCAMPI V1.1

導入單位主要研發項目導入單位主要研發項目::1. Internet Payment including Multi-Payment Framework 2. Internet Security including Cryptography、Information

Security Management System 3. Mobile Internet Service including Mobile Commerce、

Gateway/Proxy/Server Add-on Services 4. Data Mining Technology including Web Content 5. Biomedical monitoring devices, Smart mobile/phone 6. Mobile applications, Web-based applications7. Medical Engineering, Information and Communication

Technologies8. Information Integration with Other Hospital Legacy

Systems

32 HUNG 5-2-06

CMMI OverviewCMMI 應用於資通訊廠商的影響• TL導入CMMI之效益

•建立組織完善之軟體/系統開發流程及專案管理制度•落實需求發展及變更管理流程，有效管控需求變更•提升計畫主持人之專案規劃及專案監控能力•提升專案時程及成本之預估能力•落實品保功能並提升軟體/系統產品品質•強化專案間之協調溝通及資源平衡•建立組織資產館及度量儲存庫，有系統的蒐集及儲存公司之流程及專案資產

•高層主管較易掌控所轄專案之進度及缺失•建立流程持續改善的基礎及機制

33 HUNG 5-2-06

CMMI OverviewCMMI 應用於資通訊廠商的影響• TL導入CMMI之必要性

–政府大力推動• 2008年起廠商需達CMMI Level 3以上方可參與政府e化專案採購及旗艦計畫

• 經濟部工業局編列數億預算(由中華軟體協會及資策會執行)，用以鼓勵及補助廠商導入CMMI制度

• 政府單位刻正積極推廣Acquisition Module，以要求發包及承包單位落實實施CMMI

• 國內各大企業(中鋼、中華電信… )期望合作之協力廠商，都是具備CMMI國際水準之優質廠商，以達共創雙贏之目標

34 HUNG 5-2-06

CMMI OverviewCMMI 應用於資通訊廠商的影響• TL導入CMMI之必要性

–取得國際化之通行證•承接國際(美國… )軟體/系統外包專案，必須具備

CMMI Level 3才有資格•中國大陸政府推動軟體/系統廠商導入CMMI之積極程度，較之台灣有過之而無不及

•印度承接世界60%以上之軟體/系統專案是CMMI最佳實證

35 HUNG 5-2-06

CMMI OverviewCMMI 應用於資通訊廠商的影響• TL實施CMMI之Lesson Learned

• 高層主管的支持與堅持是落實CMMI的重要因素• 流程品保人員須經常實施稽核活動，以達到專案落實執行流程之目的

• 由於組織龐大，現有資訊系統較多，造成度量資料蒐集不易

• 成立軟體工具小組，負責將導入之軟體工具與現有e化系統進行整合，以減少執行流程之負荷

• 需求管理流程須客戶配合才得以發揮成效，因此應積極對客戶進行宣導或教育訓練

• EPG應持續蒐集流程改善建議並進行改善，以使組織流程更臻健全

36 HUNG 5-2-06

CMMI Overview 委外作業與合約流程監控概觀

政府Acquirer

(甲方)

供應商(乙方)Supplier

採購計畫供應商選擇與協議追蹤與監控交付與結案

軟體招標需求書(Request for Proposals, RFP)

* 需求, 成本, 時程

準備需求規劃書

合約

供應商協議

發展驗證(Verification)Progress ReviewsMilestone Reviews

狀態回報里程碑審查問題清單矯正措施

確認(Validation)Acceptance Tests交付

客戶需求接受測試準則

37 HUNG 5-2-06

CMMI Overview台灣軟體採購流程的特性

1. 軟體招標需求書(Request for Proposal, RFP) 不明確

2. 軟體招標需求書的成本和時程不合理3. 專案執行追蹤、監控與驗收的問題4. 甲方 (政府) 與供應商(雙方損失

(Acquirer/Supplier Both Failure)

38 HUNG 5-2-06

CMMI Overview 台灣採購流程的特性1.軟體招標需求書(Request for Proposal, RFP) 不明確開標前– 主席或委員臨時增加需求，當場要求廠商允諾– 議價時告訴廠商只有這些預算，若不承接以後不用來本機關承案

– 故意在標單上填寫特殊規定來排除其他廠商，如未寫清楚退押標金住址或公司負責人 (有些單位允許當場補寫修改)

