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

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Implement cost savings and best practices• Processes that are documented, measured, andcontinuously improved are perfect candidates forbecoming best practices, resulting in costsavings for the organization.• CMMI encourages measurement as amanagerial tool.• By using the historical data collected to supportschedule estimation, an organization can identifyand widely deploy practices that work, andeliminate those that don't.27Benefits of Continuing ProcessImprovement•SEI SW-CMM Level 5: For the Right Reasons*•Defects are now nearly all found and fixed before testing begins.•Defects escaping into the field have been reduced from 11% topractically 0%.•Programs consistently reach customer satisfaction andperformance targets.•Peer reviews increase total project costs by 4%, but reducedrework during testing by 31%. R.O.I. is 7.75:1.•* Reference: Yamamura and Wigle, Boeing Space andTransportation Systems, Crosstalk, Aug, 1997.2814
Gain an industry-wide recognitionfor excellence• The best way to develop a reputation forexcellence is to consistently perform well onprojects, delivering quality products and serviceswithin cost and schedule parameters.• Having processes that conform to CMMIrequirements can enhance that reputation.• The results of CMMI appraisals can becompared across a company, a corporation, oran industry.• Many organizations proudly advertise theirCMMI-defined maturity rating alongside theirISO 9000 registration.29CMMI Objectives• Eliminating inconsistencies.• Reducing duplication.• Increasing clarity and understanding.• Providing common terminology.• Providing consistent style.• Establishing uniform construction rules.• Maintaining common components.• Assuring consistency with ISO/IEC 15504.• Being sensitive to the implications for legacyefforts.3015
Page 3 and 4: The Frameworks Quagmire (present)PS
Page 7 and 8: CMM-i probleemid• Kosemudelil tug
Page 9 and 10: Process Improvement• The improvem
Page 11 and 12: Improvements from AdoptingSW-CMMPer
Page 13: Enhance customer satisfaction• Me
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
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Sector Business CaseAdvantagesDoD C
Page 67 and 68:
Joint Government / DoD Contractor
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SummaryCMMI aids organizations to
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7. Capability Maturity Model Integration (CMMI) - tud.ttu.ee

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