1Understanding High Maturity Level of CMMIVincent YipCMM/CMMI LA2Agenda Overview of CMMI Staged Representation Characteristics of CMMI ML1, 2, and 3 CMMI Maturity Level 4nOrganizational Process PerformancenQuantitative Project Management CMMI Maturity Level 5nOrganizational Innovation and DeploymentnCausal Analysis and Resolution3CMMI Staged Representation Maturity Levels 1 234 5 Process unpredictable, poorly controlled, and reactiveProcess characterized for projects and is often reactiveProcess characterized for the organization and is proactiveProcess measured and controlledFocus on process improvementOptimizingQuantitatively ManagedDefinedInitialManagedOptimizingDefined4CMMI Staged Representation Process AreasOrganizational Innovation and Deployment Causal Analysis and Resolution5 Optimizing4 Quantitatively Managed3 Defined2 ManagedContinuous Process Improvement Quantitative ManagementProcess StandardizationBasic Project ManagementOrganizational Process Performance Quantitative Project Management Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management for IPPD Risk Management Integrated Teaming Integrated Supplier Management Decision Analysis and Resolution Organizational Environment for IntegrationRequirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration ManagementQuality ProductivityRisk Rework1 InitialProcess AreasLevelFocus5Structure of CMMI Staged RepresentationCommitment to PerformMaturity LevelsGeneric PracticesGeneric GoalsProcess Area 2Common FeaturesProcess Area 1Process Area nAbility to PerformDirecting ImplementationVerifying ImplementationSpecific GoalsSpecific Practices6Structure of CMMI Staged Representation - REI REQUIREDnSpecific/Generic Goals EXPECTEDnSpecific/Generic Practices INFORMATIVEnSub-practices/Elaborations7Characteristics of Maturity Level 1: Initial Processes are ad hoc and chaotic Organizations usually:ndepend on heroics of peoplentend to over-commitnUnable to repeat their successes Data?8Characteristics of Maturity Level 2: Managed Projects have ensured requirements are managed Projects are performed and managed according to their documented plans. Status of work products and delivery of services are visible to management. Project Data9Characteristics of Maturity Level 3: Defined Process improvement belongs to the organization.nBest practices are gathered across the organization.nProcesses are tailored as appropriate.The organization supports the projects by establishingncommon processes, measurementsntraining10Foundation for Moving to Maturity Level 4 Maturity levels 2 and 3 build a foundation necessary for quantitative management. This foundation includesndefined processes, which achieve consistency across the organization provide a qualitative understanding of sub-processes and their relationshipsncommon measures to accumulate meaningful data across the organization11The Maturity LevelsProcess unpredictable, poorly controlled, and reactiveProcess characterized for projects and is often reactiveProcess characterized for the organization and is proactiveProcess measured and controlledFocus on process improvementOptimizingDefinedQuantitatively ManagedInitialOptimizingDefinedManaged1 24 5 312Maturity Level 4: Quantitatively ManagedAt maturity level 4, the organization and projects establish quantitative objectives for quality and process performance and use them as criteria in managing processes.13Maturity Level 4 Process AreasOrganizational Process PerformanceQuantitative Project Management14Establish and maintain a quantitative understanding of the performance of the organizations set of standard processes in support of quality and process- performance objectives, and to provide the process- performance data, baselines, and models to quantitatively manage the organizations projects.Organizational Process Performance15Organizational Process PerformanceSG 1: Establish Performance Baselines and ModelsBaselines and models that characterize the expected process performance of the organizations set of standard processes are established and maintained.16Organizational Process Performance17Organizational Process PerformanceSG 1: Establish Performance Baselines and ModelsSP 1.1 Select Processes Select process to include in the performance analysis Not feasible to apply quantitative process performance to all processes or process elements18Organizational Process PerformanceSG 1: Establish Performance Baselines and ModelsSP 1.2 Establish Process Performance Measures Determine the organizations business objectives Select measures to support business objectives, e.g. use GQM19Organizational Process Performa