领悟CMMI高级实践ppt课件

1、1Understanding High Maturity Level of CMMIVincent YipCMM/CMMI LA2Agenda Overview of CMMI Staged Representation Characteristics of CMMI ML1, 2, and 3 CMMI Maturity Level 4 Organizational Process Performance Quantitative Project Management CMMI Maturity Level 5 Organizational Innovation and Deployment

2、 Causal 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 measuredand controlledFocus on processim

3、provementOptimizingQuantitativelyManagedDefinedInitialManagedOptimizingDefined4CMMI Staged Representation Process AreasOrganizational Innovation and DeploymentCausal Analysis and Resolution5 Optimizing4 Quantitatively Managed3 Defined2 ManagedContinuousProcess ImprovementQuantitativeManagementProces

4、sStandardizationBasicProjectManagementOrganizational Process PerformanceQuantitative Project Management Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational Training Integrated Project Managemen

5、t for IPPDRisk ManagementIntegrated TeamingIntegrated Supplier ManagementDecision Analysis and ResolutionOrganizational Environment for IntegrationRequirements Management Project PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality As

6、suranceConfiguration ManagementQualityProductivityRiskRework1 InitialProcess AreasLevelFocus5Structure of CMMI Staged RepresentationCommitmentto PerformMaturity LevelsGenericPracticesGenericGoalsProcess Area 2Common FeaturesProcess Area 1Process Area nAbilityto PerformDirectingImplementationVerifyin

7、gImplementationSpecificGoalsSpecificPractices6Structure of CMMI Staged Representation - REIREQUIREDSpecific/Generic GoalsEXPECTEDSpecific/Generic PracticesINFORMATIVESub-practices/Elaborations7Characteristics of Maturity Level 1: Initial Processes are ad hoc and chaotic Organizations usually: depend

8、 on heroics of people tend to over-commit Unable 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 vi

9、sible to management. Project Data9Characteristics of Maturity Level 3: DefinedProcess improvement belongs to the organization.Best practices are gathered across the organization.Processes are tailored as appropriate.The organization supports the projects by establishingcommon processes, measurements

10、training10Foundation for Moving to Maturity Level 4Maturity levels 2 and 3 build a foundation necessary for quantitative management. This foundation includesdefined processes, which achieve consistency across the organizationprovide a qualitative understanding of sub-processes and their relationship

11、scommon measures to accumulate meaningful data across the organization11The Maturity Levels Process unpredictable, poorly controlled, and reactiveProcess characterized for projects and is often reactiveProcess characterized for the organization and is proactiveProcess measuredand controlledFocus on

12、processimprovementOptimizingDefinedQuantitatively 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 proc

13、esses.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

14、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 or

15、ganizations set of standard processes are established and maintained.16Organizational Process PerformanceEstablish Performance Baselines and ModelsOrganizational Process Performance.Establish Performance Baselines and ModelsOrganizational Process Performance.Establish Performance Baselines and Model

16、sSelect ProcessesProcesses and Processes ElementsEstablish Process Performance MeasuresDefinitions of selected measuresEstablish Quality and Process-Performance ObjectivesOrganizations quality and process-performance objectivesEstablish Process Performance BaselinesProcess Performance BaselinesEstab

17、lish Process Performance ModelsProcess Performance Models17Organizational Process PerformanceSG 1: Establish Performance Baselines and ModelsSP 1.1 Select ProcessesSelect process to include in the performance analysisNot feasible to apply quantitative process performance to all processes or process

18、elements18Organizational Process PerformanceSG 1: Establish Performance Baselines and ModelsSP 1.2 Establish Process Performance MeasuresDetermine the organizations business objectivesSelect measures to support business objectives, e.g. use GQM19Organizational Process PerformanceSG 1: Establish Perf

19、ormance Baselines and ModelsSP 1.3 Establish Quality and Process Performance ObjectivesBased on organizational business objectivesMay need to reference past performance20Organizational Process PerformanceSG 1: Establish Performance Baselines and ModelsSP 1.4 Establish Process Performance BaselinesTr