– 承辦人不明瞭軟體招標書的需求，胡亂拷貝其他廠商規格撰寫成的軟體招標需求書因而造成無廠商可承接或搶標後私下處理

在得標後需求增加– 軟體招標需求書無明確規範，事後廠商進行系統分析訪談時，另外拿一本詳細規格或新表單。

– 軟體招標需求書無明確規範，事後廠商系統分析訪談時功能架構大修改。

39 HUNG 5-2-06

CMMI Overview 台灣採購流程的特性

2.軟體招標需求書的成本和時程不合理– 要求廠商概括承受其它不相關軟體系統及硬體維護– 夾雜與開發本系統不相關的軟硬體– 保固後要求廠商百分之二十架構修改，但廠商無法量化數據百分之二十因而造成全部依客戶需求修改

– 開發工時不客觀(如有廠商先開發，但由其它廠商得標)

– 專案開發驗收一次給錢造成廠商增加人力成本及硬體成本

– 預算不合理只有 100 預算作 200 事情– 時程不合理且沒有估算– 只有編預算但立院或議院未通過就開標，造成廠商結案無法如期收款或要排隊領款

40 HUNG 5-2-06

CMMI Overview 台灣採購流程的特性3. 專案執行追蹤、監控與驗收的問題

– 承辦單位承辦人更換造成推翻部分或全部需求與承諾– 採購單位與承辦單位、使用單位不協調，導致開發完成後進行

驗收時使用單位不簽名– 驗收會議記錄中，要求廠商承諾非合約書以外大量修改– 驗收後無法收到款項(預算被挪用)– 政府臨時政策需求要求廠商慨括承受– 大廠商拿到標案後，扣除20%又轉包給公司，然後該公司又轉

包給小廠商，因此100的政府預算，真正用到建設上的經費也許只有50，承辦人交付與結案的時候因擔心不結案會被記過，因而成果品質低落，可能只有原有30%之功能，而廠商可能還要隔年再補去年的計畫。

41 HUNG 5-2-06

CMMI Overview 台灣採購流程的特性4.政府與供應商雙方損失 (Government and Suppliers Both Failure)

– 軟體開發總價決標 –最低標導致品質降低– 承辦人不敢採評審標而採用最低標(造成人頭公司搶標如500萬

案子由無經驗100萬公司承案)– 評審標之評審委員評鑑標準應予以公開透明化,所選取之評鑑委

員應採隨機選取,不應以主辦機關之口袋名單,而造成保護特定廠商。

– 怕圖利廠商不敢對原本開發廠商作合理議價。– 承辦人怕評審標麻煩造成軟體品質降低。– 因廠商不專業造成專案延誤或廢標無法履行合約– 承辦人無專業技能無法評估合理開發成本及工時造成雙方損失– 承辦人怕預算執行不力專案無法驗收而記過，因而造成軟體品

質降低– 由於最低標，所以供應商無法提升產品品質

42 HUNG 5-2-06

CMMI Overview Objectives –Using CMMI and CMMI-AM

•Using CMMI to Encourage Good Contractor Practices

•Using CMMI-AM to Improve Acquisition Practices

43 HUNG 5-2-06

CMMI OverviewAcquirer/Supplier Mismatch

44 HUNG 5-2-06

CMMI OverviewThe Acquirer’s Concern

• How capable is a

contractor team to

deliver an operational

capability?

•How well is my

Program performing?

Duringsourceselection:

Ongoing:

Maturity Levels at the organizational level arenecessary but not sufficient to provide answers to

these questions at the program level.

45 HUNG 5-2-06

CMMI Overview

46 HUNG 5-2-06

CMMI OverviewRequirements: Input or Output?

You RECEIVE requirements from your customer•Operational needs

You DELIVER requirements to your supplier•Through the solicitation, SOW, SOO, and/or contract

Your job is•To ensure the quality of the inputs•To convert the inputs to the high-quality outputs

47 HUNG 5-2-06

CMMI OverviewRequirements Process Flow

End User Acquirer Contractor 1 Contractor 2

Develop User Scenarios, Product Specifications

Develop Requirements

Manage Requirements Manage Requirements

Inspect Requirements

Refine Requirements

Approve

Baseline Requirements

N

Y

48 HUNG 5-2-06

CMMI OverviewRoles and Information Exchange

Pre-award activities•RFP prep.•Contract

Award

Post-award

activities•monitor &overseeprogress

•quality oftangibles

PMO FunctionalRequirements

Develop,customize,integrate

•software

•systems•COTS

Contractor

StatusInformation

InterimDocuments,Tangibles

Sub-contractors

Directions,Corrections

Deliverables

49 HUNG 5-2-06

CMMI Overview

CMMI評鑑實務與常見缺失改善之經驗分享」

50 HUNG 5-2-06

CMMI Overview Agenda

• Taiwan’s SCAMPI Experience

• 14 CMMI SCAMPI Lesson Learned and Recommendations

51 HUNG 5-2-06

CMMI Overview 1. Senior and Middle Management Support

• Required Interview with Company’s Senior and Middle Managers

• To get their Commitments

• No Free $$

52 HUNG 5-2-06

CMMI Overview 2. Market Management Participated

• To solve Market Team and Engineer Team’s Conflict

• Market Manager should Involve Requirement management and Requirement Development Process Areas – Part of Engineering Process Group (EPG) and

