Standard CMMI Appraisal Method for Process Improvement (SCAMPI)

More documents

Recommendations

Info

1.1 Analyze Requirements (continued) Key Points Tools and Techniques Metrics Verification and Validation Records Tailoring At this early stage in the process, gathering information that supports good planning is most important. Often, the appraisal team leader must educate members of the sponsor’s organization in the purpose and role of appraisals. Collaborative consultation between the appraisal team leader and the appraisal sponsor is important in this activity. The appraisal team leader may be able to simply interview the sponsor to get the needed information and reach agreements. In some settings, a series of meetings with different stakeholders may be needed to elicit and build consensus on the business needs that can be met through a SCAMPI appraisal. Understanding the history of appraisals in the organization, especially the organizational and model scope of past appraisals, is important for understanding the requirements for the appraisal under consideration. The choices sponsors make about appraisal scope are often tied to their (sometimes-unstated) priorities for process improvement. A number of metrics support the appraisal team leader’s monitoring of this work: • calendar time between initial contact and finalization of requirements • effort expended to gather and analyze requirements • number of meetings with representatives of the sponsoring and/or appraised organization The exit criterion for this activity is the formal approval of the appraisal input and its placement under change management. Review of the documented agreements resulting from the work of this set of activities will serve to validate the requirements, which feed into appraisal planning. The appraisal input The experience of the sponsor with process appraisals will drive tailoring choices for this process. • A relatively inexperienced appraisal sponsor will need a great deal of information and collaborative consultation to provide meaningful and complete requirements for the appraisal. • Experienced sponsors may have overly aggressive requirements. Continued on next page Page II-4 CMU/SEI-2001-HB-001
1.1 Analyze Requirements (continued) Interfaces with Other Processes Summary of Activities This process is a foundation for the success or failure of the entire appraisal; it is at this point in the appraisal that the most leverage exists for avoiding problems and issues downstream. Gathering and understanding the requirements for the conduct of a SCAMPI appraisal is vital to making appropriate decisions and providing value to the sponsor. Many examples of problems encountered during appraisals can be traced to shortcomings in the conduct of this process. The extent to which the activities described here are distinct from the activities described in the next process, Develop Appraisal Plan, will depend on the strategy and preferences of both the appraisal team leader and the appraisal sponsor. The objectives that motivate the conduct of an appraisal must be well understood so that appropriate participants, tailoring decisions, and appraisal outputs can be selected. The constraints that shape the appraisal enactment, in light of the objectives, may limit achievement of the desired result if they are not adequately understood and negotiated. A clear agreement regarding appraisal outputs and their intended usage will help maintain the sponsorship needed for conducting the appraisal and acting on the results. Establishing agreement on these objectives, constraints, outputs, and intended usage forms the basis for a commitment to the plan for conducting the appraisal. CMU/SEI-2001-HB-001 Page II-5
Page 1:
Standard CMMI SM Appraisal Method f
Page 4 and 5:
This report was prepared for the SE
Page 6 and 7:
Focused Investigation 23 Practice I
Page 8 and 9:
2.2.2 Characterize Implementation o
Page 10 and 11:
I-vi CMU/SEI-2001-HB-001