20、y to understand where we are nowObtain from project levelAggregate to organizational levelNeed to apply it intelligently, e.g. tailoring21Organizational Process PerformanceSG 1: Establish Performance Baselines and ModelsSP 1.5 Establish Process Performance ModelsEstablish based on organizations stan

21、dard processes and process baselinesUsed to estimate progress toward achieving objectives that cannot be measured until later in the projects life22Example: Effort Estimation DeviationEstablish Process Performance BaselinesEffort Estimation Deviation-200.0-150.0-100.0-50.00.050.0100.0150.0200.0250.0

22、135791113151719Effort Estimation Deviation Ratio23ExerciseDiscussion:What will be the differences in setting process performance objectives in Maturity Level 3 and Maturity Level 4?24Quantitatively manage the projects defined process to achieve the projects established quality and process-performanc

23、e objectivesQuantitative Project Management25SG 1: Quantitatively Manage the ProjectThe project is quantitatively managed using quality and process-performance objectives.SG 2: Statistically Manage Subprocess PerformanceThe performance of selected subprocesses within the projects defined process is

24、statistically managed.Quantitative Project Management26Quantitative Project ManagementQuantitatively Manage the ProjectStatistically Manage Subprocess PerformanceEstablish the projects objectivesProjects quality and process-performance objectivesCompose the Defined ProcessSelected subprocessesSelect

25、 the subprocesses that will be statistically managedSubprocesses that will be statistically managedManage Project PerformanceQuantitative Project Management.Quantitatively Manage the ProjectQuantitative Project Management.Quantitatively Manage the ProjectProject ProgressReportSelect measures and ana

26、lytic techniquesDefinitions of measures and analytic techniquesApply statistical methods to understand variationCollected measures and natural boundsMonitor performance of the selected subprocessesProcess capabilityRecord statistical management dataOrganizations measurement respositoryQuantitative P

27、roject Management.Statistically Manage Subprocess PerformanceQuantitative Project Management.Statistically Manage Subprocess Performance27Quantitative Project ManagementSG 1: Quantitatively Manage the ProjectSP 1.1 Establish the Projects ObjectivesReview with the organizations objectives and organiz

28、ations baselinesNeed to align with the organizations objectivesExample: Total Effort Estimation Variance 20%28Quantitative Project ManagementSG 1: Quantitatively Manage the ProjectSP 1.2 Compose the Defined ProcessSelect the subprocesses based on their performance and capabilityWhat if no such subpr

29、ocess can be identified?Example:Delphi and Analog estimation methodsEstimation by phase29Quantitative Project ManagementSG 1: Quantitatively Manage the ProjectSP 1.3 Select the Subprocesses that will be statistically managedSelect based on criteria, for exampleStabilityPerformance30Quantitative Proj

30、ect ManagementSG 1: Quantitatively Manage the ProjectSP 1.4 Manage Project PerformanceMonitor the performance of the subprocessesEstimate whether the project objectives can be achieved in the futureLook for other information to help estimate31Quantitative Project ManagementSG 2: Statistically Manage

31、 Subprocess PerformanceSP 2.1 Select Measures and Analytic TechniquesTo manage the selected subprocessesIdentify the common measures as well as any additional measures neededExample:Planned effort vs actual effort32Quantitative Project ManagementSG 2: Statistically Manage Subprocess PerformanceSP 2.