Act as Requirement management Process Owner

53 HUNG 5-2-06

CMMI Overview 3. Don’t Skip ML 2Moving from ML 1 to ML 3 - Skip ML 2

‧ At level 2, the focus is on projects.‧ At level 3, two additional generic practices are

implemented by level 2 process area –GP3.1 Establish a Defined process–GP3.2 Collect Improvement Information

‧ At level 3, the emphasis shifts to the organization.–Best practices are gathered by MA( a long

period) across the organization (ML 2).–Processes are tailored as appropriate.––Engineering (RD, TS, PI, VER, VAL), Engineering (RD, TS, PI, VER, VAL),

Infrastructure (OPF, OPD, OT), Project (RSKM, Infrastructure (OPF, OPD, OT), Project (RSKM, IPM), Support (DAR)IPM), Support (DAR)

54 HUNG 5-2-06

CMMI Overview 4. Don’t Skip ML 4

Moving from ML 3 to ML 5 - Skip ML 4• ML4: Organizational Process Performance (OPP) and

Quantitative Project Management (QPM)

• ML 4- Remove All Special Cause of Process Variation –Achieve Stable Process

• The process Performance Baselines include:– Individual process elements (ex. Rest-case inspection element, ML

2 and ML 3 )– Sequence of connected processes– Processes that cover the entire life of the project (Req. Management)– Process for developing individual work products

55 HUNG 5-2-06

CMMI Overview 5 Any Size and Category Organization Can Apply CMMI

• Category More then IT Services

• Small Organization (~ 30 Employee)– CMMI fit in the Small Organization – Tailoring– Collaboration of Companies– See SEI Report – Organization Size– See Southern Taiwan –D&S Digital Can Develop

Measurement and Analysis Tool

56 HUNG 5-2-06

CMMI Overview 6. Maturity Level Misconception

CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2Only

All Company Achieved CMMI ML 2??????

Consequence: Damage your Company’s Reputation

57 HUNG 5-2-06

CMMI Overview7. Improve Process Areas

• Requirement Change Control

• Estimation and Cost Concepts

• Enhance Measurement and Analysis Process Areas

58 HUNG 5-2-06

CMMI Overview 8. Keep SCAMPI Quality

SCAMPI Practices Implementation Indicator (PII) ex. Affirmations

– It is not answers to a pre-defined questions– How CMMI work was done in the

Organization Unit (OU) rather than the correct answers to the CMMI questions

– CMMI Practices for Organization Business Objectives !!!!!!

59 HUNG 5-2-06


• SCAMPI Lead Appraiser (LA) Quality– Provide Objectives– Establish Taiwan’s LA Association to Keep Good

Quality

60 HUNG 5-2-06


• Organization Should Establish Self-Assessment Capability – Provide Class B and Class C Assessment

• Build Good EPG Team Leader and Assessment Team Members (ATM)

61 HUNG 5-2-06

CMMI Overview 9. Tool Utilization

Tools vs CMMI通過 CMMI 評鑑• Collect “process requirements” for support tools

and investigate possible short-term and long-term tool solutions.

• 工具是配合各流程使用，僅是『輔助』工作，流程的制定、產品開發設計能力的培養更為重要

• Tools are neither a necessary conditions nor a sufficient conditions for OU通過 CMMI 評鑑

62 HUNG 5-2-06

CMMI Overview 10. 國際化加強國際化，引進國外計畫讓臺灣具有

CMMI認證的公司能夠有機會接受案子– Ex. Promote Out-Sourcing Opportunity from USA to

Taiwan’s CMMI認證的公司– III, ITRI and Chunghwa Telecom.should

provide the driving forces ex. Any project 60% outsourcing to industry

•專業分工• Provide Products and Services Quality Control -

CMMI Standard

63 HUNG 5-2-06

CMMI Overview 11. Each Companies Has Different

• No Single Standard Set of Process for All Companies

• Each Companies Has Different Business Objective and Culture

•活學活用因地制宜

64 HUNG 5-2-06

CMMI Overview

Q & A

CMMI #38-5-2-06 CMMI Overview -...

Documents

Transcript of CMMI #38-5-2-06 CMMI Overview -...