Standard CMMI Appraisal Method for Process Improvement (SCAMPI)

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1.4.2 Administer Instruments Activity Description Required Practices Parameters and Limits This activity involves the administration of instruments for the appraisal that are additional to the input data (such as process implementation indicators provided by the organization as input to the appraisal). It includes the use of structured techniques and work aids (e.g., surveys, questionnaires, or an objective evidence database) to assist the organizational unit in characterizing their process and supporting objective evidence in terms of model practices. A practice-based questionnaire is also a commonly used instrument during appraisals. Such questionnaires typically have a series of focused questions, each one providing an opportunity for the respondent to answer a closedended question about a practice. In addition, the respondent is given an opportunity to write a clarifying comment that serves to elaborate on the closed-ended response. Administer appraisal instruments for the entry of data by appraisal participants. The application of this activity to generate instrument data to support the data collection plan is limited to the instruments identified in the Data Collection Plan. Instruments are typically administered by representatives of the appraisal team. The appraisal team leader is responsible for negotiating additional time and resources if the data provided using instruments is incomplete. It is also the responsibility of the appraisal team leader to avoid requesting duplicate data entry on multiple instruments. No organization should be asked to provide the same information in two (or more) formats. Whatever vehicle is used, the resultant data must provide information about the extent of the implementation of model practices in the organizational unit and the sampled projects. Continued on next page Page II-52 CMU/SEI-2001-HB-001
1.4.2 Administer Instruments (continued) Optional Practices Implementation Guidance Establish an organizational asset (or rely on an existing one) that documents and maintains the traceability of implemented practices to model practices. Conduct a workshop to document the PIIs for the organization. The use of instruments to gather written information from members of the organization provides a relatively low-cost data collection technique when done well. Data of this type tend to be most useful when provided early in the appraisal conduct, and can lead to valuable insights about where data may be sought during subsequent data collection events. Since there is limited opportunity for elaboration and “branching” to related topics, responses to instruments can sometimes raise more questions than they answer for the appraisal team member trying to interpret the responses. Furthermore, instruments that contain excessive jargon or complicated terminology may hinder data collection rather than help. Confused respondents will do their best to answer the question they don’t quite understand, and the response is interpreted based on the question that was intended. Having a knowledgeable person present during the administration of an instrument can help mitigate the risk of miscommunication. One of the attractive features of instruments for the purpose of data collection is that they can be used to establish a “scoring scheme” that reduces the burden of interpretation for the recipient of the data. Such schemes do not exist for SCAMPI, and the use of a shortcut of this type is a violation of the principle that focuses rating judgments on the goals of the PAs in CMMI models. The practices found in CMMI models are Expected Components, while the goals in the models are Required Components. While the satisfaction of a PA goal is predicated on the implementation of practices found in the model (or acceptable alternatives), there is no strict aggregation scheme that allows one to infer goal satisfaction based on practice implementation alone. Rating judgments are based on multiple sources of objective evidence and the reasoned consideration of strengths and weaknesses, in aggregate. Whenever possible, documents mentioned in the responses to questionnaires or other instruments should be requested for team review early in the process, so that any misleading references will not cause undue confusion later. CMU/SEI-2001-HB-001 Page II-53
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Standard CMMI SM Appraisal Method f
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This report was prepared for the SE
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Focused Investigation 23 Practice I
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2.2.2 Characterize Implementation o
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I-vi CMU/SEI-2001-HB-001
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I-x CMU/SEI-2001-HB-001
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I-xii CMU/SEI-2001-HB-001
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I-2 CMU/SEI-2001-HB-001
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Table I-2: Part II Contents Phase P
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Part II People who will enact an ap
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I-8 CMU/SEI-2001-HB-001
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As the CMMI Steward , the SEI suppo
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Upon determining that sufficient co
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I-14 CMU/SEI-2001-HB-001
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The SCAMPI method is also designed
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Usage Mode Process Monitoring Descr
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Method Concepts This section provid
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quirement of the SCAMPI method. Fac
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• Understand what objective evide
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consider all aspects of the process