32、2 Apply Statistical Methods to Understand VariationEstablish control chart from previous data3 sigmaSpecial causes vs common causesExample:Monitor % effort deviated in each task Monitor % effort deviated in each phase33Quantitative Project ManagementSG 2: Statistically Manage Subprocess PerformanceS

33、P 2.3 Monitor Performance of the Selected SubprocessesEnsure the performance is kept within expected rangeCorrective actions on special causesUCLLCLEstimation VarianceProcessCapability34Quantitative Project ManagementSG 2: Statistically Manage Subprocess PerformanceSP 2.4 Record Statistical Manageme

34、nt DataNeed to keep records for future reference35ExerciseDiscussion:Discuss and understand how OPP and QPM work together to help stabilize the processes?36The Maturity Levels Process unpredictable, poorly controlled, and reactiveProcess characterized for projects and is often reactiveProcess charac

35、terized for the organization and is proactiveProcess measuredand controlledFocus on processimprovementOptimizingDefinedQuantitatively ManagedInitialOptimizingDefinedManaged1 24 5 337Maturity Level 5: OptimizingAt Maturity Level 5, an organization continually improves its processes based on a quantit

36、ative understanding of the common causes of variation inherent in processes38Maturity Level 5 Process AreasOrganizational Innovation and DeploymentCausal Analysis and Resolution39Organizational Innovation and DeploymentSelect and deploy incremental and innovative improvements that measurably improve

37、 the organizations processes and technologies. The improvements support the organizations quality and process-performance objectives as derived from the organizations business objectives. 40Organizational Innovation and DeploymentSG 1: Select ImprovementsProcess and technology improvements that cont

38、ribute to meeting quality and process- performance objectives are selected.SG 2: Deploy ImprovementsMeasurable improvements to the organizations processes and technologies are continually and systematically deployed.41Organizational Innovation and DeploymentSelect ImprovementsDeploy ImprovementsColl

39、ect and Analyze Improvement ProposalsAnalyzed process- and technology-improvement proposalsIdentify and Analyze InnovationsProposed innovative improvementsPilot ImprovementsPilot resultsSelect Improvements for DeploymentImprovement proposals selected for deploymentOrganizational Innovation and Deplo

40、yment.Select ImprovementsOrganizational Innovation and Deployment.Select ImprovementsPlan the DeploymentDeployment PlanManage the DeploymentDeployment resultsMeasure Improvement EffectsMeasures of effectOrganizational Innovation and Deployment.Deploy ImprovementsOrganizational Innovation and Deploym

41、ent.Deploy Improvements42Organizational Innovation and DeploymentSG 1: Select ImprovementsSP 1.1 Collect and Analyze Improvement ProposalsCollect and analyse process- and technology-improvement proposals:Project debriefing reportsFeedback from usersRoot Cause analysis resultsOrganizations performanc

42、e baselines43Organizational Innovation and DeploymentSG 1: Select ImprovementsSP 1.2 Identify and Analyze InnovationsLook for processes and tools to help improveAnalyze the costs and benefitsSelect to pilot before deploy44Organizational Innovation and DeploymentSG 1: Select ImprovementsSP 1.3 Pilot

43、ImprovementsPilot PlanImprovement targetScopeMonitor the pilotReview and document the pilot45Organizational Innovation and DeploymentSG 1: Select ImprovementsSP 1.4 Select Improvements for DeploymentSelect improvements based on pilot resultsLook for other innovations if pilot results did not satisfy

44、 improvement targets46Organizational Innovation and DeploymentSG 2: Deploy ImprovementsSP 2.1 Plan the DeploymentDeployment PlanChanges in process, tools, Strategy and scopePerformance targets47Organizational Innovation and DeploymentSG 2: Deploy ImprovementsSP 2.2 Manage the DeploymentMonitor it ac

45、cording to the planMonitor whether the new process or technology meet the performance target48Organizational Innovation and DeploymentSG 2: Deploy ImprovementsSP 2.3 Measure Improvement EffectsMeasure the deployment result against the targetIdentify the improvements49ExerciseDiscussion:How would you

46、 apply OID to improve process performance?50Causal Analysis and ResolutionIdentify causes of defects and other problems and take action to prevent them from occurring in the future.51Causal Analysis and ResolutionSG 1: Determine Causes of DefectsRoot causes of defects and other problems are systematically determined.SG 2: Address Causes of DefectsRoot causes of defects and other problems are systematically addressed to prevent their future occurrence.52Causal Analysis and ResolutionDetermine Causes of DefectsAddress Causes of DefectsSelect