Standard CMMI Appraisal Method for Process Improvement (SCAMPI)

More documents

Recommendations

Info

1.3.1 Identify Team Leader Activity Description Required Practices Parameters and Limits Optional Practices The appraisal sponsor is responsible for selecting an appraisal team leader who has the appropriate experience, knowledge, and skills to take responsibility for and lead the appraisal. By definition an appraisal team leader must be a SCAMPI Lead Appraiser, authorized by the SEI Appraiser Program, and must be a member of that program in good standing. The SEI Appraiser Program is described on the SEI Web site at . The appraisal team leader is responsible for ensuring that the appraisal is conducted in accordance with SCAMPI requirements, with tailoring to meet appraisal objectives and constraints within allowable bounds defined by the method. • Select an authorized SCAMPI Lead Appraiser to serve as the appraisal team leader. • Verify the qualifications of the appraisal team leader (experience, knowledge, and skills). The appraisal team leader must be an SEI-authorized SCAMPI Lead Appraiser in good standing. This can be verified on the Web or by contacting the SEI CMMI Steward directly. There can be only one official appraisal team leader on any given appraisal. The appraisal team leader has sole discretion to delegate important tasks to appraisal team members, but cannot delegate leadership responsibility or ultimate responsibility for the successful completion of the appraisal. The inclusion of multiple Lead Appraisers on a team for a given appraisal can be a strong asset for the leader of that team. However, the single designated appraisal team leader must perform the leadership role and manage the appraisal process. In some uses of SCAMPI, representatives of the appraisal sponsor may perform a substantial part of the appraisal team leader’s responsibilities in advance of the initial identification of an appraisal team leader. Infrastructures established to manage Supplier Selection, for example, may employ standard acquisition processes that have well-understood interfaces with the appraisal process. Continued on next page Page II-36 CMU/SEI-2001-HB-001
1.3.1 Identify Team Leader (continued) Implementation Guidance SCAMPI Lead Appraisers, by definition, will have participated on a minimum of three appraisals (two as an appraisal team member and one as an appraisal team leader). These requirements are outlined in the SEI Lead Appraiser program. An additional consideration impacting team experience requirements, however, is the appraisal usage mode for SCAMPI. Additional experience may be necessary for the appraisal team leader and/or appraisal team members if the appraisal is for Supplier Selection and/or Process Monitoring or if it will focus heavily on one of the other available disciplines or environments, such as acquisition or Integrated Product and Process Development. Similarly, if the appraisal will be used in a high maturity organization (maturity levels 4-5 or capability levels 4-5), special experience, training, and/or expertise (e.g., statistical process control) may be necessary for that specific appraisal. Appraisal team leader responsibilities are defined and described throughout the SCAMPI MDD, but a summary overview of these responsibilities includes the following: • Confirm the sponsor’s commitment to proceed with the appraisal. • Ensure that appraisal participants are briefed on the purpose, scope, and approach of the appraisal. • Ensure that all appraisal team members have the appropriate experience, knowledge, and skills in the appraisal reference model and in SCAMPI. • Ensure that the appraisal is conducted in accordance with the documented SCAMPI method. • Verify and document that the appraisal method requirements have been met. The appraisal team leader may be selected at any time in the appraisalplanning phase; preferably, the appraisal team leader is selected upon initiation of appraisal activities so that he or she may participate in analyzing the requirements with the appraisal sponsor. In any event, the appraisal team leader should be identified in time to (a) review and approve the appraisal plan with the appraisal sponsor prior to beginning the on-site portion of the appraisal, and (b) ensure adequate planning and the preparation of appraisal team members. CMU/SEI-2001-HB-001 Page II-37
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 24 and 25:
I-8 CMU/SEI-2001-HB-001
Page 26 and 27:
As the CMMI Steward , the SEI suppo
Page 28 and 29:
Upon determining that sufficient co
Page 30 and 31:
I-14 CMU/SEI-2001-HB-001
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 50 and 51: I-34 CMU/SEI-2001-HB-001
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 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 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 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:
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)

Create successful ePaper yourself

Delete template?

Save as template?