Standard CMMI Appraisal Method for Process Improvement (SCAMPI)

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1.2 Develop Appraisal Plan (continued) Key Points Tools and Techniques Skilled appraisal team leaders will effectively develop and use outputs from the other Planning and Preparation phase activities to achieve clarity of the shared vision necessary to make the tradeoffs and decisions resulting in a final plan. This activity is an important opportunity for the appraisal team leader to demonstrate process discipline, as well as the type of careful planning described in the CMMI model. Experienced appraisal team leaders will leverage data, templates, and assets (developed through their own experience) to improve the completeness and effectiveness of the appraisal plan, recognizing the return on investment that will be obtained through smooth and efficient appraisals. Tools include an appraisal plan template, samples, and embedded procedural guidance in planning templates. Estimation worksheets and methods for assessing the impact of appraisal constraints are also quite useful. Metrics • Calendar time spanned by the activity • Effort consumed in carrying out the activities of this process • Level and frequency of changes to the appraisal plan Verification and Validation • Comparison of actual effort for this activity with historical data accumulated by the appraisal team leader • Review of the appraisal plan by affected stakeholders • Sponsor’s approval of the plan Records • Estimation worksheets (if used) • Appraisal plan (see activity 1.2.6 for a detailed list of plan contents) Tailoring • In some applications, planning templates and procedures in routine use within the organization can be adapted to the needs of the appraisal. This aids in communication as well as local ownership of the process. • A structured planning workshop may be of benefit for organizations with limited appraisal experience. Such a workshop is a valuable opportunity to discover risks as well as mitigation strategies. Continued on next page Page II-20 CMU/SEI-2001-HB-001
1.2 Develop Appraisal Plan (continued) Interfaces with Other Processes Summary of Activities The appraisal plan will guide and define the execution of the appraisal such that it is in concert with the business needs and constraints. An initial plan can be generated immediately following consultation with the sponsor. Further refinement is done as detailed planning occurs and new information comes to light in executing appraisal planning and preparation. A final appraisal plan must be completed prior to the completion of process 1.5, Prepare for Collection of Objective Evidence. Typically, resources, method tailoring, model-related decisions, and a planned list of outputs are finalized early on, while cost, schedule, and logistics are finalized later in the Plan and Prepare for Appraisal phase. The appraisal input is a necessary input to the appraisal-planning process. While it may not be necessary to formally separate the requirements analysis activities from the activities described in this section, prior understanding of the appraisal requirements is a necessary input to this process. The plan for the appraisal provides an important vehicle for • documenting agreements and assumptions • establishing and maintaining sponsorship • tracking and reporting the performance of the appraisal process • reinforcing commitments at key points in the appraisal process The distinction between the appraisal input and appraisal plan is intended to separate the key appraisal requirements and strategic objectives, which require high sponsor visibility and change control approval, from the tactical planning details necessary to implement and satisfy these objectives. While sponsor visibility into the appraisal plan is necessary, revisions are typically low-level implementation details and do not ordinarily require sponsor re-approval. In practical use, the appraisal input is often packaged as a component of the appraisal plan, and a single sponsor signature can serve as approval for both. This process is composed of six activities summarized here and described below. The scope of the appraisal is defined in terms of (a) the portion of the CMMI model that will be investigated and (b) the bounds of the organizational unit for which the results can be considered valid (e.g., a project, a product line, an operating division, a business unit, an entire global enterprise). Method-tailoring choices are made to most effectively achieve appraisal objectives within defined constraints of time, effort, and cost. The resources required to carry out the appraisal are identified. The cost and schedule are negotiated and recorded. The details of logistics, particularly for the on-site period, are documented. Risks and risk-mitigation plans are identified and documented. Completion of these activities results in a welldefined, achievable appraisal plan. CMU/SEI-2001-HB-001 Page II-21
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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-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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As the CMMI Steward , the SEI suppo
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Page 32 and 33: The SCAMPI method is also designed
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Page 36 and 37: Method Concepts This section provid
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Page 48 and 49: Method Description This section pro
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Page 52 and 53: Table I-11: SCAMPI Phase Summary: C
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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
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Page 72 and 73: 1.1.4 Determine Outputs Activity De
Page 74 and 75: 1.1.5 Obtain Commitment to Appraisa
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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
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Page 106 and 107: 1.4 Obtain and Analyze Initial Obje
Page 108 and 109: 1.4.1 Prepare Participants Activity
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Page 112 and 113: 1.4.3 Obtain Initial Objective Evid
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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
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Page 126 and 127: 1.5.3 Replan Data Collection Activi
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2.1 Examine Objective Evidence (con
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2.1.1 Examine Objective Evidence fr
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2.2 Verify and Validate Objective E
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2.2.1 Verify Objective Evidence Act
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2.2.3 Validate Practice Implementat
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2.2.3 Validate Practice Implementat
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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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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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