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Characterizing Practices Verificati
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els. Instruments can take various f
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Method Description This section pro
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I-34 CMU/SEI-2001-HB-001
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Table I-11: SCAMPI Phase Summary: C
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Sponsor, Initial Requirements and C
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2 Conduct Appraisal Appraisal Data,
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Nominal Evaluation Schedule View An
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Page 62 and 63: 1.1 Analyze Requirements (continued
Page 64 and 65: 1.1.1 Determine Appraisal Objective
Page 66 and 67: 1.1.2 Determine Appraisal Constrain
Page 68 and 69: 1.1.3 Determine Appraisal Scope Act
Page 70 and 71: 1.1.3 Determine Appraisal Scope (co
Page 72 and 73: 1.1.4 Determine Outputs Activity De
Page 74 and 75: 1.1.5 Obtain Commitment to Appraisa
Page 78 and 79: 1.2 Develop Appraisal Plan (continu
Page 80 and 81: 1.2.1 Tailor Method Activity Descri
Page 82 and 83: 1.2.2 Identify Needed Resources Act
Page 84 and 85: 1.2.3 Determine Cost and Schedule A
Page 86 and 87: 1.2.4 Plan and Manage Logistics Act
Page 88 and 89: 1.2.6 Obtain Commitment to Appraisa
Page 92 and 93: 1.3 Select and Prepare Team (contin
Page 94 and 95: 1.3.1 Identify Team Leader Activity
Page 96 and 97: 1.3.2 Select Team Members Activity
Page 98 and 99: 1.3.3 Prepare Team Activity Descrip
Page 100 and 101: 1.3.3 Prepare Team (continued) Opti
Page 102 and 103: 1.3.3 Prepare Team (continued) Impl
Page 106 and 107: 1.4 Obtain and Analyze Initial Obje
Page 108 and 109: 1.4.1 Prepare Participants Activity
Page 112 and 113: 1.4.3 Obtain Initial Objective Evid
Page 114 and 115: 1.4.4 Inventory Objective Evidence
Page 116 and 117: 1.4.4 Inventory Objective Evidence
Page 118 and 119: 1.5 Prepare for Collection of Objec
Page 120 and 121: 1.5.1 Perform Readiness Review Acti
Page 122 and 123: 1.5.2 Prepare Data Collection Plan
Page 124 and 125: 1.5.2 Prepare Data Collection Plan
Page 126 and 127: 1.5.3 Replan Data Collection Activi
Page 130 and 131: 2.1 Examine Objective Evidence (con
Page 132 and 133: 2.1.1 Examine Objective Evidence fr
Page 144 and 145: 2.2 Verify and Validate Objective E
Page 146 and 147: 2.2.1 Verify Objective Evidence Act
Page 148 and 149: 2.2.2 Characterize Implementation o
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Page 152 and 153: 2.2.3 Validate Practice Implementat
Page 154 and 155: 2.2.3 Validate Practice Implementat
Page 158 and 159: 2.3 Document Objective Evidence (co
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2.3.1 Take/Review/Tag Notes Activit
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2.3.2 Record Presence/Absence of Ob
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2.3.3 Document Practice Implementat
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2.3.4 Review and Update the Data Co
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2.4 Generate Appraisal Results Purp
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2.4 Generate Appraisal Results (con
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2.4.1 Derive Findings and Rate Goal
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2.4.2a Determine Process Area Capab
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2.4.3a Determine Capability Profile
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2.4.4 Document Appraisal Results Ac
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3.1 Deliver Appraisal Results Purpo
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3.1 Deliver Appraisal Results (cont
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3.1.1 Present Final Findings (conti
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CMU/SEI-2001-HB-001 Page II-129
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3.1.2 Conduct Executive Session(s)
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3.1.3 Plan for Next Steps (continue
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3.2 Package and Archive Appraisal A
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3.2 Package and Archive Appraisal A
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3.2.1 Collect Lessons Learned (cont
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3.2.2 Generate Appraisal Record (co
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3.2.4 Archive and/or Dispose of Key
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Part III: Appendices, References, a
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Appendix A Appraisal Disclosure Sta
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Appendix B The Role of Practice Imp
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time-consuming task of investigatin
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Direct Artifact This PII type is re
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Since models are necessarily expres
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Appendix C Focused Investigation El
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Appendix D ARC/MDD Traceability Tab
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ARC ID ARC Requirement MDD Process
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References/Bibliography [AFMC 94] A
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Glossary The MDD glossary defines m
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the appraisal findings and ratings
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ganization. (See verification-based
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Implemented (PI) are not satisfied.
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supplier). [derived from MDD method
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REPORT DOCUMENTATION PAGE Form Appr
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Standard CMMI Appraisal Method for Process Improvement (SCAMPI)

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