Page 12 and 13: I-viii CMU/SEI-2001-HB-001
Page 14 and 15: I-x CMU/SEI-2001-HB-001
Page 16 and 17: I-xii CMU/SEI-2001-HB-001
Page 18 and 19: I-2 CMU/SEI-2001-HB-001
Page 20 and 21: Table I-2: Part II Contents Phase P
Page 22 and 23: Part II People who will enact an ap
Page 26 and 27: As the CMMI Steward , the SEI suppo
Page 28 and 29: Upon determining that sufficient co
Page 32 and 33: The SCAMPI method is also designed
Page 34 and 35: Usage Mode Process Monitoring Descr
Page 36 and 37: Method Concepts This section provid
Page 38 and 39: quirement of the SCAMPI method. Fac
Page 40 and 41: • Understand what objective evide
Page 42 and 43: consider all aspects of the process
Page 44 and 45: Characterizing Practices Verificati
Page 46 and 47: els. Instruments can take various f
Page 48 and 49: Method Description This section pro
Page 52 and 53: Table I-11: SCAMPI Phase Summary: C
Page 54 and 55: Sponsor, Initial Requirements and C
Page 56 and 57: 2 Conduct Appraisal Appraisal Data,
Page 58 and 59: Nominal Evaluation Schedule View An
Page 60 and 61: Page II-2 CMU/SEI-2001-HB-001
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 110 and 111: 1.4.2 Administer Instruments Activi
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 128 and 129:
Page II-70 CMU/SEI-2001-HB-001
Page 130 and 131:
2.1 Examine Objective Evidence (con
Page 132 and 133:
2.1.1 Examine Objective Evidence fr
Page 134 and 135:
Page 136 and 137:
Page 138 and 139:
Page 140 and 141:
Page 142 and 143:
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:
Page 150 and 151:
Page 152 and 153:
2.2.3 Validate Practice Implementat
Page 154 and 155:
2.2.3 Validate Practice Implementat
Page 156 and 157:
Page II-98 CMU/SEI-2001-HB-001
Page 158 and 159:
2.3 Document Objective Evidence (co
Page 160 and 161:
2.3.1 Take/Review/Tag Notes Activit
Page 162 and 163:
2.3.2 Record Presence/Absence of Ob
Page 164 and 165:
2.3.3 Document Practice Implementat
Page 166 and 167:
2.3.4 Review and Update the Data Co
Page 169 and 170:
2.4 Generate Appraisal Results Purp
Page 171 and 172:
2.4 Generate Appraisal Results (con
Page 173 and 174:
2.4.1 Derive Findings and Rate Goal
Page 175 and 176:
2.4.2a Determine Process Area Capab
Page 177 and 178:
2.4.3a Determine Capability Profile
Page 179 and 180:
2.4.4 Document Appraisal Results Ac
Page 181 and 182:
3.1 Deliver Appraisal Results Purpo
Page 183 and 184:
3.1 Deliver Appraisal Results (cont
Page 185 and 186:
3.1.1 Present Final Findings (conti
Page 187 and 188:
CMU/SEI-2001-HB-001 Page II-129
Page 189 and 190:
3.1.2 Conduct Executive Session(s)
Page 191 and 192:
3.1.3 Plan for Next Steps (continue
Page 193 and 194:
3.2 Package and Archive Appraisal A
Page 195 and 196:
3.2 Package and Archive Appraisal A
Page 197 and 198:
3.2.1 Collect Lessons Learned (cont
Page 199 and 200:
3.2.2 Generate Appraisal Record (co
Page 201 and 202:
3.2.4 Archive and/or Dispose of Key
Page 203 and 204:
Part III: Appendices, References, a
Page 205 and 206:
Appendix A Appraisal Disclosure Sta
Page 207 and 208:
Appendix B The Role of Practice Imp
Page 209 and 210:
time-consuming task of investigatin
Page 211 and 212:
Direct Artifact This PII type is re
Page 213 and 214:
Since models are necessarily expres
Page 215 and 216:
Appendix C Focused Investigation El
Page 217 and 218:
Appendix D ARC/MDD Traceability Tab
Page 219 and 220:
ARC ID ARC Requirement MDD Process
Page 221 and 222:
Page 223 and 224:
Page 225 and 226:
Page 227 and 228:
Page 229 and 230:
Page 231 and 232:
Page 233 and 234:
References/Bibliography [AFMC 94] A
Page 235 and 236:
Glossary The MDD glossary defines m
Page 237 and 238:
the appraisal findings and ratings
Page 239 and 240:
ganization. (See verification-based
Page 241 and 242:
Implemented (PI) are not satisfied.
Page 243 and 244:
supplier). [derived from MDD method
Page 245:
REPORT DOCUMENTATION PAGE Form Appr
show all

Standard CMMI Appraisal Method for Process Improvement (SCAMPI)

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?