7. Capability Maturity Model Integration (CMMI) - tud.ttu.ee

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Produce quality products or services• The process-improvement concept inCMMI models evolved out of the Deming,Juran, and Crosby quality paradigm:– Quality products are a result of qualityprocesses• CMMI has a strong focus on qualityrelatedactivities including requirementsmanagement, quality assurance,verification, and validation.19Current ROI Value to ProgramsA report by Dod Data & Analysis Center for Software(DACS) found:Application of SPI to “Example organization withexample projects”:Development costs Reduced 73%Rework costs Reduced 96%Average schedule length Reduced 37%Post-release defects Reduced 80%Weighted risk likelihood Reduced 92%Return on investment 21:12010
Improvements from AdoptingSW-CMMPercentage Improvement403530252015105035%19%39%Savings vs. cost ofsoftware processimprovement(median) 5:1Productivity(increase)Time to market(reduction)Post-releasedefect reports(reduction)Annual Medians21Create value for the stockholders• Mature organizations are more likely to makebetter cost and revenue estimates than thosewith less maturity, and then perform in line withthose estimates.• CMMI supports quality products, predictableschedules, and effective measurement tosupport management in making accurate anddefensible forecasts.• This process maturity can guard against projectperformance problems that could weaken thevalue of the organization in the eyes ofinvestors.2211
Page 3 and 4: The Frameworks Quagmire (present)PS
Page 7 and 8: CMM-i probleemid• Kosemudelil tug
Page 9: Process Improvement• The improvem
Page 13 and 14: Enhance customer satisfaction• Me
Page 15 and 16: Gain an industry-wide recognitionfo
Page 17 and 18: The CMMI Product Line ApproachSWIPP
Page 19 and 20: Systems Engineering CapabilityModel
Page 21 and 22: Supplier Sourcing (SS)• Project m
Page 23 and 24: One Model, Two RepresentationsAppen
Page 25 and 26: ExpectedRequiredCMMI Model Structur
Page 27 and 28: Continuous Models• The generic pr
Page 29 and 30: CMMI Model Representations• The C
Page 31 and 32: Continuous Grouping -Process Manage
Page 33 and 34: CMMI Dimensions forMeasuring Improv
Page 35 and 36: Buildingcapability69Maturity Dimens
Page 37 and 38: Content of CMMIBuyer/Supplier Misma
Page 39 and 40: CMMI PAs in PSP and TSPLevel Focus
Page 41 and 42: Specific Goals - RequirementsManage
Page 43 and 44: Expected Materials• The only expe
Page 45 and 46: Specific Practices Associated withS
Page 47 and 48: CMMI Process AreasProcess Areas by
Page 49 and 50: CMMI as an Enterprise Process-Impro
Page 51 and 52: Process Management Process Areas101
Page 53 and 54: CMMI transition project: Schedule
Page 55 and 56: The IEEE/EIA 12207 Software LifeCyc
Page 57 and 58: CMMI SE/SW/IPPD/SS v1.1 StandardsM
Page 59 and 60: An Example - RequirementsDevelopmen
Page 61 and 62:
An Example - RequirementsDevelopmen
Page 63 and 64:
Strategy: Establish an Active Measu
Page 65 and 66:
Sector Business CaseAdvantagesDoD C
Page 67 and 68:
Joint Government / DoD Contractor
Page 69 and 70:
SummaryCMMI aids organizations to
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7. Capability Maturity Model Integration (CMMI) - tud.ttu.ee

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